KEY FINDINGS OF QUALITATIVE RESEARCH ABOUT
HEDA
1
Prepared by MRB February 2014
TABLE OF CONTENTS
1. INTRODUCTION1.1 THE RESEARCH OBJECTIVES
1.2THE RESEARCH METHODOLOGY1.3 TIME PLAN
2. SYNTHESIS OF FINDINGS2.1 THE BUSINESS ENVIRONMENT OF CRETE
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS2.3 EVALUATION OF THE DUTCH MARKET
2.4 INTRODUCTION & EVALUATION OF HEDA
3. 3. CONCLUSIONS & RECOMMENDED ACTIONSCONCLUSIONS & RECOMMENDED ACTIONS
2
1. INTRODUCTION
3
1.1 THE RESEARCH OBJECTIVES
To evaluate the business environment of Cretan island
To examine the stance of business owners towards cooperatives associations, national and bilateral chambers
To evaluate the participation of business to associations and chambers, to identify the advantages and disadvantages and also the expectations rising by those memberships
To examine the levels of knowledge and the stance towards the Dutch Market
To introduce HEDA and to examine if there is any possibility and under which condition HEDA could acquire new members from the business environment of Crete
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1.2 THE RESEARCH METHODOLOGY
Qualitative Research
11 in depth interviews with the Decision makers of medium and large companies of Crete
The selection criterion was among the main economic sectors of the island
• Tourism
• Agriculture
• Manufacturing (Processing Industry)
• Commerce
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1.3 THE TIME PLAN
The research field was held among
January 13th to January 31 /2014
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2. SYNTHESIS OF FINDINGS
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2.1 THE BUSINESS ENVIRONMENT OF CRETE
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The main economic sectors of the island are depicted hierarchically as following :
Primary Sector (exports mainly)
Manufacturing / (Processing Industry)
Tourism
Shipping
Commerce
2.1 THE BUSINESS ENVIRONMENT OF CRETE
The economic situation seems to affect the business activity of the island, since it was difficult to identify industrial sectors that are booming nowadays
Furthermore, an additional difficulty exists concerning transportation and labor costs (being higher) compared with the rest of Greece and as a result many companies have second thoughts about the stay of the company’s headquarters to the island (example Manufacturing / Processing Industry)
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2.1 THE BUSINESS ENVIRONMENT OF CRETE
As far as it concerns tourism, the situation is a bit different (better) but all inclusive packages -which seem to be a recent trend -do not bring profitability to the island as a whole ( tourists does not leave profit to the local market)
Concerning the primary sector (mainly agriculture, olive oil, vineyards) only export activities can bring profit to the producers
Furthermore the Cretans believe that they should promote the philosophy and the advantages of the Cretan diet abroad in order to expand the entrepreneurship of the island -> need for expansion abroad <-> “Arising Opportunity”
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2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
Typologies Map
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In an effort to recognize the ways that the respondents are associated with the concept “member of a chamber” the following behavioral “poles” emerged:
• Obligatory membership vs Beyond obligatory membership
• Show trust vs Question
Obligatory Membership
Doubt
Beyond obligatory membership
Trust
The Supporters
The detached
The Distant
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Supporters
Usually large companies with export activities
Mainly from the food industry (olive oil, wine, honey) dealing with production – packaging - distribution- exports
Aim to expand their business activities -> Seek for opportunities
They are young, “experts” with technology, “the model of dynamic businessman”
They are active members of Local unions, Commercial chambers and Bilateral chambers
Easy to reach but they need proof in order to be persuaded
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Supporters
Perceived Benefits of Membership
Local Unions Collectivity Defending local interests Emphasis to Cretan
entrepreneurship
National chambers Credentials for the company Continuous information reports
about the sector in general Information about events Results of researches about the
latest trends in commerce, sales etc Contributes to the promotion of
Cretan philosophy abroad
Bilateral chambers They bring into contact with embassies They organize exhibitions with Greek
and foreign partners They provide statistics about sales and
profit of specific products in certain regions
They provide information about the market in order companies who want to export their product can be competitive
They inform about new market openings
They build up the image of Cretan Market
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Supporters
Perceived Benefits of Membership
Local Unions Collectivity Defending local interests Emphasis to Cretan
entrepreneurship
National chambers Credentials for the company Continuous information reports
about the sector in general Information about events Results of researches about the
latest trends in commerce, sales etc Contributes to the promotion of
Cretan philosophy abroad
Bilateral chambers They bring into contact with embassies They organize exhibitions with Greek
and foreign partners They provide statistics about sales and
profit of specific products in certain regions
