12CBI Annual report

Made for tradeCBI Annual report 2012

‘Shaping the future’ | 10

External Expert Day ‘Inspiration for Development’ | 39

‘ New era in the collaboration between Equador and CBI’ | 46

Content 2CBI Annual report 2012 |

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 05

1 Inside CBI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08Getting intimate with NL AgencyThe case for CBI

2 R&D Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Embedding International Corporate Social Responsibility

Monitoring & EvaluationMarket Intelligence studies and reportsEvaluations: ECP participants report significant business growth E-learning: here to stay

3 Regional Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20New business cases represent ample export opportunities Four new programmes in AfricaFive new programmes in Asia Latin America New Agro-Food programme in Latin America Eastern Europe: wine Overall results Fourteen BSO Development modules completed for nine BSOsFrom the Field: Putting Myanmar back on the global trade map

4 Being relevant: highlights from around the world . . . . . . . . . . . . . . 31Indonesian companies venture into regional marketsExpro Seminar for wineries in East Europe and Bolivia Preparing East African Home Decoration & Home Textiles producers for exports

3CBI Annual report 2012 |

Content

Better information and trade advice for Colombian exportersInspirational SME Award: spark of lifeWelcoming political leadersExternal Experts Day on ‘Inspiration for Development’: People Matter Most

5 Success stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40The story that triggered our new online Good Practice Platform Bringing Benin’s Community-Based Tourism to Europe Agent of change

6 Working together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Multilateral Locking arms with DG WTO Cooperation funded by Ecuador’s government Europe TRIC: following CBI’s lead in market intelligence Netherlands NL Agency: sharing quick wins Relying on PUM in Bolivia IDH: timber, cashew nuts, aquaculture and tourism Working and learning with ITC Agri-Profocus: promoting agricultural entrepreneurship Networking and developing exports in the garment industry with MODINT Networking with Dutch and European employers’ organisations and associations Peer Group Sessions: bringing experts together for exporters

7 Key Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

4CBI Annual report 2012 |

Content 5CBI Annual report 2012 |

Made for tradeOn 16 January, 2012, CBI said its final farewells to its Rotterdam residence of 40 years. CBI moved to the political capital of The Netherlands, The Hague, physically joining NL Agency. Moving to another location has clearly involved some complexities, but it has also released new creativity and ingenuity in our efforts to contribute to sustainable economic development through trade. Working in a state-of-the-art office complex just a stone’s throw away from our principal, the Ministry of Foreign Affairs, and in close proximity to various partners and embassies, creates many new opportunities. At a time when pressure on resources is lending new urgency to the need for collaboration, we welcome these possibilities.

We’ve also moved forward with the rationalisation of our internal and external processes. This provided us with a good opportunity to review and reset our core ambitions. We wrote a Business Case 2013-2017 for CBI, ‘Shaping the Future’, and in it we concluded it’s time to raise our stakes in export development. CBI will continue to boost exports from developing countries to the Netherlands and Europe, as it has been doing for 41 years now. But we’ve added the development and promotion of regional and south-south trade within developing regions to our core business.

Foreword

Content 6CBI Annual report 2012 |

Our collaboration with NL Agency, furthermore, opens the door to Dutch exporters possibly benefiting from CBI’s extensive network by targeting developing countries – a third ambition we feel ready to take on board in as much as this trade contributes to sustainable develop-ment. These new ambitions are logical steps forward for CBI. They’ve catapulted us into an exciting new adventure and we look forward to expanding our influence for the advancement of developing country economies.

We’re not the only ones changing, of course. Following a visit to CBI on 10 May, 2012, by then Minister for European Affairs and International Cooperation, Mr Knapen, we witnessed the appoint-ment of his successor, Minister Ploumen. She has since set to work uniting aid and trade in a single ministerial portfolio. More than ever, perhaps, we find ourselves operating on the very cutting edge of international cooperation. With our new, integrated programmatic approach fully in place, we’ve become a leading-edge, highly effective organisation capable of producing outstanding and measurable results.

Without a doubt, CBI is an institution ‘made for trade’. It is an ideal we’ve lived up to throughout our history – and never more keenly than now. We’re confident the results presented in this Annual Report 2012 will prove this. We gladly invite you to read the stories on these pages, catching the thread of our journey and joining us as we prepare ourselves for the challenges ahead. If you have any questions or comments, please feel free to contact us.

Hans Klunder Managing Director

Gen

eral

Resu

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Annual report

2012CBI

Training

 2,166  CBI experts trained 2,166 exporters and sta� of Business Support Organisations (BSOs) from various countries

‘Shaping the Future, Business Case CBI 2013-2017’ Rea�rmed our raison d’être

Export from developing countries to the European Union

Export from developing countries to regional, or South-South markets

Export from the Netherlands to developing countries with exports that contribute to economic development in DCs (by making available CBI’s network to Dutch exporters through NL Agency)

Illuminates our made-for-trade mandate

Relevant role in the �eld of development cooperation

Three ambitions

Export coaching Market Intelligence

CBI focussed throughout 2012 on the rollout of its new MI production process and a range of new MI Products for 23 di�erent sectors

Market intelligence studies and reports on market access requirements created for 16 subsectors in four general sectors

Two Fashion Forecasts were published in 2012

On site in English, Spanish to follow

Agricultural

Consumer

Industrial

Services

H2013 spring/summer season 2013 autumn/winter season

3 policy intelligence studies 11 tailored intelligence studies geared to speci�c developing countries and products

3 tailored studies were produced with and for the Netherlands-based sustainable trade initiative IDH

As a part of the production of these MI products, CBI organised and led 23 Peer Group Sessions of representatives of European trade and industry

The material for the remaining 8 sectors covered by CBI was also largely prepared in 2012 and published at the beginning of 2013

new online MI platform launched in December, o�ering access to �rst set of MI products for 16 sectors

ECP evaluations3 evaluations were carried out in 2012, o�ering highly encouraging results

Average annual exports per company almost doubled to €664,000with exports to the EU/EFTA markets increasing by 34% to €414,000 in 2011.

Average annual exports / company

€664,000

€414,000

Export Coaching Programmes (ECPs)

Outerwear (Macedonia)

Food ingredients

Home decoration, accessories and gi�s

Many participants also expressed appreciation for CBI’s integrated package of assistance, auditing, capacity building – including both on-site assistance and market preparation training in Europe – as well as market entry assistance. The fact that this integrated support is sustained over a number of years is said by participants to be highly valuable.

Finances2012

Being a not-for-pro�t organisation, this means CBI can adjust its product prices, o�ering more value for the same money

CBI also broadened its �nancial base in 2012 through funding by a number of external sources, such as the Ecuadorian government and several partner organisations

€640.000 + €385.557

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each business case represents a vast potential of export opportunities for the countries and sectors in question

Wine

1Eastern Europe

Armenia

Georgia

Moldova

Macedonia

Foodingredients

5

Foodingredients

Foodingredients

Fish

Fish

Metalworking

Metalworking

Metal-working

Garments

Metal-working

Pakistan

Indonesia

Philippines

Vietnam

Asia

1Fresh fruit and vegetablesprocessed foodFood ingredientsCocoaCo�ee

Agro food

Latin America

Guatemala

Nicaragua

Honduras

El Salvador

Natural ingredients

Natural ingredients

Pineapples

Mangos Oilseeds

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Tea

Tourism

4Natural

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Mozambique

UgandaKenya

Ghana Benin Ethiopia

Burkina FasoSenegal

Mali

Africa

New integrated programmes

Audits for new entrants in its programmes

Corporate audits

developing country exporters seeking access to the European market who had previously completed capacity building modules completed market entry coaching by CBI

these companies are to be o�ered capacity building and market entry assistance in the years to come

2 1  

completed capacity building modules for

companies1 7 9  

EDBExport Development Board

Ceylon Chamber of Commerce

BSOD Programmes

PromperuPeruvian national trade

promotion organisation

ADEXExporter Association

CANEBThe national Export Chamber of Bolivia

IBCE Bolivian Institute for Foreign Trade

ProexportColombian national trade promotion organisation

UEPBUgandan Export Promotion Board

SEDASmall Enterprise Development Agency

CBI completed fourteen Business Support Organisation Development (BSOD) programmes in 2012, working with nine separate business support organisations (BSOs).

2011

Click on each element to zoom in

Inspirational SME Award: ‘Spark of life’ | 37

‘E mbedding InternationalCorporate Social Responsibility ’ | 13

‘ Overall results’ | 28

Content 7CBI Annual report 2012 |

8CBI Annual report 2012 |

1 Inside CBI

At a time during which the Aid for Trade debate has gained new prominence, questions of legitimacy must be asked . At CBI, we embrace this questioning and the change it implies as an opportunity to make sure we’re as relevant as ever…

Content

see page 49 for a more detailed overview

9CBI Annual report 2012 |

Getting intimate with NL AgencyCBI’s relocation to the Hague set the wheels in motion for our intended merger with NL Agency. While benefiting from a number of shared facilities and functions, such as reception and archives, we spent the first six months working out the details of the reorganisation, aiming for its formalisation on 1 January, 2013. However, by mid-2012, it was apparent that integrating the two institutes effec-tively would require more time and attention. A decision was therefore made to postpone the merger to 1 January, 2014. The following six months, we took the opportunity to actively get aligned with the emerging new structure of NL Agency. While a special Task Force set to work to prepare the way for the merger, collaboration on the work floor began to take shape in various areas, including a joint Vietnam garment project, preparations for launching a new intel-ligence portal for Dutch businesses targeting developing countries (DCs) and various joint staff training programmes.

