The document summarizes a project to support 11 small and medium garment enterprises in Ethiopia to improve quality standards and marketing in order to enter export markets. Key activities included developing business plans, reviewing costing methods, providing training on quality/manufacturing standards and branding, and developing manuals. One beneficiary, Ferehiwot Garment, grew substantially, improved operations, and will move to an industrial park and enter international markets. The project helped businesses improve productivity, branding and management.
Role of the Cotton Textiles Export Promotion Council (TEXPROCIL) In the Devel...paperpublications3
Abstract: India, a country which is known for its textile manufacturing and handlooms, since the early times; and this is revealed by literary and archaeological evidences. India’s textiles manufacturing sector is one of the pillar of the national economy. Government of India has taken many steps to create a brand of Indian textile in the global arena. All the exporters are been provided with various different promotion council to promote their items. For each item there is an export council and for textile it is TEXPROCIL (The Cotton Textiles Export Promotion Council). “ By not just pulling away the protectionist measures, but also by enhancing business sector access, avoiding policies which distort competition & also to agree on reforms to world trade regulations; with the help of these council there can be boost in trade and also seize the opportunities that it offers for everyone, in the years to come”. Undoubtedly the coin has two phases similarly, the councils has some failing points also. The drawbacks of the council have leaded the exports to battle with various problems in promoting their products. The problems are been stated below.
This is sharing with a gratitude to the person who originally shared this. This is to support students who presently study for project on this subject.
Role of the Cotton Textiles Export Promotion Council (TEXPROCIL) In the Devel...paperpublications3
Abstract: India, a country which is known for its textile manufacturing and handlooms, since the early times; and this is revealed by literary and archaeological evidences. India’s textiles manufacturing sector is one of the pillar of the national economy. Government of India has taken many steps to create a brand of Indian textile in the global arena. All the exporters are been provided with various different promotion council to promote their items. For each item there is an export council and for textile it is TEXPROCIL (The Cotton Textiles Export Promotion Council). “ By not just pulling away the protectionist measures, but also by enhancing business sector access, avoiding policies which distort competition & also to agree on reforms to world trade regulations; with the help of these council there can be boost in trade and also seize the opportunities that it offers for everyone, in the years to come”. Undoubtedly the coin has two phases similarly, the councils has some failing points also. The drawbacks of the council have leaded the exports to battle with various problems in promoting their products. The problems are been stated below.
This is sharing with a gratitude to the person who originally shared this. This is to support students who presently study for project on this subject.
Marketing strategies of readymade garment in indiaspintronics12345
The presentation concerns about readymade garment industry of India,and research on effect of marketing strategies adopted by top 500 brands with effect on consumers of these srategies.
EFFECTIVENESS OF MARKET DEVELOPMENT ASSISTANCE SCHEME IN HANDLOOM AND GEMS AN...SCHOLEDGE R&D CENTER
India is continuously experiencing trade deficit for many decades. It is trying hard to improve its exports. Government of India under the Ministry of Commerce has designed several export promotional measures to give thrust to the export various sectors. Market development assistance (MDA) is one such scheme designed by the government of India to give impetus in developing and promoting exports. This study try to examine how this scheme has helped in reaching the exporters and is it successful in helping them for finding new export markets, buyers, attending more exhibitions, trade fairs, opening new outlets, and increasing variety of products. Also, intend to understand the perception of MDA beneficiaries under handloom and gems & jewellery sectors. Primarily the study is focused on MDA and its impact on gems and jewellery, and handloom exports. The analysis of MDA beneficiaries has shown how both gems and jewellery, and handloom sectors are benefited by availing the MDA scheme. They state that, after availing the MDA, it has helped to improve their performance. They were benefited by attending exhibitions, trade fairs, buyer-seller meet and visiting number of listed countries. This has helped them to increase in sales, up-gradation, finding new markets and improved customer acceptance.
1950 was the beginning of RMG in the Western world. In order to control the level of imported RMG products from developing countries into developed countries, the Multi Fibre Agreement (MFA) was made in 1974. In the early 1980s Bangladesh started receiving investment in the RMG sector,then there was about 50 factories.At present more than 4000 garment factory available in Bangladesh.
Marketing strategies of readymade garment in indiaspintronics12345
The presentation concerns about readymade garment industry of India,and research on effect of marketing strategies adopted by top 500 brands with effect on consumers of these srategies.
EFFECTIVENESS OF MARKET DEVELOPMENT ASSISTANCE SCHEME IN HANDLOOM AND GEMS AN...SCHOLEDGE R&D CENTER
India is continuously experiencing trade deficit for many decades. It is trying hard to improve its exports. Government of India under the Ministry of Commerce has designed several export promotional measures to give thrust to the export various sectors. Market development assistance (MDA) is one such scheme designed by the government of India to give impetus in developing and promoting exports. This study try to examine how this scheme has helped in reaching the exporters and is it successful in helping them for finding new export markets, buyers, attending more exhibitions, trade fairs, opening new outlets, and increasing variety of products. Also, intend to understand the perception of MDA beneficiaries under handloom and gems & jewellery sectors. Primarily the study is focused on MDA and its impact on gems and jewellery, and handloom exports. The analysis of MDA beneficiaries has shown how both gems and jewellery, and handloom sectors are benefited by availing the MDA scheme. They state that, after availing the MDA, it has helped to improve their performance. They were benefited by attending exhibitions, trade fairs, buyer-seller meet and visiting number of listed countries. This has helped them to increase in sales, up-gradation, finding new markets and improved customer acceptance.
