REPUBLIC OF TURKEY THE MINISTRY OF ECONOMY General Directorate of Exports Department of SMEs and Clustering Supports Emrah SAZAK Head of Department SME.

REPUBLIC OF TURKEY THE MINISTRY OF ECONOMY

General Directorate of ExportsDepartment of SMEs and Clustering Supports

Emrah SAZAKHead of Department

SME Cooperation and Clustering ProjectDirectorate 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)

"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."

“Increasing our competitiveness and level of exports.”

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."

Clustering Concept 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.

Milestones of the UR-GE Projects

A flexible, dynamic and integrated approachIt provides the services of meeting the requirements of not a single company but of the companies that would create a collective power and quick win-based education-consultancy and marketing and promotional activities for them.

1 2.

Export-Based Understanding

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.

3 Cooperation Understanding

Cooperation is an essential element in projects. The inter-company and public-university-industry cooperations throughout the global and national value chains are essential.

4

Stages of the UR-GE Project

Project Application of a Cooperation OrganizationProject 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

ExportsInternational

Marketing and/or Purchasing Committee Activities

Education and Consultancy Activities

Needs Analysis

Needs Analysis

Setting targets and developing a strategy based on the industrial, regional, company and market analyses

Improving the company capacities and developing cooperations.

Actions for the target markets

Common Vision

Common Training

Common Marketing

Identification Target

Strategy Action

1. Industry Analysis 2. Regional Analysis3. Company Analysis4. Market Analysis

1.Determining a common vision2.Setting Export Targets and Target Markets

1. Determining Strategic Steps with the Foresight-Insight-Cross Sight Concept2.Determining the Success Factors

1.Planning the actions with common sense and participatory understanding 2.Result-focused implementation

Identify Set a Target

Develop a

Strategy

Go into Action1 2 3 4

How should the Needs Analysis be Managed? (1)

Industrial Strategy Methodology for the SME Cooperation and Clustering Project

How should the Needs Analysis be Managed? (2)

How should the Needs Analysis be Managed? (3)

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

Assessing the Industry in Turkey and in the Region:Analyzing the industry status through shareholder meetings and company analyses, requirement forecasting.

1

Target Market Analysis:Determining the target markets via value chain approach

3

6

Illustrating the International Best Business Models and Implementatio ns:Analyzing the business models making difference and creating value in business and production processes

7

Sharing and Embracing the Common VisionSharing the information and target markets determined with the companies and determining a "Common Vision"

4

Determining the Stages of the Common Vision Entering the target markets, determining the critical steps and competition areas for continuous exports

5

Preparing the Road MapDetermining, planning and budgeting the activities

8

Making Comprehensive Literature Research:Analyzing the industry status with a comprehensive desk-based study, requirement forecasting.

2

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.

• 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.

Role of our Cooperation Organizations

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.

UR-GE Projects (1)

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.

Successful UR-GE Projects (2)

WE INVITE ALL THE COMPANIESand

COOPERATION ORGANIZATIONS

TO COOPERATE and

WAIT FOR THEIR PROJECTS

WE INVITE ALL THE COMPANIESand

COOPERATION ORGANIZATIONS

TO COOPERATE and

WAIT FOR THEIR PROJECTS

Thank you for listening.

M.Emrah SAZAKHead of the Department of SMEs and

Clustering SupportsSME Cooperation and Clustering ProjectDirectorate of Project Coordination Unit