NL Agency made a preliminary decision to set up a new division for international programmes related to trade and investment, development cooperation and innovation. In the new structure, CBI would logically be positioned in this ‘International’ division as a centre

with its own identity and label, thus safeguarding CBI’s unique identity and brand equity.

Ahead of the marketNL Agency’s ambition to make knowledge one of the pillars of its new organisation led to the joint develop-ment of a knowledge strategy for the International division. ‘Both NL Agency and CBI have extensive knowledge of countries, networks and markets and consider it a vital component of their programmes and activities. What’s more, our knowledge is largely complementary,’ says Jan Arent Lameris, Manager of the CBI repositioning project. ‘CBI’s contribution to NL Agency’s knowledge strategy in the second half of 2012 meant figuring out how to integrate the know-ledge and networks available within the two organisa-tions and how and where to release them to achieve optimal synergy. For instance, many of CBI’s Market Intelligence products are seen to be ahead of the market and are thus of great interest to NL Agency. The same can be said of our extensive network in the south. Conversely, NL Agency’s knowledge and network in areas such as trade facilitation, sustainability and technology on Dutch markets could be vital to CBI target groups.’This content-based approach to the merger has produced a general sense that the postponement in the end will result in better quality and more effective and sustainable collaboration.

see page 50 for a more detailed overview

Content 10CBI Annual report 2012 |

The case for CBI At a time during which the Aid for Trade debate has gained new prominence, questions of legitimacy must be asked. At CBI, we embrace this questioning, taking it as an opportunity to reflect on our mandate, sharpen our vision and streamline our operations. The result is that we’ve formulated a new CBI ambition we believe will increase our reach, while bringing us closer to the fulfilment of our mission.

Why we wrote a Business Case for CBI The renewal of our ambitions is the direct outcome of an internal recalibration process that led to the publication in October 2012 of a document called ‘Shaping the Future, Business Case CBI 2013-2017’. Presenting a Business Case for CBI was the natural thing to do. The integrated programme-based approach we implemented in 2012 requires that each and every new CBI programme is anchored in a solid Business Case. This is one way of ensuring full justification of our resource allocation, while also optimising results. Following up on this approach, we found it only natural to go through the same exercise for CBI as a whole.

Content 11CBI Annual report 2012 |

1. from developing countries to the European Union;2. from developing countries to regional,

or South-South markets;3. from the Netherlands to developing countries with

exports that contribute to economic development in developing countries (by making available CBI’s network to Dutch exporters through NL Agency).

The first, needless to say, has been our ambition since our founding in 1971. The second represents a field we’ve long been familiar with as a spin-off from our original ambition. This could be said for the third ambition as well, although our collabora-tion with NL Agency opens new doors for the many Dutch exporters it works with to benefit from CBI’s extensive network in developing countries. A precondition for this third ambition, of course, is that this trade contributes to sustainable develop-ment – which is our intention in everything we do.

Our new ambition Capturing the rationale behind CBI’s existence, this seminal document not only illuminates our made-for-trade mandate and role in the field of development cooperation, but goes beyond that to lay the groundwork for significant expansion. Recognising shifts in global trade as well as in perceptions of aid and trade, Shaping the Future presents three ambitions. Two of these are brand new, though clearly rooted in our experience and

within easy reach from our current position in the Dutch field of international cooperation. We believe this renewed vision will shape not only our own future between 2013 and 2017, but also those of an increasing number of companies involved in global trade. Our three ambitions as a public partner for the private sector in meeting global challenges involve being an expert in devel-oping and promoting exports in three directions:

‘The growing role of trade as an economic development factor is contributing to a shift from development cooperation to a more integrated form of international cooperation. In the new playing field, a complex of national, regional and global interests are being brought together in win-win strategies. As we enter 2013, we’re excited at CBI to be moving in this direction of developing a more comprehensive vision. We’re confident

the Business Case for CBI justifies our enthusiasm about what lies ahead.’

MADE FOR

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Hans Klunder, Managing Director CBI

12CBI Annual report 2012 |

2012 may have been another year of economic woes in Europe and other parts of the world, but at CBI we did not allow that to dampen our spirits . Our R&D department logged some results that are, well, pretty satisfying…

2 R&D Results

Content

The full text of the ICSR Policy Framework can be found on CBI’s website

13CBI Annual report 2012 |

These four key issues are also our starting point for developing Export Programmes and selecting SMEs for participation. As of 2012, ICSR issues are taken into account in the early stages of programme development and throughout implementation and evaluation. We have the following ISCR-related instruments at our disposal:- ICSR training for SMEs and BSOs;- Advice and coaching on ICSR implementation;- Databases focussing on ICSR aspects of markets,

standards and legislation.

Embedding International Corporate Social ResponsibilityInternational Corporate Social Responsibility (ICSR) is a guiding principle for all CBI activities. Our ICSR policy framework is based on the OECD Guidelines for Multinational Enterprises. As an instrument for implementation, we use the ISO 26000 standard, which is consistent with the OECD Guidelines. In all our activities, we pay specific attention to four ICSR core topics:- Environment;- Human Rights; - Labour rights; - Fair operating practices.

Content 14CBI Annual report 2013 |

the country or region in question.The first programme audits are expected to be conducted in 2015.

In The Netherlands impact measurement is rapidly gaining ground. For instance, each PSD organisation receiving more than 10 million euro in financing from the Ministry of Foreign Affairs’ Directorate-General for International Cooperation (DGIS), is required to evaluate the results of its work at impact level.The growing emphasis in development cooperation on impact measurement is evidenced by the fact that CBI, while setting up its own measurement and evaluation methodology, also entered into a partnership in 2012 with three other players eager to contribute in this area. The purpose of the partnership is to develop an impact measurement methodology that can be used more widely by PSD organisations. The other partners are: Wageningen University and Research Centre (WUR) and its LEI Research Institute, a specialist in developing economic expertise in the field of food, agriculture and the natural environment; Erasmus University Rotterdam (EUR); and PUM Netherlands Senior Experts, a non-profit organisation that offers businesses in DCs access to consultancy services.

Ensuring good practice in results and accountabilityThe Ministry of Foreign Affairs in 2012 approved CBI’s new measurement and evaluation metho-dology, following the introduction of our new pro- gramme management system in 2011. The purpose of the measurement and evaluation methodology is to ensure good practice in the field of delivering and accounting for development results. From the beginning of 2012, all CBI programmes have been managed according to the new system and are to be evaluated with the new methodology. Monitoring and evaluation are embedded in our new programmatic approach, offering CBI an effective management tool for measuring the results following from the ambitions formulated in our Business Case 2013-2017. They consist of two components: regular programme management and impact measurement. The first component focuses on monitoring, programme auditing and learning evaluation; it also involves looking at performance management and actual export increase. The second entails empirically measuring CBI’s contribution to sustainable economic development in real-time. Impact indicators may include employment growth, profitability of participating businesses, technology transfer and other trickle-down factors affecting economic development in

Monitoring & Evaluation

Co-developing an impact measurement method for Private Sector Development (PSD) organisations

Content

see page 54

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Completing the transition from information to intelligenceCBI MI focussed throughout 2012 on the rollout of its new MI production process and a range of new MI Products for 23 different sectors. Also, a new online MI Platform was launched in December, offering users quick and easy access to the first set of MI Products for 16 sectors. ‘In essence, we’ve completed the transition from information to intelligence,’ says Team Leader for MI within CBI’s R&D department, Janneke Vereijken. 'Traditional market information is based on historic data. In our new approach, not only

Market Intelligence studies and reportsMarket Intelligence (MI) studies and reports on market access requirements were created for 16 subsectors in four general sectors: agri- cultural, consumer, industrial and services. The documents were made available on the CBI website in English, with Spanish versions to follow. The material for the remaining 8 sectors covered by CBI was also largely prepared in 2012 and published at the beginning of 2013. As a part of the production of these MI products, CBI organised and led 23 Peer Group Sessions.

Two Fashion Forecasts were published as well in 2012: one for the 2013 spring/summer season and one for the 2013 autumn/winter season. CBI also published 3 policy intelligence studies and 11 tailored intelligence studies geared to specific developing countries and products. Another 3 tailored studies were produced with and for the Netherlands-based Sustainable Trade Initiative IDH.

Content 16CBI Annual report 2012 |

tives of European trade and industry. The Market Intelligence production process is directed by CBI MI. Its innovative approach has already gained CBI a position as Europe’s leading provider of European market intelligence for SMEs and BSOs from DCs.

