Klaus Jurgens Faculty of Business Administration Bilkent University, Ankara

1. Turkish Lobbying Needs – EU Public Opinion, EU Governments: a Double StrategySETA Panel, April 25th 2007 Ankara Klaus Jurgens Faculty of Business Administration Bilkent University, Ankara

2. Türkiye’nin AB Kamuoyu ve Siyaset Çevrelerine Yönelik Lobicilik İhtiyaçları K Jurgens Faculty of Business Administration Bilkent University

3. Approaching my topic… • I understand Lobbying as the sum-total of activities geared at a certain goal or aim • In my case, I am arguing for increased Lobbying activities with regards to full EU membership • I would describe myself as positively biased towards developments in Turkey • I can comment on various EU MS viewpoints having worked and lived in a number of them • I can explain the fundamental differences between anglo-saxon, roman-catholic or German mentalities and viewpoints K Jurgens Faculty of Business Administration Bilkent University

4. Approaching my topic: • I know the way they perceived, and many still see, Turkey and why it is viewed differently from the former Eastern European countries • However, I am certain the EU Public can and will be supporters once the reasons for Turkeys EU membership are explained to them in an honest and open fashion • Hence, my initial worry is the European Public, not the European Politicians • Having said that, we should worry about both… • I will use my 30 minutes to convince this distinguished audience about the need for a new Lobbying Strategy • It is above all, a monetizable Lobbying Strategy K Jurgens Faculty of Business Administration Bilkent University

5. Contents • 1. Lobbying: Art and Profession • 2. Business Administration and the approach to monetizing Lobbying efforts • 3. Successful Lobbying • 4. Europeans as the receiving end • 5. Public Opinion and Governments in Europe: cleavages and issues • 6. Examples of a new approach to Lobbying: ECOC 2010, Turkish R&D, High speed train - fast-track economy, City Marketing • 7. The Strategy: Preparations in Turkey • 8. The Strategy: Training in Turkey and Europe • 9. The Strategy: Implementation in Europe K Jurgens Faculty of Business Administration Bilkent University

6. 1. Lobbying: Art and Profession Lobbying has become an Art and Profession. The annual leaflet or tourism-related PR campaign is NOT sufficient in order to prepare the EU Public and Governments for Turkeys EU membership. Likewise, ‘with or without’ the EU on the agenda, it would not be enough to portray the correct, i.e. positive image of Turkey, abroad. A new strategy is required! K Jurgens Faculty of Business Administration Bilkent University

7. You know what to do once inside this building - but is this the only building we have to enter?

8. Considerations 1: • No, there are many buildings in many EU Capitals to enter, and many hearts and minds to win over • So, why do we need a new Lobbying and Communication strategy? • Where shall we lobby whom with what? • Lobbyists no longer wait outside the plenary to `meet’ the Members of Parliament • Successful Lobbying needs preparation • Preparation must be based on facts K Jurgens Faculty of Business Administration Bilkent University

9. Considerations 2: • Lobbying in Brussels started in the late 1970s. “Diplomatic Lobbying” at the highest level was the rule • Few lobbyists had been around before that date; and except for a number of Business Associations, representative offices were rarely used • After the first direct elections to the European Parliament in 1979, companies increasingly felt the need for an expert local presence to find out what was going on in Brussels (as well as in Strasbourg and Luxembourg) • Having declared EU membership State Policy, as opposed to Party Politics, this was the year when enhanced Lobbying efforts on behalf of national Governments either started, or should have started K Jurgens Faculty of Business Administration Bilkent University

10. Considerations 3: • Lobbying was therefore initially the need to provide EU-related information for back home • What followed, was the recognition and need to actively influence the law-making process • The next important step in lobbying development, the Single European Act (1986), created a qualified majority vote in the Council of Ministers and enhanced the role of the European Parliament • Lobbying the EU had become an indispensable everyday tool for Governments and Industry • Finally, ‘Stakeholder Lobbying’ both by stakeholders, and versus stakeholders, began K Jurgens Faculty of Business Administration Bilkent University

