CEDA Export Strategy Agro-Processing

CEDA Export Strategy Agro -­‐ processing Interim Results

Key results-­‐ FF mission Fact finding mission – Belize, Jamaica & DR; interviews & discussions with stakeholders in the value system; individual and groups • Two types of processors & exporters – Small (& micro) – regional exports, in some cases USA (ethnic, nostalgic markets) – Medium size, established – USA, EU Both require different strategies and should approach different segments • Efforts are tac9cal, lack a strategic approach • Cost compe99ve rather than “value” driven. This needs to change • On the supply side -­‐ Consolida9on • On the demand side -­‐ Precision marke9ng to specific segments, based on a clear understanding of the customer values is the way forward • OpportuniTes are evident, challenges are apparent – actors do not see a concerted effort by enablers and drivers towards sustainable exports…..

Value chain; value system MARKET ACCESS REQUIREMENTS

GOVERNMENTAL DEPARTMENTS AND INSTITUTIONS

GROWERS, PRODUCERS, PROCESSORS,PACKERS

BUSINESS SUPPORT ORGANIZATIONS IMPORTERS, DISTRIBUTORS, RETAILERS, INDUSTRIAL END USERS

Value chain -­‐ actors • TECHNOLOGY – The potenTal based on availability of unique and high quality produce grown in an enabling climate is partly set off by modest scores for processing technology & low availability of modern packaging.

• PRODUCTION-­‐ Instances of globally acceptable standards at reasonable costs are sporadic. Scale is low thus restricTng exports through mid level traders/ importers based in EU or niche players.

• LOGISTICS-­‐ Expensive transportaTon, inadequate infrastructure, poor connec9vity render logisTcs, especially for EU markets a liability that needs to be compensated by the high quality & exo9city of produce/ products • MARKETING – Currently a cost compe99veness mindset. The unique value proposiTon needs to be posiToned well for selected market segments. The “exoTc quoTent” needs to be leveraged • SUPPORT – Support is at the “hygiene” level. Professional business prac9ces & beYer training is required to gain market share.

MRI;SCAN;JAMAICA;BELIZE

ACTORS

PRE6HARVEST

POST;HARVEST

UNIQUENESS'OF'PRODUCTS,' VARIETIES'AND'SEASONALITY INVESTMENTS'IN' R&D/INNOVATION/IP' AGRONOMISTS,' RESEARCHERS

7,1

PREPARATION'&'TESTING' PROCESS,'GLOBAL'GAP INNOVATIVE'SEEDS,'SOIL' NUTRIENTS,'TEST'EQPM

5,1

4,4 5,6

5,1

ENABLERS

PRE6HARVEST

PRE6HARVEST

DRIVERS

MARKETING

4,8

6,0

4,6

4,4

5,2

5,5

5,2

5,3

4,4

5,0

STATISTICS,'ANALYSIS''''''''''' MARKET'INTELLIGENCE'''''''' 4,7 4,7 COMPETITIVENESS'GAUGES CUSTOMIZED'INFORMATION ADVOCACY'ENHANCING' INTL'BSO'NETWORK'''''''''''' 5,4 5,1 COMPETITIVENESS INTERNATIONAL'PRESENCE PRESENCE'ACROSS'ACTORS SECTOR'POSITIONING'''''''''' 6,1 6,4 'IN'PRODUCTION'CHAIN SECTOR'BRANDING FULL'SERVICE'PORTFOLIO'''''''''''''''''''' TRADE'MISSIONS/FAIRS' 6,1 6,3 BEST'PRACTISE'EXCHANGE' B2B'ACTIVITIES'''' SERVICES'PORTFOLIO BSO'BRANDING''''''''''''''''''''''''' 5,3 MEMBERSHIP'RECRUITMENT 5,4 DELIVERY'TEAM

4,8

4,3 5,5

OSHAS,'EMAS,'ISO'9001,'''''''''''' MARKETING'PLANS,'CRM,'TRADE' 5,7 HACCP,'TRACEABILITY FAIRS,'ORDER'PROCESS 'MACHINERY,'FACILITIES' WEBSITES,'PORTALS, 5,4 TRANSPORT,'IT'STRUCTURE COLLATERALS,'E@BIZ

FUNDAMENTAL'RESEARCH'''''''''' 4,6 SHARED'TECH'CENTRES INNOVATION'POLICY''''' ENTREPRENEURSHIP

5,5

BUREAU'OF'STANDARDS INTELLECTUAL'PROPERTY

6,7

DESIGN'ACADEMIES''''''''''''''' 5,4 TECHNICAL'EDUCATION

5,3 6,2

5,4

MARKETING 5,0

CO'FINANCING'OF'TRADE' MISSIONS/FAIRS

4,8

4,8

ROADS'AND'TRANSPORT,' ACCESSIBILITY,'CLUSTERING MANUFACTURING,' ECOSYSTEM'''''EASE'OF'DOING' BUSINESS LABOR'&'ENVIRONMENTAL'

4,3

(AIR)PORT'FACILITIES,'COLD' CHAINS,'ICT'STRUCTURE

5,4

4,8

5,0

TRADE'AGREEMENTS' COUNTRY'BRANDING

7,0

5,8

5,7

MARKET'REGULATIONS TPO/FO/COMM.'ATTACHEs

5,6

6,0

4,0

4,9

INFORMATION'ON' STANDARDS

5,6

6,3

INVESTMENT' INCENTIVES,'SUBSIDIES

LAW'PROTOCOLS,' INSPECTIONS VOCATIONAL'EDUCATION'

