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Investment climate in cCEE

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Investment climate in cCEE

  1. 1. Presenter: Wu xihan(Hansey)
  2. 2.  GIPB-global investment promotion benchmarking. It evaluated each IPI’s ability to meet the informational needs of potential investors during the site-selection process, Resources based on IPI responses to two simulated inquires its Web site.
  3. 3. Support for Worldwide businessIBPC (International Business Promotion Center) Osaka Network Center--promote trade, industry, and communication between Osaka and citieson the Asian continent and throughout the world.--provide various types of support for your business, in collaborationwith partners in the BPC and WTC network
  4. 4.  To check more detail: http://www.ibpcosaka.or.jp/index_e.htmlCompare to the top agency. We also have weak one. Here we can see the lesson from GIPB for Papua New Guinea: http://www.youtube.com/watch?v=CvMekCAR3K0(not only for PNG, but also for other country like Indonesia)
  5. 5.  Most governments depend on investment promotion agencies, economic development boards, industrial development agencies and other investment promotion intermediaries(IPIs) to compete globally for critical foreign investment and the development benefits it brings
  6. 6.  “More than 70% of investment promotion intermediaries missing out on the foreign investment by failing to provide investors with accurate and timely information” (Quote: the global investment promotion benchmarking 2009 report)----GIPBReason: “investment facilitation”---one of the simplest and most cost effective functionAlways neglected at many agencies.
  7. 7.  A new survey identified 14 common practices of top-performing agencies in the benchmarking study. Benefit: Weaker performers can inexpensively implement many of these practices to win a larger share of the trillion-dollar market for foreign investment.
  8. 8. Differences: Foster a private sector-minded culture 14 Accumulate deep business knowledge practices Implement internal systems Ensure the agencies can provide foreign investors with necessary information to influence their investment decision.
  9. 9.  1. private sector experience:(build a staff with public and private sector experience) Great challenge of public sector IPIs is to understand private sector service standardPublic agencies : task-orientedTop IPIs: hire staff with private sector experience (74%)Weak IPIs: only have half (30%) Private experience Key hiring criteria
  10. 10.  Based on the demand of private experience Public IPIs Private sector firms Talented staffSalary compare:Top IPIs (83%) >= public sector level WeakIPIs(62%)=public sector level
  11. 11.  The most successful IPIs are given focused mandates and then allowed to pursue them through result-oriented strategies with minimal interference and the freedom to allocate resources accordingly. Autonomy helps to preserve a private sector-like clarity of mission and means.
  12. 12.  Top IPIs: One of the most widely shared characteristics is they have identified a few priority sectors on which to focus the bulk of their promotion and facilitation efforts. It is essential in permitting the development of the deep knowledge required to understand and speak to the needs of specific investors.
  13. 13.  At least 76% of the top IPIs fit into one of three categories: Subnational agency National agency with subnational offices National agency in a country with separate province-level agencies, including special economic zones.
  14. 14.  81% top IPIs have own office near potential investors Dedicated staff in their countries’ embassies. Advantages:1.deeping IPI knowledge of targeted markets.2.developing many more face-to-face relationships.3.Allowing more frequent visits to investors.4.Improving responsiveness to inquires.
  15. 15.  “maintain English-speaking staff in sufficient numbers and with the full range of facilitation skills.”
  16. 16.  The “right people” have to be developed! (People with internal potential) I have “ soft skills” I’m the “right people” Training & developing
  17. 17.  8.research capacity(establish a minimum level of in-house research capacity)For each person employed: In top IPIs: have on average 1.05 computers with high- speed internet access. In weak IPIs: have only 0.6 computers per personConclusion: the weak IPIs staff members have limited access to the primary tool for research.
  18. 18.  88% of top IPIs have inquiries handled by a single person throughout the entire life cycle of the inquiry.Putting a single account manager’s advantages: 1.build familiarity with potential investors. 2.take advantage of and build on the knowledge of the IPIs sectoral specialists. 3.establish relationships with investors. 4.smoothly advance investor interest.
  19. 19.  Five common tools used by top IPIs: (for knowledge management) 1.investor information systems 2.regular staff meetings 3.database of available land 4.directories of business service providers 5.customer relationship management software
  20. 20.  70%of the IPIs did not respond in the time requested to one or both of two investors’ inquiries. When the investors knock your door! (there’s no potential sales) If fails to provide the basic information Damage the image and actual performance
  21. 21.  12.being accessible “maintain the equipment and practices to be easily reached and to quickly return calls and emails” 13.a web site work plan “demonstrate professionalism and dynamism through the web site with frequent news updates on the content, style, timeframe” 14.respones guidelines “follow detailed guidelines on the content, style, timeframe and quality assurance of inquiry repones
  22. 22. Thanks for your attention!

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