11. Considerations 4: • The EU developed from a Member States organization to a political player covering ever more policy – making areas – it had become a lobbying target • Enlargement in 2004 took this development even one more step further, bringing in more players and stakeholders but also different political cultures and traditions K Jurgens Faculty of Business Administration Bilkent University

12. Considerations 5: • 15,000 lobbyists work in Brussels (consultants, lawyers, associations, corporations, NGOs etc.), trying to influence the EU’s legislative process. 2,600 special interest groups have permanent offices: Trade federations (32%), consultants (20%), companies (13%), NGOs (11%), national associations (10%), regional representations (6%), international organizations (5%), think tanks (1%) and others (2%) K Jurgens Faculty of Business Administration Bilkent University

13. Obstacles to consider: • We must remember the key obstacles as they are portrayed in Europe, but are they ‘facts’ ? Let me give you examples: • The EU Budget after 2014 • Immigration to the EU • Turkeys influence in the EU Institutions after successful accession K Jurgens Faculty of Business Administration Bilkent University

14. Obstacles that must be overcome: • The Budget question – myth or reality? • The Immigration debate – serious concerns or populist vote chasing? • The Political dominance scenario – fact or fiction? K Jurgens Faculty of Business Administration Bilkent University

15. Obstacles continued: • The budget will be negotiated from 2012 onwards • It must be increased to accommodate Turkey • Technically speaking Turkey can not join before the end of 2013 but decisions will be made long before that date • The budget discussion – a fact, but no obstacle K Jurgens Faculty of Business Administration Bilkent University

16. Obstacles continued: • Immigration – fiction! Only recently mentioned Margaret Beckett on the BBC that ‘new arrivals’ will benefit the UK. Furthermore, numbers will never reach the magical 10% overall threshold • Political influence – a fact (AND obstacle as perceived abroad) K Jurgens Faculty of Business Administration Bilkent University

17. 2. Business Administration and the approach to monetizing Lobbying efforts You will rightly ask why bother… Lobbying must be measured against its intended goals Lobbying for a country like Turkey must clearly include the economic dimension Lobbying although by definition a Public Policy Making instrument, can and should be monetized K Jurgens Faculty of Business Administration Bilkent University

18. Monetizing Lobbying… Public Policy Management and Business Administration can go hand in hand Lobbying should be implemented like Arrow’s Impact Analysis Model: monetizing the economic, social and environmental impacts in both receiving and disseminating country K Jurgens Faculty of Business Administration Bilkent University

19. 3. Successful Lobbying • What exactly is Lobbying? Is it enough to have an annual PR event with glossy brochures? Is it sufficient to send members of Government abroad to hold a cocktail reception? Is it pro-active to invite foreign journalists to a boat trip in Paris? • In fact, it is a combination of all things mentioned above and much, much more! • Lobbyists need professional training and education • Let me give you a few very personal examples: K Jurgens Faculty of Business Administration Bilkent University

20. ECOSOC Resolution Barbados YFEC Brussels LSE Fact-finding Tour Jeunesse pour L’Europe Japan 1986-1991 CLUSTERFOOD Twinning (the ‘once inside the building’ component) Chemical Industry Turkey Guest Speakers for Bilkent Panels for Bilkent The list here is the blueprint for practical examples for a Lobbying Tool Kit presentation. REACH will be the wider picture. Success stories, and why every Lobbying effort needs individual personality + the right product K Jurgens Faculty of Business Administration Bilkent University

21. Two examples ‘en detail’ – Re-establishing the positive image of Lobbyists • ECOSOC, CLUSTERFOOD??? Why personal contacts are not to be confused with wrongful exploitation of acquaintances ECOSOC Barbados Why writing Research Funding Proposals can not be done by e-mail alone 18 months of personal involvement bears fruit K Jurgens Faculty of Business Administration Bilkent University

