ART INITIATIVE - ILS LEDA...RESULTS 1. Employment main opportunities in the private sector (private...
Transcript of ART INITIATIVE - ILS LEDA...RESULTS 1. Employment main opportunities in the private sector (private...
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ART INITIATIVE
COMPETITIVE ECONOMIC DEVELOPMENT
FOR CREATING SUSAINABLE JOBS AND INCOMES
IN SOUTHERN PROVINCE
OF SRI LANKA
Giancarlo Canzanelli
ART ILSLEDA
Galle , 12-13 November 2006
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OBJECTIVES
IN THE FRAMEWORK OF THE ART GOLD SRI-LANKA PROGRAM
ITS ECONOMIC DEVELOPMENT COMPONENT IS
AIMED AT CREATING
SUSTAINABLE JOBS AND INCOMES
FOR THE POPULATION OF THE SOUTHERN PROVINCE
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HOW TO PROVIDE SUSTAINABLE JOBS AND
INCOMES ?
In the public sector
or
In the private sector
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WHAT THE CONDITIONS FOR SUSTAINABLE JOBS AND
INCOMES IN THE PRIVATE SECTOR ?
1. THE ENTERPRISE SHALL SELL ITS PRODUCTS IN THE MARKET
2. IT MEANS CONSUMERS OR CLIENTS WILL PREFER ITS PRODUCTS OR SERVICES TO OTHER ONES OF A COMPETITOR BUSINESS
THE ENTERPRISE IS COMPETITIVE
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EXAMPLE N° 1
WHAT DO YOU LOOK AT
FOR CHOOSING AND BUYING
A PAIR OF SHOES ?
EXAMPLE N° 1
• Quality• Design• Price• Colour• Brand• Durability• Size• Weight
WHAT DO YOU LOOK AT
FOR CHOOSING AND BUYING
A PAIR OF SHOES ?
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EXAMPLE N° 2
• …………………………..• …………………………..• …………………………….• …………………………….
WHAT DO YOU LOOK AT
FOR CHOOSING AND BUYING
A BOTTLE OF WINE ?
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THE COMPETITIVE FACTORS
• Brand
FACTORS THAT OTHER ENTERPRISE CAN EASILY ACHIEVE
FACTORS THAT OTHER ENTERPRISE CANNOT EASILY
ACHIEVE
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THE COMPETITIVE FACTORS EXAMPLE FOR THE SOUTHERN PROVINCE /
SHEET 1
LET’S CHOOSE A LOCAL RESOURCE: ___________________________
WHAT YOU LOOK AT
IN THIS RESOURCE
FOR CONSIDERING IT
ATTRACTIVE ?
• Tea• Cinnamon• Tourism• Art&Crafts• Curd
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EXAMPLE FOR THE SOUTHERN PROVINCE /
SHEET 2
WHAT ARE THE
LOCAL ELEMENTS
THAT PROVIDE
THE
ATTRACTIVENESS ?
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COMPETITIVENESS
PLACE AND TIME
WHAT MARKETS DOU YOU WANT TO BE COMPETITIVE
IN ?
MUNICIPAL
DISTRICT
PROVINCIAL
NATIONAL
ASIAN
EUROPEAN
WORLD
FOR HOW LONG DO YOU WANT TO BE COMPETITIVE ?
THIS YEAR
THE NEXT 5 YEARS
THE NEXT 10 YEARS
FOR MORE THAN 10 YEARS
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HOW TO MAINTAIN COMPETITIVENESS IN THE
LONG TERM
BEARING IN MIND:
• CONSUMERS’ DEMAND CAN CHANGE
• NEW ENTERPRISES CAN IMITATE YOUR PRODUCT OR MAKE IT BETTER
• TECHNOLOGY CAN CHANGE AND YOU ARE NOT PREPARED
THE ENTERPRISE SHALL BE PREPAREDTO INNOVATE
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WHAT INNOVATION MEANS ?
IT MEANS IMPROVING PERFORMANCES
PRODUCT ITSELF
• QUALITY
• ATTRACTIVENESS
• DESIGN
• PERFORMANCE
TECHNOLOGY
• PRODUCTIVITY
• PERFORMACE
PRE AND POST SALE SERVICES
• INFORMATION
• ADVERTISING
• PACKAGING
• FIDELISATION
ORGANISATION
• DISTRIBUTION
• FRANCHISING
• FOREIGN PARTNERSHIPS
• LOCAL NETWORKS
• TERRITORIAL BRANDS
CHANGE PRODUCT
• IN THE SAME SECTOR
• IN ANOTHER SECTOR
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HOW TO ENHANCE INNOVATION ?
