Financing Greek Exports Export Strategy: Gaining International Competitiveness

1. Financing Greek Exports Export Strategy: Gaining International Competitiveness Dr. Tasos Alexandridis Exec. Vice President, SEVE Athens, 21/05/13

2. 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 1

3. A. Greek Export Support System – What’s going wrong? 4. Lack of Targeting and failure to adapt GreekProducts to new facts 5. Non – Active role of extroversion Actors 3. Lack of Supporting framework for exporting businesses 6. Unequivocal orientation of Export Support Actions 2. Lack of National Strategy, Goals and Directions for Exports 7. Lack of systematic training in the Area of Exports WEAKNESSES OF EXISTING GREEK EXPORTS’ SUPPORT SYSTEM 1. Lack of National Extroversion Vision 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 Lack of Coordination Overlapping Responsibilities Absence of Monitoring and Supervision Mechanisms Large Number of Extroversion Bodies 2

4. B. What needs to be done – SEVE’s proposal Establish the “General Secretariat for Extroversion” Saving Costs Clear Directions Coordination and Monitoring The benefits • Specific Vision for the country’s national extroversion • Dynamic National Extroversion Strategy • Clear Priorities for the national extroversion policies and actions • United framework for the support of exporting companies • Avoid overlaps between Extroversion support Actions • Better use of extroversion support resources • Improve effectiveness and efficiency of extroversion support actions. • Restructure of the National Extroversion and Exports Support System • Efficient mechanisms for coordinating, monitoring and supervising extroversion bodies Maximize Relevance & Optimization of Coordinating National attempts for Extroversion Support 3

5. 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 Design & Award extroversion activities Design, Award and Support extroversion activities Develop Foreign Relations Networks Collect & Diffuse Export Market Information Finance Extroversion Actions Support the Implementation of a National Exporting Strategy 4

6. Indicative Products - Targets Indicative Markets - Targets Food Metals Chemicals and Plastic Textiles & Clothing Oil Machinery & Appliances Non-Metallic Minerals Vehicles Drinks & Smoke Wood & Paper Russia Turkey China USA Germany Italy UK Netherlands Sweden Denmark B. What needs to be done – SEVE’s proposal New Markets, New Products, New Businesses Increase Exports % GDP to 45% (EU average) by 2020 45% Greek Exportsof goods&services as % GDP 25%. 2013 2020 Year 5

7. Canada’s Virtual Trade Commissioner (VTC) C. Focusing on International Best Practices 1. Networkingbest practice: • Access to current market reports, country information, business opportunities, sector-specific 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 6

8. Holland’s EVD C. Focusing on International Best Practices 2. Promoting International Tradebest practice: • 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 7

9. Sweden’s International Trade Management Worldwide (ITM) C. Focusing onInternational Best Practices 3. Trade trainingbest practice: ITM Worldwide Foundation offers four different concepts to SMEs: • Export Trainee • International Management Trainee • Export Managers • Export Sales Representative We turn knowledge into action 8

10. C. Focusing onInternational Best Practices 4. Financingbest practice: Italy’s SIMEST Company activities SIMEST instruments Interest rate subsidy and stabilization for export credits Export of capital goods 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 9

11. New Zealand’s Trade New Zealand (TNZ) C. Focusing onInternational Best Practices 5. Export Strategy’s holistic approach best practice: • 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 10

12. Thank you for your attention 11