22. A few Lobbying ingredients: • All these examples show that successful Lobbyists need many complementary qualities: • Local language is a pre-requisite, although English and French do in most countries (German an advantage for DE, AT); Brussels DOES require French, if not Flemish as well • Charm does not hinder efforts… • ‘Diplomacy’ is a key ingredient… • So is perseverance! • Product, Country or Organizational Knowledge is simply a must • Truthfulness is a vital tool • Local presence is non negotiable • Local ‘local’ presence is non-negotiable, too K Jurgens Faculty of Business Administration Bilkent University

23. Do we need only one approach? No! Yaklaşımlar: AB gerçekliğin 27 ile çarpımı demektir • Farklılıkların avantajı: • Avrupa halkının Türkiye’nin farklı olduğu konusundaki endişelerini yenmenin en iyi yolu Avrupanın kendi farklılığını vurgulamaktır! • Advantages of diversity: • The ultimate tool to overcoming the EUs public worries about Turkey being ‘diverse’, is the EUs own ‘Diversity’! K Jurgens Faculty of Business Administration Bilkent University

24. 4. Europeans as the receiving end: • Information must be disseminated to and for the people of the European Union, and to a lesser extent further away • This is called the ‘Receiving End’ • It can not be entirely outsourced nor can it be implemented with ‘homemade’ strategies alone K Jurgens Faculty of Business Administration Bilkent University

25. Europeans are skeptical! • Europeans are not ‘anti’ Turkey per se • Europeans are simply mislead and do not know enough about Turkish reality • Europeans thought that Turkish EU accession will never happen • There was a time when Europeans thought British accession will never happen • Europeans have to catch up with events after the Copenhagen Summit • Only Europeans??? K Jurgens Faculty of Business Administration Bilkent University

26. Europeans can be convinced! There is a certain bottom line that needs attention: • Europeans want to have a prosperous economy, peace and political stability • We must tell them by using Turkish success stories that all three scenarios will be achieved much faster and above all, in a sustainable manner once accomplished together • Europeanization comes before Globalization K Jurgens Faculty of Business Administration Bilkent University

27. 5. Public opinion and Governments in Europe: cleavages and issues We need to distinguish between cleavages and issues. A cleavage would be an underlying, society defining topic that splits public attitudes and beliefs and makes it possible to understand a society once their cleavages are explained correctly. Issues can change and very often depend on the day-to-day running of a country or Institution K Jurgens Faculty of Business Administration Bilkent University

28. Cleavages and Issues • The EU Public neither knows about Turkish cleavages nor issues - The Turkish Public does not know about European cleavages or issues • Issues can be the up-coming Turkish Mortgage System or the price of petrol or the privatization of a state-controlled company (but not of all companies at the same time which would nearly be classified as changing the cleavage with regards to ‘ownership’) K Jurgens Faculty of Business Administration Bilkent University

29. Cleavages and Issues Cleavages are more complex and really define a society or its problems. As a good Lobbyist you will need to carefully examine Turkey’s past achievements but as well understand her current problems. Religion is a cleavage, so can regional language be. The split between poor and rich as well as the age demographic can be defined as cleavages K Jurgens Faculty of Business Administration Bilkent University

30. Cleavages and Issues • Politicians can apply issue-oriented policies to adapt to cleavages, but hardly will they be able to change them in the short term. I expect Turkey’s cleavages to be the same in ten years from now on. For your lobbying needs until then you have to know about them and try to put them into ‘sellable’ portions K Jurgens Faculty of Business Administration Bilkent University

31. 6. Examples of a new approach to Lobbying: ECOC 2010, Turkish R&D, High speed train - fast-track economy, City Marketing Lobbying the European Public and Decision Makers requires a clever marketing mix; Lobbying must include topics people can easily associate themselves with (Museums, Universities, the way people travel, how people live) – in other words, Europeans must learn about Turkish Habitat! K Jurgens Faculty of Business Administration Bilkent University

