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Canada Market Entry Study: Promoting Specialty Textile and Fabrics in Lesotho
Submitted by:
Tirelo M. Moepswa, PhD candidate in the Graduate School of Policy and Management at Doshisha University,
Kyoto, Japan
Submitted to: Trade Facilitation Office Canada (TFO Canada) and
International Development Center (IDRC)
September 2016
Acknowledgements This report was prepared by Tirelo M. Moepswa, PhD candidate in the Graduate School of Policy and Management at Doshisha University, Kyoto, Japan. The author wishes to acknowledge the many people whose cooperation facilitated the production of this report. In particular, our deepest thanks to the producers in Lesotho who took valuable time away from their businesses to participate in focus groups sharing their experiences in an open and sincere manner and providing the research team with invaluable insight into their daily activities and struggles in the Specialty textiles industry. In addition, the author acknowledges the important contributions of local NGOs and key informants for taking time from their busy schedules to meet with the research team. And finally, the IDRC and TFO Canada for providing the financial and logistical support necessary to complete this project. As always, any errors or omissions remain the responsibility of the author.
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Abstract The following report details the findings of an evaluation of the specialty textiles, fabrics and of the craft sector in Lesotho. It was carried out with the aim of promoting and facilitating Lesotho product entry into the Canadian market. As such, this report is concerned with building a market entry strategy for Basotho producers in this particular space. The evaluation is based upon a comprehensive review of available documentation and secondary literature related to the subsector in Lesotho. The primary data used in the evaluation was obtained through focus group discussions with the producers, written responses from the exporter profile form and through interviews with officials from supporting agencies such as Basotho Enterprises Development Corporation (BEDCO), Action Lesotho and Limkokwing University of Creative Technology. Informal contributions were also made by officials from the Ministry of Tourism Environment and Culture, the Ministry of Small Business Development, Cooperatives and Marketing, Private Sector Competitiveness and Economic Diversification Project as well as the Ministry of Development Planning. The report begins with an introduction of the project and its objectives, followed by the methodology employed. This is followed by an overview of the sector and its origins, the relevant stakeholders and current initiatives geared towards growing the subsector. Subsequent sections of the report reflect a SCOPE analysis of the subsector looking at the following key areas: current situation, core competencies, obstacles, prospects and expectations. Recurring themes such as lack of exposure and limited entrepreneurial skills are addressed in the latter sections of the report. On the basis of both internal and external factors, specific recommendations are made to guide Basotho producers on the best way to enter the Canadian market. Recommendations are also made to supporting agencies in the sector as well as Canadian importers.
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Table of Contents
Acknowledgements i
Abstract ii
Acronyms vi
Table of Figures vii
1.0 Introduction 1
1.1 Background of the project 1
1.2 Scope and Objectives 1
2.0 Methodology 2
3.0 Overview of the sector, stakeholders and current initiatives 3
3.1 Stakeholder Analysis 3
3.1.1 Artisans 3
3.1.2 Basotho Enterprises Development Corporation 3
3.1.3 Action Lesotho 3
3.1.4 Ministry of tourism environment and Culture 3
3.1.5 Ministry of Small Business Development, Cooperatives and Marketing 4
3.2 Existing Literature 4
3.3 Initiatives by supporting Agencies 5
3.3.1 Learning Journeys 5
3.3.2 Training 5
3.3.3 Lesotho Enterprise Assistance Program 5
3.3.4 Proposed Tourism and Handicraft information Centre 6
4.0 SECTORAL ANALYSIS 6
4.1 SCOPE Planning Model 6
4.2 Situation 7
4.2.1 Infant Industry 7
4.2.2 Experienced Individuals 8
4.2.3 Formal and Informal 8
4.2.4 Multiple product categories 9
4.3 Core Competencies 9
4.3.1 Skills 9
4.3.2 Cultural concept and heritage 9
4.3.3 Resilience 10
4.3.4 Brand Lesotho 10
4.4 Obstacles 11
4.4.1 Skills transfer 11
4.4.2 Lack of entrepreneurship skills 11
4.4.3 Production Inputs 12
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4.4.4 Logistics/Transport challenges 13
4.4.5 Product Classification and Tariffs 13
4.4.5 Lack of Exposure 15
4.4.6 Social perceptions 15
4.4.7 Stakeholder relations 15
4.5 Prospects 16
4.5.1 Emergence of the Millennial Consumer 16
4.5.2 Canadian Market Access Initiative for LDCs 16
4.5.3 Current trends in Imports to Canada 17
4.5.4 Increased Demand for sustainability and Eco‐friendly Products 18
4.5.5 Eco‐friendly Materials 18
4.5.6 Exchange Rates 19
4.6 Expectations 19
4.6.1 Sectoral Data 19
4.6.2 Increased Exposure for Artisans 19
4.6.3 Increased youth participation 19
5.0 RECOMMENDATIONS 20
5.1 Recommendations for Basotho Producers of specialty textile, fabrics and crafts 20
5.1.1 Pricing 20
5.1.2 Product Designs 20
5.1.3 Communication 21
5.1.4 Product Quality 21
5.1.5 Online Presence 21
5.2 Recommendations for producers 22
5.2.1 Thorough Research on the Canadian Market 22
5.2.2 Understand Canadian Tariff Treatments 22
5.2.3 Incoterms 22
5.2.4 Product Design 22
5.2.5 Pricing strategy 23
5.2.6 Product Quality 23
5.2.7 Communication with Buyers 24
5.2.8 Labeling 24
5.2.9 Capacity 24
5.2.10 Linkages to the Canadian Market 24
5.3 Recommendations to Supporting Agencies in Lesotho (Government and Private) 25
5.3.1 Continuous Development of Export Capacity 25
5.3.2 Data Generation 25
5.3.3 Recognize the role of the sector beyond economic benefits 25
5.3.4 International Marketing of Lesotho and its Products 26
5.3.5 Online presence 26
5.3.6 Coordinated and active online strategy 27
5.3.7 Active social media strategy 27
5.4 Recommendations to Canadian buyers/Importers/Wholesalers 28
5.4.1 Familiarity with Lesotho and the context 28
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5.4.2 Confirm producer Capacity 28
5.4.3 Be specific and follow‐up 28
5.4.4 The South African Influence 29
Appendix A – TFO Canada Exporter Profile Form 30
Appendix B ‐ List of Producers Consulted 34
Appendix C ‐ Focus Group Ground Rules and Questions 36
Appendix D‐ Synthesised Focus Group Data 37
Appendix E ‐ Key Informants 41
Reference List 42
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Acronyms B2B Business to Business BEDCO Basotho Enterprise Development Corporation
CAD$ Canadian Dollar
CGTA Canadian Gift and Tableware Association
DBOT Design‐Build‐Operate‐Transfer
GPT General Preferential Tariff
IDRC International Development Research Centre
ILO International Labor Organization