They provide information about the market in order companies who want to export their product can be competitive
They inform about new market openings
They build up the image of Cretan Market
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Supporters
Further Expectations from the Membership of a bilateral chamber
Networking with foreign partners in an organized and systematic way in order to acquire information about the specific market and to exchange expertise and know-how
Guidance on bureaucracy and legal issues of the country that they want to export their products
Planning of Events to reinforce public relations among countries
Well organized exhibitions
Finding potential Customers
“Interaction”
“Better”
“Deeper”
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Distant
Usually large and medium companies with low or without export activities
Mainly producers ( primary sector) and from the tourist sector (hotel owners)
Wish to expand their business activities -> “Wait to be discovered”
They are usually of middle age, familiar with technology, “the model of traditional businessman”
They are members of Local unions and Commercial chambers ( they are negative)
Suspicious, Demanding, it is difficult to persuade them
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Distant
Perceived Benefits of Membership
Local Unions Politics - Unionism They mishandle subventions Ignorance about marketing, events,
promotion
National chambers They organize events without any
important effect (producers and merchants together)
They could consist the mean to promote the Cretan products but in reality they are ineffective
They are public servants
Bilateral chambers They feel that they promote interest of
each country They organize events and excursions They provide public relations among
countries
The specific audience is
particularly negative towards
unions and chambers, as a result
they found difficulties to
recognize any benefits
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Distant
More Expectations from the Membership of a bilateral chamber
Finding potential Customers
Acquaintance with Top Businessman of European countries
Organization of Exhibitions
“Sales, Sales, Sales”
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Detached
Large companies with export activities
Mainly from the food industry and production (olive oil, honey, cold cuts) dealing with production – packaging - distribution- exports
Aim to expand their business activities -> They have strategic plan
They are of middle age , experienced, familiar with technology, “the model of successful businessman”
They are members of Local unions, Commercial chambers and Bilateral chambers (they are disappointed)
Difficult to gain trust
“I can manage even without you”
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Detached
Perceived Benefits of Membership
Local Unions Promote local interests It is a mean of positioning in certain issues &
express problems and worries Participation at events But usually without any effect
National chambers They provide information about the market,
new equipments etc. They organize events exhibitions An official organization BUT They could eliminate the bureaucracy of
public administration
Bilateral chambers The intermediate link between two
countries They organize events and exhibitions They provide information about
foreign marketsBUT
• They usually do not give solutions but they send you to other services -> lack of interest
• They emphasize to the relations between member states without providing substantial help -> companies should ask for consulting from specific firms
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The Detached
More Expectations from the Membership of a bilateral chamber
Guidance about the Legislative framework
Market research about the product the company wants to export at the specific country -> to identify the need
Opening of new markets
Finding potential Customers
Networking with relevant business in order to exchange opinions, experience and knowledge
Real “…Beyond…”
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
Overall all respondents seemed to have a better opinion about Bilateral chambers in relation to national ones, fact that increases expectations but also “leaves room” for further approach
It was common in all respondents that, the “role” a bilateral chamber has to play in order to fulfill its “mission”, is mainly Consultative
The most important selection criterion seems to be its capability to provide new Market Opportunities and Potential Customers
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2.3 EVALUATION OF THE DUTCH MARKET
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2.3 EVALUATION OF THE DUTCH MARKET
The majority of respondents seemed to consider interesting all European markets as well as Scandinavian countries, Russia, Canada and China
Due to climatic conditions they have, European and Scandinavian countries are open markets to export wine, honey and olive oil
Canada and Russia are particularly interested about wine and China seems to be a great opportunity for olive oil due to lack of it there
On the contrary Markets of Latin America, Africa and India do not show any particular interest since they are considered non-developing markets
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2.3 EVALUATION OF THE DUTCH MARKET
With few exceptions, most businesses do not know many details about the Dutch market-> low levels of awareness
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Spontaneous Associations
“A Dynamic Market”
“Strong economy”
“A well organized country” “A node due to
