CASE STUDIES FROM AFRICA
30769-doc-services_exports_for_growth_and_development_africa
30769-doc-services_exports_for_growth_and_development_africa
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Table 41: Practical Tools for the Private Sector to Increase Its Competitiveness in Exporting<br />
Cultural Services<br />
Competitiveness Issues<br />
The Private Sector<br />
1. Competitiveness to crossborder<br />
supply<br />
a. Limited capacity to invest<br />
human resources to<br />
investigate market<br />
opportunities abroad and<br />
regulatory conditions in<br />
target markets (internal)<br />
b. Limited capacity to establish<br />
international brand and<br />
credibility (internal)<br />
c. Limited access to financing<br />
for export and business<br />
development (internal)<br />
d. The quality of human capital<br />
(external)<br />
e. The attractiveness of the<br />
business environment<br />
(external)<br />
2. Travel and tourism<br />
competitiveness<br />
(consumption abroad)<br />
a. Reputation<br />
b. Quality of service<br />
c. Human capital<br />
3. Competitiveness in<br />
establishing commercial<br />
presence abroad<br />
a. Inadequacy of human and<br />
financial resources as well as<br />
the quality of the service<br />
provided<br />
b. Burdensome and<br />
discriminatory regulations<br />
on commercial presence in<br />
the host country<br />
c. Lack of institutional and<br />
governmental support for<br />
mode 3 service exports<br />
4. Competitiveness in the<br />
presence of natural persons<br />
a. Low availability of labour<br />
Solutions<br />
a. Promote brand, know-how and credibility abroad<br />
Participate to trade fairs and other promotional events<br />
Adopt international standards<br />
Participate in quality-related competitions<br />
Get quality certifications of international standard<br />
Improve tourism marketing by creating or upgrading travel<br />
services websites presenting accommodation and transport<br />
services in particular<br />
b. Improve market intelligence and productivity<br />
Join trade associations/institutions and platforms (such as Cartel,<br />
Plateforme Culturelle) to make use of resources and information<br />
provided by them<br />
Create platforms or clusters in each specific sector to make use of<br />
common human resources with expertise in trade in service, legal<br />
issues, regulations, and taxation system to identify target markets<br />
and evaluate cross-border supply business opportunities abroad<br />
c. Increase financial and human resources (by creating or joining<br />
platforms)<br />
Collaborate with other enterprises in common projects to provide<br />
complementary services or competitive packages of services<br />
Establish collaborations and consortia with other firms for specific<br />
projects to create a greater pool of human and financial resources<br />
Establish links with migrants in target markets to identify<br />
opportunities for financial collaboration<br />
d. Improve the quality of human capital<br />
Establish closer relationships with training schools and institutions<br />
through technical seminars, on-the-job training, and enterprisessponsored<br />
internships<br />
Organise training courses to upgrade the skills of local workers<br />
and trainers<br />
Establish agreements with training schools to let students work in<br />
hotels, restaurants, and travel agencies<br />
e. Improve the attractiveness of the business environment<br />
Join institutions to voice the concerns and needs of the cultural<br />
services industry to policymakers on the quality and access to<br />
infrastructure and essential services<br />
Participate in surveys and specify problems and needs to inform<br />
institutions and policymakers, so they can design an efficient<br />
strategy to improve the business environment<br />
Continue the current dialogue with institutions and policymakers<br />
(through ARPIC)<br />
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