ITU International Telecommunications Union
TFO Trade Facilitation Office
LDC Least Developed Country
LDCT Least Developed Countries Tariff
LEAP Lesotho Enterprise Assistance Program
LMC Lesotho Mountain Crafts
LPI Logistics Performance Index
LTDC Lesotho Trade Development Corporation
MNF Most favored National Tariff
MSME Micro, small, and medium enterprises
NGO Non‐Governmental Organization
O & M Operation and Maintenance
RTM Route to Market
SCOPE Situation, Core competencies, Opportunities, Prospects and Expectations
SME Small Medium Enterprise
UNCTAD United Nations Conference on Trade and Development
UNESCO United Nationals Educational, Scientific and Cultural Organization
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Table of Figures FIGURE 1. SCOPE ANALYSIS DIAGRAM ......................................................................................................................... 7
FIGURE 2. PRODUCER EXPORTING EXPERIENCE .......................................................................................................... 8 FIGURE 3. PRODUCER PRODUCT CATEGORIES ............................................................................................................. 9 FIGURE 4. PRODUCER ANNUAL TURNOVER ............................................................................................................... 12 FIGURE 5. LOGISTICS PERFORMANCE INDICES (LESOTHO) ........................................................................................ 14 FIGURE 6. TRADE FACILITATION INDICATORS ............................................................................................................ 14 FIGURE 7. MARKET ACCESS INITIATIVE TREND .......................................................................................................... 18 FIGURE 8. PRODUCER GENDER BREAK‐DOWN .......................................................................................................... 26
1.0 Introduction 1.1 Background of the project
This consultancy is the result of a collaboration between two Canada based organizations; the International Development Research Centre (IDRC) and Trade Facilitation Office Canada (TFO Canada). The project involved carrying out a comprehensive study of small and medium scale specialty textile, fabrics and crafts in Lesotho. The product range under this umbrella includes garments, home décor, fashion items and accessories. The main purpose of the study is to develop an export strategy for products from this sub‐sector to Canada. Thus, the study has generated a database of producers and built a business case for these exports. Special attention has been given to how enhanced trade in this space could provide employment opportunities for Basotho women and youth. This market entry study informs the target audience (practitioners and policy analysts) about the most updated information from the specialty textiles, fabrics and crafts sector, the strategic relevance of the sector, provides a contact database of entrepreneurs in the sub‐sector, conducted interviews with entrepreneurs and experts and proposes practical solution to overcome barriers to trade with Canada.
1.2 Scope and Objectives a). Provide an overview of the specialty textile and fabrics sector in Lesotho. This includes:
I) Exploring existing literature on the sector as well as gathering up to date information
from relevant stakeholders.
ii) Global or local initiatives in Lesotho by the government or non‐government agencies
aimed at promoting trade of specialty textiles and fabrics to the global markets.
iii) An illustration of potential additional value in bilateral trade with Canada as a result of
enhanced participation by Basotho producers of specialty textiles in export.
b). Provide a profile of small specialty textile, fabrics and crafts producers (the initiative does not
cover large scale enterprises already engaged in mass produced textiles and fabrics).
I) Identify 10 to 50 small enterprises as potential exporters.
ii) Use the data collection instrument to acquire enterprise details (Name, contact details,
line of products, size of business, and other relevant information).
c). Build a detailed business case strategy for Basotho producers to enter the Canadian market. Multiple market environment factors should be considered in coming up with the strategy including but not limited to:
I). Tariff rates ii). Exchange rates iii). Transport and logistics
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iv). Degree of adaptation of products to the Canadian market
2.0 Methodology
This project was carried out over a two‐month period, from April 1st until May 22nd 2016. The initial phase involved contacting multiple stakeholders. At this time, correspondence was primarily via email and telephone, building up to the fieldwork phase of the project. This phase also involved extensive desk review of related policy and other relevant documents. The consultant also compiled a preliminary producer database based on this initial information gathering. A purposive sampling framework was developed taking into consideration the conditions set out by IDRC and by TFO Canada to direct this project. The TFO Canada Exporter Profile Form was physically disseminated to 20 identified enterprises1 that fit the profile in the lowland cities of Maseru, Teyateyaneng and Leribe. The second phase of the project involved in‐depth consultation with identified small and medium entrepreneurs (SME) producers2. This was achieved via focus‐group discussions involving 7‐8 SME representatives at a time. Two sessions were conducted in Maseru and one in Teyateyaneng for producers from the area including those from Maputsoe and Hlotse in Leribe. The discussions in the focus groups were guided by major issues that emerged based on responses provided in the Exporter profile instrument disseminated in the previous phase3. Further to this, the sessions included extensive discussion regarding challenges and opportunities in the sector. This included, opportunities not only in terms of increased sales but also creation of gainful employment for the women and youth of Lesotho as stated in the primary objectives of the study4. Key informant consultations were also carried out under this phase, both formally and informally. Based on recurring themes from the data collection phase, as well as focus group discussions, the research team engaged various stakeholders to further explore these issues. The informants were selected from government departments, development agencies as well as from the private sector5. The consultant had identified the Ministry of Tourism, Ministry of Trade and Industry, as well as the Ministry of Small Businesses, Development, Cooperatives and Marketing as central to this study. Consultations were also undertaken with officials from Basotho Enterprise Development Corporation, Lesotho Revenue Authority, Action Lesotho, Private Sector Competitiveness and Economic Diversification project as well as Limkokwing University of Creative Technology.