1950 was the beginning of RMG in the Western world. In order to control the level of imported RMG products from developing countries into developed countries, the Multi Fibre Agreement (MFA) was made in 1974. In the early 1980s Bangladesh started receiving investment in the RMG sector,then there was about 50 factories.At present more than 4000 garment factory available in Bangladesh.
The International Trade Centre (ITC) Annual Report 2016-TRADE IMPACT FOR GOODMYO AUNG Myanmar
The International Trade Centre (ITC) Annual Report 2016-TRADE IMPACT FOR GOOD
http://www.intracen.org/itc/about/working-with-itc/corporate-documents/annual-report/
http://www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Corporate_Documents/Annual_Report/Annual%20Report-2016-web(2).pdf
http://stage.intracen.org/country/myanmar/
http://www.intracen.org/itc/about/how-itc-works/
ITC is the joint agency of the World Trade Organization and the United Nations.
ITC's Annual Report provides a broad overview of what the organization accomplished in 2016. It briefly describes the work of each of ITC’s 15 programmes to help achieve the Sustainable Development Goals by leveraging the power of regional and international markets for inclusive growth and job creation. A dozen case studies illustrate how ITC projects created trade impact for good from Haiti to Myanmar.
The report will serve as the basis for discussions at the 10 July session of the ITC Joint Advisory Group, where government delegates will review the agency’s work, and make recommendations for its future operations to its parent organizations, the United Nations and the World Trade Organization.
Some highlights from 2016: Despite a complex political and financial context, ITC remained focused on delivering thought leadership, technical assistance and capacity building to make trade work for the 99%. The second edition of the SME Competitiveness Outlook, ITC’s annual flagship report, shed light on how governments could best help small and medium-sized enterprises overcome non-tariff measures and make the most of existing market access opportunities. By the end of 2016, signatories to ITC’s SheTrades had collectively pledged to connect 600,000 women entrepreneurs to markets by 2020. Internally, ITC progressed further towards its goal of gender parity at all levels.
CEO Newsletter - How Process Excellence Will Help Sustain Your Business Throu...Darryl Judd
The Gulf economies will face a challenging year 2016 amidst unresolved political tensions and an oil price that is likely to remain low for many more months to come.
This presentation covers the Macro-environment Analysis of the Indian Textile industry. I have performed Strategic group analysis and strategic group mapping for the industry.
Have a look at the MSM digital Student-Guide 2016 - 2017. In this Student Guide you can find more information about the MSM building, general rules, who to contact, the Career, Student and Alumni Services, visa and permits, all about living in the Netherlands and Maastricht and much more!
Building business relations: Become an MBA-mentor
The international management mentorship program!
MSM has developed the international management mentorship program as a platform to link our talented, experienced and diverse group op MBA students on a individual basis to representatives of the Dutch business community and governmental institutions. This match allows mentors and students to builod mutually beneficial and durable networks and relationships. For MBA students, the mentorship program is a unique and much appreciated opportunit to gain insights into Dutch business and governance know-how. The initiative is also valued by local representatives, who see it as a chance to broaden their persona lknowledge of foreign business cultures and expertise.
The one-year full-time MBA program offered at Maastricht School of Management combines the latest knowledge in management theory with practice and applied research, with an emphasis on leadership and management in multicultural settings.
The program is designed for managers and entrepreneurs with at least three years of postgraduate work experience, who have a passion for the challenges faced by organisations in a globalized world.
Graduates from the one-year full-time MBA program assume leading and challenging positions in the private or public sector, and many have successfully started their own entrepreneurial venture.
Dear Students,
It is a particular pleasure for us to introduce the 2014-2015 Yearbook. We have had so many excellent participants in our programs this year: motivated, passionate and very concerned about the bigger societal issues and the role of various organizations in these. MSM’s mission is to work together for better global management and you have helped us fulfil this
mission in 2014-2015 through your critical engagement with your lecturers and fellow students.
This year has also been a remarkable one for MSM as we undertook many program and organizational innovations - and got nominated in the process for AMBA’s Innovation Award. This
reflects that we are concerned about the relevance and the quality of our education and that our students remain
firmly our prime concern. Therefore it is great that you have chosen MSM. We trust that your newfound knowledge and
qualification will serve you in your subsequent endeavors.
As our alumni and alumnae, you are now part of the MSM family. The facts and figures you have learned about management and business will be outdated in a short time. But the approach to life and personal joy will hopefully be of support to you for much longer. Thank you for coming to MSM. We look forward to staying in touch with you. In the future we want to learn from you.
With a DBA degree graduates are armed to find creative solutions at the very frontier of management challenges. The content of the degree – coursework in the first year and applied fieldwork/ research in the remaining three years – is based on applied research and research in application. As such, it draws upon practical business administration issues and challenges on the organizational level. The DBA emphasizes interdisciplinary understanding, problem-solving skills and intellectual leadership – resulting in MSM’s graduates obtaining a lifelong advantage in management practice.
Doctoral Coursework and the MPhil Degree The core part of the Doctoral Program begins with coursework and literature review seminars in two common research areas:
• Research Methods I
• Research Methods II
• Quantitative Methods I
• Quantitative Methods II
• Academic Writing in English
The student practices and increases his or her writing skills throughout the first year. The modules consist of 36 contact hours, delivered in the months September and October. Given the modular setup the different modules can be followed spread over two consecutive years. Class sessions are concluded with an assessment, mostly in the form of a take-home assignment. A large part of the literature review in support of the field of research, is done through individual reading under the guidance and supervision of the appointed advisor. It is from this field of research that the participant draws the research proposal, which is presented and defended in a seminar after the coursework has been successfully completed. The research proposal seminar is the final step towards the MPhil Degree award. This is also the moment for the research committee to decide on the student’s capabilities for further studies within the Doctoral Program.
