Benchmark Review of 5 National Export Promotion Organization 2015

Common Practices Across
Export Promotion
Management Organizations

Content
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Benchmark Review of Export Promotion Operating Models
Overview of Typical Export Promotion Management Value Chain
Organizational Function Clusters Model for EPM
Organization Design Imperatives For NEPC from Benchmark Review
Country Focus Review of Chile’s EPMO
Country Focus Review of Ghana’s EPMO
Country Focus Review of Kenya’s EPMO
Country Focus Review of Sri Lanka’s EPMO
Country Focus Review of Australia’s EPMO
Benchmark Review Of EPMO In Other Jurisdictions
61
Proposed NEPC CEO 1st Level Reporting Structure 62
Dr. Olayiwola Oladapo 2015

Review of EPM Organization Operating Model Options
• The Export Promotion Management (EPM) Organization Model
varies for different organizations and from one jurisdiction to
another.
• Each Export Promotion Management Organization (EPMO) adopts
and adapts the Operating model that best suits its core objectives
and that are specifically tailored to address the requirements of the
national export/economic development strategy.
• There are a variety of Operating Models available to EPMOs, but the
operating model options commonly observed in different
jurisdictions are;
1. Public or Private Organizational Orientation
2. Centralization or decentralization of Export Promotion
Coordination
3. Export Promotion Targets and Orientation (Products, sectors
or Markets) Model
4. A combination of any of the above
EPM
Operating
Models

Global EPM Operating Model Options
Public Private
Public-
Private
Public Or Private
Organizational
Orientation
Centralized Decentralized
Centralization or
decentralization
of Export
Promotion
Coordination
Sector
Focus
Product
Focus
Market
Focus
Export
Promotion
Targets and
Orientation

EPM Operating Model Option
Public
• GEPA,
Ghana
Private
EPC, Kenya
Public-
Private
FINPRO,
(Finland)
Public Or
Private
Organizational
Orientation
• Organizational &
Operational
Orientation
• Ownership
• Levels of
Autonomy in
management
and decision
making devoid of
Government
Control
• These are EPM
organizations owned
and established by
the Government
• They are subject to
existing Government
Policies, rules and
governance
structures.
• This a common model
in most Jurisdictions
• They exhibit different
levels of Autonomy
• These are private
sector established
and managed EPM
organizations.
• Though they have
collaborative
operational
relationship with
relevant Public
institutions and
government
Agencies, they are
essentially
autonomous
private sector
organizations
• In Public- Private
EPM Operating
model , EPM
organizations are
either private or
public institutions
but with
management
autonomy and
operational control
similar to private
sector run EPM
organizations and
managed with
support from both
private and Public
sectors

EPM Operating Model Options
Centralized
Ghana
Decentralized
India (with 37
Export
Promotion
Organizations)
Centralization or
decentralization
of Export
Promotion
Coordination
• Predominance of
a single public or
private EPM
organization in
export
promotions
through a central
Strategic Focus.
• Non dominant
multiple
organizations
collaborative
Export
Promotion
• A single public organization
with enough resources and
technical capability to lead
export promotion policy in
the country, subsuming
other organizations to play
secondary, more specialized
roles under its supervision
• Or a predominant private
EPM organization leading
the execution of
Government Policy positions
on Export Promotion.
• Several public (or semi-
public) export promotion
organizations with non
predominant over others.
• In the pluralistic version,
there exists a variety of
export promotion
organizations of public
and private nature. They
are active along different
functional lines (e.g.,
sector scope, firm size
target, etc.).