One of the many new types of MI provided by CBI is so-called Policy Intelligence. Produced on demand, CBI Policy Intelligence offers up-to-date, practical and tailored information for policy-

are the facts and figures presented, but trends, developments and foresights are expertly analysed in so-called Peer Group Sessions. Taking the perspective of exporters from DCs, these Peer Groups translate this information into real business opportunities and specific considerations for action. The first wave of response to this content from the target group has been very positive.’The Peer Groups have proven to be remarkably fruitful in contributing to high-value market intelligence. They consist of market researchers, sector experts and members of CBI’s extensive business network, i.e. trade watchers, importers, retailers, trade associations and other representa-

‘Before we met CBI, we just took our bags and went in! Now we look for market intelligence to know what is going on in the market and to identify which country or segment to target. We create the

right product and find out how to best enter the market.’MADE FOR

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Irfan Aslam Arif, Long Life Surgical Industries, Pakistan

View CBI’s new market Intelligence Platform. The platform also offers a short how-to-use animation video.

Content 17CBI Annual report 2012 |

A third Policy Intelligence study was conducted at the request of WTO’s Director-General, Dr. Pascal Lamy following his 2012 visit. This study dealt with DC exporters’ access to trade finance. Access to trade finance is a serious bottleneck for SME exporters in DCs, the study shows. One of the main reasons is an ‘information gap’ between banks and SMEs. Regarding the impact of the economic crisis on access to trade finance, more than one third (37 per cent) of all surveyed firms stated that access to trade finance has become a more serious obstacle than it was three years ago. This state-ment is particularly true for African firms, 50 per cent of which indicated a worsened trade finance situation.

makers on the (unintended) implications of specific trade policies for SME exporters in DCs. Thus it provides policy-makers with meaningful input for policy dialogues aimed at breaking down trade barriers. In 2012, CBI MI produced 3 Policy Intelligence reports. The first report focussed on the ramifications for Bolivian timber exporters of the European Timber Regulation, scheduled for implementation on 3 March, 2013. The second study dealt with the competitive disadvantage faced by Moldovan garment exporters due to the absence of so-called diagonal cumulation agreements in their trading with Turkey and Europe. After being presented to the relevant actors and policy-makers, who used the studies to start a dialogue on these issues, both studies were made available for wider use on CBI’s website.

Content 18CBI Annual report 2012 |

Average annual exports per company almost doubled to €664,000, with exports to the EU/EFTA markets increasing by 34 per cent to €414,000 in 2011. ‘Although the results were drawn from surveys among our competent participants and no comparison was made with non-participating exporters, the evaluation results suggest that these programmes have had a positive impact on exports,’ says Programme Manager Monitoring & Evaluation Kristine Ocon. Many participants also expressed appreciation for CBI’s integrated package of assistance, auditing, capacity building – including both on-site assistance and market preparation training in Europe – as well as market entry assistance. The fact that this integrated support is sustained over a number of years is said by participants to be highly valuable.

Evaluations: ECP participants report significant business growth Three evaluations were carried out in 2012. We already reported on the five Export Coaching Programmes (ECPs) covered in the first evaluation report in our 2011 Annual Report (mobile equip-ment parts; engineering products; subcontracting; medical devices and laboratory equipment; and pharmaceutical products). Like this first report, the second one offered highly encouraging results. It dealt with three ECPs finalised towards the end of 2012: outerwear (Macedonia); Food Ingredients; and Home Decoration, Accessories & Gifts.

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E-learning: here to stay CBI’s E-Learning Platform was launched and expanded with several new online courses in 2012. ‘E-learning is still in the early stages of develop-ment within CBI, but the advantages are gradually becoming more and more evident,’ say the Programme Managers, Laurenske van den Heuvel and Bram van Helvoirt. An online educational resource with a global reach, the E-Learning Platform now offers users an extended ‘E-Business Course’ as well as an introductory video course called ‘Exporting to Europe’. ‘It makes a lot of sense to add e-learning facilities to our programmes and training activities,’

says Mrs. Van den Heuvel. ‘E-Learning materials are accessible 24/7, free of charge and user-friendly. Unlike live training activities, they don’t require travel, which means they contribute to sustain-ability goals, and they’re unlimited in reach. Our initial experiences in 2012 suggest e-learning is here to stay: it seems like a must for a know-ledge centre like CBI.’

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In the various regions in which CBI operates, we initiated many vital new developments in 2012, while managing to sustain activities launched in earlier years . This chapter offers a general overview of what CBI achieved in Asia, Latin America, Africa and East Europe .

3 Regional Results

Content

see page 51

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New business cases represent ample export opportunities Eleven new CBI business cases were presented in 2012 following the integrated programmatic approach introduced in 2011. Our integrated approach follows a fixed four-step cycle from initial value chain selection to the creation of a business case and the implementation and final audit and evaluation of a programme. In the business case, the potential impact of a programme in terms of export growth is presented so that a decision can be made as to the viability of the programme in question. Essentially, each business case represents a vast potential of export opportunities for the countries and sectors in question.

Four new programmes in AfricaFour of the eleven business cases presented by CBI in 2012 focused on African exports. Many African countries have a fairly high population of micro businesses, while some larger industries are also evolving. What tends to be lacking is a broad middle class of SMEs with the capacity to add value and to help create jobs, infrastructure, training

facilities, export capacity and sustainable economic development. Cultivating SMEs is central to CBI’s regional strategy for Africa.The new programmes launched in Africa are aimed at the following sectors and regions: Food Ingredients from East Africa, along with Fresh Fruit & Vegetables and Natural Ingredients from West Africa and Tourism in Mozambique. All four were approved, meaning CBI will launch Export Programmes for them in 2013. Tying in to CBI’s new ambitions, these programmes will aim at promot-ing regional exports as well as exports to Europe.

Uganda and Kenya: oilseeds, coffee and teaThe Food Ingredients programme approved for East Africa will focus mainly on oilseeds from Ethiopia, coffee from Uganda and Kenya and tea from Kenya. The emphasis in the coffee and tea programmes will be on specialty products with a strong sustainability factor. The activities in Uganda are being carried out in connection with an earlier project implemented by CBI's partner, the International Trade Centre (ITC), under the Netherlands Trust Fund (NTF II). 

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Mozambique: tourism hot spotThe business case for tourism in Mozambique focuses on improving the country’s tourism sector by strengthening four areas that are currently causing constraints: market access; service devel-opment; stakeholder collaboration and destination branding. According to WTO data, tourism is one of the fastest growing sectors in the world and a major source of income for many DCs. Mozambique has more potential than it is currently using, the CBI business case shows, offering European travellers much in the way of cultural authenticity, relaxation and adventure (e.g. scuba diving). Tapping into tourism trends – with Lonely Planet describing Mozambique as ‘one of Africa’s up-and-coming hot spots’ – CBI sees potential for increasing tourism’s share in the country’s Gross Domestic Product (GDP) and competing with more active countries in the region, such as Kenya and Tanzania.

West Africa: Fresh Fruit & Vegetables and Natural IngredientsIn West Africa, potential exporters of Fresh Fruit & Vegetables and Natural Ingredients are to be targeted in five countries: Benin, Burkina Faso, Ghana, Senegal and Mali. The Natural Ingredients programme is open to exporters of all natural ingredients. In the Fresh Fruit & Vegetables sector, business cases were approved for mangos from Senegal and pineapples from Ghana. A third project has been set up on the side for exporters of other products in this sector.CBI will also be strengthening institutional capacity in West Africa. On the one hand the focus will be on capacity building and the acquisition of relevant market intelligence among national BSOs. On the other, CBI will target sector associations and local consultants and their need for training in the area of supply chain management.

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Like its garments sector, Vietnam’s fishery sector is relatively professional. It also has a fairly strong focus on exports to the EU. However, the fishery value chain is hampered by various bottlenecks, such as constraints regarding compliance with EU market requirements, unstructured growth in the Pangasius segment leading to low prices and a poor image, and a general lack of essential inter-national business skills. The CBI programme will focus on three main intervention areas: creating awareness of relevant EU market requirements; helping the Pangasius sector to develop a market-ing and branding strategy and to achieve better average prices; coaching and training on interna-tional business skills. This programme began in April 2012 and will end in December, 2014.

Indonesia, Pakistan, the Philippines and Vietnam: metalworkingThe programme for metalworking exporters was launched in July 2012 in Indonesia, Pakistan, the Philippines and Vietnam. The focus is on metalworking applications in subcontracting, automotive, agricultural machinery, machine building, processing industry and construction. While the four countries in question belong to the more industrialised CBI countries in Asia, they also, according to the business case, show more export potential in terms of metalworking than in any other engineering sector. European buyers, while suffering

Five new programmes in Asia In Asia, five business cases led to the launching of five new integrated programmes: one for Asia’s metalworking sector; a second for South-East Asia’s food ingredients sector; a third for Indonesia’s fish industry; and programmes for the fish and garment sectors in Vietnam. In the Asian programmes, CBI does not only intend to increase export volumes, but especially to help exporters add value – with an overall emphasis on inclusiveness and ecological sustainability. In our interventions in the engineering sector, peer-to-peer knowledge sharing will play an important part.