CAN ONLY THE SOUTHERN PROVINCE SMALL ENTREPRENEURS
HAVE THE POSSIBILITIES OF INNOVATING ?
A COLLECTIVE EFFORT IS NEEDED BY:
• UNIVERSITY• EDUCATION SYSTEM
• PUBLIC AUTHORITIES
• SERVICE PROVIDERS
• NGO
• BANKS AND THE FINANCIAL SYSTEM
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SUSTAINABILITY HAS TO DO ONLY WITH ECONOMIC FACTORS ?
WHAT HAPPEN IF ECONOMIC COMPETITIVENESS GENERATES UNEQUALITIES ?
WHAT HAPPEN IF ECONOMIC COMPETITIVENESS DAMAGES THE NATURAL ENVIRONMENT OR
GENERATES POLLUTION ?
WHAT HAPPEN IF NATIONAL AND LOCAL PUBLIC AUTHORITES DO NOT SUPPORT IT ?
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HOW TO ANALYSE THE SOUTHERN PROVINCE COMPETITIVE POTENTIAL
?
1: The competitive characteristics
(Sheet 3)
Agriculture
Special Product
Organolepticcharacteristics
Multi harvest
Healthy
Ecologic
Abundance
Organization
Infrastructure
Others
Industry-arts and craft
Special product
Utilization of specific raw material
It responds to specific needs of the local population
Productive technology or methodology
Organization
Design
Others
Tourism
Specialization in the offer
Diversification in the offer
Good hospitality
Natural environment
Infrastructure
Culture
Historical and archaeological patrimony
Food
Special services
Special events
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HOW TO ANALYSE THE SOUTHERN PROVINCE COMPETITIVE POTENTIAL
?
2: The causes of compeitiveness
(Sheet 4)
ClimateGeographic position
KnowledgePopulation character
Entrepreneurial attitude Social Culture
Support from researchServices
Business networksGood Governance
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HOW TO ANALYSE THE SOUTHERN PROVINCE COMPETITIVE POTENTIAL
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3: The sustainability (Sheet 5)
Presence of enterprises
Presence of services
Value of the needed investment
Potentialities of the value chain
Entrepreneurial skills
Economic sustainability
Environmental policies
Environmental behavior
Environmental protection
Infrastructure
Environmentalsustainability
Education policies
Employment generated
Social inclusion and equity pursued
Diffusion of the resource in the area
Gender equity potential
Social sustainability
Resource identified as strategic by the public authorities
Cooperation between the enterprises and the other sectors
Presence of favourable laws and regulations
Participatory governance
Institutional sustainability
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RESULTS
1. Employment main opportunities in the private sector (private enterprises)
2. Many potentialities in agro-industry (tea, curd, cinnamon, traditional paddy, fishery, rubber, coconut), rough material (salt, clay), tourism (cultural, health, beach, eco-tourism), cloth industry or others utilising skilled labour.
3. Long term sustainable long term development relies on the capacities of valorising and internationalising the economic potential resources
4. A provincial service system is needed for supporting this strategy
5. The main service to be improved or created are: information about legislation and rule, territorial marketing for the typical local products, access to credit, training, innovation, quality control, promotion of new businesses, internationalization
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Cinnamon Pealing
Collectors
Commercialization
Marketing
Industry
Food
Cosmetics
Health
Maintenance
Tools and spareparts production
Packaging
Tools
Fire Wood
Burk Oil
Leaves Oil
MaintenanceTools and spareparts productionPackaging
Reseacrh
Finacing
Training
THE CINNAMON VALUE CHAIN
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Mechanization
Fruit & Vegetables
Information
Tools and spare Parts production
Raw material processing
Computer software
Maintenance
Agro-industry
Maintenance Tools and spareparts production Glass or tin
industry
Marketing
Advertising Packaging
Graphic Design Label Transportation
Advice
Maintenance
Ricycling
Environmentindustry
Alternative energy
Business services
Financial services
Education services
The fruit and vegetable value chain
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BUILDING, HOUSING
INDUSTRY, AND PUBLIC WORKS
HOUSE PRODUCTS
FURNITURES
WOOD INDUSTRY
CURTAINS
FRAMES
EQUIPMENT
GLASSES STOVES
SANITARIES
BAKED CLAY
FLOORS
ELECTRIC SYSEMS HYDRAULIC SYSTEMS
EQUIPMENT
MAINTENANCE
BRICKS KILNS
BITUMENLIMES
EQUIPMENT
ROAD MAINTENANCE
EQUIPMENT
MAINTENANCE
FINANCE BUSINESS ASSISTANCE TRAININGINNOVATION
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Restaurantes, cafés.
etc.