1 See Appendix A. 2 See Appendix B. 3 See Appendix C. 4 See Appendix D. 5 See Appendix E.
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3.0 Overview of the sector, stakeholders and current initiatives
3.1 Stakeholder Analysis 3.1.1 Artisans
Unlike renowned crafts and specialty textile exporters in other countries in Africa such as Ghana, Mali and Kenya among others, Basotho artisans are relatively unknown in this space. The visibility of their products to the world market is very limited and existing literature is also minimal. However, there is a growing interest in the crafts and specialty textile sector in Lesotho. Middle‐aged women, mostly weavers who received training in the 60s and 70s, have always largely dominated this space and overall there has been limited success with regards to export endeavors. More recently, a few young Basotho are showing interest in unique, local knowledge to produce high value products with potential for export to global markets. The sector is still very much in its infancy in many respects, but the potential for valuable trade opportunities does exist for Basotho in this space provided they obtain the required support to further improve the quality of their work as well as adapt existing products for the global markets. Some of the unique products provided by the Lesotho specialty textile markets include mohair weavings, beadwork, pottery, leatherworks, bags and jewelry. 3.1.2 Basotho Enterprises Development Corporation
The Basotho Enterprises Development Corporation is a parastatal of the Lesotho government established through an Act of parliament in 1980. The corporation is placed under the ministry of trade and a board of directors through the Chief Executive Officer manages industry and its affairs. The purpose of BEDCO is to establish and develop indigenous Basotho‐owned enterprises across all sectors. The corporation’s mandate gives particular attention to the promotion of entrepreneurial skills (BEDCO, 2014). BEDCO offers Business Advisory Services, Business Training, Business Support Services as well as Technical Skills training. 3.1.3 Action Lesotho
Action Lesotho is an Irish Non‐Governmental Organization doing humanitarian and developmental work in the Kingdom of Lesotho, through aid from the Republic of Ireland. Their involvement covers Enterprise development, Agriculture, Health & Nutrition and Skills development. It is through this initiative that a company called Lesotho Mountain Crafts (LMC) was formed in 2013. LMC is an organization in its own right, but also serves as an umbrella association, which does marketing of products and training of artisans from fourteen different companies. 3.1.4 Ministry of tourism environment and Culture
Under this ministry, the department of culture is tasked with developing culture in Lesotho. This includes the documentation protection and conservation of both tangible and intangible culture. (Government of Lesotho, 2008). These include fine arts, crafts, performing arts and others related. In collaboration with the ministry of trade, this department has in the past offered training to Basotho involved in the handicrafts sector training. The department continues to offer support as and when it is deemed appropriate(ibid).
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3.1.5 Ministry of Small Business Development, Cooperatives and Marketing
The specialty textiles and fabrics sector in Lesotho falls under the auspices of the newly established ministry of Small Business, Development, Cooperatives and Marketing (Government of Lesotho, 2016). The Micro, Small and Medium Enterprises (MSME) policy cites the decreasing number of Basotho miners employed in South African mines as one of the major reasons for a renewed focus on MSMEs. To put this into context, in the early 1990s, about 50% of Lesotho’s Gross National Income was attributed to remittances from Basotho mine workers in South Africa and about half of Basotho male labor force were under the employ of South African Mines (ibid). Therefore, not only does this decline hurt the Lesotho economy by way of income, it also adds to the challenge of unemployment in the Kingdom. In 2008, the Lesotho Bureau of Statistics put unemployment rates at 21.2% for males and 24.6% for females (Key Indicators) whilst a 2012 report by the International Labor Organization (ILO) reported an estimated 38% rate of youth unemployment. The informal sector participation is almost split in half with 53% male and 47% female (ILO, 2012). However, the importance of women is emphasized by their almost two thirds ownership of overall small businesses in Lesotho (ibid).
3.2 Existing Literature There is a limited body of existing work on this subsector, a factor that makes analysis of the sector difficult to achieve. A study by McComb (2013) commissioned under the Private Sector Competitiveness and Economic diversification program sought to present best practices on handicraft development in Lesotho under the current circumstances as well as identify, evaluate and map key stakeholders in the sector. The study also sought to identify current levels of capability, shortcomings, challenges as well as opportunities in the sector, then come up with possible solutions and supporting partners for such. Some of the findings included the lack of entrepreneurship as well as over‐reliance on donors. However, the study also highlighted the strengths that exist within the handicrafts sector in Lesotho, such as the rich traditional heritage and the color aesthetic displayed by the artisans. This study goes further to recommend a consolidated approach to business development services, in light of the existing duplication of efforts by multiple supporting agencies (Ibid). Another notable study undertaken on this sector is the feasibility study on the prospects of a proposed Tourist Information and handicraft Centre in Maseru through a PPP approach (CRISIL, 2014). The study was undertaken by CRISIL Risk and Infrastructure Solutions Limited of India. Even though the study was not specific to the handicraft sector alone it generated key findings such as the lack of responsiveness to international markets by local producers, citing the disassociation with the market as the main contributor in this case (Ibid). Some of the recurring themes in the few studies done on the sector include lack of entrepreneurship skills as well as capacity to produce for the export market. For the aforementioned weaknesses, this study recommended a specific training and artisan capacity building, which also includes a combined central handicraft marketplace, artisan resource Centre and tourism information Centre (CRISIL, 2014).