Vietnam: garments and fishFor Vietnam, CBI presented two business cases, one for fish, the other for garments. The business case for garments was performed in response to interest expressed by Dutch garment buyers to the Dutch embassy in Vietnam in sourcing in Vietnam. To ensure sufficient scale, the business case added German and UK buyers to the equation. The primary aim of the programme, which will run from 2013 to 2015, is to reduce the transaction costs for Dutch and EU buyers doing business with Vietnamese suppliers. CBI expects the programme will capitalise on EU market interest for Vietnam to bring lasting change to Vietnam’s garment sector, enabling manufacturers to add more value and increase profit margins.

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cast its net wider. Indonesia is an important fisheries supplier on the global market, but its export market-ing capacities show room for growth. With competi-tion on the global market getting fiercer all the time, the continuation of CBI involvement in Indonesia has been well received. The business case was approved by CBI in September, 2012, after which the new programme was kicked off in Indonesia a month later. Important elements in the new integrated programme are assisting the sector with developing an export marketing and branding strategy for its seafood exports on the EU market. Export coaching for fish processing companies seeking to export to the EU is scheduled for 2013. ‘The fisheries sector in Indonesia has made signifi-cant progress in the last couple of years and European players are increasingly interested in sourcing in Indonesia,’ says Programme Manager Hugo Verhoeven. ‘However, there is still a lot of work to be done, including strengthening the export capacity of exporters and sector associations, marketing and promoting Indonesian fishery products on the EU market, value addition, value chain management, hygiene/food safety issues, traceability and sustainability. Improvement in these areas is not only necessary for Indonesia to meet the demands of international markets, but also to make sure it will continue to have a viable fisheries sector in the long run.’

from a lack of skilled labourers and capacity con-straints, tend to be unaware of the potential of these countries. The CBI programme is tapping into this potential with a programme for which 55 companies have been targeted. Local capacity is also being strengthened through intensive cooperation with BSOs and the invol-vement of local experts.

Indonesia, Vietnam, the Philippines: food ingredientsThe programme for food ingredients will focus on Indonesia, Vietnam and the Philippines, considering the important role of the agricultural sector in their economic development and the creation of employ-ment. Unlike some other Association of Southeast Asian Nations (ASEAN) countries, these countries have not yet succeeded in adding significant value to their products and are therefore missing good opportunities on export markets like the EU. Quality and standards issues are hindering com-panies in these countries from accessing Europe. They lack market intelligence and access to relevant trade networks. The CBI programme will be dealing with all of these issues.

Indonesia: fishIn a renewed partnership with Indonesia’s Ministry of Marine Affairs and Fisheries (MMAF), CBI contin-ued in 2012 to help the country’s fishing industry to

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The agro-food sector is Central America’s leading sector in terms of exports to Europe as well as growth potential. Market opportunities are particularly ripe for organic, sustainable and fair trade-certified products. This sector is the scene of the continent’s worst poverty, while also providing the majority of jobs for the rural poor. The coun-tries in this region have the lowest income levels of Latin America. CBI’s initiative for this programme has been taken against the backdrop of increased momentum for EU-CA trade created by the recent signing of an EU-CA Free Trade Agreement. El Salvador and Honduras ceased to be eligible for Dutch development cooperation funding as of 2014, however, funding by the government of El Salvador and Swiss organisation Swisscontact has made implementation of this programme possible. Other external financiers are still being sought.

Latin America CBI’s focus in Latin America is on using the knowl-edge and networks we’ve developed there over the years to help exporters access European markets rather than limiting themselves, as many do, to the USA export market. Dealing with Inter-national Corporate Social Responsibility issues is part and parcel of CBI’s interventions in this region. New Agro-Food programme in Central America The programme for Agro-Food in Central America began in September 2012 and is scheduled for completion by April 2016. The participating countries are Guatemala, Nicaragua, Honduras, El Salvador and the programme will cover fresh fruit and vegetables, specialty coffees, cocoa and derivatives, food ingredients – such as nuts and honey – and processed food. The programme is being implemented jointly with local organisations in the region, in particular FIDE (Honduras), CEI and APEN (Nicaragua), Agexport (Guatemala) and COEXPORT (El Salvador).

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Eastern Europe: wine The integrated programme for wine is aimed at exporters from Armenia, Georgia, Macedonia and Moldova. It started in October 2012 and will run until the end of 2016. The European union is the world’s main wine import market, accounting for 55 per cent of global imports. Competition is growing, with wines from non-EU countries such as Australia, New Zealand, South Africa and Chile gaining ground. Several Eastern European coun-tries, notably Romania, Hungary and Slovenia, have also tapped into this market, encouraging neighbouring countries to revive their rich wine traditions. Armenia, Georgia, Macedonia and Moldova show significant export potential,

CBI’s business case shows, but they also face serious constraints – regarding both production and management & marketing issues. With private investors and donors focusing on the production side, CBI has begun to deal with the management and marketing issues. The objective of the programme is to develop, promote and brand wines from the four countries in question with the aim of increasing their exports to Europe. Wineries will receive training, export coaching and market entry support, while BSOs’ and govern-ment institutions will be given support in develop-ing their strategies and service offering.

11 business cases: Targeted export increase

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Integrated programme Region/Country Targeted export increase in euro

Fresh fruit and vegetables West Africa 10 million

Natural ingredients West Africa 9 million

Food/Natural ingredients East/ southern Africa 12 million

Tourism Mozambique 3.5 million

Garments Vietnam 7.5 million

Fish Vietnam 20 million

Metal Asia 52.5 million

Fish Indonesia 12.5 million

Food ingredients South-East Asia 19.4 million

Agro-food Central America 25 million

Wine South-East Europe 7.4 million

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For a full overview of our BSO activities, see the next section

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Overall results In 2012, CBI carried out 145 corporate audits for new entrants in its programmes and completed capacity building modules for 179 companies; these companies are to be offered market entry assistance in the years to come. Also, 21 developing country exporters seeking access to the European market who had previously completed capacity building modules completed market entry coaching by CBI.A variety of activities – such as on-site coaching, training in Europe, trade fair participation and business-to-business support – were deployed to assist these companies in overcoming trade obstacles, familiarising themselves with EU market developments and complying with the EU’s strict market requirements.CBI experts trained 2,166 exporters and staff of Business Support Organisations (BSOs) from various countries. These trainings strengthened the key services of these BSOs, providing exporters with better access to information on European markets. Exporting skills and expertise were also addressed in the training programmes.  

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For some great examples of BSOs we were engaged with in 2012, please see Chapter 4

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Fourteen Business Support Organisation Development (BSOD) modules completed for nine BSOsBSOs can play a vital role in export promotion and sustainable economic development. This is why at CBI we consistently invest in these organisations. In fact, part of our overall strategy for 2011-2017 is to rely more heavily on the coordinating capacities of strong, healthy BSOs in our target regions and to help them strengthen their role as relevant resource partners and/or peers in building a solid institutional network.

Latin AmericaCBI completed fourteen BSOD programmes in 2012, working with nine separate business support organisations. In Latin America, programmes were completed by Colombian national trade promotion organisation Proexport, Bolivian export chamber CANEB and a number of its constituents, IBCE (Instituto Boliviano de Comercio Exterior), Peruvian national trade promotion organisation Promperu and Peru’s Exporter Association, ADEX. The programmes aimed at raising the professionalism of the organisations, mainly in the areas of customer orientation, streamlining internal processes, training and coaching staff in EU market-related issues, and in redesigning or developing new services.

AsiaTwo BSOD programmes were completed in Sri Lanka. Both were designed to increase local knowledge about and access to European market information. The first was conducted in collabora-tion with Sri Lanka’s Export Development Board (EDB), the second with Ceylon Chamber of Commerce – both based in Colombo, Sri Lanka. Despite a rough programme start due to turbu-lence in the country in the period from 2007 to 2009, both BSODs were completed successfully and CBI’s partners were both committed and satisfied with the end result. ‘Thanks to these programmes, businesses in Sri Lanka seeking to export to Europe now have access to valuable information on trends, market requirements and prices in Europe,’ says CBI’s Regional Coordinator for Asia, Mrs. Minke Vorstenbosch.

AfricaIn Africa, the Ugandan Export Promotion Board (UEPB) completed an efficiency and effectiveness improvement, raising the number and quality of services the organisation offers SMEs and sector associations engaged in exporting to Europe. CBI also invested in staff training for South Africa’s Small Enterprise Development Agency (SEDA), an agency of the country’s Department of Trade and Industry.

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Value Chain Analysis (VCA) of Myanmar’s seafood sector, assessing both its potential and constraints in terms of exports. The outcome was presented to a large audience at Myanmar’s Federation of Fisheries. Additional sector analyses are to be performed in 2013, possibly in the Garments, Food Ingredients and Home Decoration sectors. ‘The general sense in the international community is that Myanmar is about to take off economically,’ says CBI Managing Director Hans Klunder. ‘That’s why we were eager to take our first steps in supporting this country at the earliest stage possible. We look forward to what will follow.’