EPM Operating Model Options
Sector
Focus
Chile
Product
Focus
Ghana
Market
Focus
Sri Lanka
Export
Promotion
Targets and
Orientation
Refers to the
primary focus of
the Export
Promotion
Strategy that
include;
• Sectors
• Products
• Markets
• Combination
of all of
these
• Some EPM
organizations
have a sector
based export
promotion
orientation and
strategy as they
work with
sectoral export
associations in
the promotion
of exports/
• There are EPM
organizations
with primary
focus on the
development of
export capacity,
building of
internal linkages
and promotion
of products
where there are
national
comparative
advantage.
• Other EPM
organizatons are
more focused on
the development
of external
market potential
and
opportunities
with strong
emphasis on
trade facilitation
in operations and
resource
deployment

Benchmark Review Of EPMO In
Other Jurisdictions
EPM Country Focus Review

Benchmark Study of EPM Practices across the Globe
5 EPM
Organization’s
Practices
Review
• 4 EPMOs (Export Promotion Management organizations)
were chosen from 3 different continental jurisdictions and
emerging economies based on availability of data on their
operations and the need to have an appreciation of common
practices across the globe.
• An EPM organization from a developed economy was also
chosen to present best practice/matured economy context
The Comparative Review covered the following 5 EPMOs;
1. Chile EPMO -South America
2. Ghana EPMO –West Africa
3. Kenya EPMO- East Africa
4. Sri Lanka EPMO-Asia
5. Australia EPMO- Australasia continent

*CHILE
* From the “Best Practices in Export Promotion” USAID-funded Technical Report
done by Nathan Associates Inc.

National Export Performance Overview
Export
Performance
Snapshots

• The Chilean Trade Commission (ProChile) is the country’s
export promotion agency within the Ministry of Foreign
Affairs.
EPM
Organization
• “support and advance Chilean business interests in the global
marketplace by assisting in the development of the export
process.”
1. Focus on markets with the most potential for export
growth, especially those where free trade agreements are in
effect.
2. Collaborates with industry associations
3. Build PPPs to increase the private sector’s role in
establishing priorities through the Private-Public Council
includes representatives of government and business
Mission
Strategic
Priorities
Chile EPM Strategic Overview

• Chile’s export promotion program focus has
traditionally targeted sectors.
• The country’s export mix consists largely of
commodities, especially consumer commodities for
which branding can be very effective (e.g., seafood,
fresh produce, processed foods, wines beverages).
• Due to the government increasing emphasis on
export diversification, several trade agreements
have been negotiated with the world’s largest
trading partners.
• Export promotion, therefore, has shifted focus to
non-traditional products and SMEs have become the
focus of government incentives.
Export
Strategy
Focus

• ProChile has 14 offices in Chile and 59(80%) trade
offices or trade representative offices in 38
countries. Some are located with diplomatic
missions and others are freestanding commercial
offices.
• Chile’s largest presence is in Latin America (16
countries), Europe (13), Asia (8) and the Australasian
region (5). It has three offices in the United States
and two in Canada. ProChile also has a small
presence in the Middle East and Africa.
• Direcon’s budget is about US$30 million annually,
out of which $11(36%) million is allocated to
ProChile’s domestic operations.
• ProChile has 244 employees out of which 141(57%)
are assigned to foreign offices.
Scope of
Operations

Core
Functional
Units
Pro Chile 4 Core Functional Divisions
Pro Chile
Sectoral
Division
International
Division
Marketing
Division
IT Division
Local
Country
Offices
20%
International
Offices
80%
43% of
Employees in
Chile
57% of
Employees
outside of Chile

Pro Chile 4 Core Functional Divisions
• Manages the delivery
of export promotion
products and services
to each exporting
sector.
• 7 separate business
units and product
managers, one for
each key sector,
• respond to requests
for information from
exporters or potential
exporters about
demands for Chile’s
products and services
in foreign markets
• It has 40 employees
Sectoral Division
International
Division
Marketing Division IT Division
• Builds relationships
with business
associations,
companies, &
government agencies
in foreign countries.
• Staff in foreign offices
also conduct market
research, collect
information about
local interest in
Chilean products and
services, and promote
Chilean capabilities.
• They attend local
events and export-
related activities.
• It has 160 staff with
88% outside of Chile
• manages all
marketing
activities,
including
trade
missions and
trade shows.
• It has nearly
30
employees.
• The Information
and Technology
Division manages
systems for
providing
information to
clients, including
websites and
training modules.
• It has about 15
employees