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3.3 Initiatives by supporting Agencies 3.3.1 Learning Journeys
In 2012, Action Lesotho engaged an international textile consulting firm with extensive experience in the Eurasian markets. The task was to assess the crafts sector and determine a baseline that could be used to develop a functional sub‐sector with potential for export. A lot of positives emerged out of the exercise but there were a number of shortcomings as well. Due to the lack of international market knowledge and exposure, the standard and quality of most products meant they were uncompetitive beyond the borders of Lesotho. This development led to a recommendation of what they refer to as “Learning Journeys”. These journeys were designed to expose the artisans to art and craft beyond the borders and have them see what they were up against in the international space. The first of these recommended journeys took place in early 2013, and sixteen Basotho artisans traveled to Cape Town to attend the Design Indaba. For some of the artisans it was the first trip outside the country, while for others it was the first time they had traveled beyond the Orange Free State province in South Africa. At the Indaba, there was an opportunity for the artisans to learn without being participants themselves, to aesthetically appreciate work done by fellow crafters and have an honest evaluation of where they stood vis‐a‐vis the work they were viewing. 3.3.2 Training
Companies under the LMC umbrella have been undergoing development training as there has been clear evidence of a need to equip the artisans in a technical sense. For about 3 years to date, the artisans have been undergoing design training including color waves as well as color mixing. Despite years of experience as dye technicians, some of the artisans were still not aware of which primary colors to mix in order to derive a secondary color they wanted to use. Another issue that arose and revealed low technical knowledge was the designing of new pictures amongst the weavers. It must be noted that initial training in mohair weaving was done as far back as the 60s and 70s when foreign artists who came down to start weaving companies created the designs at this time. The designs from as far back as the 60s were still in use today largely because the artisans were not in a position to create their own. However, since the design training under LMC there has been more manipulation of designs and the ability to extract sections of existing work and use it differently. 3.3.3 Lesotho Enterprise Assistance Program
Under the Private Sector Competitiveness and Economic Diversification Project, there is the Lesotho Enterprise Assistance Program (LEAP). This program is not specific to artisanal enterprises alone but was set up to directly provide technical and financial assistance to Basotho‐owned private firms, mostly MSMEs, in order to strengthen their business capacity. Some enterprises in the specialty textile, fabrics and crafts sector have been beneficiaries of this program. LEAP offers mentoring services, cost‐sharing grant services as well as specialized business development services. Some of the artisans acknowledged the strides they have made as a result of support received through the LEAP program. Under the cost‐sharing grant scheme, artisans have been able to attend trade fairs and expos in neighboring South Africa to showcase
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their products. As a result, they built relationships that eventually resulted in them receiving orders for their products. 3.3.4 Proposed Tourism and Handicraft information Centre
The Ministry of Tourism, Environment and Culture, through assistance from the World Bank, has undertaken a feasibility study under the Private Sector Competitiveness and Economic Diversification Project (CRISIL, 2014). The study sought to establish the feasibility of establishing a Tourism and handicraft Information Centre in Maseru. A Public‐Private partnership is proposed as a model for this project and the private partner is expected to oversee operations and management, as well as promotion of arts and crafts. .
4.0 SECTORAL ANALYSIS 4.1 SCOPE Planning Model The SCOPE planning model is a multi‐dimensional tool used in sectoral analysis, which takes into consideration, past, present and future conditions. The dynamism of SCOPE means it presents an ongoing analysis of events and the categories are interlinked as well as relevant. SCOPE is an abbreviation for Situation, Core Competencies, Opportunities, Prospects and Expectations.
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Figure 1. Scope Analysis Diagram
Source: Webb, 2012
4.2 Situation 4.2.1 Infant Industry
The situation in the specialty textile, fabrics and crafts sector in Lesotho is that of a sector in its infancy. Infancy in that a lot of governmental and non‐governmental support is necessary to see the sector through into a stage of self‐sufficiency. This is an approach which always divides opinion as support in the “infant‐industry theory” refers to protection either in the form of subsidies or tariffs. Currently, Basotho artisans in the form of weavers compete with well‐resourced mohair processing factories from South Africa for supply from the farmers. These are two countries in two totally different stages of industrialization, and therefore targeted, temporary and not so excessive protection might be considered in order to save the emergent industry on the Lesotho side.
Prospects
Emerging millennial
consumer
Market Access Initiatives
Increased participation
in Canada
Increased demand for
Eco‐ friendly products
Situation
Infant Industry
Experienced Individuals
Informal/formal
Multiple product categories
Expectations
More data on sector
Increased exposure
Increased youth
participation
Obstacles
Lack of Entrepreneurship
skills transfer
Logistics/Transport
Production inputs
Lack of exposure
Social perception
Stakeholder relations
Core Competencies
Skills
Concept/heritage
Brand Lesotho
Resilience
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4.2.2 Experienced Individuals
Despite the relative infancy of the industry itself, there are many artisans who have been part of it for decades. Across multiple product categories there is diversity as far as age‐groups are concerned, however the dominant demographic still remains middle‐aged women who acquired their skills through training received from as far back as the 1960s. One of the artisans who participated in this study started her enterprise informally in 1975. Such vast experience and knowledge is crucial when it comes to crafting policies as well as strategies relevant to the subsector. These individuals have a different perspective to that of policy makers and therefore can offer their wisdom and assist in shaping the future trajectory of the industry. Figure 2. Producer Exporting experience
Source: Authors' computation based on the survey data 4.2.3 Formal and Informal
A key characteristic of creative sectors in developing economies is the concurrent existence of informal and formal enterprises. The situation in Lesotho is no different as few enterprises in the specialty textile, fabrics and crafts operate away from the formality of governmental, commercial and civic institutions as is normally the case in developed economies. In place of cultural institutions and bureaucracies is cooperatives and vendor associations. Another notable observation is the lack of emphasis on intellectual property by the artisans. In summary, the informal elements within the sector contribute greatly to the difficulty in assessing scale and vibrancy of the subsector, this as a result of the challenge in obtaining formal economic indicators. According to the United Nations Conference on Trade and Development (UNCTAD), employing methods that are able to identify and acknowledge the connections between the informal and formal sectors will be particularly useful for policy development as well as analysis (Creative Economy).