Field Research, Data Analysis, Dissertation write-up and Defense
After the participant has been given permission to proceed with the field research, the participant gathers and analyses all the data and information from relevant sources, be it interviews, literature, surveys, or company-specific information, etcetera. The outcome of the dissertation research is a book length manuscript (ideally consisting of a combination of international scientific journal publications), representing an original contribution to one of the numerous facets in the broad fields of management. Originality is demonstrated through the discovery of new facets, the discovery of a new conceptual framework, or the creative application of existing analytical concepts and tools to address contemporary issues in industry. Such a contribution should ensure that the dissertation can withstand the independent critical scrutiny of experts in that field. The participant is therefore required to defend the dissertation in front of a dissertation defense (examination) committee, consisting of both faculty as well as external experts in the field of research.
Healthcare organizations have to manage continuous shifts deriving from developments in the fields of technology, bio-technology and pharmaceutics. The growing responsibilities of healthcare providers call for well trained management professionals. Governmental healthcare policy needs to address, among other issues, the increased importance of a market-focused healthcare sector.
The 12-month part-time Executive Certificate program in Healthcare Management relies on a broad approach in theory and practice of management topics relevant for healthcare organizations. The program prepares participants to assume leadership positions in the healthcare sector.
Designed for professionals
The Executive Certificate in Healthcare Management program is organized in a part-time mode spread over 12 months. Each month you will follow courses for a maximum of three days in a row, including field visits (excluding July and August). This means that you will be away from your job for a minimal amount of time and still be able to enjoy an interactive learning experience with fellow participants.
Joining forces
The program has been jointly designed and will be jointly delivered by the Maastricht School of Management (MSM) and Brightlands Maastricht Health Campus (MHC). By pooling the qualities of both institutions the program taps into MSM’s 60 year experience in international management education and research, and MHC’s extended expertise in medical and health science research.
Meet the MaastrichtMBA class of 2015. LEARN, GROW AND NETWORK
IN THE HEART OF EUROPE
The MaastrichtMBA is a joint initiative of
Maastricht School of Management (MSM)
and Maastricht University School of Business
and Economics (SBE).
The MaastrichtMBA is fl exibly available both for
full-time and part-time participants. The full-time,
residential format of the MaastrichtMBA has been
developed for managers and entrepreneurs with at
least three years of postgraduate work experience, who
have a passion for the challenges of managing and
leading organizations in a multicultural, global context.
The program combines the latest management thinking
with practice and applied research, with an emphasis
on leading and managing in multicultural settings.
The program is ranked #2 in the Netherlands according
to Eduniversal’s Best Masters ranking, internationally
accredited by NVAO, ACBSP, IACBE and AMBA, and
draws on MSM’s 60-year experience in management and
business education. It was one of the three nominees for
the Nuffi c Orange Carpet Award in 2014, in recognition
for its contribution to the internationalization of higher
education in the Netherlands. And MSM won the 3rd prize
in the prestigious MBA Innovation Award competition
organized by the Association of MBA’s (AMBA).
Graduates from the program have assumed leading
and challenging positions in the private and public
sectors, and have successfully started their own
entrepreneurial ventures.
DEVELOPING GLOBAL
LEADERSHIP SKILLS
Global and multicultural leadership skills are vital assets
for today’s managers. Joining the MaastrichtMBA class
will challenge participants to develop their management
skills in a diverse, international and multicultural
environment. The more than two dozen nationalities
represented in a typical class of the full-time, residential
format of the MaastrichtMBA create a stimulating
learning environment inside and outside the classroom.
This will help participants develop their global and
multicultural leadership skills and expand their global
network. Maastricht’s proximity to other major European
countries and MSM’s global network of partner
institutions, including partnership of the Global Business
School Network (GBSN), only add to our attractiveness
as an international management school.
RESPONSIBLE MANAGEMENT
MSM subscribes to high ethical standards in business
and strongly promotes corporate social responsibility
(CSR) and sustainable development. We subscribe to
the Principles for Responsible Management Education
(PRME). With CSR and business ethics constituting an
integral part of the MBA curriculum, participants will be
trained to become a responsible and effective manager.
STONG LINKS TO BUSINESS
COMMUNITY
Pursuing an MBA degree is not only about management
thinking and case studies. Our strong links to the business
community will give participants exposure to the best
companies and organizations in
The MaastrichtMBA is a joint initiative of Maastricht School of Management (MSM) and Maastricht University School of Business and Economics. This internationally accredited MBA programme
combines evidence-based management education with
business relevance and networking in a learning setting
that is diverse, multicultural, challenging, and engaging.
Maastricht, a truly cosmopolitan city in the heart of
Europe, has been a world city, connected to world trade
and the epoch-making events of history for over 20
centuries. Named after the bridge (trade route) built by
the Romans 2,000 years ago across the river Meuse, and
known as the birthplace of the modern European single
currency, Maastricht is a forward-looking ‘UniverCity’.
It forms the perfect setting for a unique MBA experience.
The MaastrichtMBA is fl exibly available both
for full-time and part-time participants in
two complementary programme formats.
The one-year full-time residential format of the
MaastrichtMBA programme will prepare you to be
ahead of the curve in understanding and anticipating
how the societal context within which organisations
function will determine their success or failure. The
economic rise of emerging and developing economies
and their demographics, the threats and opportunities
of climate change, corporate social responsibility, and
the role of business in social inclusiveness are examples
of these societal contexts. The residential format of
the MaastrichtMBA thus offers you the opportunity to
develop a deeper understanding of these
environments and trends and their relationship with
the advanced economies.