32. ECOC 2010 – Modern Istanbul, Modern Turkey • Cultural heritage can be used to introduce a modern approach to urban life • Being the European Capital of Culture or promoting History does not mean living in the past • What the London Olympics can generate for London, ECOC (although on a smaller scale) can bring to Istanbul K Jurgens Faculty of Business Administration Bilkent University

33. Turkish R&D in FP7 • So far, the Lisbon Objectives as such have not yielded the expected successes - We must fundamentally downsize their scope • Turkish R&D can capitalize on increased FP7 activities: • Increase the number and financial volume of Turkey based projects • Increase the number of Turkey based consortia • Increase the number of Turkish high-end SME start-ups • Increase the number of Turkey based researchers (both Turkish and foreign) • Help to approach the knowledge based economy • In return, Turkey is portrayed as a modern country which supports, not threatens Europe – Joint Research for a joint European benefit! K Jurgens Faculty of Business Administration Bilkent University

34. Why trains matter… • Europeans understand the term ‘economic miracle’. They experienced them. As opposed to most former Eastern European NMS, Turkey has by now a thriving economy (room for improvement always exists) • Europeans like technological advances and development. They like it in small doses, however • One exception is public transport • A particular exception is a high-speed train • The Japanese had it. The French followed. The Germans joined. To a lesser extent, Spain and Italy did it K Jurgens Faculty of Business Administration Bilkent University

35. Why trains matter… • The fact that Turkey finished a completely new-build track is nearly completely unheard of in European circles (except for Deutsche Bahn that is) • The way people travel, makes ‘people’ • Europeans love to go by train: chic and fashionable. They consider countries without a working rail network as underdeveloped. A good Turkish Lobbyist must know why previous generations could not build underground public transport tunnels. No EU citizen will ever complain if this fact is explained in a historic, open fashion. What matters is that NOW everything has changed! • A high-speed train is a vital tool to demonstrate economic achievements and above all, trust IN the economy K Jurgens Faculty of Business Administration Bilkent University

36. City Marketing • City Marketing is not only about attracting increased net visitor numbers to a town • In the case of Turkey, it is vital to change the overriding image of sea and sun; the slogan should be Development • Europeans must understand that the average size of the Turkish flat has at least one bedroom more • Europeans know about images from the GAP region • BBC for example, (still) shows dirty side streets as ‘modern Turkey’ • Turkish language books show black and white pictures of Turkish bazaars and cities K Jurgens Faculty of Business Administration Bilkent University

37. City Marketing: • I suggest starting in Izmir, developing tools to portray the Gateway to Turkey and beyond in real terms to investors, businessmen/women and tourists • City Marketing must form part of the suggested ‘Lobby Tour’ which I shall introduce in my last chapter • It will not better conditions in the south-east overnight • But it puts information about Turkey on a par with other CC and NMS • Personally speaking, Turkey is by far more developed than any of them! • Trouble is, no one knows about it! • City Marketing as part of our Lobbying Strategy? You decide! K Jurgens Faculty of Business Administration Bilkent University

38. 7. The Strategy: Preparations in Turkey Lobbying Awareness Training Courses in all Turkish Regions (one each); Lobbying must be based on upgrading the ‘product’ first! National Lobbying Elective Course at various Universities and Government Agencies Trans-national course development about Lobbying and Communication skills K Jurgens Faculty of Business Administration Bilkent University

39. Preparations… Internal Lobbying Training for current and future Turkish EU Negotiating Team Members in each Acquis-chapter relevant Ministry Setting-up of a high-level Lobbying Steering Committee Co-operation with Turkish and Foreign Media Follow-up large scale public event at Bilkent Industry and Civil Society to join K Jurgens Faculty of Business Administration Bilkent University