10%
23%
7%7%
33%
20%
Previous Export Activity
Germany
USA
UK
Canada
South Africa
Others
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4.2.4 Multiple product categories
The sector comprises of artisanal work across multiple product categories (See Figure 3). This product diversity allows Basotho producers opportunities to enter multiple markets on the international stage. Products from this sector include leather products, wool and mohair weavings, jewelry products, horn carvings, sandstone paintings, garments and related fashion accessories. This variety of products if developed well present a foundation of a diversified product portfolio and therefore can be leveraged as a competitive advantage over competing sectors in other countries. Figure 3. Producer Product Categories
Source: Authors’ computation based on the survey data
4.3 Core Competencies 4.3.1 Skills
The sector is comprised of skilled artisans, both young and old yet it is predominated by elderly women trained from the 1960s to 1980s, primarily by foreign missionaries from Europe. Youth represent a significantly smaller segment of this sector. Some youth bring notably high levels of graphic design knowledge inspired by Lesotho heritage. There are youth artisans coming up with innovative products made from recycled material including jewelry and fashion accessories. These skills are what forms the foundation of this subsector and represent one of the core competencies of the specialty textiles, fabric and crafts sector in Lesotho.
4.3.2 Cultural concept and heritage
Products in this space across multiple categories carry with them a reflection of the traditional way of life in Lesotho. The work produced reflects cultural practices as well as renowned geographical features. From graphics work on a clutch bag bearing the traditional Mokhibo dance, to a handwoven tapestry showcasing the Maloti mountains. The artisans still demonstrate great pride in creating work they identify with and one that they can fully lay claim to. This aspect
15%
50%
10%
10%
5%5%5%
Product Categories
Leather
Wool&Mohair
Jewellery
Textile Design
Sandstone
Felted figures
Garments
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can be leveraged across products and markets in order to provide the fundamental basis for competitive advantage, as well as enhance the end consumer’s experienced benefits. 4.3.3 Resilience
The resilience in this sense is two pronged; it is in reference to the survival skills and perseverance displayed by some of the enterprises in this space, as well as the unique combative nature of what is now known globally as the creative economy, to which this sector belongs. On account of events as narrated by the artisans and relevant stakeholders, multiple obstacles have presented themselves along the way; in the form of failure to attract enough young people, losing skilled labor to large scale factories both in Lesotho and South Africa, a generally unrewarding business environment, as well as social perceptions about creative and cultural industries. Some enterprises have folded in the face of these challenges, but the majority still remain, and this is a testament to their resilience and resourcefulness. The second point relates to the global creative economy and statistics revealing its performance both during and post the 2007‐2008 global economic downturn. The UK department of culture released information revealing an 8.6% growth in the creative industries for 2011‐2012, while the wider economy registered just 0.7% growth in the same period (Creative Industries, 2013). The United Nations Educational Scientific and Cultural Organization (UNESCO, 2013) reports an average of 12.1% annual growth rate in exports from developing countries belonging to the creative industry between 2002 and 2011. 4.3.4 Brand Lesotho
This competency ties in with the cultural/heritage influence on products. Lesotho is known as the “Kingdom in the sky” because the entire country lies more than 1000 meters above sea level. The lowest point in Lesotho lies at about 1400 meters above sea level. It has been confirmed as the only independent state in the world possessing such characteristics (Rosenberg, 2004). This characteristic does not only have a bearing on climatic conditions but touches every facet of life in Lesotho. The terrain has shaped the settlement patterns in the country, historic battles, farming practices as well as infrastructural development. Lesotho’s topography has been harnessed in the form of multiple water projects, as a destination for mountain hiking and setting up of ski resorts. In 1996, Lesotho produced about 3500 tons of wool/mohair annually from the small stock industry, an industry that dates back to the 1800s (Phororo, 1996). Due to the comparatively colder climate in Lesotho, continued adaptation and generations of crossing breeding has produced breeds of small stock with a thick coat of mohair and therefore suited to the altitude. The sale of live animals as well as mohair is an important source of income for the rural communities. This point marks the beginning of the value chain for the weaving industry, which is a big part of the specialty textiles, fabrics and crafts sector. It is from these goats and sheep that have adapted to the conditions, reared mostly by rural farmers in the mountains of Lesotho, that Basotho weavers source the mohair to make their creations for both the domestic and export market. This competency requires leveraging to create value as it is unique to Lesotho.