The part-time executive format of the MaastrichtMBA
is concerned with responsible leadership, and will
encourage you to develop your personal skills as
managers and coaches. This involves a focus on the
development of the individual leader as well as an
analysis of the impact of managerial decisions on
organisations and society. The modular design of the
part-time executive format of the MaastrichtMBA will
enable you to perfectly combine your study with your
professional responsibilities.
BROADEN YOUR MIND AND
EXPAND YOUR NETWORK
To create opportunities for broader learning and
networking, the MaastrichtMBA also consists of
workshops in which participants in both the full-time
residential and the part-time executive formats
collaborate. These workshops focus on corporate
social responsibility (CSR), leadership, ethics, the
market and the state, innovation and change
management. When discussing these topics you will
incorporate your individual cultural and experiential
background, thereby enhancing your understanding
of the challenges and opportunities of the global
business landscape.
Take a look at MSM's first Infographic! In this infographic you will find more information about how we contribute to the regional economy! More infographics will follow!
Are you seeking to achieve better cooperation within and outside of your organization? Would you like to improve your financial results? And maybe even stimulate employee engagement?
Our executive program based on Prof. André de Waal’s book What Makes a High Performance Organization: Five Validated Factors of Comepetitive Advantage That Apply Worldwide, will teach you how to apply the five factors of high performance identified by Prof. De Waal and will help you to achieve sustainable high performance within your organization.
Maastricht School of Management offers this High Performance Organization (HPO) executive program in cooperation with Maastricht University School of Business and Economics and the HPO Center.
Our MBA program combines the latest management thinking with practice and applied research, emphasizing leadership of multicultural groups.
The program consists of a strong foundation in core management subjects such as accounting, finance, economics, cross-cultural management, marketing, supply chain management, change management, entrepreneurship and strategy, all in a global context. Various specializations are available such as in
• Accounting and Finance
• Corporate Strategy and Economic Policy
• Management Information Systems
• International Business
• Environmental Management
Graduates from the program have assumed leading and challenging positions in the private and public sectors, and have successfully started their own entrepreneurial ventures.
The speed of economic and technological changes represents an increasing challenge in today’s global business environment. The capability of businesses to address this dynamic landscape with innovative and effective solutions will determine their success in the market place. Maastricht School of Management is launching a master class series to guide companies and organizations towards business excellence.Learn from senior practitioners from around the globe the latest insights, developments and best practices on four hot topics shaping today’s business landscape!
The master class series takes place from March - June 2014 at the Maastricht University Campus in Brussels, Belgium. See below the list of master classes.
BACKGROUND
The role of women entrepreneurs in economic growth and social change continues to dominate recent policy debates on development. But, how does women’s entrepreneurship fuel social and economic development, including job creation and gender equality? What is known about the impact and effects of women entrepreneurship promotion (WEP) policies and support programs? How can private sector and public policy contribute to successful women’s entrepreneurship? Moreover, which WEP policies and practices are sustainable and create inclusive growth and development?
GOAL
These and related topics will be explored at this international policy & research seminar of the Maastricht School of Management, organized in co-operation with the Maastricht Centre for Entrepreneurship (MC4E) at the University of Maastricht. The main goal of this event is to co-create knowledge and expertise that can feed joint learning, innovative practices and evidence-based policymaking for successful women’s entrepreneurship promotion and gender-just inclusive growth.
THEMES
• Policies and practices for women entrepreneurship promotion: evidence of impact?
• Private sector development programs: best practices and instruments that work for women entrepreneurs
• Empowering women entrepreneurs in the value-chain: best practices and challenges
• Women’s entrepreneurship promotion in conflict zones
• Feminist perspectives on entrepreneurship: its potential for transformative economies
• What works? Public and private collaboration and market driven practices for women’s entrepreneurship promotion.
• Measuring policy impact on gender justice and inclusive growth: what is the return of investing in women entrepreneurs?
INVITATION TO SUBMIT PAPERS
Papers are invited on the topics listed above. The deadline for submissions of abstracts of no longer than 400 words is 10 March 2014 and should be sent to: research@msm.nl. Abstracts should be accompanied by short biography. All abstracts will be reviewed by a selection panel from the Maastricht School of Management and MC4E. Preference will be given to new papers since all papers selected for presentation will be considered for a special publication on the topic. Accepted papers are due by 28 April 2014. There is no registration fee.
KEYNOTE SPEAKERS & PROGRAM
Entrepreneurs from the Netherlands and developing countries, academic researchers, policy actors and development practitioners from leading institutions and organizations will be invited. Information regarding the key note speakers and details about the program will be provided at a later stage.
Graduates skilled in both complex engineering processes and the art of management are increasingly sought after in today's industrial world. This unique Master program is jointly run by two well-respected European universities: the RWTH Aachen University and the Maastricht School of Management (MsM). The mechanical engineering faculty of the RWTH Aachen University has an excellent reputation and is one of the top faculties worldwide for mechanical engineering. The Maastricht School of Management is a key player in global management education for more than 60 years, with some 2000 students graduating every year.
• Course language: English
• Program duration: 2 years
• Location: Germany and the Netherlands
• Program begins: September
• Application deadline: 1 March
Be A High Flyer
By the end of the program, graduates will have gained in-depth skills in management and engineering and be ready to assume leading positions in industrial engineering companies. The Master also qualifies graduates to continue their university careers, including on doctoral studies.
Broaden Your Mind
Students will live and study in the heart of Europe. Aachen and Maastricht are unique cities with their own histories, languages and cultures – yet only 30 km apart. Besides international classrooms, both cities provide the surroundings for a memorable student life.