Export Promotion Value Chain Activities
• A Website for
International
audience and
another for
exporters
• operates a
telephone export
service that provides
general information
on exported
products and
services and their
destinations
• high- profile
national export
awards.
Export Awareness
• Developed capacity
Development Program
designed for SMEs in
the agricultural sector;
and in industrial
sectors. A component
for the service sector is
being developed.
• Operates other
program sin association
with the Santiago
Chamber of Commerce
and other Chilean
institutes
• Operates export grants
and provide co-
financing support to
exporters
Export Capacity
Development
• Creates country guide
handbooks covering
most of Chile’s major
trade partners.
• Trade offices abroad
carry out studies of
specific sectors in a
target country or on
broad product or
service categories of
interest to Chilean
industries
• Oversees country
branding, opportunity
matching and
videoconferencing
export s support
services
Export Target
Marketing
Export Deals
Facilitation
• Office managers
abroad have
diplomatic status
and ready access to
assistance if
regulations are
believed to
contravene bilateral
or multilateral trade
agreements..
• Recommend private
or public
organizations to
assist with
certification under
foreign product
standards, but does
not provide direct
assistance

1. Export Marketing and Trade Facilitation are the Priority Areas of
of Pro Chile
2. The organizational Resource allocation (Human and
Financial)plan is critically skewed in the direction of the two core
areas highlighted above as 57% of staff work in their offices
outside Chile and 80% of their offices are also located outside
Chile
3. Export promotion program focus are targeted at the following;
– Sectors
– Non- traditional products
– Markets with the most potential for export growth,
especially those where free trade agreements are in effect.
– SME
4. The organizational delivery architecture of Pro Chile was
structured to provide it with an inherent capability to manage its
strategic Priorities and programs.
Key
Strategic
Lessons
Chile’s EPM Practice Highlights

Ghana

The Ghana Export Promotion Authority (GEPA) is the National
Export Trade Support Institution of the Ministry of Trade and
Industry (MOTI) responsible for the facilitation, development and
promotion of Ghanaian exports
EPM
Organization
To build internal systems and strategic external networks to develop
Ghanaian Non-Traditional Exports throughout the value chain and
promote Made-in-Ghana goods and services in strategic markets to
achieve national targets for economic development.
1. Market Access and Development
2. Product Development and Supply Base Expansion for
selected priority products
3. Export Trade Information Dissemination and Communication
support
4. Export Human Resource Capacity Strengthening ·
5. Coordinating of Export Development Activities
Mission
Strategic
Priorities
Ghana EPMO Strategic Overview

• Ghana Export Promotion Authority(GEPA) focus has
primarily been to diversify Ghana’s export base from
the traditional export products of Gold, Cocoa
Beans, Timber Logs and Lumber and Electricity.
• Currently there are over 300 different non-traditional
Export products categorized into Agricultural,
Processed/semi Processed and Handicrafts
• There is a strong emphasis on Export promotion and
export capacity building/education with exporters
supported by different export
incentives/grants/schemes/financing programs
Export
Strategy
Focus

• GEPA's clientele include over 3,000 registered private sector
exporting companies organized into 17 Export Product
Associations.
• The primary emphasis is on local export capacity
development and promotion
• GEPA relate to these clients both on individual corporate
basis and as groups / associations and acts as an interface
between these exporters and other public organizations.
• It maintains five (5) Zonal offices responsible for the
management and co-ordination of export related activities in
their respective zones.
• There is weak emphasis on building a strong offshore
operational presence.
Scope of
Operations

Core
Functional
Units
GEPA Core Functional Divisions
GEPA
PDD MPD RID FD AHRD
Legend
1. Product Development Division (PDD)
2. Marketing & Promotion Division (MPD)
3. Research & Information Division ( RID)
4. Finance Division (FD)
5. Admin & HRD (AHRD)

