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17.10.2010 Seite 1
Export Promotion Strategy for the
Macedonian Software and IT Services
Industry
The Role of GTZ in its Implementation
17.10.2010 Seite 2Page 2
GTZ Investment and Export Promotion Project
A project within German-Macedonian Development Cooperation
German counterpart: Federal Ministry for Economic Cooperation and Development
Macedonian counterpart: Ministry of Economy
Implemented by GTZ - German Technical Cooperation
First phase: June 2008 - December 2009
Second phase: January 2010 - December 2012
Project budget: EUR 2,50 million
Overall Project Goal:
The international competitiveness of the Macedonian
companies in the supported industries (textile and clothing,
automotive industry and IT/software) has grown.
17.10.2010 Seite 3Page 3
GTZ Investment and Export Promotion Project
Areas of assistance:
Investment Promotion
Export promotion:
- IT/Software
- Textile and clothing industry
- Automotive industry
Implementing partners:
• Invest Macedonia - Agency for Foreign Investments and
Export Promotion of the Republic of Macedonia
• MASIT - ICT Chamber of Commerce
• Textile-Trade Association - Textile Cluster of Macedonia
(TTA-TC)
• Automotive Cluster of Macedonia (ACM)
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4
Input Output
• 3 person-months (budget)
• 1 coordinator (GTZ)
• 2 consultants (GOPA)
• MASIT & Working Group
• Benchmark analysis of the Macedonian IT industry
• Internal analysis (company survey)
• Export market analysis (external analysis)
• 9 business leads from German companies
• KM system introduced (SharePoint)
• Development of Export Promotion Strategy
• Collaborative strategy development
• Joint learning process & organizational knowledge
• Basis for successful strategy implementation
Results of Previous Project Phase
17.10.2010 Seite 5Page 55
GTZ Project Goals (Second Phase):
Support the implementation of the Export Promotion Strategy
Increase the international competitiveness of the Macedonian software industry
Successfully position the Macedonian software industry in export markets (DACH)
Provide specialized export promotion & training services to MASIT members
Achieve tangible results for the industry & companies (increase export volume)
Overall Goal of the Export Promotion Strategy:
To establish Macedonia as a well-recognized brand for specialized, high-quality
outsourcing services and software products within Europe, based on systemic
competitiveness, company excellence and superior customer value.
Strategy & Project Goal
17.10.2010 Seite 6Page 6
6
Strategic
Measures
Export
promotion
policy
Quality &
company
excellence
Export-oriented
investment
Export
capabilities
& knowledge
Clusters &
collaboration
Int. branding
&
positioning
1 2 3 4 5 6
Overview: Strategic Measures
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Improving the export promotion policy for the software industry
Rationale:
• Establishing the framework conditions conducive to the internationalization of the Macedonian software industry
• Improving competitiveness and export capabilities (software export capability model)
• Proactive policy formulation in collaboration with companies (SMEs)
• Mainly responsible: ministries
1
Implementation Strategic Measure 1:
Export Promotion Policy
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Strategic Measure 1: Export Promotion Policy
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9
Activity: Special Job Section on MASIT Website
Example IT Cluster
Regina Aachen: HR Service
“1 application 100 recipients”
Scope:
Professionals
Graduates
Vocational education
Internships
Thesis
Task 1.3: Increase Job Attractiveness of Software Industry
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Activity: Develop a trade fair participation program
• Budgets
• Organization
• Processes
• Tools
Europe:
• CeBIT
• SMAU
• Internet World
North America:
• INFOCOMM
• Outsource World
• IT360 Expo
Middle East:
• GITEX
• CAIRO ICT
• COMPUTAX
Task 1.6: Export Promotion Program for Software Exporters
17.10.2010 Seite 11Page 1111
Macedonian IT Industry
Barometer
Culture & language barriers
Technical standards / requirements
Lack of technical skills
Costs of exporting
Lack of qualified staff to conduct export
Legal aspects
Lack of export marketing know-how
Lack of export-oriented trainings / consulting
Market information
Lack of support by government
Visa requirements
Lack of business contacts
Lack of interest/awareness among clients
Finding business partner
Lack of branding
%
Not Problematic Somehow Problematic Little Problematic
Problematic Very Problematic Highly Problematic
Task 1.7: Introduction of an Industry Barometer
17.10.2010 Seite 12Page 1212
Improving international branding and positioning
Rationale:
• Lack of branding has been identified as a primary obstacle to Macedonian software exports
• Increasingly important due to intensifying competition within the offshoring market
• Important source of differentiation (“focused differentiation”)
• Create awareness, visibility and recognition for the Macedonian software industry
• Clearly defined core brand values: quality, company excellence, customer value
2
Implementation Strategic Measure 2: Branding &
Positioning
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Strategic Measure 2: Branding & Positioning
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Activity: Training on trade fair management & business
development
Success factors
Trade fair action plan
Before the fair: planning & preparation
The marketing-mix
Preparing marketing material
Business development process
Mailing & telemarketing
Using Web 2.0 and social networks (e.g. XING)
During the fair: management at the booth
Sales techniques
After the fair: follow-up
Task 2.3: Events
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15
Activity: Participation at trade fairs & IT events
Financial support for Macedonian booth at CeBIT 2011 by GTZ
