© International Trade Centre, International Trade Forum
- Issue 1/2002
All companies today face a highly competitive economic
environment in global markets. Large corporations often have the
resources to develop a competitive edge without recourse to trade
support institutions. But for enterprises in developing and
transition economies, finding the means to improve their
competitiveness and showcase their products internationally is far
more difficult. They must be able to meet the basic prerequisites
for international participation: goods and services available for
export that meet the standards and expectations of the market; and
the ability to develop export management skills.
Such companies need assistance to be able to meet these
prerequisites and this is where trade support networks of various
kinds enter the picture. Ideally operating within a comprehensive
national export strategy, these networks of players - including
private and public sector agencies such as banks, trade support
institutions (TSIs), business associations and trade commissions -
all work towards a common goal of improving national
competitiveness, which in turn boosts the country's economy and
creates jobs.
In this issue of Forum we examine the critical elements needed
to create and sustain an effective trade support network. Starting
by emphasizing the need for a national export strategy (not common
in developing and transition countries) to be the key pillar of the
country's economic framework, we trace the ITC Executive Forum
process, using the lessons learned to illustrate the principal
issues confronting a trade support network that seeks to be
effective.
In our Market Profile, we focus on trade craft fairs as a means
of allowing artisanal producers to showcase their products
internationally. In Exporting Better, contributions offer the
experiences of several industrialized and developing countries in
benefiting from private sector-driven networks; another article
focuses on how small and medium-sized enterprises can obtain
financial and other assistance from the banking sector.
Our Close Up feature offers insight into what constitutes "best
practice" in developing a national trade support network, while the
views of our partners pinpoint various types of networks operating
in their respective countries. Should networks be formal or
informal? Should they be private or public sector driven? Should
they be a combination of both?
Whatever the ideal, the goal of all trade support networks is to
help a country's enterprises to be successful exporters. ITC
contributes to this process by offering managers of public and
private sector TSIs the information and tools they need to assist
local companies to be better exporters. It provides market data and
studies, operating guidelines and training kits to its developing
country partners. Finally, through its product-network approach
refined through the Executive Forum series, ITC's objective is to
build on operational support tools and develop best- practice
scenarios at the strategic level so that a country's trade support
network truly meets the needs of its potential exporters.
Sandra Woods, Acting Editor