In this student handbook 2013-2014 students of Maastricht School of Management (MsM) can find practical information with regard to their stay in the Netherlands. Many students of Maastricht School of Management come from countries around the world and there is a lot of information available when moving from one country to a country in another continent. This student handbook makes the information clear for the students. In this handbook you can find information regarding: General information about the building, opening hours, the departments of MsM, residence permit and registration with municipal authorities, health and medical care, health insurance, your name in the Netherlands, class representative, more information about Maastricht and the Netherlands, opening a bank account, the shops near Maastricht School of Management, wining and dining in Maastricht, travel and transport possibilities in Maastricht (for example renting a car), sport facilities in Maastricht, social and cultural activities in and in the surroundings of Maastricht, more on the religion of the Dutch people, holidays and public holidays in the Netherlands, Dutch habits and the Dutch language.
The annual report 2012 of the Maastricht School of Management is now also available on Slideshare. If you want to know more about the successes of MsM in 2012 and a look ahead into 2013 then read the annual report now. It is also available on our website, www.msm.nl and the annual report link has been shared on Facebook, Twitter and LinkedIn.
Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
How to Build a Diversified Investment Portfolio.pdfTrims Creators
Building a diversified investment portfolio is a fundamental strategy to manage risk and optimize returns. For both novice and experienced investors, diversification offers a pathway to a more stable and resilient financial future. Here’s an in-depth guide on how to create and maintain a well-diversified investment portfolio.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
Dining Tables and Chairs | Furniture Store in Sarasota, Florida
Professionalizing Garment SMEs in Ethiopia 2017
1. Working together for better global management
Final Report
Garment SMEs in Ethiopia
Improving quality standards and marketing to enter the export market
September 2016 - April 2017
2.
3. Maastricht School of Management (MSM) has supported
in 2016 and 2017 a group of Ethiopian small and medium-
sized garment enterprises based in Addis Ababa towards
improving their quality standards and marketing.
This resulted in increased productivity, better branding,
and a more professional business management.
Ferehiwot Garment, being an example for many
enterprises, started to enter the international market.
The core aim of this project was to assist 11 small and
medium-sized companies to improve their operations,
thus increasing their competitiveness, first for the local
market, and subsequently for the international markets.
The prime beneficiary was Ferehiwot Garment, employing
40+ workers, complimented by two to three enterprises
with 10+ workers, and others with 1 to 5 workers.
Nine out of the 11 owners were women with the
overarching majority (95%) of workers being a woman
as well.
Although the government of Ethiopia is promoting
production for export, doing business domestically is for
most of the Ethiopian garment SMEs financially much
more lucrative.
The project was financially supported by the Netherlands
government (NUFFIC) in the framework of a program that
was specifically meant to enhance the overall functioning
of Ethiopian SMEs (small and medium-sized enterprises).
This document reports on the activities undertaken and
results achieved.
Garment SMEs in Ethiopia:
Improving quality standards and marketing to enter the export market
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
4. ACTIONS UNDERTAKEN TIMING GARMENT ENTERPRISES INVOLVED RESULTS ACHIEVED
Business Plan
development
November 2016 -
March 2017
Ferehiwot Garment GAMI’S
G.S.H. Garments
TG Design
Johannies Group
• 2 x solid business plan completed for
Ferehiwot Garment and GAMI’S
• Approval of loan for GAMI’S from financial
institution - project helped in linking GAMI’S
with Ethiopian SMEs Federation resulting
in a larger factory space in government
sponsored manufacturing centre
• Ferehiwot Garment will move to a
government sponsored Industrial Park
as result of project support, growing
substantially
• Targeted coaching to 5 companies
• Companies challenged to define core
competitive advantages in a formal
(measurable) way
Review of costing
methods
November 2016 -
January 2017
Ferehiwot Garment
GAMI’S
G.S.H. Garments
• At Ferehiwot, costing system / strategy
formally in place and documented, resulting
sometimes in margins as much as 20% higher
Quality / manufacturing
standards: group training
and company-specific
manual development
September 2016 -
March 2017
Training for 11 enterprises
Manual developed for Ferehiwot
Garment, G.S.H. Garments,
GAMI’S
• Increased understanding of productivity
improvement
• 3x Manufacturing operations and QA / QC
manual completed and used
Branding: coaching on
branding
February -
March 2017
Ferehiwot Garment
GAMI’S
G.S.H. Garments
ALMAZ
YOBL Traditional Design
TG Fashion
• Targeted coaching to 6 companies
• Brand names Ferehiwot changed/aligned
1 unique logo of GAMI’S chosen
• New YOBL brand and boutique
Leadership / HR strategy:
training on Business
Management and
Leadership Skills
November -
December 2016
9 garment enterprises • Improved leadership and business
management skills; operations changed at
several of the enterprises
Certifications: awareness
of certifications /
standards that will
become necessary
February 2017 Ferehiwot Garment
YOBL Traditional Design
• Guidance on potential certification
Upgrade of boutique November 2016 -
December 2017
TG Design • Boutique of TG Design revamped
Membership in
professional bodies /
networking
February 2017
and onwards
Ferehiwot Garment
GARMI’S
G.S.H. Garments
• Networking among the group of
entrepreneurs involved in the project
• Relations with Ethiopian SMEs Federation
built/improved
• Relation built with BeConnected, a Dutch
company established in Ethiopia since
2016, to support the local apparel industry
and make it more competitive in terms of
supplying labels, printing and quality inputs
www.beconnectedindustrial.com
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
5. TOPIC DATE # FEMALE
participants
# MALE
participants
Production
Quality
Standards
and Product
Development
System
18 - 22
September,
2016
12 5
SMEs
growth, core
competitive
advantages
and market
opportunities
November 18,
2016
4 4
Training on
Business
Management
and
Leadership
Skills
November
28 - 30, 2016
and
December
7 - 8, 2016
6 6
Group training delivered
The Ethiopian textile and apparel industry
For some years Ethiopia has been determined to become
the new sourcing hub for apparel and textiles in Africa.