40. 8. The Strategy: Training in Turkey and Europe ‘Public Policy Management in Turkey – Administrative Capacity Building beyond the Twinning Program’ It would be advisable to launch an Ankara based PPM Degree (Master level), duration one year, with a three months training abroad period; language of instruction must be English with a French crash course The Government would no longer need to send the cadre to the United States only European PPM must be studied in Turkey and Europe PPM is a hands-on course Governments may come to the conclusion that they need more managers, less administrators It would add considerable clout to the Government, the cadre, Turkish Universities and the image abroad It would dramatically enhance the scope of the EU accession talks The fact that a new PPM degree is on offer is a perfect Lobbying tool in itself K Jurgens Faculty of Business Administration Bilkent University

41. Where will the knowledge about Lobbying lead us? K Jurgens Faculty of Business Administration Bilkent University

42. What is all the Lobbying for? Lobbying can be used to establish a pro-active tourism related strategy. This would, however, be a separate topic Lobbying could be misunderstood to only mention Turkeys geopolitical importance – again, this would be another full length presentation My approach today is to highlight why Lobbying is a key tool for defending Turkish interests in Europe There are three aspects I wish to stress in particular: 1. EU accession is a lengthy process. As The Council and Parliament decide, and the EU Commission implements, all EU Institutions must be constantly lobbied. As the Council is a rather ‘national’ Institution, Member States in Brussels must be lobbied at the same time K Jurgens Faculty of Business Administration Bilkent University

43. Continued… 2. National Governments must be lobbied independently and often non-related to EU issues 3. The EU Public must be addressed and actively involved CC can influence the negotiations, by asking for time and sometimes even derogations (Malta as example) As the Acquis is in motion, and new laws are constantly added, a CC has a vital role to shape its own ‘legal’ future while negotiating K Jurgens Faculty of Business Administration Bilkent University

44. Regulatory Impact Analysis Regulatory Impact Analysis is a vital Lobbying support mechanism for Governments Industry Sector Impact Analysis does the same for Enterprise and Industry However: presenting 100 RIA to the EU can not replace daily Lobbying efforts – it is only ONE tool out of a long list of tools! Now that the Roadmap has been published, the Lobbying Strategy should be added K Jurgens Faculty of Business Administration Bilkent University

45. 9. The Strategy: Implementation in Europe Finally, the message must be carried abroad to Europe! Precise suggestions: Interview and feature article series in one leading national ‘Daily’ in each MS starting after the summer of 2007 One Lobbying Event involving old and new stakeholders in all MS over the course of 36 months from 2008 onwards (one per month) K Jurgens Faculty of Business Administration Bilkent University

46. Implementation… It is not enough to lobby Europe from Brussels, decisions will be taken on national level; Satellite Lobby Offices are necessary (GOV-IND-ACA-CS) Lobbying to include tourism, but only as sub-point; The sector needs its own, specific Lobbying Strategy (Investors-Government-Sector) Lobbying to be planned internally with foreign advice, NOT outsourced in its entirety A clear goal must be set (or indeed, goals). This I leave with the audience! K Jurgens Faculty of Business Administration Bilkent University

47. Have I been able to convince the audience? I did not even venture into the historic analysis of missed Lobbying opportunities except for briefly mentioning 1979 Can we agree on the urgency of the topic? I did not focus on PR nightmares as they are impossible to predict – and Europeans did not change their holiday plans because of bird flu, for example I am focussing on selling the right product by new means It would benefit Turkey, the EU and of course the UK (the ‘Two Economic Powers’ approach) Conclusions K Jurgens Faculty of Business Administration Bilkent University

48. Thank you for your attention – Dikkatiniz için teşekkür ederim! • Klaus Jurgens, Faculty of Business Administration • Bilkent University Ankara • E-posta/e-mail: jurgens@bilkent.edu.tr • Phone: +90.312.290.31.10 K Jurgens Faculty of Business Administration Bilkent University