Myanmar, perched between the borders of China, Thailand, India, Laos and Bangladesh, is a nation on the brink of a new day. With the relinquishment of military control over the government, foreign relationships – including those with the USA and the EU – have taken on new vitality. Recognising a major opportunity, CBI in 2012 got permission to add Myanmar to its country list and immediately set to work helping the country improve its export position.In November, together with the country’s Federation of Chambers of Commerce and Industry (UMFCCI), CBI conducted two well-attended training sessions on EU market access require-ments. These were held in Yangon. The first session was aimed at companies planning to export to the European market; the second targeted policy makers and UMFCCI staff. Commitment was high, while CBI’s cooperation with UMFCCI went smoothly.

Fish and food ingredientsIn the same month, CBI roped in the Netherlands’ Wageningen Agricultural University to conduct a

From the Field

Putting Myanmar back on the global trade map

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At the end of the day, what matters most to us at CBI is whether what we did was relevant to the needs and ambitions of SMEs throughout Asia, Africa, Latin America and Eastern Europe – local businesses eager to generate exports and revenues for their local communities and thus to contribute to sustainable economic development . Helping SMEs and BSOs to diversify exports is one of many means of contributing to these goals . The following pages offer some highlights we witnessed from around the world in 2012 .

4 Being relevant: highlights from around the world

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Indonesian companies venture into regional marketsAs has been formulated in the CBI Business Case 2013-2017, promoting exports from DCs to Europe can have many spinoff effects, one of which is increased regional exports. This is why CBI has taken the logical step of adding regional export promotion to its quiver of ambitions for the 2013-2017 period. Asia’s booming econo-mies, for instance, are making regional exports more and more attractive. In CBI’s view, less experienced exporters can gain regional experience and use it as a stepping stone to EU markets.

BEDO’s Local Export Coaching ProgrammeAs part of a BSOD trajectory (started up in 2011in cooperation with the Bali Export DevelopmentOrganisation (BEDO), BEDO received CBI assistance in the development of a Local ECP for Home Decoration & Home Textiles. The programme addresses the need for export capacity building among SMEs in this sector, most of whom have limited exporting experience.In 2012, CBI trained BEDO staff and an additional four local consultants to help prepare the Indonesian entrepreneurs for regional export

‘The programme has not only improved our business and expanded our network, it is also benefiting local communities.’

Asia

and participation in the Lifestyle Vietnam International Trade Fair (see text box page 33). Indonesia’s Directorate General for National Export Development (DGNED), a part of the country’s Ministry of Trade, assisted the companies with funding. Seven Indonesian exporters attended the 2012 edition in Ho Chi Minh City, landing a total order value of 400,000 US dollars and using business growth to create jobs for young dropouts.

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Ni Ketut Bakati Anggareni, owner Putri Ayo, Indonesia

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Contributing to growth As a result of the BSOD programme, meanwhile, BEDO itself has renewed its service portfolio, generated new revenues and generally contributed to the growth of business and knowledge in the sector. A follow-up programme has since been presented to the management of CBI aiming at an expansion of the assistance to the Home Decoration and Home Textiles sector in other Indonesian regions throughout 2013-2017. All activities will be implemented in close cooperation with the Indonesian Ministries of Trade and Industry; an MoU is to be signed before the official kick-off of the new programme.

LifeStyle Vietnam 2012Meeting aspiring exporters on their own ground and helping them move up to the next level is a vital part of CBI’s modular, integrated approach to export coaching. Our efforts to help prepare Indonesian entrepreneurs for regional export and participation in the Lifestyle Vietnam International Trade Fair led to some great results:

- Orders worth 300,000 euro (and still sampling);- 4 companies graduated into CBI’s ECP;- 1 DGNED company moved on to BEDO’s ECP and CBI’s ECP;- 10 new companies entered BEDO’s ECP II.

Meanwhile, 18 more companies are lined up to attend LifeStyle Vietnam 2013. DGNED has sponsored a larger exhibition booth, which means the Indonesians will now cover 17 booths in all. DGNED has also sponsored one-way, port-to-booth shipment from Indonesia to Vietnam. Also, a media reporter has been invited, this time from Elle Décor Indonesia.

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Expro Seminar for wineries in East Europe and Bolivia From 11 to 16 June, 2012, CBI conducted an Expro Seminar for wine exporters accessing European markets: seven companies from Bolivia, two from Macedonia, seven exporters and one BSO from Georgia, 11 companies and one BSO from Moldova as well as a representative of Moldova’s Ministry of Agriculture and a Moldovan local expert. Due to CBI’s relocation, the seminar was held at a new location: The Hague’s NH Hotel. The aim of the seminar was to familiarise partici-pants with European markets and to hone their practical skills in terms of export marketing, export management and the promotion of wines in Europe. Workshops were held on topics such as market research, EU quality requirements and certification, and costing and pricing. Participants also developed their individual export marketing plans and visited a leading buyer in the Netherlands. CBI Programme Manager Reinoud Nuijten stressed how highly developed the Dutch wine market is and that success depends on a good marketing strategy.

Eastern Europe

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Preparing East African Home Decoration & Home Textiles producers for exportsIn East Africa, an ECP for the Home Decoration & Home Textiles sector was rolled out in 2012, following acquisition and audits the year before. The ECP started with a Business Development and an Export Capacity Building module. A total of 18 companies from Kenya, Tanzania, Uganda and Madagascar have been selected; half of these are home decora-tion producers, the other half produce home textiles. The overall goal is to assist these companies in obtaining a firm and lasting position on the EU market. 

This will allow them to grow both their financial and production capacities and as such is a good way of preparing companies for EU market entry. While matching CBI’s new ambition, it also makes these companies less vulnerable to fluctuations on the export market.Three companies took the Export Capacity Building module and attended an Expro seminar put on by CBI in The Hague in September. They will be exhibiting at a European trade fair for the first time in 2013/2014.

Africa

Participants are being coached by European External Experts as well as a number of local experts specialised in areas such as accountancy and design. Several local organisations, such as ACTIF, IBUTTI, CCIFM and CCRI, are also involved. CBI is also in touch with a number of businesses already being supported by other organisations, such as BTC and USAID, to offer complementary support as and when necessary. Fundamental issues‘The Business Development, or BD, module is an important element in this programme’, says Programme Manager Laurenske van den Heuvel. ‘It’s new in this ECP and a lot of companies are participating in it. It deals with fundamental issues they have to come to grips with before moving on in the export coaching process.’ The BD module is scheduled for completion by mid-2013. Another novelty in the programme is supporting companies to strengthen their position on their domestic and regional markets.

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The BSOD programme was launched three years before in response to two main needs: the quality of the information Proexport provided its export-ers with was suboptimal; and high staff turnover among the BSO’s 300 employees operating in different cities around the world meant their sector knowledge was not standardised. CBI helped Proexport develop a uniform methodology for gathering market information and applying export promotion tools. The organisation now boasts a fully functional market information system, while its trade advisors are capable of analysing export companies to help them pinpoint the best market entry mode and to accurately predict what correc-tive actions will be necessary. The implementation of new tools started at the beginning of 2012. Throughout the following months, CBI coached Proexport’s trade advisors through many audits of Colombian companies. Comments Pilar Lozano, Director of International Cooperation at Proexport in Bogota, ‘The new methodology means we now have more high-quality information to help exporters in their efforts to sell their products in new markets. It has also helped us work more effectively in teams, comprised of market analysts and trade advisors in Colombia and our offices abroad.’ An example of one of the new products the

Latin AmericaBetter information and trade advice for Colombian exportersA joint programme aimed at strengthening the effectiveness of Colombian export promoter Proexport was concluded in July. The Business Support Organisation Development (BSOD) programme has been hailed as a resounding success and Colombian exporters are already feeling the benefits.

programme has generated is a report called Buyers’ Requirements, which gives exporters precise and valuable information on what specific trade channels each market is asking for, and what Colombian exporters have to provide.According to Bogota-based Proexport market analyst Margarita Arango, the programme has improved things in three main areas. ‘First, we now really work together as a team,’ she says. Second, in the past our research was mainly secondary, like trawling the Internet, which our clients can do themselves. Now we also do primary research by going directly to experts and buyers in the markets. This is something our clients cannot do. The information is more comprehensive and specific, and therefore of a much higher quality. Third, we’re more structured in the way we gather information, so we can produce better tools for Proexport trade advisors to help Colombian exporters.’One example is a large garment manufacturer that had been exporting to international markets for 30 years without adapting – and therefore with decreasing success. Based on its new methodology, Proexport created a 10-point change plan for this company that has enabled it to add significant value.

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Inspirational SME Award: spark of lifePeople doing great things will invariably inspire others to do great things. This is the simple logic behind the Inspirational SME Award introduced by CBI in 2012. A total of 70 SMEs from numerous DCs competed for awards in four categories.

CBI composed a short list and published it online, after which one winner in each category was chosen by a jury of Dutch government and corporate representatives and public online votes. The winners:- East Java’s Wax Industri Nusantara P (category:

Social Impact), whose handmade candle business has created jobs and slashed local crime rates;

- Umali Export from the Philippines (category: Environmental Sustainability), whose tubular straw mats, made from locally harvested sea grass, are exported as an accessory to Italy’s Chianti wine bottles, offering an environment-friendly alterna-tive to the plastic or polyethylene materials commonly used;

- Colombia’s Kahai SAS (category: Innovation), the first company in the world to industrialise the

Kahai tree, an Amazon tree that grows wild along the eastern base of the Andes mountains. Kahai uses the tree’s nuts, oil, flour and nutshells for food, skin care products, cattle feed and bio-fuel.

