REPUBLIC OF TURKEY THE MINISTRY OF
ECONOMY
General Directorate of Exports
Department of SMEs and Clustering Supports
Emrah SAZAK
Head of Department
SME Cooperation and Clustering Project
Directorate of Project Coordination Unit
INTERNATIONAL COMPETITIVENESS AND COOPERATION
CONFERENCE
4-5th of June, 2013
Scope of the Presentation
• Origin of the UR-GE Communication
• Vision of the UR-GE Communication
• Stages of the UR-GE Projects
• Why Needs Analysis?
• How should the Needs Analysis be Managed?
• Role of the Cooperation Organizations
• Results and Assessments
Origin of the UR-GE Communication (1)
“80% of the firms consist of 5% of the exports.”
and we need to increase this rate.
– Total number of exporting companies in the last 10 years is 140,214
– Total number of exporting companies in 2012 is 56,256
– The share of companies exporting every year within the last decade in
the total exporting companies is 6,3%.
– Companies exporting continuously within the last decade consist of the
two-thirds of the total exports every year.
Origin of the UR-GE Communication (2)
Our companies;
•
The manufacturers would like to export their products but they don't know where to
start and how to do that. They cannot set targets assessing their power, limits and
opportunities.
•
They cannot see the external world and the opportunities within the ecosystem
beginning from their own environments. They don't know their competitors and
cannot see the best successful business models.
•
The needs of the companies change depending on the industrial structure, geography
and the company scale. A single solution is not possible for everybody.
UR-GE Communication to Reach the Target
SOLUTION
•
Making the companies steering exports and continuously exporting their
products more powerful in the new markets improving their qualifications and
increasing the number of continuously exporting companies .
•
Setting reachable targets for our companies. Guiding these companies in
reaching the targets in a sector-specific manner and in line with meeting the
requirements .
Vision of the UR-GE Communication (1)
“Increasing our competitiveness and level of exports.”
"Initiating an export mobilization under the
leadership of the cooperative organizations by
ensuring the activation of the local dynamics that
take the project and clustering approaches as
basis."
Vision of the UR-GE Communication (2)
"Initiating an export mobilization under the leadership of the cooperative
organizations by ensuring the activation of the local dynamics that take the project
and clustering approaches as basis."
Milestones of the UR-GE Projects
Clustering Concept
1
It analyses the sector-specific competition
areas in a specific geographical scope. It
aims to turn the local competitive advantages
into a global opportunity under the scope of
a common problem, a common opportunity
and a common vision.
Export-Based Understanding
3
It is intended to have sustainable exports.
Therefore, it ensures the improvements of
the necessary skills for exports and access to
information. It is operational.
A flexible, dynamic and integrated
approach
It provides the services of meeting the
2.
requirements of not a single company but of
the companies that would create a collective
power and quick win-based educationconsultancy and marketing and promotional
activities for them.
Cooperation Understanding
4
Cooperation is an essential element in
projects. The inter-company and publicuniversity-industry cooperations throughout
the global and national value chains are
essential.
Stages of the UR-GE Project
Project Application of a Cooperation Organization
Needs Analysis
Employment
Education and/or Consultancy Activities
International Marketing and/or Purchasing Committee
Individual Consultancy
Why is the Needs Analysis an Industrial Strategy?
– It analyses the information, capacities, means and methods required for the
companiesto be able to compete together with them based on not a general but
an industrial perspective .
– It analyses the industrial trends, assesses the companies within their geographical
scope and determines a strategic location,
– It provides the future opportunity areas to the companies analyzing the market
trends and market opportunities ,
– As well as the intra-company competition areas, it shows the competition
advantages out of the company within the ecosystem and how to activate them,
– It sets targets in the light of the analysis-oriented realistic identifications.
– It is the strategic road map that would help reach the target.