The ‘buzz’in the international market has not gone
unnoticed and the international interest to source or
even invest and produce in Ethiopia is present but
unfortunately already declining. Ethiopia is not yet visible
in the international market in trading volumes, is hardly
represented on the major international sourcing
platforms or trade shows and is hardly attracting
mainstream buyers.The Ethiopian government has
spearheaded the sector and set a target in its Growth
Transformation Plan 2 to grow from the current
160 million USD in exports to 1 billion in 2020.
The Ethiopian textile and apparel industry is therefore
growing fast, aided by the presence of a cheap, skilled and
highly-motivated workforce.This surge has been helped
by the country’s impressive economic growth over the
past years. Ethiopia’s enormous export potential is made
possible by the availability of raw cotton and other natural
fibers and Ethiopia’s access to domestic, regional and
international markets.The ‘Business Opportunity Report
Ethiopia Textile Apparel Industry (EKN/CBI, 2015)
presents a detailed overview of the current situation and
growth potential, but also indicates a listing of constraints,
some of them directly applicable in the context of this
project. In particular, the lack of middle management,
inefficient production, lack of IT, social compliance issues,
bad housekeeping, and lack of Personal Protective
Equipment. It is clear that the sector is undergoing a steep
transformation process, from small scale production for
the local market, towards more sophisticated production
for both local and international market.
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
6. MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
Total Quality Management
To help overcome this situation, the project organized
training on Total Quality Management for all 11 companies.
A Quality Management system is defined as “coordinated
activities to direct and control an organization in order to
continually improve the effectiveness and efficiency of its
performance with regard to quality”(ISO 9000: 2000).
The eight principles as used in ISO certification have been
explained (see figure 1).
The training has been highly appreciated, mainly because
the applicability on the work floor. In addition, Quality
Control Manuals have been developed for three companies:
Ferehiwot Garment, GAMI’S and G.S.H. Garments. At
Ferehiwot Garment, the manual had already resulted in
improved procedures on the work floor during the project.
Figure 1:Eight principles used in ISO certification
The eight quality
management principes
Customer-focus
Leadership
Involvement
of people
Process
approach
System approach
to management
Continual
Improvement
Factual approach
to management
Mutually beneficial
supplier relationship
Figure 2: Impression of the Quality Management Manual:
part of instructions for quality inspection of garments
Check the seam
quality, no threads,
check labels
Check necline
or collar
As the majority of Ethiopian garment manufacturers
currently produce standard garments where competition
is primarily based on price, Ethiopia faces stiff competition
from other developing countries of South and South East
Asia (India, Bangladesh, Pakistan, Indonesia, Cambodia,
Laos and Vietnam). China has emerged as a dominant
force in the global apparel industry with its massive
supply capability and low costs of production.These
countries have a lower ranking in terms of cost of
production in comparison to Ethiopia. Given this situation,
there is a need for Ethiopia to move to the top end of the
market as a reputable and dependable supplier of
garment with an industry able to produce good quality
products and increased labor productivity. Even though
Ethiopia’s advantages of low labor cost, competitors who
have higher wage cost structures are more competitive
because of their high levels of productivity. In general,
Ethiopian garments manufacturers have been estimated
to have a substantially lower level of productivity than
their main Asian competitors.
In addition, Ethiopia has not yet been able to build an
“upstream”supply chain element, and most components,
fabrics and accessories have to be imported, thereby
increasing prices and decreasing efficiency and speed
to markets.
In this context, an increasing number of SMEs are
emerging.They are commonly referred to as CMT’s
(Cut Make and Trims), which also applies to the 11
companies that have benefited from this project.
These enterprises culminated often because of retrenched
workers from the clothing and textile industry starting
their own businesses. A major concern is that they lack
of successful implementation of quality management
culminating in a degradation of the quality of the industry.
7. MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
Ferehiwot Garment
Company profile
Sector:Textile/Garment
Location: Addis Ababa, Ethiopia
Production:Textile/Garment (children, women and men)
Supply: from Turkey and China
Estimate Turnover: over 2 million ETB
Estimate number of Employees: 43
The company ‘Ferehiwot Garment’ (named after the owner Mrs Ferehiwot) has been in operation for slightly more than
3 years and started with 15.000 ETB and 3 machines. It is officially registered and all official documents/tax forms are filed
regularly.The company is considered as an example for other garment start-up entrepreneurs. Ferehiwot Garment, as a
comparatively well-organized SME, formally registered, has the ambition to benefit from the current market opportunities
and wants to invest in staff development and business processes for this purpose.
At the start of the project, the company had 34 full time workers and 6 part timers. Ideally, each shift should have 46 workers,
thus this means efficiency is low.The company owns a small range of equipment, including simple, overlock and interlock
sewing machines from Korea. At the time of the start of the project, all patterns were made in house by the owner.
At the start of the project, Mrs Ferehiwot had two main sales channels: i) Tutu, a Mercato based buyer for her core line of
3 or 4 styles, and ii) Sales of her own brand EKO through four main bazaars annually (with a wider range of about 12 styles).
The EKO brand is a “high quality”line of products, officially registered in 2015 and owned by Mrs Ferehiwot.The sales to
Tutu has developed into a very low margin. Ferehiwot Garment actually loses money (negative margin) with this customer
when studying the gross margins which amount to 20% to 5% only. Sales of her own EKO branded products have a gross
margin of about 50%.Thus, making it a much more interesting, profit making proposition for the company. Mrs Ferehiwot’s
aim is to expand the company through sales of own designs and brands and to go from a large bazaar sale arena every
three months to a regular, permanent distribution centre.