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4.4 Obstacles 4.4.1 Skills transfer
The potential of the subsector to evolve into a fully‐fledged job creator is largely hampered by the lack of interest from Basotho youth, especially in the mohair weaving and tapestries business. One of the major reasons is that creative industries just like in most developing nations are frowned upon in Lesotho and therefore struggle to attract young people. The majority of producers are elderly, some of whom used to be factory employees who were laid off and decided to start their own enterprises. They have in turn made several attempts to pass their knowledge onto the younger generation but without success. They also cite the slow income generation of the industry as another factor discouraging youth participation since they don’t possess the requisite temperament. There have been instances in the past where they have roped in younger people for training but as soon as they had acquired enough knowledge and skills they left for the employ of mass producing factories in neighboring South Africa. 4.4.2 Lack of entrepreneurship skills
Some artisans demonstrated sound entrepreneurial skills as well as an understanding of business
planning and financial management. However, from the financial overview section of the data
collection tool as well as interaction in the focus group discussions it was evident that there is a
general lack of understanding. Basic details such as annual turnover (See figure 4) for the past
two years and size of company assets were not always readily available. The Global
Entrepreneurship monitor (GEM, 2011) identified basic primary and secondary education as key
to entrepreneurial success. They posit, on the basis of data generated from over 100 countries
that, despite the favored myth of the college‐drop‐out turned millionaire, basic education as a
requirement is common sense. The report further states that growing an enterprise beyond the
hand to mouth existence is a sophisticated undertaking that requires an array of skills, knowledge
and the ability to think abstractly (GEM, 2011).
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Figure 4. Producer Annual turnover
Source: Authors’ computation based on the survey data
4.4.3 Production Inputs
The seasonal nature of mohair shaving presents a significant challenge for weavers to have a
consistent output all year round. As the main raw material in the weaving industry, mohair is
highly sought after by both small and large‐scale processors. Shaving season normally
commences in the winter, and for those that still source the mohair directly from the farmers in
the mountains, it’s the most crucial window for the production year ahead. Decisions have to be
made in terms of the amount of mohair acquired as the next window of shaving opens in the
winter of the following year. Not only do producers have to stockpile the mohair for regular
production, they also have to factor in instances where they get bigger orders of their products,
a situation that is not always manageable according to the producers. This strain is further
compounded by the fact that they have to contend with competition from larger scale mohair
processing companies from neighboring South Africa sourcing mohair from Basotho farmers.
Another challenge with regards to production input centers on the reality that there is no leather tannery in the whole of Lesotho. Thus, artisans producing leather products such as bags, shoes and belts have to source good quality leather from neighboring South Africa. This significantly increases the costs of production, a development that results in the hiking end product prices in order to recoup expenses. The same applies to sourcing the necessary accessories to make these products. A producer cited situations where they had to source magnets from the United States of America in order to complete their bags. It is evident that economic advantage is eroded by the path most value chains follow in this subsector.
50%
20%
5%
15%
10%
Annual Turnover (US$)
<5000
5001‐10000
10001‐15000
<15000
No Info
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4.4.4 Logistics/Transport challenges
The general consensus among the producers is that costs related to shipping are prohibitive. Lesotho’s landlocked nature means it takes multiple trips to get goods to international ports of exit, coupled with the challenges of a mountainous terrain, this leads to increased costs of transportation. An interesting example is the fact that on average, shipping a 40 ft. container from Durban to Maseru costs about $500 more than a similar container to Gaborone, Botswana. This is despite the fact that the latter is a further 500 kilometers away from Durban. There are few companies operating in the courier and international postage space in Lesotho, and this also makes for an uncompetitive environment that results in further expenses being borne by the producers. Producers attest to instances where they have turned down orders or failed to fulfill them on account of the exorbitant costs of shipping. A World Bank study from 2014 (See Figures 5 & 6) cites another factor inflating the costs of trade: high transit overheads, including bribery and superfluous services (Logistics Performance). For landlocked countries such as Lesotho, exporters are not only governed by the regulatory and administrative practices of their own country but also have to adhere to demands of their transit neighbors, in this case South Africa. Producers expressed their frustration with the complicated and unclear nature of procedures at the border, which turns out to be both time and resource consuming. Such an environment then becomes a breeding ground for bribery and other forms of malfeasance. 4.4.5 Product Classification and Tariffs
The complicated nature of procedures at the border that producers make reference to include among others the classification of goods under the Harmonized System and by extension the tariffs. The ambiguity in product descriptions is the biggest challenge to product classification globally, and it is no different in Lesotho. The producers cite the technical nature of the information as well limited support from both the Lesotho Revenue Authority and other supporting bodies as some of the factors that further complicate the export process for them. Due to the fact that customs duties are paid based on HS codes, misclassification in the past have resulted in producers overpaying on duties based on the tariff rates. It must be pointed out however that issues of misclassification are not unique to the kingdom of Lesotho.
14
Figure 5. Logistics performance indices (Lesotho)
Source: World Bank Logistics Performance Index, 2015
Figure 6. Trade Facilitation Indicators
Source: Aid for Trade, 2015
0
1
2
3
4
5Overall LPI
Customs
Infrastructure
Internationalshipments
Logistics competence
Tracking and tracing
Timeliness
2014 2007 LDCs
0.000.200.400.600.801.001.201.401.60
Informationavailability
Advance rulings
Appeal procedures
Automation
Procedures
Governance andimpartiality
Lesotho LDCs
15
4.4.5 Lack of Exposure
Engaging in international marketing requires one to understand the business climate beyond the borders of one’s country. There is a lack of knowledge about international markets among most Basotho producers in the specialty textile, fabrics and crafts subsector. There is limited knowledge of what the international markets seek in terms of product quality and development. The lack of exposure also means Basotho artisans miss out on potential opportunities to sell their products, either in the form of market access agreements or events to showcase such as international exhibitions. Familiarity with international market trends allows one the motivation to test themselves out against fellow producers from around the world, a development that leads to enhanced quality of products. 4.4.6 Social perceptions
Evidence from the Journal of Marketing point to a perception about hand made products containing and transmitting the artisan’s “essence” in the form their love for the product, in a way that machine made products cannot (Fuchs, 2015). Whilst this sentiment borders on worship for the artisan in the developed world, the opposite is true for less advanced economies. In most developing countries, the creative industries are frowned upon and viewed as a place for poorly educated people who were not intelligent enough with their heads and therefore had to resort to working with their hands. It is common practice to suggest art and crafts for students who are deemed not intelligent enough as early as primary school. Since this flawed idea is instilled in people from their formative years, it becomes a prevalent perception in society and therefore shapes people’s views on creative industries and even how they relate with people operating in that space. This therefore means artisans in developing countries such as Lesotho are confined to stereotypes that in turn influence all things linked to creative industries including policy. 4.4.7 Stakeholder relations
The relationships between the multiple stakeholders in the specialty textile, fabrics and crafts
subsector is key in ensuring the growth and progress of the industry. It is safe to say the synergies
between these stakeholders could be better. The attempted coordination of efforts has its gains
reversed by evident rifts among stakeholders, particularly producers and the supporting
government and non‐governmental organizations. Some of the issues raised include the
formulation of policy itself, a section of artisans raised a point of dissatisfaction with regards to
consultations for policy. They lament being denied a role to play in contributing to policy that in
the end affects them and their livelihood directly. Bodies tasked with policy implementation also
cite being under resourced as a great impediment to their ability to execute their mandate.
