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Financing Greek Exports
Export Strategy: Gaining International Competitiveness
Dr. Tasos Alexandridis
Exec. Vice President, SEVE
Athens, 21/05/13
Sections:
Part A. Greek Export Support System – What’s going wrong?
Part B. What needs to be done - SEVE’s proposal
Part C. Focusing on International Best Practices
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A. Greek Export Support System – What’s going wrong?
4. Lack of Targeting and
failure to adapt Greek
Products to new facts
5. Non – Active role of
extroversion Actors
6. Unequivocal
orientation of Export
Support Actions
3. Lack of Supporting
framework for exporting
businesses
2. Lack of National Strategy, Goals
and Directions for Exports
1. Lack of National
Extroversion Vision
WEAKNESSES OF EXISTING
GREEK EXPORTS’ SUPPORT
SYSTEM
7. Lack of systematic
training in the Area of
Exports
8. Lack of accurate
information to the Export
Business
LACK OF COHERENCE AND COORDINATION OF NATIONAL EFFORTS
TO BOOST EXTROVERSION
Lack of common
vision, strategy,
objectives and
guidelines
Overlapping
Responsibilities
Lack of
Coordination
Large Number of Extroversion Bodies
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Absence of
Monitoring and
Supervision
Mechanisms
B. What needs to be done – SEVE’s proposal
Establish the “General Secretariat for Extroversion”
The benefits
Clear Directions
 Specific Vision for the
country’s national
extroversion
 Dynamic National
Extroversion Strategy
 Clear Priorities for the
national extroversion policies
and actions
Coordination and
Monitoring
 Restructure of the National
Extroversion and Exports
Support System
 Efficient mechanisms for
coordinating, monitoring and
supervising extroversion
bodies
Saving Costs
 Avoid overlaps between
Extroversion support Actions
 Better use of extroversion
support resources
 Improve effectiveness and
efficiency of extroversion
support actions.
 United framework for the
support of exporting
companies
Maximize Relevance & Optimization of Coordinating National attempts for
Extroversion Support
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B. What needs to be done – SEVE’s proposal
Indicative Structure
Develop a National
Exports Strategy
Management Team for
Supporting Extroversion
Actions
National Exports Strategy, specializing in
its key "pillars"
Coordination of
Foreign Relations
Network
Knowledge Database /
Documentation
Financial Support for
External trade
Develop Foreign Relations
Networks
Collect & Diffuse
Export Market Information
Finance Extroversion
Actions
Support the Implementation of a National
Exporting Strategy
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Design & Award
extroversion
activities
Design, Award and
Support extroversion
activities
B. What needs to be done – SEVE’s proposal
New Markets, New Products, New
Businesses
Indicative Markets
- Targets
1. Food
1. Russia
2. Metals
2. Turkey
3. Chemicals and Plastic
3. China
4. Textiles & Clothing
4. USA
5. Oil
5. Germany
6. Machinery &
Appliances
6. Italy
7. Non-Metallic Minerals
8. Vehicles
9. Drinks & Smoke
Greek Exports of
goods&services as % GDP
Indicative Products
- Targets
Increase Exports % GDP to 45%
(EU average) by 2020
7. UK
8. Netherlands
45%
25%.
9. Sweden
2013
10. Denmark
2020
Year
10. Wood & Paper
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C. Focusing on International Best Practices
1. Networking best practice:
Canada’s Virtual Trade Commissioner (VTC)
 Access to current market reports, country information, business opportunities, sectorspecific news, trade events and more…
 Single-service window to information and international business services to the client’s
sector and markets of interest
 Free service available 24/7
 Secure, direct access to our partners and over 1.000 trade commissioners in Canada
and abroad
 Quality and up-to-date content
Personalized online experience…anytime, anywhere
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C. Focusing on International Best Practices
2. Promoting International Trade best practice:
Holland’s EVD
 NL Central Organ for promoting international presence of Dutch companies
 EVD organizes approximately 60 major international promotional – matchmaking
events
 In-depth knowledge of international markets
 Contact with international trade experts, decision makers, potential customers,
overseas partners
 Key sectors: Agriculture & food, creative industries, chemicals industry, energy, high
tech industries, horticulture, life sciences, logistics, water
The Netherlands: A trading nation
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C. Focusing on International Best Practices
3. Trade training best practice:
Sweden’s International Trade Management Worldwide (ITM)
ITM Worldwide Foundation offers four different concepts to SMEs:
 Export Trainee
 International Management Trainee
 Export Managers
 Export Sales Representative
We turn knowledge into action
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C. Focusing on International Best Practices
4. Financing best practice: Italy’s SIMEST
Company activities
SIMEST instruments
Export of capital goods
Interest rate subsidy and stabilization for export credits
Development programmes
Beneficial-rate loans for programmes for the inclusion on
foreign markets
Improving and safeguarding SMEs equity
solidity
Financing of the capitalization of exporting SMEs
Search of business opportunities
Business scouting and match making activities
Feasibility studies or technical assistance
programmes in non EU countries tied to
Italian investment abroad
Financing with subsidiazed interest rate
In non EU countries:
 SIMEST (and Venture Capital) equity participation in the
foreign company
 Interest rate reduction on the financing of the Italian Company
equity share
In EU countries:
 SIMEST participation in the capital stock of Italian companies
and for their subsidiaries in EU
Investing in foreign companies
Technical Assistance and training
programmes
Subsidised financing of technical
assistance programmes
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C. Focusing on International Best Practices
5. Export Strategy’s holistic approach best practice:
New Zealand’s Trade New Zealand (TNZ)
 Establishment of Joint Action Groups (public & private sector)
 Border In and Border Out approach
 Joint marketing
 Export clusters
Focus on 3 “client” categories:
1. new-to-export companies, 2. new-to-market companies, 3. further-in-market
companies
Stretching for growth
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Thank you for your attention
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