- Egypt’s Promed (category: Buyer Cooperation), a medical equipment company whose marketing approach and B2B activities involved several local and international organisations and have contributed to value chain integration and increased sales all round.

The prize: a corporate film The winners won the opportunity to have a professional corporate film produced for their company. ‘We believe in the strength of SMEs and the influence each company can have on others and the society as a whole,’ says CBI’s senior Logistics Manager Rebecca Niles, one of the people behind the Inspirational SME Award concept. ‘We hope this initiative will inspire exporters worldwide to see that they can make a difference.’

The Inspirational SME Awards will be held again in the second half of 2013.

Additional highlights

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Welcoming political leaders Minister for European Affairs and International Cooperation, Mr. Ben KnapenWith the aid for trade debate in full swing, CBI is gaining visibility on the Dutch political scene, witness several visits from politicians in 2012. On 10 May, 2012, then Minister for European Affairs and International Cooperation, Mr. Ben Knapen, spent some time at the CBI offices. Knapen was particularly interested in the actual results of CBI interventions. One example that caught his attention was Indonesia’s fishing industry, where CBI coaching has enabled at least ten companies to secure a sustainable export position in Europe. Knapen’s conclusion was clear: ‘Private sector development generates jobs and helps DCs become self-reliant.’

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External Experts Day on ‘Inspiration for Development’: People Matter MostOn 29 February, 2012, CBI experts from all corners of the world descended on our new offices to enjoy a special External Experts Day. The programme consisted of inspiring speeches, workshops and networking opportunities. The theme was ‘Inspiration for Development’ and 145 experts participated. The three keynote speakers were well received. The first was Ruud Lubbers, Prime Minister of the Netherlands from 1982 to 1994, and currently Earth Charter Commissioner and founder of World Connectors, among other things. Speaker number two was Jane Hart, founder of C4LPT, one of the world’s most visited learning websites. The final speaker was Marc Cornelissen, a Dutch professional adventurer and environmen-tal advocate. In the afternoon session, several workshops on topics ranging from CSR and Effective Monitoring and Evaluation to Use of Social Media in Knowledge Exchange were held. One of the main conclusions regarding the theme: For all the technological advantages we currently enjoy, the drivers of knowledge are still the people who gather it, manage it and share it.Directly following the External Experts Day, an additional two days were set apart for experts from CBI countries to have more in-depth discussions on the subjects.

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Celebrating the made-for-trade attitude espoused not only by CBI, but especially by the SMEs and BSOs we work with, CBI launched an online Good Practice Platform in 2012 . The platform, freely accessible through our website, presents success stories of exporters and BSOs we’ve worked with down the years . Its aim is to share vital dos and don’ts with exporters and other players in the export field . In this chapter, we’d like to present a few examples .

5 Success stories

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The story that triggered our new online Good Practice Platform ‘CBI played a significant role in developing the  Sri Lankan fishery sector; its influence is still visible today. Our success is really based on the principles we gained from CBI's coaching.’ Roshan Fernando, President of Sri Lanka’s Seafood Exporters’ Association reflected in 2012 on taking part in a CBI ECP back in 1994 – and how in the 18 years since the sector has moved from insignificance to becoming a serious supplier of tuna to Europe.

Most of Sri Lanka’s tuna was exported to the Japanese auction market in the past. Demand fluctuated so much that export was losing its charm altogether. With the help of CBI, the Sri Lankans learned how to add value to their products, implemented sustainable fishery, and maximised opportunities on the European market.

Higher and more stable pricesSix years after the ECP began in Sri Lanka, Europe had already become the country’s main export market for tuna, accounting for as much as 70-80 per cent - from less than 5 to 10 per cent in ’94. By 2004, Sri Lanka had become the 10th largest exporter to Europe of fresh and chilled tuna loins (in vacuum packaging). By 2008 the country topped this list. Europe became the main export destination of most

Sri Lankan tuna exporters and their role on today’s European market is significant. For Mr. Fernando’s own company, Tropic Frozen Foods, Europe accounts for around 80 per cent of turnover, while it also offers more stable prices. Participation in the CBI programme also made Sri Lanka’s tuna fishermen more aware of the necessity of investing in sustainability. Long lining fishery is the only fishing method they practise today. Long lining is considered the most sustain-able fishing method available, as it avoids catch of discards and juveniles. Meanwhile, many tuna exporters are pursuing certification Friends of the Sea (FOS), an alternative to the more widely known Marine Stewardship Council (MSC) certification scheme. As a result of these efforts, Sri Lankan artisanal fisherman today receive the highest ex–vessel price in South Asia, if not in Asia, especially for chilled tuna loins.

A short intervention with long-term effectsOne of the key lessons CBI has drawn from this experience is that technical assistance does not have to be long-term to be successful. Careful selection of companies and a heavy emphasis on entrepreneurship can yield long-term success even through a relatively limited intervention. Mr. Fernando agrees: ‘Our story proves that given the right entrepreneurial mindset, a short-term CBI intervention can generate long-term success.’

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View a video on Eco-Benin

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Lessons learnedMr. Amoussou easily sums up lessons learned during these past years: ‘My first learning point was that I had to narrow down and focus on niche trade events in French-speaking countries. Next, I familiarised all our partners with Eco-Benin by inviting them to experience our product first-hand before representing us.’ Mr. Amoussou also learned that travellers are happiest if you are honest with them about what they can and cannot expect and that meeting with potential visitors personally hugely impacts response. ‘Another point is that we had to make our website traveller-friendly. Before, it was all about our consultancy services. CBI persuaded us to address travellers far more directly.’ Finally, Mr. Amoussou concludes, Eco-Benin learned to adopt a more integrated sales approach. ‘In the past, Eco-Benin focussed on boosting the sales of each individual commu-nity. Now, we offer a package, combining several communities. Travellers can experience Benin’s cultural diversity in a richer way, while business opportunities are spread out more widely.’

Bringing Benin’s Community-Based Tourism to Europe ‘Eco-Benin is becoming a model for sustainable tourism. We’ve been contacted by NGOs, inter-national institutions and the media. Our vision of community-based, sustainable tourism is spread-ing through West Africa,’ says Gautier Amoussou, Founder of Eco-Benin, a small community-based tourism organisation experiencing big successes. Eco-Benin is a not-for-profit organisation that thrives on developing and supporting eco-tourism programmes in remote villages of Benin. Founder Gautier Amoussou joined the CBI’s ECP for Tourism in 2009. By mid-2012, he had a firm foothold in Europe. Here are some of the achievements he logged during the ECP: - In just 2.5 years, the number of EU travellers

to Benin Europe rose by 160 per cent;- Between 2009 and 2011, turnover doubled,

enabling Eco-Benin to finance its own marketing and some community development activities;

- Eight tour operators now actively represent Eco-Benin in France and the Benelux and the firm has a good name among tour operators and journalists in these countries;

- The number of local communities in which Eco-Benin is creating tourism jobs has risen from five in 2009 to 12 in 2012. In 2012 Eco-Benin provided jobs to as many as 227 villagers.

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See more inspiring stories like the ones in this chapter

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Sales jumped from 125,000 US dollars in 1995 to 1 or 2 million US dollars annually between 1996 and 2012. Almost every two days a container filled with local products leaves her factory. Venus now employs over 250 staff, while a dozen or so local communities have become engaged in subcontract-ing to supply items to the company. Her company has economically affected over 1,000 families.

Fair tradeArt ‘n Nature was one of the first companies in the Philippines to implement community programmes and join the International Fair Trade Association. ‘We’ve applied the principle of creating shared value from the start,’ she says. ‘Value created for the company should also create value for the communities and environment.’ In recent years, the Venus Group has adopted the BSCI standard and the ISO 26000 guidance document in its efforts to improve its social responsibility.

Passion and joyIn addition to running her business, Venus is also president of Philexport Cebu and has received multiple awards as a role model and change agent. She has also actively contributed to many CBI capacity building programmes for both entrepre-neurs and local consultants in Cebu.

Agent of change CBI has a vast and colourful network of alumni. Quite a number of participants in training pro-grammes or ECPs have moved up the career ladder to CEO positions in reputable companies, some even becoming Ministers. One of these agents of change is Venus Genson. Venus is the owner of Art ‘n’ Nature, the mother company of the Venus Group in the Philippines.

Venus’ career began when as a 23-year-old she came across an indigenous woman peddling handmade baskets while nursing her one-week old baby. ‘I was moved to tears by her predicament,’ recalls Venus. ‘The feeling was so strong that I knew I needed to be part of a solution that would create a positive change.’ That encounter eventually led to the establishment of the Art ‘n’ Nature Manufacturing Corporation. Earning an MBA and ignoring job offers from large corporations, Venus set out to provide jobs for local artisans. Starting out as a street vendor selling craft items, she rapidly raised a strong company, exporting indigenous crafts to the USA, Middle East and UK.

Two containers a dayJoining a CBI programme in 1996 gave her business another major boost. Art ‘n’ Nature started to export not only to multiple markets in Europe, but also to Russia, Japan, Australia and New Zealand.