8. Outcomes of the project for Ferehiwot Garment
At the end of the project, Ferehiwot Garment formally has been upgraded from small to medium sized company. It is the
first Ethiopian SME that managed to do so and seen as a model for others.The company is now ready to move to an
industrial zone (Bole Lemi) with a focus on export: the owner has signed the contract for 1000 m2
, apparently as first 100%
Ethiopian medium-scale enterprise. Other tenants are large-scale companies, mostly from international origin.
In April, the owner has participated in a training about exporting delivered by the Ethiopian SME Development Agency
(FEMSEDA).This thus implies that she will have to move from the current government-subsidized location, because that
facility is deliberately meant to support small enterprises to grow.
The move into the industrial park has become more interesting for the company because of a change in government policy.
Although the rent is considerable, the government will offer additional services, in particular access to working capital,
machines, and matchmaking with international clients.
In addition, the government will allow the company to produce a certain percentage for the domestic market.
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
Activities undertaken according to project proposal Results achieved
Formulation of a business plan DONE, application for a loan in process (at time of writing this
report). Costing system formally put in place and documented,
resulting sometimes in margins as much as 20% higher
Development of a quality improvement implementation
process
Quality Production Manual developed
Formulation of a marketing strategy and implementation plan Marketing advice given
Implementation of first quality improvement measures Changed lines of the workers, the layout of the factory
Changed the design of the produced clothing. Improved
electric cabling - it used to be on the floor, but is now leading
above the workers towards the ceiling (safer)
Implementation of first marketing activities Diversified EKO brand introduced:
EKO Kids: already brought on the market
EKO Women’s wear: to be introduced Mid 2017 with labels
made in China
Enhanced knowledge of quality standards, business
marketing management
Achieved: the business assistant of Ferehiwot went to the
training, and - according to the owner - she now understands
what managing a business implies
Understanding of practical applicability of the acquired
knowledge in their work
Everything has been applied
An implementation plan for cascading the acquired
knowledge to all employees
Cascading all lessons learned to all employees is partly relevant:
the workers need to know relevant aspects of quality procedures.
Guiding the workers is now done more efficiently, including
changing the physical work floor.The management will also
change some of the workers and/or give them other tasks to
be more efficient.
9. As of Mid 2017, Ferehiwot Garment will start exporting to Nigeria (men’s underwear), as a first attempt to enter the
African market. In first instance this will not under the own EKO brand, but a new brand expressing the partnering with the
Nigerian business lady.This is linked to the decision of using the manufacturer’s versus the retailer brand, which
is one of the issues the SMEs face.
Mrs Ferehiwot explicitly stated that because of the project she can act and think more strategically,taking into account a
longer-term perspective. She learned how to add value to her products,and how to comply with international standards.
Besides the production for export,Ferehiwot Garment will continue to serve the domestic market. However,given the new status
of middle-sized company,she has no longer access to the bazaar sales.Therefore,she is in process of renting two venues for
opening her own shops in Addis Ababa. She cleverly recruited a Turkish employee to sell the products,because people may then
think that the product is of higher quality.
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
Frehiwot Garment: the electric cabling has been improved.
It used to be on the floor, but the work space is now safer
because electricity cables are now leading towards the ceiling.
Bole Lemi Industrial Zone: an impression of how the future
Ferehiwot Garment company could look like
10. GAMI’S
Company profile
Sector:Textile/Garment
Location: Addis Ababa, Ethiopia
Production: Uniforms for 4 / 5 star hotels and suits
Supply: Indonesia made polyester fabrics
Estimate Turnover: ETB 3,480,000
Estimate number of Employees: 5
Market: local
Brand: GAMI
Mr Gami has some 20 years of experience in the garment sector, following the experience of his father who earned his
living as a tailor. Mr Gami started his company eight years ago, specialized in designing and manufacturing uniforms for
hotels, banks and schools as well as suits. His father and brother also work in the company. In 2015, the company
manufactured and sold about 2500 units.
The company is located in a busy, dusty part of Addis Ababa and in addition has an outlet shop for walk-in customers at
Piazza.The walk-in business is how the company began, with sewing machines and a fitting area still existing. Increasingly,
GAMI’S focusing on servicing hotels which is a growing business.
Outcomes of the project for GAMI’s
Mr Gami is very positive about the impact of the project for himself and the company. He stated that because of the
training and coaching, he now feels and acts as a manager. “In the past I just did the job. I spent my time in sewing, I would
continue to do as usual, but now I play my managing role.This training has opened my eyes, I have ambition to grow big.”
As result of the project, Mr Gami has already recruited four new employees and delegated operational management tasks to
them (March 2017: 13 employees).That allowed him to focus on business acquisition and longer-term strategy.The training
has taught him how to manage the organization, how to better handle employees and how to better meet customer needs.
Through the project, Mr Gami has been connected with the Ethiopian SME Development Agency (FEMSEDA) which resulted
in a formal recognition by FEMSEDA of his company. As a direct consequence, GAMI’S will move to a government subsidized
location that will allow the company to grow.This is a similar facility as the one in which Ferehiwot Garment is located,
especially meant to support small enterprises to become medium-sized enterprises. At that new location he will start to
implement the quality manual as developed for his company with project support.