geographical place”
2.3 EVALUATION OF THE DUTCH MARKET
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After the exposure to the information about the Dutch market, seemed that the positive image they had about the Dutch Market is confirmed, indicating the
following elements that are evaluated positively:
Agriculture and food -> Open market for Crete/ Opportunity
The 5th largest economy in the Euro zone -> Safety / strengthens the impression of
strong economy
Import partners: Germany 14.5%, China 11.8%, Belgium 8.6%, UK 6.1%, Russia 6%, US 5.9%, France 4% (2011) -> Reassurance / impression of an open market/ A potential cooperation
Imports $490.1 billion (2012 est.) -> Important factor that motivates interest for furthermore
examination
2.3 EVALUATION OF THE DUTCH MARKET
It seems that after the presentation of the Dutch Market the respondents expressed high interest
Especially for the food sector, wine, olive oil, cold cuts and honey the Dutch market is depicted as a new opening and a potential future cooperation
The fact that the Dutch Market has a high import activity raises positive connotations and gives the impression that there is a “fertile ground” to expand
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2.4 INTRODUCTION & EVALUATION OF HEDA
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2.4 INTRODUCTION & EVALUATION OF HEDA
On a first spontaneous level, the majority of respondents were not aware of HEDA (only two mentions without knowing any
specific details)
In order to examine prompted reactions, the respondents were exposed to informational material about HEDA that included
the history, objectives and values, its mission and vision, as well as services provided and list of members
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Preliminary Remark
2.4 INTRODUCTION & EVALUATION OF HEDA
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Many years of existence are interpreted twofold: o Experience / know – howo Absence of visibility raises suspicion -> unknown therefore inefficient?
The objectives considered prerequisites and expected -> lack of differentiation / “missal”Values are “tempting” and generate interest as long as they are applicable However words like “Passion”, “daring” and integrity predispose positively
2.4 INTRODUCTION & EVALUATION OF HEDA
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The term Networking Organization raises positive connotations and meets the expectations they have already mentionBusiness to Business contacts is evaluated positively since it gives the impression that HEDA brings together business in order to exchange opinions and knowledge The number of 180 members seems quite satisfactory for an unknown chamber-> “hidden force”The term strong liaison seems to respond to their current need
All the above compose the puzzle of acceptance of HEDA
2.4 INTRODUCTION & EVALUATION OF HEDA
Customized services: Quarterly newsletterMonthly e-News BulletinCredit information Exhibitions Training Organizing activitiesCooperation with other chambers WebsiteBusiness directoryNetworking
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Evaluation of services
Lack of differentiation from other chambers“ The basics offered by everyone”Lack of excitementLost of interest
Need of differentiation/ enrichment
2.4 INTRODUCTION & EVALUATION OF HEDA
When respondents were exposed to a more detailed description about specific actions of HEDA their initial reaction about services
seemed to be altered
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Getting acquainted with the Dutch Market (profile, developed sectors, products/
services, consumer habits)
Providing detailed information for the Dutch Market will make easy and clear if there is an open market/ opportunity for each sector that shows interest to develop business or exporting activity
!!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Networking with other companies
If it is well organized and it is not just promises, it is great opportunity in order to “exploit” (make the best) other partner’s experience, technical mastery and
superior skills -> Fact that attributes added value to HEDA
!!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Join ventures with Dutch companies
Came out as a great opportunity for specific companies (ex. Cold cuts) they could combine the production of Dutch primary sector in order to develop new business activities or to create alliances with other companies in order to supply materials from
each other -> An ideal action from a chamber that provides the maximum to its members !!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Lists of potential customers/ collaborations
The greatest difficulty for a company that wants to expand their activities abroad, a chamber that would provide this service to its members is more than an organization, it is a commission that shows social
responsibility towards its members -> It is the most important argument that HEDA can use in order to gain members !!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Public Relations/Political Lobbying
A service that companies may afford in order to acquire power. The specific service is evaluated positively and transforms HEDA to a powerful
institution -> “They have the means”
!!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Mentoring: A platform of information that will guide all members through
necessary actions in order to carry the entrepreneurial activity abroad
GuidanceElimination of bureaucracyElimination of the cost of consulting companiesConvenience
“Not just a chamber, a precious consultant” !!!