GEPA ‘s 5 Core Functional Divisions
Product Development Division (PDD):
• The division is responsible for providing technical assistance for
design and production , meeting quality, safety and health standards,
as well as meeting packaging and transport requirements for
international marketing of non-traditional products.
• The division is also responsible for providing technical assistance for
the expansion of the supply base of the products and their delivery at
competitive pricing.
Marketing and Promotion Division (MPD):
• The division is responsible for ensuring customer identification and
matchmaking, undertaking comprehensive market analysis and
pursuance of export marketing and promotional programmes for
non-traditional export products and services in Strategic Markets for
sustained growth.
GEPA Core
Functional
Units

GEPA ‘s 5 Core Functional Divisions
Research and Information Division (RID):
• The division is responsible for conducting trade related research and analysis
for dissemination to stakeholders as well as for planning and decision making
for export development, promotion and growth.
• This division is also responsible for engaging in bilateral and multilateral issues
as well as managing, monitoring and evaluating projects of the Authority.
Finance Division (FD):
• The Finance Division is responsible for the overall financial management
functions including corporate budgeting, accounting, financial contril and
reporting within the Authority.
Administration and Human Resource Division (AHRD):
• This division is responsible for developing and implementing administrative
policies and procedures for procurements and general services management
and for meeting corporate and statutory requirements in human resources
development
GEPA Core
Functional
Units

• Development of
national export
awareness.
• Identification of
products with
export potential
• carries out
advocacy services
for bodies
involved in
exports
• Provides trade
information and
referral services
to the export
community
through the
Ghana Export
Trade
Information
Export Awareness
• Provides exporters with
the necessary assistance
for penetrating the
competitive international
market
• Provides assistance to
businessmen travelling
abroad with information
on their target markets.
• Provides technical
advice on products and
export marketing to
exporters
• Train exporters and
personnel of export
facilitating institutions to
upgrade their skills in
export marketing.
Export Capacity
Development
• Creates goodwill for
Ghanaian products
through international
and local trade fairs
and exhibitions.
• Organizes
market/trade missions,
Contact Promotion
Programmes, Trade
Fairs and Exhibitions,
Buyer / Seller Meetings
with the aim of
penetrating the
competitive
international market.
Export Target
Marketing
Export Deals
Facilitation
• Makes the entire
process of trading
quite easy and
convenient for the
business parties
involved by liaising
with other
agencies, such as
Customs, Excise,
freight carriers,
Insurers, Bank of
Ghana, and the
Ports and Harbour
Authority in the
country to simplify
several
documentation and
export procedures.

• The primary Export Promotion strategic emphasis is more
on local export capacity development and promotion
rather than external market development and trade
facilitation
• GEPA, the Ghanaian Export Promotion Management
organization core strategy is around the promotion of
Non- Traditional Export products.
• Both strategic thrusts significantly impacted on how the
organization is functionally structured to meet its
objectives with a strong emphasis on Product
Development, marketing & promotion, Research and
information dissemination.
• The thrust is also evident in the relative strong
concentration of its promotion activities at home with the
exporters rather than with the external markets.
Key
Strategic
Lessons
Ghana’s EPMO Practice Highlights

Kenya

The Export Promotion Council (EPC) is Kenya’s premier institution
in the development and promotion of export trade. Established in
1992 as a private company limited by guarantee and having no
share capital, but receives logistical and financial support from
the Government. The EPC Board is constituted with members
from both the public and private sectors
EPM
Organization
To attract, expand and sustain the market share of Kenya’s
exports through product identification, development and
marketing
1. Exports Market Development
2. Product Development and Adaptation
3. Trade Policy Facilitation
4. Trade Information & Delivery Services
Mission
Strategic
Priorities
Kenya EPMO Strategic Overview