Alojamiento
Servicios de capacitación
Producción de equipamientos
Limpieza
Servicios de información
Computer software
Manutención
Artesanía Insumos
Asistencia empresarial
Equipamiento
Empaque
Marketing
Publicidad Lavandería
Arte gráfica Imprentas
Transportation
Insumos agrícolas
FIG 2b: LA CADENA DEL VALOR TURISTICA
Manutención
Capacitación
Design Control de calidad
Control de calidad
Eventos culturales-deportivos
Servicios organizativos
Computer software
Arte gráfica Imprentas
Insumos de artesanía
Guías
Seguridad
Comunicaciones
Agenciqs Viajes
Bancos y servicios financieros
Renta
Gestión Infraestr.
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INSTRUMENTS• National strategic framework shared by the government ministries,
national private stakeholders, and local level representatives of public authorities and private sector
• Territorial strategic plans, shared by the local stakeholders
• Comprehensive territorial service system, such a Local Economic Development Agency
• Local finance, and tailored access to credit, such a Guarantee Fund for supporting access to credit for small, and medium enterprises, and cooperatives
• Territorial marketing strategies, including internal and external marketing
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THE LOCAL ECONOMIC DEVLOPMENT AGENCIES
• Leda's are self-sustainable autonomous, and legal structures, organized at local level, where the local stakeholders, in a agreed and autonomous way, take decisions about projects and initiatives regarding sustainable and human economic development.
• Leda's assure the technical conditions for the implementation of the initiatives, they provide comprehensive services to the territory, they rise funds for financing them
• Leda’s are the local reference for international partnerships and foreign investment and
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Guatemala
El Salvador
Nicaragua
Honduras
• Ixcan (1993)• Ixil (1993)• Huehetenengo (1996)• Chiquimula (1999)
• Chalatenango (1992)• Morazan (1992)• Ademmis (1994)• Apopa (1994)• Sonsonate (2005)
• Granada (1991)• Leon (1993)• Nueva Segovia (1993)• Jinotega (1994)
• Ocotepeque (1992)• Intibuca (1993)• Valle (2002)
DominicanRepublic
• Valverde (2000)• Dajabon (2000)• Monte Plata (2000)
Bosnia HerzegovinaCroatia
Albania Serbia
• Novi Sad (2002)• Kragujevac (2004)• Smederevo (2005)• Skutari (2001)
• Dyrazo (2003)• Valona (2003)
• Travnik (1997)
Mozambique
• Sofala (1999)• Manica (1999)• Matutine (2002)• Nampula (2004)• Peten (2004)
• Western Slavonja ( 2000)• Krka (2000)• Sisak (2001)• Vukovarska (2002)
South Africa
• Nkomazi (2002)• Syanda (1999)• Vhembe (2003)
Angola
• Bengo (2001)• Bengele (2002)• Kuanza Sul (2001)
Colombia
• Nariño (2004)• Santander (2004)• Medellin (2004)• Urabà (2005)
Ecuador
• Cuenca (2004)• Santander (2004)• Medellin (2004)
THE LEDA’S PROMOTED BY THE UNITED NATIONS ASSOCIATED IN A NETWORK (ILS LEDA,
www.ilsleda.org)
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Territorial marketing Territorial brandsProject financing Strategic projects' management Internationalization promotion Support to international partnerships
TYPICAL LEDA’S SERVICES
Territorial Animation
Territorial diagnosis for identifying economic potentialities;Promotion of a favorable climate for entrepreneurship Promotion of value chains Support to the disadvantaged populationSupport to women entrepreneurship
Access to credit
Realization of bank agreements Assistance to business plans Promotion of guarantee fund or viable financial mechanisms Assistance to the banks for the loans recuperation
Business Services
Support of feasibility studiesTechnical, managerial and skill trainingInformation systemPromotion of innovation and technological exchange
Territorial Promotion
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THANK YOU
GIANCARLO CANZANELLI
ART/UNDP
RESULTSINSTRUMENTSTHE LOCAL ECONOMIC DEVLOPMENT AGENCIESTHE LEDA’S PROMOTED BY THE UNITED NATIONS ASSOCIATED IN A NETWORK (ILS LEDA, www.ilsleda.org)TYPICAL LEDA’S SERVICES