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Working together can be a challenge . But in today’s interconnected world of trade, politics and socio-economic complexities, it is both more urgent and more rewarding than perhaps ever before…

6 Working together

Multilateral

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For an account of this latest visit, please visit our website

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Locking arms with DG WTOOn 3 February, 2012, the Director-General of the World Trade Organisation (WTO), Pascal Lamy, paid CBI a visit. Dropping in at his own request as he did in 2009, Lamy spent two hours with CBI representatives. The meeting was also attended by the delegation of the permanent representation of The Netherlands, with ambassador for the United Nations Mr. Roderick van Schreven, representatives of Dutch trade and industry, the Ministry of Foreign Affairs of The Netherlands and NL Agency. Lamy’s intention was to discuss some of the trade constraints encountered in DCs. Lamy showed a keen interest in our programmatic approach – CBI’s answer to the challenges faced by SMEs in DCs in connecting with global value chains through exports. The visit highlighted CBI’s unique position at the focal point of international aid for trade policy and down-to-earth market activities. Lamy presented CBI with four questions:

1. How have dynamics in global supply chains impacted the CBI business model?

2. What are CBI’s experiences with result-based management?

3. Which challenges do exporters from DCs face accessing trade finance?

4. What insights into emerging trade factors might CBI’s new ‘Peer Groups’ contribute to the upcoming World Trade Report?

Reports on issues 1, 2 and 4 and a Policy Intelligence study on issue 3 were prepared in 2012 for presentation to Lamy during his visit on 7 March, 2013.

Participation in WTO activitiesAs a result of his visit, Lamy invited CBI to share its practical experience by taking part in WTO’s Expert Group on Trade Finance. He also requested CBI to keep WTO’s Aid for Trade team informed on lessons learned from evaluations and on the implementation of the new impact measurement methodology. Lamy also invited CBI to participate in WTO’s 4th Global Review of Aid for Trade in July 2013, including a session on ‘Tracing the future of Aid for Trade post-Bali’.

‘CBI and the WTO’s Aid for Trade initiative share several objectives. Among these common objectives is the promotion and enhance-ment of the role of the private sector in unlocking developing countries’ trade poten-tial. The full integration of developing countries into the global economy is at the core of the Aid for Trade mission statement and the tireless efforts of CBI are vital to achieving this.’

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A Memorandum of Understanding (MoU) endorsed in July, 2012, kicked off a new era in the collabora-tion between Ecuador and CBI, while providing CBI with a new angle on serving developing country economies. Having become an upper-middle income country (UMIC), Ecuador has been removed from the Dutch government’s country list, which means CBI can no longer invest government money there. However, the Ecuadorian government, eager to continue working with CBI, has overcome this obstacle by funding a joint project itself.

Cooperation funded by Ecuador’s government At CBI, we’re always on the lookout for new opportunities to fulfil our mission. Thus when the government of Ecuador, a country no longer on our country list, offered to fund cooperation from its own resources, we seized the opportunity. Our relationship with Ecuador is a good example of how second- or third-party funding can help us reach further.

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‘CBI worked successfully in Ecuador for many years. Ecuador was the first country in which we signed a partnership with a local BSO and conducted our first BSOD Programme. That BSO was CORPEI, Ecuador’s official trade promotion organisation at the time’, says Senior Programme Manager for Latin America, Erik Plaisier. ‘Our shared history appeared to have come to an abrupt end when Ecuador was removed from our country list – until Ecuador’s Minister of Trade came up with an alternative. He was especially eager for CBI to support a newly established trade and investment promotion agency, ProEcuador. Basically, the Ministry hired CBI to co-design and

support the implementation of a programme for and with ProEcuador.’ The programme will help Ecuador diversify its export markets, products and exporters, while also enabling ProEcuador to improve its service delivery to Ecuadorian businesses. Funds have also been reserved for supporting individual businesses. The MoU covers a period of four years. Comments Plaisier, ‘Not only does this approach mean we can operate in areas we wouldn’t be able to reach with our own budget, it also proves that CBI products are highly valued by our target groups.’

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TRIC: following CBI’s lead in market intelligence The TRIC network (Trade-Related Instruments Connected), a CBI initiative linking various European agencies involved in promoting exports from DCs, met twice in 2012. One of the areas in which the TRIC members work together is Market Intelligence (MI). CBI and Switzerland’s SIPPO agreed to co-develop MI for five sectors. Towards the end of 2012, Finland’s Finnpartnership con-nected with CBI to do similar work in six sectors,

Europe

two of which overlap with the CBI-SIPPO collabo-ration. CBI took the lead in the actual production of MI. ‘Our drive to collaborate is that we know it will yield greater results for our beneficiaries. In a time of budget cuts, we all have to achieve more with less effort. Collaboration and alignment are vital,’ says CBI’s Team Coordinator Market Intelligence, Janneke Vereijken. ‘The fact that the other mem-bers have agreed to give CBI a leading role in MI is a great compliment to our MI team.’

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NL Agency: sharing quick winsCBI’s integration with NL Agency has been described earlier in this report. Several general steps forward were taken in 2012. At the start of the year, a Task Force was formed with the purpose of exploring the two organisations’ complemen-tarity and the potential for synergy in integrating CBI and NL Agency. The Task Force was able to put forward some clear advice on these issues, while in some areas the two organisations started working together intensively. Here are some examples:- A joint programme targeting Vietnam’s garment

sector, in which both organisations invested complementary services;

- As a part of its Export Coaching activities for a number of companies from DCs, CBI made use of the Matchmaking Facility NL Agency uses to reach Dutch companies;

- Joint preparatory work was done to offer combined intelligence to Dutch SMEs on doing business with DCs. This intelligence is to be presented in a special portal called www.ondernemeninontwikkelingslanden.nl (doing business in DCs), scheduled for launching in April 2013;

Netherlands

- CBI and NL Agency staff participated in training programmes and presentations put on by each partner and collaborated in the fields of Monitoring and Evaluation and ICSR in Dutch Private Sector Development working groups.

Relying on PUM in BoliviaCBI continued its partnership in 2012 with PUM Netherlands Senior Experts, a non-profit organisation that offers businesses in DCs access to consultancy services. In June, an intensive business support programme was set up targeting Bolivia’s timber and tourism sectors. In the timber sector, PUM will act as an associate for a CBI-led business development association. In tourism, CBI and PUM will work together in training local tourism service providers, among other things. CBI and PUM also joined forces in 2012 in the field of impact measurement.

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IDH: timber, cashew nuts, aquaculture and tourismAn MoU was signed with IDH, the Dutch Sustainable Trade Initiative, in October, 2012. In the MoU, the two parties agreed that IDH would provide input for several sector studies and participate in CBI-led Peer Groups aimed at producing various MI products, while CBI, in turn, produced three tailored studies for IDH. The studies covered the timber, cashew nut and aquaculture markets.CBI and IDH also worked together on the implementation of programmes targeting Bolivia’s timber sector, aquaculture in Vietnam and Indonesia and tourism in Africa, among other places.

Advocating sustainable tourism with ASTIIDH was also among the partners CBI teamed up with in 2012 to launch the Accelerating Sustainable Tourism Initiative (ASTI). The initiative seeks to promote the Travelife certification scheme for sustainable tourism in a number of DCs as well as in European markets generating tourism. The first training programmes aimed at helping tourism businesses towards Travelife certification took place in Thailand, a highly popular destination for European tourists.

The partners involved in the ASTI project are IDH, MVO Nederland (the Netherlands’ national knowledge centre and network organisation for corporate social responsibility), ANVR (Dutch Association of Travel Agents and Tour Operators) and Travelife. CBI’s role in the partnership is to conduct training programmes in the target countries aimed at preparing participating tourism companies for Travelife certification and thus increasing their chances of attracting European business. These activities began in 2012. ‘The tourism industry tends to follow trends, which means sustainability is gradually becoming a hot issue in this sector,’ says CBI’s Programme Manager Wim van Heumen. ‘Many tourism companies in DCs are small businesses. Sustainability is less of a priority to them than simply attracting enough tourists. But it’s evident that sustainability will increase their chances if they recognise it and that ignoring it will eventually be fatal to business. Now is the time.’The Travelife scheme enjoys wide recognition, while offering participants the benefit of several different entry levels. It covers all of the main aspects of sustainability, from waste and water management to CO2 footprints, labour conditions and community development.

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Working and learning with ITC The mission of ITC, the International Trade Centre, an initiative of the World Trade Organisation and the United Nations, is to empower small business export success in developing and transition- economy countries. ITC does this mainly by providing sustainable and inclusive development solutions to the private sector, trade support institutions and policymakers. ITC and CBI are long-standing partners. The NTF II, a partnership agreement signed in March 2009, is one of the ties connecting the two, along with several jointly developed and promoted MI products.