KEPC Strategic Overview
1. KEPC (Kenya Export Promotion Council) export strategy has
a strong focus on primary products(manufactured and semi-
manufactured) and on Trade in services specifically to the
African continent.
2. KEPC capacity development programmes are aimed at
developing SME’s export marketing capabilities.
3. It has placed a strong emphasis on promoting Kenya exports
through a regime of Export Investment and Incentive
Schemes. This include schemes like the Duty Remission,
manufacture under bond and Export Processing Zones
Programme
4. The Kenya EPC also places a strategic premium on Trade
Facilitation leveraging the Bilateral Trade Agreements signed
with 27 countries, with a further 9 currently undergoing
negotiations and formal relationships with different global
trade facilitation institutions.
Export
Strategy
Focus

• KEPC operations coverage and concentration focuses on
developing the local export capacity through the 3 office
network it operates in Kenya and a strong Information
Technology leverage to support export development and
promotion
• KEPC leverages the network of 16 commercial attaches in
different Kenya embassies to serve as effective vehicles for
easy market access and trade facilitation for Kenya exports
Scope of
Operations
KEPC Strategic Overview

KEPC ‘s Core Functional Divisions
KEPC Core
Functional
Units

• EPC collects,
stores, analyses
and disseminates
trade information
to support the
business
community
through the
Centre for
Business
Information in
Kenya (CBIK).
• assists in the
formulation of
product sector
strategies and
publishes
facilitative
documents on
export trade.
Export Awareness
• facilitates the
mainstreaming of the
Micro, Small and Medium
Enterprises (MSMEs)
including disadvantaged
segments of the society
into the export process.
• collaboration with
development partners
such as JETRO, JICA, ITC,
CBI, USAID and EU
conducts training on
topics of interest to the
exporting fraternity to
enhance their knowledge
and skills in exporting
Export Capacity
Development
• Guided by the new
structured approach
to export market
prioritization, the
Council undertakes to
identify export market
opportunities for
Kenyan products and
formulate appropriate
market entry and
penetration strategies
Export Target
Marketing
Export Deals
Facilitation
• monitors and
reviews domestic
and external Trade
Policy
environments and
recommends
actions that
enhance
competitiveness in
the export sector.
• EPC is the Liaison
Office for African
Trade Insurance
Agency (ATI), the
Pan African Export
Credit Agency.
activities in Kenya
and it facilitates
trade &investment
by marketing AT1
products

• KEPC is a privately incorporated organization with strong
collaborations with the Public sector as represented by the other
export management agencies and organs of the Kenya Government
• KEPC Export Promotion Strategy is built around the development of
local SME export capacity and promotion of primary products
(manufactured and semi-manufactured) and services
• Both strategic thrusts significantly impacted how the organization is
functionally structured to meet its objectives with a strong emphasis
on Product and market development, export promotion and market
research
• It relies on the commercial attaché desks in different Kenyan
embassies to execute its trade facilitation support services to Kenya
exporters and foreign buyers
• The Kenya Export Promotion Council Strategic Plan is a key strategic
Resource for effective promotion of Kenya’s export by KEPC.
Key
Strategic
Lessons
Kenya ’s EPMO Practice Highlights

Sri Lanka

• The Sri Lanka Export Development Board (SLEDB) is Sri Lanka's
apex organization for the promotion and development of
exports.
• Established in 1979 under the Sri Lanka Export Development Act
No. 40.EDB is the executive arm of the Export Development
Council of Ministers, which is the policy-making body of the EDB.
EPM
Organization
To be the nation's leading catalyst organization for the
development and promotion of products and service for exports,
to enhance global competitiveness, maximize export earnings and
achieve national economic goals.
1. Export Promotions
2. Export Products and Services Development
3. Export Market Development
4. Trade Information and Facilitation
Mission
Strategic
Priorities
Sri Lanka EPMO Strategic Overview

Sri Lanka’s EDB Strategic Overview
1. The SLEDB core strategic focus is on the export of products and
services with specific attention given to the seven identified key
product sectors, which will contribute over 80% of total export value,
and achieve significant growth in those sectors.
2. SLEDP has deployed a very robust IT and electronic export promotion
strategy to facilitate promotion of the export of Sri Lankan services
and the development of the external markets for Sri Lanka’s export
3. SLEDB also places a high premium on Export promotions leveraging
integrated marketing communication programmes in selected
markets
4. All of SLEDB progarammes are targeted at broad basing the
beneficiaries of exports across the country and sectors,
including SMEs.
5. To effectively deliver on its mandate and goals, the SLEDB is
committed to building a strong Human Capital capability to drive
employee productivity and commitment.
Export
Strategy
Focus