Consulting: preparation, implementation and follow-up
Mailing & arrangement of B2B meetings
Participation at BITKOM Outsourcing Forum
Task 2.3: Events
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16
Macedonian IT Promotion
Network
Objectives & activities:
Promote cooperation (B2B)
Branding & positioning
Joint EU-projects
Joint events & roadshows
Networking & match-making
BITKOM
Fraunhofer
SFS
bwcon
LiSOG
Hessen-IT
BICC-NET
MFG
Cooperation
Network
Task 2.4: Macedonian IT Promotion Network
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17
MASIT-Website
Functions:
About us
Objectives
Activities
Cluster services
Events
e-Catalogue
Partners
Search
Groupware Log-in
Business request
Contact
Task 2.5: Web marketing & positioning
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19
Example CroICT:
Task 2.5: Web marketing & positioning
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Example: online catalogue
(BASSCOM)
Task 2.5: Web marketing & positioning
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Promoting clusters and collaboration
Rationale:
• Tool for export promotion: collaborative planning & implementation of export activities
• Examples: Serbian Software Cluster (SSC), BASSCOM, RUSSOFT
• Key benefits: economies of scale, better visibility, cost reduction, bundling of competences, improved access to information and markets
• Tool for international branding and positioning
• Enabling specialization and adaptability
• One-Stop-Shop for potential clients
• Cost-effective provision of export-oriented cluster services
3
Implementation Strategic Measure 3:
Clusters & Collaboration
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Strategic Measure 3: Clusters & Collaboration
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23
Strategy & Business Plan x
Organizational Structure
Cluster Services
Project & Process Management
Marketing & Communication
Information & Knowledge Management
HR Management
Financing
Monitoring & Evaluation
Change Management
x
x x x
x x x
x x
x x
x x
x x x
x x
x
Phase
3
Phase
2
Phase
1
Cluster Management Topics
Task 3.2: Export-oriented IT/Software Cluster
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24
form
Company
Key Account SPS II
enquiry
Process
enquiry
Send enquiry
via
distributor
enquiry
Student Association
Student Association
Student Association
Student Association
Students
Students
Students
Students
Students
Students
Students
@
reply
EDU Group
BASSCOM
Task 3.5: Cooperation with UniversitiesActivity: Student Placement Service (cluster service)
Example: Student Placement Service
(BASSCOM)
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Activity: Training & capacity building of promoters
Introduction into the Macedonian software / IT industry
Software / IT-services marketing
Outsourcing models
Business development in the IT industry
CRM and key account management
Mailing & telemarketing
Using Web 2.0 and social networks (e.g. XING)
Sales techniques (e.g. SPIN)
Task 3.8: Joint Sales Structure
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Strengthening export capabilities and knowledge
Rationale:
• Development of capabilities which reflect demand / requirements of potential export markets
• Permanent need for upgrading and updating capabilities
• Key problem: limited resources of SMEs
• Lack of export-oriented training & consulting identified as major obstacle
• Cluster services: providing training & consulting services more efficiently and at lower prices (Cluster Academy)
• Provision of relevant market information: market and customer orientation
4
Implementation Strategic Measure 4:
Export Capabilities & Knowledge
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Strategic Measure 4: Export Capabilities & Knowledge
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28
Cluster Services
Provide specialised services for
companies
Generate concrete, tangible benefits
for companies
Increase competitiveness
Aggregate demand & reduce costs
Attracting new members
Income generation for MASIT
Ensure sustainability
Cluster Services (training & consulting)
Technical trainings
Tender management training
Management trainings
Export consulting & information service
B2B export promotion service
Tender information service
Competitiveness
Strategic Measure 4: Export Capabilities & Knowledge
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Activity: MASIT Academy
Training program:
Technical trainings
Management trainings
Budget & resources
Organizational structure
Processes
Documents
Quality management
Example: Academy IT Cluster bwcon (DE)
Task 4.1: Export-oriented Training Services
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IT project management
Business process analysis and
modelling
Software marketing
Export marketing
HR management
EU projects (acquisition & management))
Mode of delivery:
• Intensive trainings
• Interactive learning workshops
• Impulse presentations
• Technical documentation
• Unified Modelling Language (UML)
• Open Source Software (OSS)
• SAP
• Software engineering
• ISO, ITMark (ORF-Project)
• ITIL
Technical TrainingManagement Training
Task 4.1: Export-oriented Training Services
Activity: MASIT Academy
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31
Activity: Export Consulting & Information Service
Market analysis: export target markets (DACH)
Macroeconomic overview
ICT market
Software segment
IT services segment
IT consulting
Outsourcing/offshoring
IT trends
Market studies, reports, events
Company databases & addresses (e.g. ISIS)
Workshops: export & international marketing
Task 4.2: Export-oriented Consulting Services
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Activity: B2B Export Promotion
Service
Identification of potential target groups
IT industry
Verticals
Conduct mailings & marketing activities
Generation of business leads:
Date
Company name
Website
Cooperation profile
Contact details
Follow-up and PM support
Cluster promotion fund (?)