The objective of NTF II is to create sustainable exporter competitiveness in selected sectors within selected partner countries by enhancing the capacity of Trade Support Institutions (TSIs), including sector associations, to provide effective services to SMEs. The programme, which runs from April 2009 to April 2013, included five NTF II projects, targeting the Information Technology (IT) and Information Technology-Enabled Services (ITES) sector in Bangladesh, the fruit trees sector in Kenya, the mango sector in Senegal, the Rooibos tea and automotive sectors in South Africa and the coffee sector in Uganda. Despite some adjust-ments, it is expected that the programme will

‘In the six years since I joined ITC, the Netherlands’ CBI has become an indispensable partner in the work we carry out to build bridges between small and medium-sized exporters in developing countries and importers in mature markets – especially in the European Union member states. As one of ITC’s trusted knowledge partners, CBI has played a decisive role in establishing a functioning value chain for thousands of exporters in developing countries: for coffee producers in Uganda; for horticulturalists in Kenya; for IT start-ups in Bangladesh; mango producers in Senegal; and for Rooibos growers in South Africa. I hope that this valuable and modern aid-for-trade partnership will continue to bring opportunities for exporters in developing countries for many years to come.’

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Patricia Francis, Executive Director, the International Trade Centre

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achieve the expected results with concrete changes at the outcome and impact levels. In 2013, the programme will be evaluated on output and, as far as possible, on outcome level. In 2014, an evaluation will be carried out at impact level.

Learning sessionsAgainst the backdrop of this partnership, representatives of ITC and CBI met twice for ‘learning sessions’ in 2012. Participants exchanged information and views on three main topics: monitoring and evaluation, programme design and performance management. ‘There is a lot of room for mutual learning,’ says CBI’s Programme Manager Monitoring & Evaluation, Kristine Ocon, who helped prepare the sessions.

In both fields, the two partners expressed the intention to work together more closely. New sessions are scheduled for 2013. In December, 2012, CBI submitted a proposal to the Dutch Ministry’s Sustainable Economic Development Department (DDE) for continuation of the partnership in a new NTF 3 programme. ‘The NTF partnership between ITC and CBI lies at the heart of Dutch policy regarding foreign trade and development cooperation and the empower-ment of SME export success in developing countries,’ comments CBI’s Deputy Managing Director Dick de Man. ‘Continuation is vital both from a policy and a strategic point of view.’

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For more Peer Group sessions see page 54

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Through MODINT, CBI began to develop ties with the German and French fashion industries in the first quarter of 2012. Among the other highlights of 2012 were two joint buyer missions to the Peru Moda and Colombia Moda fashion events, in April and July, respectively. Both are leading Latin American trade fairs (to view a film CBI had produced at Peru Moda, click here). CBI and MODINT jointly conducted fashion sourcing feasibility studies for Vietnam, Myanmar, Indonesia, Laos, Cambodia, Sri Lanka and Thailand. Two network seminars on sourcing were held in Germany with German branch organisation DTB (Dialog Textil Bekleidung), in the first and third quarters. MODINT also contributed to CBI’s Peer Group sessions on garment sector trends.

In October-November, CBI organised a seminar on sourcing in Vietnam through the Dutch Chamber of Commerce.

Agri-Profocus: promoting agricultural entrepreneurshipCBI formally became a member of Agri-Profocus (APF) in 2012. APF is a partnership with Dutch roots that promotes agricultural entrepreneurship in DCs. The network operates both in the Netherlands and in DCs. By promoting entrepreneurship and connecting producers with national and inter-national markets, APF members aim to open up market potential for business in DCs. CBI and APF have started exploring the potential for synergies in connecting their programmes, exchanging value chain reports and sharing contacts.

Networking and developing exports in the garment industry with MODINTHaving signed an MoU in 2011, CBI and MODINT engaged in numerous activities in 2012 aimed at developing and promoting garment exports from DCs to Europe. With over 800 members generating a joint annual turnover of 9 billion euro in the Netherlands (35 per cent of which is exported), MODINT is a leading association for manufacturers, importers, agents and wholesalers of clothing, including sports clothing, fashion accessories, carpets and textiles for interiors.

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Networking with Dutch and European employers’ organisations and associationsCBI had several meetings in 2012 with Dutch employers’ organisations FME-CWM and Koninklijke Metaalunie to discuss the interests of their members and to explore possible forms of cooperation. FME-CWM is the largest organisation in the Netherlands representing employers and businesses in the technological industry. The organisation actively promotes members’ interests nationally and internationally. It provides services to individual member companies and clusters of member companies and supports 120 trade associations. The Koninklijke Metaalunie (Royal Metal Union) represents around 13,000 members (SMEs) in the Netherlands’ metal industry. In 2012, CBI became an associate member of EPTDA, the European Power Transmission Distributors Association. Founded in 1998, EPDTA today is the largest pan-European organisa-tion of distributors and manufacturers of power transmission and motion control products,

setting the highest commercial, environmental, social and ethical standards. EPTDA represents over 200 companies in the industry, across nearly 30 countries – mainly in Europe and North America, but increasingly also in the Middle East and Africa.

Peer Group Sessions: bringing experts together for exporters CBI gave shape to a new form of collaboration in 2012 with its so-called Peer Group sessions. The sessions are one of the secrets behind the unrivalled value of CBI’s Market Intelligence Product Portfolio. They represent a new way of gathering, interpreting and disseminating market intelligence. Each session is a fertile environment for participants from relevant backgrounds – peers in other words – to get together and define the influences and trends for their respective sectors. Peer Group members are market experts and members of CBI’s extensive business network, i.e. trade watchers, importers, retailers, trade associations and other represen-tatives of European trade and industry,

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who volunteer to proactively contribute to addressing key challenges faced by SME exporters from developing countries. The output of the sector-specific sessions gives exporters the latest insights into key European market dynamics – equipping them to align their products with the specific requirements of European buyers. Going beyond data analysis, the Peer Groups focus on interpreting data and then translating them into specific exporter-oriented opportunities and considerations for action. CBI held 23 Peer Group Sessions in 2012.

‘As a member of the Peer Group for Home Decoration and Home Textiles, I consider CBI to be the linking pin enabling exporters/producers in developing countries to proactively anticipate emerging developments and trends on the Dutch and European markets. During our last Peer Group sessions, we encouraged each other as participants to take a fresh view on market demand and opportunities from the specific perspective of SMEs in the South. I’m certain this approach will yield real winners. In that sense, the Peer Groups are helping good companies and skilled workers to strengthen their own businesses and through Dutch and European players to offer consumers the very best the South has to offer.’ MADE

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CBI performed well in 2012 and our financial position confirms this . We ended the year with a positive result of approximately 640,000 euro . Being a not-for-profit organisation, this means we can adjust our product prices, offering both our clients and our principal more value for the same money . We also broadened our financial base in 2012 through funding by a number of external sources, such as the Ecuadorian government and several partner organisations . This resulted in increased revenues of 385,000 euro .

7 Key Figures

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Balance 31-12-2012 31-12-2011

EUR EUR

EqUITIES

Tangible fixed assets 432.048 676.172

Debtors 233.494 143.320

Loans/ accrued revenues 2.509.929 2.576.224

Inventories/work in progress 0 0

Current account RHB 3.375.992 1.326.539

Liquid assets 289.631 244

Total assets 6.841.094 4.722.499

LIABILITIES

Assets

* General reserves 2.022.800 1.890.796

* Disposal of surplus -1.500.000 0

* Profit 638.002 132.004

1.160.802 2.022.800

Provision NL Agency 0 541.500

Supplies/Work in progress 4.052.592 230.172

Creditors 980.734 1.288.940

Other debts 646.966 639.087

Total liabilities 6.841.094 4.722.499

Balance sheet account

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Cash flow overview 2012 2011

EUR (x1000) EUR (x1000)

Current account RHB as of 1 January 1.327 2.493

Total operational cash flow 3.622 -1153

Total investments -73 -536

Total book value disinvestments 0 523

Total investment cash flow -73 -13

Non-recurring payment to mother department -1.500 0

Non-recurring payment by mother dept. 0 0

Loan servicing 0 0

Loan facility request 0 0

Total cash flow from financing -1.500 0

Current account RHB as of 31 December 3.376 1.327

Cashflow statement

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Accounts of expenditure and revenue 2012 2011

EUR EUR

REVENUE

Revenue mother department 21.158.147 17.749.460

Revenue third parties 385.557 538.169

Interest received 27 1.076

Total revenue 21.543.731 18.288.705

EXPENDITURE

Personnel costs 392.988 182.163

Material costs 20.194.601 16.865.434

Depreciation charge 317.499 258.165

Interest payable 641 0

Total expenditure 20.905.729 17.305.762

Operating profit 638.002 982.943

Extraordinary profit 0 850.939

Profit 638.002 132.004

Profit and loss account 2012 (Incomes, Expenditures, Operating profit en Profit)

Content

Regional team

- Africa

- (including Middle East)

Regional team

- Asia

- (including Eastern Europe)

Regional team

- Latin America

More information

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Our Country Account Managers, Sector Account Managers and Product account managers share the

responsibilities to internalise knowledge, exchange knowledge, product development and innovation.

Organisational Chart

Research & Development

- Market intelligence

- Marketing & communication

- Sector- and Theme expertise

- Learning

- Strategy

- Monitoring & Evaluation

Mutual exchange

of intelligence

International network of external experts

Managing Director

Business Operations