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Competitiveness through an industry lens Washington DC, 22 January 2008 Vincent Palmade Lead Economist, FIAS (soon in Africa FPD)
Why export competitiveness is so important ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Practical definition of export competitiveness ,[object Object],[object Object],[object Object],[object Object],[object Object]
Analyzing competitiveness… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional tools useful but insufficient ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Explaining productivity differences ,[object Object],[object Object],[object Object],[object Object]
Framework to analyze productivity gaps at operational level ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BIG DIFFERENCES IN RELATIVE SECTOR PRODUCTIVITIES - INDIA Source: McKinsey Global Institute Sector average 95 25 53 55 35 76 53 Local best practice Viable best practice potential 95 75 80 90 75 90 84 44 8 6 12 16 11 24 Software Housing Construction Retail Retail banking Apparel Steel Automotive
LABOR PRODUCTIVITY IN THE AUTO SECTOR Indexed to U.S. productivity = 100 Source: McKinsey Global Institute, 2001 ,[object Object],[object Object],[object Object],21 24 65 100 ,[object Object],Close to productivity frontier thanks to NAFTA Productivity tripled in last ten years following de-licensing Low competition due to licensing
Apparel Source: McKinsey Global Institute, 2001 ,[object Object],[object Object],[object Object],Average rejection level Per cent Low scale machines per factory India China 50 500 India China 3.3 1.8
Findings from recent WBG industry work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The main drivers of productivity differences are competition related and industry specific ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Industry specific policy issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Enforcement issues
Why competition is so important ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Huge and growing opportunity Employment share Percent Formal economy Informal economy Source: McKinsey Global Institute Poor incentive framework shielding from international best practice Poor enforcement leading to unfair competition from organized informal companies Heavy regulatory burden trapping small firms in informality Labor productivity Percent of U.S. Economic potential 0 5 10 15 20 25 30 35 40 45 50 0 20 40 60 80 100 Technological/managerial innovation
Which industries to analyze ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Main export industry groups
Key success factors and typical issues – natural resources ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key success factors and typical issues – agrobusiness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key success factors and typical issues – light manufacturing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key success factors and typical issues – remote services ,[object Object],[object Object],[object Object],[object Object],[object Object]
Key success factors and typical issues – tourism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tackling tricky domestic issues in the name of competitiveness ,[object Object],[object Object],[object Object],[object Object]
Being proactive ,[object Object],[object Object],[object Object],[object Object]
Getting organized internally ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Helping our clients getting organized – top level reform teams Donors Private Sector Small dedicated world class team Head of State Line Ministries Advocacy and $ to support reforms access coordination Arms-length Cape Verde, Botswana, Mauritius, Singapore, Taiwan, Malaysia (1964 WB project)

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Ec Bbl3 Palmade Jan 08 Presentation

  • 1. Competitiveness through an industry lens Washington DC, 22 January 2008 Vincent Palmade Lead Economist, FIAS (soon in Africa FPD)
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  • 8. BIG DIFFERENCES IN RELATIVE SECTOR PRODUCTIVITIES - INDIA Source: McKinsey Global Institute Sector average 95 25 53 55 35 76 53 Local best practice Viable best practice potential 95 75 80 90 75 90 84 44 8 6 12 16 11 24 Software Housing Construction Retail Retail banking Apparel Steel Automotive
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  • 14. Huge and growing opportunity Employment share Percent Formal economy Informal economy Source: McKinsey Global Institute Poor incentive framework shielding from international best practice Poor enforcement leading to unfair competition from organized informal companies Heavy regulatory burden trapping small firms in informality Labor productivity Percent of U.S. Economic potential 0 5 10 15 20 25 30 35 40 45 50 0 20 40 60 80 100 Technological/managerial innovation
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  • 25. Helping our clients getting organized – top level reform teams Donors Private Sector Small dedicated world class team Head of State Line Ministries Advocacy and $ to support reforms access coordination Arms-length Cape Verde, Botswana, Mauritius, Singapore, Taiwan, Malaysia (1964 WB project)