Task 4.2: Export-oriented Consulting Services
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33
C
C
C
C
C
C
C
C
C
Contract
Lead CompanyCluster Management
enquiry
Client
Cluster Partners
lead
SharePoint
Consortium
Cluster
Project ManagementProject Implementation
M&E
Target Market
Example Process Management: Export Promotion Service (B2B)
Cu
sto
mer
Clu
ste
r C
om
panie
sC
luste
r M
anag
er
1
develop
marketing material
marketing material2
conduct mailing
mailing material
3
customer
interested?
reply form / RFQ
6
process enquiry
7
identify cluster
companies
8
send out business
lead
business lead
9
develop proposal
proposal
10
proposal
accepted?
11
prepare contract
contract
13
sign contract
12
review contract
14
project
implementation
15
QM
project report
C
16
accepted?
17
payment
5
fill in reply form4
feed-back
no
yes yes
no
yesno
In: process cluster promotion
fund
Task 4.2: Export-oriented Consulting ServicesActivity: B2B Export Promotion Service
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Task 4.4: Development of an Export ManualManual for export marketing of companies
Internal Analysis: Strengths / Weaknesses
External Analysis: Opportunities / Risks
Company
Partners
Customers
Competitors
Context
Situation
Analysis
Objectives Segmentation &
Positioning
Product
Price
Place
Promotion
Marketing
Mix
Marketing
Controlling
Value
Proposition
People
Processes
17.10.2010 Seite 35Page 3535
Fostering quality and company excellence
Rationale:
• Quality plays a crucial role for international branding and positioning
• Working according to clearly defined rules and norms: trust building
• Competitiveness: quality + efficiency
• Important source for differentiation
• Example: massive investment of Indian companies into CMMI
• Company excellence: qualification and expertise of staff
• Investments into education, training and HR management
5
Implementation Strategic Measure 5: Quality &
Company Excellence
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Strategic Measure 5: Quality & Company Excellence
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Activity: Training in HR management
Strategic management
Corporate performance management
Psychology & motivation
Compensation & benefits
Integrated HR management
Employee retention management
Employer branding
Personell development
Team building
Task 5.5: Promote HR Excellence
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Promoting export-oriented investment
Rationale:
• Interrelation between export and investment promotion
• Example of the importance of export-oriented investment: Irish IT industry
• Adoption of new management methods
• Technology transfer and innovation
• Intermediate mode of internationalization (indirect foreign market access)
• But: danger of crowding-out effects and sharply rising labour costs
6
Implementation Strategic Measure 6:
Export-oriented Investment
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Strategic Measure 6: Export-oriented Investment
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40
Activities:
Information workshop: indirect internationalization
Business opportunities through intermediate mode of internationalization
International best practice examples (e.g. Ireland)
Best practice examples from Macedonia
Potential target groups
Needs assessment
Definition of product and service portfolio
Match-making events & linkage
Presentation of products and service portfolio of Macedonian software / IT
companies
Match-making between Macedonian software / IT companies and foreign
investors (MNCs)
Follow-up and sales support
Task 6.6: Promote Intermediate
Mode of Internationalization
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Project Team
Lucas von Zallinger
Claus Traeger
Alexander Kuntz
Tobias Mollin
Prof. Dr. Hans-Günter Lindner
Valentina Nushkova
Project duration: 06/2010 – 12/2012
Resources
Int. consultants: 10 pm
Overall budget: > 300.000 EUR
Project Resources
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Contact:
Valentina.Nushkova@gtz.de
Thank You!