Needs Analysis and Following Activities
Exports
Actions for the target markets
Common Marketing
Common Training
International
Marketing and/or
Purchasing
Committee
Activities
Education and Consultancy
Activities
Common Vision
Needs Analysis
Needs Analysis
Improving the company
capacities and developing
cooperations.
Setting targets and developing
a strategy based on the
industrial, regional, company
and market analyses
How should the Needs Analysis be Managed? (1)
Identifi
cation
Identify
Target
1
1. Industry Analysis
2. Regional Analysis
3. Company Analysis
4. Market Analysis
Strateg
y
Action
Set a
Target
2
1.Determining a common
vision
2.Setting Export Targets
and Target Markets
Develop
a
Strategy
3
1. Determining Strategic
Steps with the ForesightInsight-Cross Sight
Concept
2.Determining the Success
Factors
Go into
Action
4
1.Planning the actions
with common sense and
participatory
understanding
2.Result-focused
implementation
How should the Needs Analysis be Managed?
(2)
Industrial Strategy Methodology for the SME Cooperation and Clustering Project
How should the Needs Analysis be Managed? (3)
1
2
3
4
5
6
7
8
Preparation Phase for the Active Project:
Selection of the correct industry and correct companies, creating the team to lead the process and
quality service procurement
Making Comprehensive Literature Research:
Analyzing the industry status with a comprehensive desk-based study, requirement forecasting.
Assessing the Industry in Turkey and in the Region:
Analyzing the industry status through shareholder meetings and company analyses, requirement
forecasting.
Sharing and Embracing the Common Vision
Sharing the information and target markets determined with the companies and determining a
"Common Vision"
Determining the Stages of the Common Vision
Entering the target markets, determining the critical steps and competition areas for continuous
exports
Target Market Analysis:
Determining the target markets via value chain approach
Illustrating the International Best Business Models and Implementatio ns:
Analyzing the business models making difference and creating value in business and production
processes
Preparing the Road Map
Determining, planning and budgeting the activities
Critical Issues for a Good Industrial Strategy
– Importance was attached to the preparation phase and time and efforts were
made.
– It is based on the active participation of the companies.
– It requires a detailed desk-based study.
– It is based on the comprehensive company analyses made face to face with
them,
– It includes the industry trends,
– Determines the target markets and gives information,
– Analyzes the successful implementation examples and takes lessons from them.
– Looks for the restrictions in the current status and the ways to change them,
– Provides concrete, applicable actions that would ensure quick wins,
– Presents a net and reachable target,
– It is a strategic road map to help reach the target.
Role of our Cooperation Organizations
• The leaders of the Cooperation Organization adopting the process, guiding
the companies and initiating the cooperation process,
• Employment of the Cluster Leader,
• Seeing the Needs Analysis as a target-focused and strategic road map,
• Getting the best quality service,
• Designing and implementing activities that would create added value with
the "Tailor-made" solution approach,
• Seeing and managing the process as an opportunity to change,
• Ensuring the sustainability and the active participation of the companies in
the training, consultancy and market activities.
UR-GE Projects (1)
The UR-GE Communication that we put into practice in 2010 helps
gradually more companies reach their targets and our industries are
recognized in international markets more.
Since 2010;
• 116 UR-GE Project supported,
• 76 Cooperation Organizations and
• 2102 companies.
Successful UR-GE Projects (2)
The bigger this picture gets, the larger our enterprises get.
We would like to thank our Cooperation Organizations. As the
Ministry of Economy, we are supporting our regions, enterprises and
Cooperation Organizations.
We are waiting for the Cooperation Organizations not included in this
picture yet as well.
WE INVITE ALL THE COMPANIES
and
COOPERATION ORGANIZATIONS
TO COOPERATE
and
WAIT FOR THEIR PROJECTS
Thank you for listening.
M.Emrah SAZAK
Head of the Department of SMEs and
Clustering Supports
SME Cooperation and Clustering Project
Directorate of Project Coordination Unit