16
4.5 Prospects 4.5.1 Emergence of the Millennial Consumer
Even though the age bracket is not definite, millennials are a generation of consumers born
between the years of 1977 to 2000, and are now entering the peak years of their spending (Fisk,
2015). LinkedIn reports a total of 87 million millennials on their platform and put the total global
population of millennials at 2 billion, making this the largest and most connected generation
(ibid). The influence and composition of millennials varies by region and context. In terms of
numbers, countries such as India with 209 million and China with 193 million are home to the
largest millennial populations (Euromonitor International, 2015). However, the relatively low‐
income averages in the aforementioned countries limits the impact of their consumption. It is in
countries such as Germany, Japan, Canada, US and the UK where millennials are reshaping the
consumer space as they are averagely well paid and exist in numbers. The highest paid millennials
are however found in Switzerland, Denmark, and Norway, but represent a smaller population
(Millenials Infographic, n.d.).
The relevance of the global millennial consumers to the specialty textile, fabrics and crafts sector in Lesotho is in their characteristics. The story behind the product is more appealing to the millennial consumer than the product itself, and Basotho artisans produce work with notably rich pride and heritage. This element dovetails with the desires and beliefs of millennial consumers. Reference here is limited to fashion items made from traditional Basotho blanket; fridge magnets and wall hangings made from sandstones and showcasing life in Lesotho; handmade jewelry made from recycled material; tapestries made from mohair sourced from farmers in the mountains of Lesotho. All of these creations possess the “story” element that appeals to millennials. Fisk (2015) highlights the social consciousness of millennials, and reports that 62% of millennials are willing to pay a premium for products that align with their values. As this consumer demographic continues to shape world markets, it also presents an opportunity for producers in Lesotho to leverage their core competencies and tap into the millennial consumer market. 4.5.2 Canadian Market Access Initiative for LDCs
There are 48 countries eligible to export to Canada duty free under the Canadian Market Access
Initiative for LDCs, Lesotho being one of them. This initiative was launched in 2003 by the
Government of Canada and is governed by the General Preferential Tariff (GPT) as well as by the
Least Developed Countries Tariff Rules of Origin Regulations or LDCT Regulations as they are
commonly referred to (TFO, Canada, 2015). The LDCT Regulations are enforced by the Canadian
Customs Tariff Act and will remain valid until December 24th, 2024. Prior to introduction of the
Market Access Initiative, imports from Lesotho and other developing economies were subject to
a 19% duty rate on average (ibid). This high import duty proved prohibitive to the quest of
businesses in developing and emerging economies to export to Canada. The rate then was
determined by either the Most Favored Nation Tariff (MNF) or GPT. The following excerpt from
TFO’s report on Market Access Initiative captures this development (Ibid).
17
January 2015 marked a coming into force of two major amendments to the LDCT regulations. The
amendments are relevant to Lesotho in that they make exporting textiles and garments to
Canada easier.
I) The first change relates to inputs like yarn, sewing thread and fabric. The Rules of Origin
Preference Criteria B and C were repeated because some of these inputs already entered
Canada on a duty‐free basis under the MFN. The section of the Guide on Rules of Origin
offers more detailed information on this topic
ii) The second change reflects amendments to the list of GPT beneficiary countries. The
government of Canada wanted to withdraw benefits from 72 higher income and trade
competitive countries. Based on feedback from LDCT stakeholders, however, this was
abandoned. Instead the LDCT Regulations were revised to Include a grandfather clause
that maintains the same benefits for all GTP countries until 2024.
Note: GPT countries are relevant for the Market Access Initiative in terms of inputs that may be
sourced from these countries. Goods produced in any of the 48 LDCs with inputs from GPT
countries can still qualify for duty‐free export to Canada if the fulfil the Rules of Origin
requirements.
Source: TFO Canada, 2015
4.5.3 Current trends in Imports to Canada
In 2013, the total Canadian import bill stood at CAD$ 400 billion, and only 1% (CAD$ 4 billion) of
that total represented goods from LDCs (TFO Canada, 2015). However, evidence points faster
growth in imports from LDCs than other countries over the ten year prior to that (2003‐2013).
The trend shows a 22% compounded annual growth for LDCs, while the rest of the world
combined posted 4%. Of the top 10 imported goods from LDCs, five are textile and apparel goods
(Ibid). For the 48 LDCs under the Market Access Initiative (See Figure 7), this represents almost
50% exports to Canada in comparison to 3% for all other countries (TFO Canada, 2015).