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
From the use of different designs of the company logo to the consistent use of a unique brand across all marketing communications
11. Activities undertaken for GAMI’S Results achieved
Formulation of a business plan DONE,application for a loan in process (at time of writing this report)
Development of a quality improvement implementation
process
Quality Production Manual developed
Formulation of a marketing strategy and implementation plan Marketing advice given
Implementation of first quality improvement measures Changed management with recruitment of new staff, the owner
delegated operational tasks
Implementation of first quality improvement measures Changed management with recruitment of new staff, the owner
delegated operational tasks
Implementation of first marketing activities Signage and logo critically reviewed and choice made for 1 unique logo
Enhanced knowledge of quality standards, business
marketing management
Achieved
Understanding of practical applicability of the acquired
knowledge in their work
Everything has been applied
MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
Mr Gami expects to have 40 to 50 workers within a rather short period of time. He stated that the demand is overwhelming
with new hotels ordering their uniforms. At project end, Mr Gami is expecting to receive a loan, the application of which
has been supported by the business plan made for GAMI’S.
At project end, Mr Gami has set the ambition to move within two to three years towards exporting, mainly to four and five
star hotels in Eastern Africa. First however the company will focus on quality improvement, consistent branding and
servicing the unsaturated domestic market.
12. MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
The remaining SMEs in the project differed a lot with
respect to the marketing needs and as such, customized
visits were organized to provide marketing advice in the
areas of branding, store design, customer attraction, and
consistency in marketing strategies linked to products,
pricing, promotion and distribution.The biggest issue
with respect to the products is the fact that most
garment shops offer the same type of products and
design.What makes the product or design unique or more
attractive? Quality of the product, innovative design,
functionality, etc.This differentiation is very important.
With respect to pricing, the importance of price reflecting
quality rather than a cheap product is vital if you want to
attract a more diverse and affluent market. A unique
design or a quality product justifies a better price, but
there needs to be an added value for the customer.
Branding and promotion were also concepts to be learned.
The branding of Ethiopian products in the international
market in general has an influence on the buyer, especially
when the concept of “Made in Ethiopia”is considered.
Likewise, a brand cannot be built without a consistent
marketing and image. Finally, distribution in the form of
boutique shops versus distributors was discussed.What
resources or expertise does the SME have that makes it
unique? This has a direct influence on the distribution
strategies and image that need to be built up. Managing
resources and capacity building is of key importance in all
these marketing and branding strategies. It supports the
final positioning that each SME is able to identify for its
own business in such a competitive market. It also
emphasizes the need to network and partner
amongst each other in certain areas.
TG Fashion YOBL Traditional DesignG.S.H. Garments ALMAZ
Impression of other participating garment enterprises,women owned
Before
YOBL Traditional Design
After
2 training participants and another partner have opened a
new boutiquelle selling children apparels. They have the plan
to sell more products in the near future.
13. MAASTRICHT SCHOOL OF MANAGEMENT | GARMENT SMES IN ETHIOPIA
MAASTRICHT SCHOOL OF MANAGEMENT (MSM)
MSM is a leading international management school,
engaged on a global scale in management training and
institutional development. For over 40 years, the school
has been operating at the intersection of institutional
development, capacity building, research and advisory
services in areas of leadership and management, business
administration, sustainable economic development and
economic reforms. Operations are conducted on a
world-wide scale, operating in more than 40 countries,
within the European Union, and Eastern Europe, and in
Asia, Africa, Latin America and the Middle East. MSM
has an extensive portfolio of international capacity
development projects, both for the public and private
sector and works extensively with international donor
organizations (Dutch Government,World Bank, EU).
MSM offers institutional capacity strengthening through
educational and advisory interventions in a variety of
fields such as higher education, public administration,
entrepreneurship, private sector development, labour
market, international trade, environmental management,
sustainable tourism development and gender. MSM’s
approach in higher education, research, technical advice
and consultancy balances business administration,
organizational and institutional management
development theory with practical experience and applied
research in a multicultural and multidisciplinary setting.
One of its main focus areas is sustainable business
development.
THE AFRICAN INSTITUTE OF MANAGEMENT
DEVELOPMENT AND GOVERNANCE (AIM-DG)
AIM-DG is an indigenous African consulting and training
Institute which was established in December 2004 to
respond to an ever changing challenge of today’s managers
by undertaking studies, and providing advisory services to
public, private and non–governmental organizations.
Through its advisory and consulting services carefully
designed training programs, AIM-DG aims to support to
those entrusted with steering the twin process of
development and management.This would require leaders
and managers’cutting-edge skills to formulate and
implement change strategies, anticipate and cope with
emerging development challenges and operate successfully
in the hyper-turbulent environment they face daily.
To realize the above endeavors, AIM-DG draws on its
extensive network of national, African and international
expertise and seasoned trainers and educators which it
can call as partners in its training and consultancy services
THE ETHIOPIAN INSTITUTE OF TEXTILE AND FASHION
(EiTEX)
EiTEX is located in Bahir Dar and originates from the 1963
textile technology Department of the Bahir Dar Polytechnic
Institute. It has the mission to create a suitable and
excellent academic environment, train students with a high
level of competence taking social and industries’needs to
consideration, build the capacity of students to be morally
concerned about the environment, economic and social
progress, and conduct problem solving research, proper
community service and technology transfer programs.
EiTEX offers undergraduate and graduate academic programs
and a PhD program. It has four Research and Innovation
Centres on i) Textile Chemistry, ii) Textile Production; iii)
Apparel Production, and iv) Basic Science and Engineering.
Project partners
The project of professionalizing garment SMEs in Ethiopia has been implemented by Maastricht School of Management
in collaboration with AIM-DG Management Consultants and EiTEX,the Ethiopian Institute of Textile and Fashion Technology.
14. Maastricht School of Management
Endepolsdomein 150,
6229 EP Maastricht,The Netherlands
T:+31 43 387 08 08
E:info@msm.nl
www.msm.nl
September2017