• SLEDP has strongly leveraged IT to create an impressive
electronic one stop shop for Sri Lanka’s exports called eMarket
place; http://www.srilankabusiness.com/emarketplace/
• A broadly constituted Board of Directors representing the key
ministries and leading private sector entities at the highest level
and the execution of regional export development programmes
affords SLEDB access to a wide network of stakeholders.
• With the headquarters in Colombo, the commercial capital and
largest city of Sri Lanka ,the SLEDB also covers the entire island
through a network of 7 provincial offices, further enhancing
opportunities and trade facilitation between buyers and
suppliers SLEDP
• To effectively accomplish its strategic objectives across all of its
business locations, SLEDB has a workforce of over 250 competent
people manning different positions in the organization
Scope of
Operations
Sri Lanka’s EDP Strategic Overview

SLEDB Organizational Structure Overview
SLEDB
Core
Functional
Units

SLEDB Export Promotion Value Chain Activities
• EDB focuses on the
development of a
need based
integrated
computerized
information system
covering all aspects
of business
information.
• EDB enables Sri
Lankan entrepreneurs
to be more
competitive within
the revolutions of
international trade
through its
ePromotion portal
and offerings
• Provide trade
information and
advisory services
Export Awareness
Promotion
• Implement integrated
product/market
development
programmes to
expand/diversify
exports
• EDB act as a
Knowledge provider
to the Exporter
community by
capturing,
developing, sharing,
and effectively
disseminating the
organizational
knowledge
Export Capacity
Development
• The EDB organizes
participation of Sri
Lankan exporters at
major International
Trade Fairs in
potential overseas
markets to facilitate
B 2 B promotions.
• EDB Organises
outward selling
missions and
incoming buying
missions to assist
export marketing of
Sri Lankan products
& services.
• Formulate marketing
strategies to
enhance Sri Lankan
exports.
Export Target
Marketing
Export Deals
Facilitation
• EDB Directs and co-
ordinate market
development
activities through
the Sri Lankan trade
representatives and
other agents
abroad to ensure
greater market
access for exports
• With the
eMarketplace
portal global buyers
can register on
online and have
easy access to a
range of quality Sri
Lankan products
which can be bough
online

1. SLEDB has focused its export promotion, development and
management strategies and resources on the seven identified
key product sectors, contributing over 80% of total export
value.
2. It equally has placed a high premium on the development,
promotion and facilitation of services export and trade.
3. The eMarketplace (the electronic and virtual one stop shop
for export of both Sri Lanka’s products and services )is the
unique Strategic Resource SLEDB’s has leveraged to achieve
effective promotion and development of export and SLEDB
services
4. A highly competent workforce, and a detailed well crafted
Strategic Plan are critical assets the SLEDB relies on it
achieving its mandates and objectives.
Key
Strategic
Lessons
SLEDB EPM Practice Highlights

Australia

Australia Export Promotion Macro Environment
Australia
Export
Promotion
Players
Export Council of
Australia
Austrade
Australian
Institute of
Export
• Export Council of
Australia (ECA) a not-
for-profit organization
is the umbrella body
for the Australian
export community
representing all
industry sectors across
Australia.
• Owned by its members
& steered by a Board &
a Council of Industry
specialists, the ECA
primary goal is the
promotion of
Australian industry in
international markets.
• Established in 1957,
the Australian
Institute of Export
(AIEx) a Non-for-profit
organisation is the
leading Australian
industry body for
International Trade
training.
• works closely with
government and the
private sector to drive
the development of
Australian exports
• The Australian Trade
Commission is the
Government Agency that
help Australian companies
to grow their business in
international markets,
through administration of
the Export Market
Development Grants
(EMDG) scheme and the
TradeStart program, policy
development and
development of
international markets.
Austrade is the lead
Australian Government
agency for the promotion,
attraction &facilitation of
foreign direct investment