5,2

MARKETING

POST;HARVEST 4,7

MARKET'ENTRY'MODE STRATEGIC'POSITIONING MARKET'RESEARCH'&' PROMOTIONAL'BUDGETS EXPORT'AND'MARKETING' MANAGERS

6,1

POST;HARVEST

TECHNOLOGY'SCANS''''''''''''''' 5,0 INNOVATION'UPDATES INDUSTRY/KNOWLEDGE' 5,5 INSTITUTES'INTERFACE INDUSTRY'EXPERTISE''''''''' 6,3 '''SECTOR'DEVELOPMENT INCUBATION/IP'ASSISTANCE' 6,5 BUSINESS'DEVELOPMENT DONOR'MANAGEMENT'''''''''''''''' 5,5 REVENUE'SOURCES

INNOVATION'TAX''BREAKS DRAW'BACK'SYSTEMS

PROCESS'INNOVATION 'PROCESS'CONTROL FIXED/WORKING'CAPITAL INVENTORY'TURNS SKILLED'PERSONNEL' PRODUCTIVITY'LEVEL

24.264

5,4

SCHOLARSHIPS'''''''''''''''''' EXCHANGE'PROGRAMS

5,4

Key results – MRI Scans • ACTORS • Technology, variety • MarkeTng plans and CRM • Process equipment, machines etc

• ENABLERS • Industry experTse, presence across actors • Trade promoTon ,trade fairs, trade missions

• DRIVERS • Post harvest infra-­‐structure • InnovaTon policy, entrepreneurship

• ACTORS • Financing pre/post harvest • Websites, promoTonal tools • Investments in innovaTon • ENABLERS • Reports, parTcularly on pre-­‐ harvest issues • MarkeTng intelligence • Best pracTces exchange • DRIVERS • Pre-­‐harvest and markeTng incenTves • Technical educaTon

Comments based on MRI Scans

• Overall compeTTveness score is low • CI Dominican Republic 10,965 • CI Jamaica and Belize 24,264 • Average scores for the 3 consTtuents of the value system are close to the median value 5 • Actors score lower than the no9on as perceived during interviews with enterprises. This may be seen in the context of a difficult EU market wherein customer values are high/ complex • Enablers record lower confidence in the sector compeTTveness. We explore why – see below • Drivers have a higher view of the actors’ compeTTveness than the actors themselves • The need for a more homogenous view of the compeTTveness of the sector is evident.

• We explore the reasons that may have resulted in flat scores: • Culture ?

• Lack of awareness for global benchmarking • No clear PMC (Product Market CombinaTon) defined

Key results – FSI Matrix Constraint liling 1.

2.

3.

4.

5.

6.

7.

8.

9.

Nurturing of strategic long term mind set & an amtude towards quality and consistency Understanding of the trade from a customers‘ perspec9ve Establishing of a vibrant, professional market intelligence plaYorm Training in “value marke9ng” – an understanding of “make what sells” rather than “sell what is made” A collaboraTve trade planorm that brings together scale, including consolidated cargo Alliances with research insTtuTons and inclusion of “basics of agricultural economies” at a secondary educaTon level “Brand Caribbean” to leverage the exo9cism of the regional produce.

Consistent posi9oning and promoTon at the appropriate planorms – food fesTvals, cultural fests and trade fairs Trade financing at low costs requires government intervenTon. Reach beyond ethnic/nostalgic markets

Customer Values -­‐ EU • PRODUCT – Trends indicate a growing demand for exo9c, specific products and produce. Market segments beyond the diaspora show healthy growth rates.

• QUALITY – Consumers conTnue to be more aware. Evidence & display of health, environment and social concerns is rewarded by higher share of their business. Process (cerTficaTon) is seen as important as the product – “What is behind the product?”

• SPEED – Packaging in smaller, ready to consume por9ons available at their regular shelves in the super markets is a necessity.

• IMAGE – Responsible, globally connected and aware ci9zen, that is the typical EU consumer. Then again, there are segments that fall outside the circle. Select your target segment carefully.

• SERVICE – Packaging that displays a concern for growing consumer values is a winner. Local accessibility for pre-­‐and aaer sales support, if and when required is a norm.

Products with export potenTal* • Fresh fruits and vegetables – mainly citrus, coconut, banana, mangoes, guava, broad beans and sweet corn. Also cocoa and honey.

• Semi-­‐processed, intermediary agricultural produce – pulps, nectars, squashes, molasses, coconut milk, chocolate powder, pepper mash etc.

• Processed, ready-­‐to-­‐consume products – juices, jams, jellies, chocolates, sauces, pickles etc. A few of these are sold under locally or regionally recognized brands

* Based on CBI EU Market scans for FFV and Natural Ingredients –www.cbi.eu

The way forward TRADE DEVELOPMENT • Follow the priority list of the FSI matrix.

• Focus, don’t waste efforts trying to do everything • Capacity building program with an objecTve to enable orientaTon of stakeholder representaTves towards: – Strategic “Value compeTTveness” – Precision market segmentaTon based on specific customer values – Medium to long term export plans rather than incidental trade • Establish an efficient “market intelligence” planorm per product category • Establish a “Collabora9ve trade plaYorm” that leverages consolidaTon of scale and logisTcs TRADE PROMOTION • Establish Caribbean or na9onal brand in the selected market segments • Create visibility for Caribbean products at hotels and tourist spots within the region • Enable selected companies to develop & execute an export promo9on plan