Financing Greek Exports Export Strategy: Gaining International Competitiveness Dr. Tasos Alexandridis Exec. Vice President, SEVE Athens, 21/05/13

1 Sections: Part A. Greek Export Support System – What’s going wrong? Part B. What needs to be done - SEVE’s proposal Part C. Focusing on International Best Practices

2 1. Lack of National Extroversion Vision 2. Lack of National Strategy, Goals and Directions for Exports 4. Lack of Targeting and failure to adapt Greek Products to new facts 8. Lack of accurate information to the Export Business 7. Lack of systematic training in the Area of Exports 5. Non – Active role of extroversion Actors LACK OF COHERENCE AND COORDINATION OF NATIONAL EFFORTS TO BOOST EXTROVERSION Lack of common vision, strategy, objectives and guidelines 6. Unequivocal orientation of Export Support Actions 3. Lack of Supporting framework for exporting businesses Large Number of Extroversion Bodies Overlapping Responsibilities Lack of Coordination Absence of Monitoring and Supervision Mechanisms WEAKNESSES OF EXISTING GREEK EXPORTS’ SUPPORT SYSTEM A. Greek Export Support System – What’s going wrong?

3  Specific Vision for the country’s national extroversion  Dynamic National Extroversion Strategy  Clear Priorities for the national extroversion policies and actions  United framework for the support of exporting companies  Restructure of the National Extroversion and Exports Support System  Efficient mechanisms for coordinating, monitoring and supervising extroversion bodies  Avoid overlaps between Extroversion support Actions  Better use of extroversion support resources  Improve effectiveness and efficiency of extroversion support actions. Maximize Relevance & Optimization of Coordinating National attempts for Extroversion Support Clear Directions Coordination and Monitoring Saving Costs Establish the “ General Secretariat for Extroversion” The benefits B. What needs to be done – SEVE’s proposal

4 Coordination of Foreign Relations Network Knowledge Database / Documentation Design & Award extroversion activities Financial Support for External trade National Exports Strategy, specializing in its key "pillars" Support the Implementation of a National Exporting Strategy Develop Foreign Relations Networks Collect & Diffuse Export Market Information Finance Extroversion Actions Design, Award and Support extroversion activities Develop a National Exports Strategy Management Team for Supporting Extroversion Actions Indicative Structure B. What needs to be done – SEVE’s proposal

5 Greek Exports of goods&services as % GDP Year %. 45% New Markets, New Products, New Businesses Increase Exports % GDP to 45% (EU average) by Food 2. Metals 3. Chemicals and Plastic 4. Textiles & Clothing 5. Oil 6. Machinery & Appliances 7. Non-Metallic Minerals 8. Vehicles 9. Drinks & Smoke 10. Wood & Paper Indicative Products - Targets 1.Russia 2.Turkey 3.China 4.USA 5.Germany 6.Italy 7.UK 8.Netherlands 9.Sweden 10.Denmark Indicative Markets - Targets B. What needs to be done – SEVE’s proposal

6  Access to current market reports, country information, business opportunities, sector- specific news, trade events and more…  Single-service window to information and international business services to the client’s sector and markets of interest  Free service available 24/7  Secure, direct access to our partners and over trade commissioners in Canada and abroad  Quality and up-to-date content Personalized online experience…anytime, anywhere Canada’s Virtual Trade Commissioner (VTC) 1. Networking best practice: C. Focusing on International Best Practices

7  NL Central Organ for promoting international presence of Dutch companies  EVD organizes approximately 60 major international promotional – matchmaking events  In-depth knowledge of international markets  Contact with international trade experts, decision makers, potential customers, overseas partners  Key sectors: Agriculture & food, creative industries, chemicals industry, energy, high tech industries, horticulture, life sciences, logistics, water The Netherlands: A trading nation Holland’s EVD 2. Promoting International Trade best practice: C. Focusing on International Best Practices

8 ITM Worldwide Foundation offers four different concepts to SMEs:  Export Trainee  International Management Trainee  Export Managers  Export Sales Representative We turn knowledge into action Sweden’s International Trade Management Worldwide (ITM) 3. Trade training best practice: C. Focusing on International Best Practices

9 4. Financing best practice: Italy’s SIMEST C. Focusing on International Best Practices Company activities SIMEST instruments Search of business opportunities Technical Assistance and training programmes Development programmes Investing in foreign companies Export of capital goods Business scouting and match making activities Subsidised financing of technical assistance programmes Beneficial-rate loans for programmes for the inclusion on foreign markets Interest rate subsidy and stabilization for export credits In non EU countries: SIMEST (and Venture Capital) equity participation in the foreign company Interest rate reduction on the financing of the Italian Company equity share In EU countries: SIMEST participation in the capital stock of Italian companies and for their subsidiaries in EU Improving and safeguarding SMEs equity solidity Financing of the capitalization of exporting SMEs Feasibility studies or technical assistance programmes in non EU countries tied to Italian investment abroad Financing with subsidiazed interest rate

10  Establishment of Joint Action Groups (public & private sector)  Border In and Border Out approach  Joint marketing  Export clusters Focus on 3 “client” categories: 1. new-to-export companies, 2. new-to-market companies, 3. further-in-market companies Stretching for growth New Zealand’s Trade New Zealand (TNZ) 5. Export Strategy’s holistic approach best practice: C. Focusing on International Best Practices

11 Thank you for your attention