Export Council of Australia (ECA) a not-for-profit organization, the
Australian Institute for Export (AIEx)and Austrade are the 3 Export
Promotion Organizations responsible for the promotion and development
of Australian Exports. The first 2 organizations ( ECA and AIEx) are private
organizations whilst Austrade is the Government organ responsible for
Trade development
EPM
Organizations
“contribute to the development of Australia’s resources through
encouraging Australian business to engage in international trade,
effective representation to government on market access and
facilitation issues, the delivery of practical professional
development programs and forums that foster the exchange of
ideas and knowledge and reward excellence. .”
• Export Promotion and Development
• Export Markets Development
• Trade Facilitation
Mission of
ECA
Strategic
Priorities
ECA
Australia’s EPMO Strategic Overview

Australia ECA Strategic Overview
• Export Promotion-Lead promotion of Australian industry,
including SME participation, in international markets.
• Export Development-Equip Australian business, via the
Australian Institute of Export, for profitable international
trade in addition to making representations to and on behalf
of exporters to appropriate decision makers
• Trade Information and Research-Undertake research to
identify and quantify the issues affecting the development of
profitable international trade activity by Australian SME
companies.
• Trade Facilitation- Interface with and provide support to
sector specific associations and councils representing
business engaged in international trade.
• Fostering Community of Practice- Deliver activities which:
Provide a forum for the exchange of ideas and knowledge &
Reward excellence in export
Export
Strategy
Focus

• Austrade has an international network of 82 offices in
48 markets around the world, including the 17 consular
posts it runs on behalf of the Australian Government. Of
Austrade’s 1,003 staff, 558(55%) are based outside
Australia.
• Trade Commissioners from Australia lead the international
network.
• At 30 June 2013, Austrade had 71 Trade Commissioners at
overseas offices. Austrade also has a strong team of
overseas-engaged employees who bring the local
knowledge and networks that underpin the support
Austrade provides to Australian companies, education
institutions, and other stakeholders in market.
Scope of
Operations
Australia’s EPMO Strategic Overview

Core
Functional
Units
ECA Core Functional Divisions

Core
Functional
Units
Austrade Core Functional Divisions
Chief Executive
Officer
Executive Director
International Operations
Executive Director Tourism,
Investment and Educational
Programme
COO Corporate Services
Chief Economist
Head of Strategy,
Governance and
Media
• GM Trade
• GM Online
Marketing and
Business Practice
• GM East Asian
Markets
• GM Growth and
Emerging Markets
• Assistant GM
International Issues
• GM Investment
• GM Tourism
• GM Export Market
Development Grant(
EMDG)
• GM Government,
Ministerial and
International
Education
• Chief Human
Resources Officer
• Chief Finance Officer
• Chief Information
Officer
• Chief Counsel Legal.
Procurement and
Fraud
• Assistant GM
Security Consular
and Property

ECA Export Promotion Value Chain Activities
• ECA carries out Export
Advocacy by making
representations to & on
behalf of exporters to
appropriate decision
makers on Policies &
regulatory measures
impacting the
international
competitiveness of
Australian industry, the
Government’s broader
trade policy agenda
including trade
negotiations
• Extensive use of
Multimedia Channel
like podcasts, videos,
webinar archives& an
export blog for Export
promotion & awareness
Export Awareness
• Expert Consultancy
services rendered through
the Export Grants
Consultants Group (ECG) a
national group of
consultants managed by
the ECA helping Australian
exporters take advantage
of EMDG
• Export Education and
Training- through
training & publications
• Manages an Exporters
Club network , a
community for importers
and exporters run by the
Export Council of
Australia
Export Capacity
Development
• The Export Council
of Australia
undertakes
research to
identify and
quantify the issues
affecting the
development of
profitable
international trade
activity by
Australian
exporters.
Export Target
Marketing
Export Deals
Facilitation
• Export Capacity
Development-
Export specialist
Advice/ Support in
matters relating to
international trade