2.4 INTRODUCTION & EVALUATION OF HEDA
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Events that will attract Dutch Companies or tourists (gastronomic events)
Necessary It will “boost” island’s economyIt will promote Cretan nutrition abroadIt will create needs for Cretan products
“A significant help”
!!!
2.4 INTRODUCTION & EVALUATION OF HEDA
The specific actions after evaluating were placed in the following hierarchy:
Events that will attract Dutch Companies or tourists (gastronomic events)
Mentoring: A platform of information that will guide all members through necessary actions in order to carry the
entrepreneurial activity abroad
Join ventures with Dutch companies
Lists of potential customers/ collaborations
Networking with other companies
Public Relations/Political Lobbying
Getting acquainted with the Dutch Market (profile, developed sectors, products/ services, consumer habits)
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The following diagram depicts the willing of each type of audience to be a member of HEDA and which subscription they would like to pay:
Member (+)
Right to vote (220€)
Member (-)
Simple subscription
(75€)
The SupportersThe detached
The Distant
2.2 STANCE TOWARDS NATIONAL & BILATERAL CHAMBERS
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The following diagram depicts the willing of each type of audience to be a member of HEDA and which subscription they would like to pay:
Member (+)
Right to vote (220€)
Member (-)
Simple subscription
(75€)
The SupportersThe detached
The Distant
If HEDA can prove those which claims even “the Distant” audience seems to be attracted
“The supporters” felt so excited about the services that HEDA provides, that they would like to be more engaged than the other audiences
“The detached” seemed to be more skeptical about all the services that HEDA claims to provide but they are willing to give an opportunity to the Hellenic-Dutch chamber
3. CONCLUSIONS & RECOMMENDED ACTIONS
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3. CONCLUSIONS & RECOMMENDED ACTIONS
The Cretan Market seems to be quite active as far as it concerns exporting activities and wishes to make further openings to new Markets
So far the participation in chambers and associations was almost disappointing, except from the audience of “the supporters” who have rather a positive experience
For the rest audiences the role of the Chambers and unions is not very active and does not provide neither an advisory status nor effective solutions
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3. CONCLUSIONS & RECOMMENDED ACTIONS
Bilateral chambers do not seem to particularly differentiate with an exception the audience of “the supporters” who still have greater expectations
The competencies that required by a Bilateral chamber are the following
Networking with foreign partnersGuidance on bureaucracy and legal issuesReinforcement of public relations among countriesWell organized exhibitionsFinding potential customers
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3. CONCLUSIONS & RECOMMENDED ACTIONS
As far as it concerns the Dutch Market seems quite interesting, especially for the food sector (production, packaging, Distribution)
Although the majority of respondents had a good opinion about the Netherlands and they consider them a strong economy, still it is an unknown market
After exposing the audience to informative material about the Dutch Market / economy, the levels of interest increased
A new and interesting opening
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3. CONCLUSIONS & RECOMMENDED ACTIONS
HEDA does not have high levels of awareness among
respondents, even those business that were aware about the
existence of the Hellenic- Dutch chamber could not recall any
further information about its actions
After exposing respondents to the informational material
about HEDA their reactions were quite satisfactory, yet there
is still the concern / suspicion about the actual realization of
the activities and services HEDA is claiming -> Need to
prove its values and intentions48
3. CONCLUSIONS & RECOMMENDED ACTIONS
In order HEDA to acquire “Recognition” and acceptance
should promote/ communicate its “history”, actions and
“concrete” partnerships -> Communication of a success story
HEDA should reach Cretan businesses through informative
news letters by emphasizing to all its “strong weapons” that
will give companies motives to subscribe
To indicate its values and vision49
3. CONCLUSIONS & RECOMMENDED ACTIONS
“Not just a chamber …
a Precious Consultant”
But
“PROVE IT !!!”
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