Austrade Export Promotion Value Chain Activities
• The most important
awareness-raising
program is Exporting for
the Future. Its education
component is delivered
through secondary
schools as training and
learning resources for
teachers
• Austrade’s booklet,
Helping Take Your
Business to the World, is
used to raise the
awareness of Australia’s
export services and to
promote the Austrade
brand.
• The monthly newsletter,
available on the website.
contains news of key
export promotion
information
Export Awareness
• Austrade’s has two linked
export-readiness
programs, TradeStart and
Export Access.
Companies that become
export ready can move
on to begin market entry
activities under the
guidance of export
counselors. This includes
counseling through the
process of visiting the
target market (at
company expense) and
following up to
determine next steps.This
is in addition to the Are
You ready to export page
on Austrade Website.
Export Capacity
Development
• Market information &
advice is provided to
Australian enterprises
through Austrade 82
offices, In addition to
“detailed research,
industry analysis
&business-matching
services” as well as
market entry assistance.
• Austrade does not
provide financial
assistance for
participation in trade
missions, trade shows,
or incoming buyers
missions, but does offer
trade show services for
a fee.
Export Target
Marketing
Export Deals
Facilitation
• overseas trade
commissioners
staff are part of
diplomatic
missions, and may
not act as
company
marketing
representatives.
however, they
provide a wide
range of support
services,
customized for
the needs of
individual
customers.

1. Well coordinated synergy between the private and Public sectors in export
promotion and development
2. Good Leverage of technology and new media( social media) in export promotions
3. Significant investment in Trade Facilitation infrastructure through 82 offices in 48
markets, with 55% of its 1003 staff working in their foreign office locations
4. Substantial export financing support through the EMDG
5. Gender Mainstreaming in Export Promotion and International Trade-Austrade is a
founding member and provides the secretariat of the Women in Global Business (WIGB)
program, a joint initiative between the Australian Government and state and territory
governments. Its objective is to increase female participation in international trade and
investment, and, as a result, deliver increased economic benefits and job creation.
6. Specialized Focus on Export Capacity Development through a separate and distinct
Export Development Institute
7. Community of Practice networking opportunities for Exporters and other
stakeholders provide a forum for the exchange of ideas and knowledgeExcellence in
export is rewarded through awards- The Australian Export Awards is a national
program that recognizes and honours Australian companies engaged in international
business who have achieved sustainable growth through innovation and
commitment. The Awards measure businesses against their peers based on the
strength of their international growth, marketing and financial strategies.
Key
Strategic
Lessons
Australia’s EPM Practice Highlights

Typical EPM Value Chain
Export
Market
Development
Trade Facilitation
Export
Market
Research
Export
Capacity
Development
Export
Promotion
Inbound Value Chain Activities Outbound Value Chain Activities
• Export
Awareness
• Integrated
Marketing
communications
• Exporter
capability
development
• Product
development
• Export grants
and incentives
•Trade Missions
•Trade and export
matchmaking
•Export Fairs and
exhibitions
• SME’s connectivity to external trade
Value chain
• Trade agreements leverage
• Export Financing and Trade incentives
• Collaborations and coordination with
other export regulatory agencies to
ease trade barriers
Corporate and Governance Activities
• Market
Research
• Trade
Information
Management
• E -Commerce
Internal
Control &
Audit
Board
Relations &
Legal
Corporate
Comms HR Admin IT Finance
Policy &
Planning
Collaborating Agencies and Partners
Resource Based Support Activities

Organizational Function Clusters Model for EPM
Export Promotions
Trade Facilitation
Resource Based
Support Services
HR, IT, Admin, Procurement
Governance
Functions
Policy, Planning, M & E
Internal Control
Corporate and
Stakeholder’s
Management
Functions
Corporate Communications and
Board Relations & Legal
Export Capacity
Development
Export Market
Research and
Development

Benchmark Review of 5 National Export Promotion Organization 2015

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