Text Box 1 LDCT Ammendments
18
Figure 7. Market Access Initiative Trend
Source: TFO Canada, 2015 4.5.4 Increased Demand for sustainability and Eco‐friendly Products
Another prospect for Basotho producers presents itself in the form of sustainable fashion. This fashion movement is positioned counter to the more prevalent ‘fast fashion’ trend. It promotes sustainable practices and global awareness by placing emphasis on ‘slow fashion”, which advocates for among others employment of craftspeople, small production numbers and reduction of waste (TFO “Apparel”, 2015). Toronto‐based Fashion Takes Action is one of the many international organizations and NGOs in the fashion industry actively promoting fair labor and responsible supply chain practices (ibid). This includes appealing to ethically minded consumers and buyers by demonstrating fair business practices as well as narrating the story behind the artisans and producers of your products. That has proven effective in generating interest from consumers who are part of this movement (TFO Canada, 2013a). 4.5.5 Eco‐friendly Materials
Some of the artisans in the Lesotho crafts sector utilize reclaimed and recycled materials, mostly
paper, to produce jewelry and fashion accessories. Recent global trends also point to a pairing of
contemporary designs with natural materials such as natural wood, natural dyes and fibers,
coconut shells and vegetable fibers. Lessening the environmental impact of industries is taking
Centre stage and consumers are increasingly looking to be associated with products that are eco‐
friendly (TFO Canada, 2015b). The Canadian Gift and Tableware Association (CGTA) estimates the
Canadian home décor market at $10 billion (TFO Canada, 2013b). In 2013, CGTA conducted a
survey of Independent retailers in the Canadian housewares market. In this survey, 47% of
retailers surveyed indicated they will buy eco‐friendlier products, 48% said they will buy the same
amount, while only 5% reported a willingness to buy less than they had previously purchased
with regards to environmentally friendly products (TFO Canada, 2013b). The environmental
impact of producing handmade tapestries, woven fashion items and felted figures is minimal.
This therefore presents a great opportunity for Basotho producers to enter this space and play a
meaningful role.
567 776 765 833 907 1,114 1,330 1,5031,986 2,139 2,324
0
1000
2000
3000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Total Imports CAD$
Year
Canadian Imports from Least Developed Countries Under theCanadian Market Access Initiative
(2003‐2013 $CAD millions)
19
4.5.6 Exchange Rates
The Lesotho government operates a fixed exchange rate regime under which the Lesotho Loti is pegged 1:1 to the South African Rand (Central Bank of Lesotho, 2006). One of the greater benefits of this arrangement as far as the two countries are concerned is the elimination of transaction costs and foreign exchange rate risk. Further to that, what bodes well for producers is the historical and gradual depreciation of the South African Rand against the US Dollar (ibid). In January of 2016, the Rand reached an all‐time low of 16.84 against the US dollar (Strydom and Dludla, n.d.). Currency fluctuations impact both importers and exporters significantly. In the case of exporters, an appreciation in local currency impacts them adversely while a depreciation yields the opposite. Therefore, it is safe to assume that the continued gradual depreciation of the South African Rand presents a great window of opportunity for Basotho producers of Specialty textile, fabrics and Crafts in the global market space. The depreciation of the Rand and by extension the Loti represents a decrease in dollar value of Lesotho products in the global market.
4.6 Expectations 4.6.1 Sectoral Data
Currently there is limited documented information of this subsector. Statistics as to how many people are employed under the crafts subsector as well as its economic output are not readily available from either the bureau of statistics or the Lesotho Revenue Authority. As aforementioned, the subsector consists of both formal and informal operators, a factor that requires a multi‐pronged approach to putting numbers around it. The expectation however is that with increased interest in the subsector as well as the current ongoing initiatives, there will be more data generated which will in turn guide policy accurately. Data will also prove useful in determining the potential of the subsector as a job creator and income generator for the economy of Lesotho in the long run. 4.6.2 Increased Exposure for Artisans
With the continued flow of information as well as the initiatives currently in place, one of the main expectations is that artisans will gain further knowledge and understanding of how the international market operates. It is easy to make sweeping conclusions that Basotho artisans lack exposure to international market practices, the fact is some within the subsector are informed enough about some of the opportunities, trends and practices currently dominating the international market sphere. However, with increased connectivity and Initiatives such as Learning Journeys, there would be increased exposure thus influencing the creative process and allowing the producers to enhance their competitiveness on the international stage. 4.6.3 Increased youth participation
With increased data generation on the sector coupled with accurate and targeted interventions the expectation is for the sector to gradually move forward, by way of increased participation and output. As more attention is given to the sector and it gains international exposure, there is a strong likelihood that more youth will start taking note of the sector and partake actively to move the subsector forward. With the aforementioned social perceptions, however, the process of realizing potential benefits of collaboration and integration is much slower than it should be.
20
In summary, the creative industry will prove to be a platform that brings together both young and old, and this should see increased participation of younger people with time.
5.0 RECOMMENDATIONS
5.1 Recommendations for Basotho Producers of specialty textile, fabrics and crafts The following recommendations were formulated for Basotho Artisans in the specialty textile and fabrics sector intending to export to the Canadian market. The recommendations were informed by studies conducted by TFO Canada on Canadian importers and their expectations; key characteristics of Canadian consumers; as well as trade practices. These studies also reflect the general activity of LDCs including Lesotho, on the import space in Canada. Further to that, the research team’s interaction with government, non‐government stakeholders and Basotho producers in the form of focus group discussions as well as information provided on the TFO Canada exporter profile form generated insights that were key to putting together this list of recommendations. As indicated in previous sections of this report, there are opportunities in the Canadian market for Basotho artisans and small enterprises in the specialty textile, fabrics and crafts sector. However, there is need for a significant amount of work to be put in before inroads into the Canadian market can be made. Based on the demands and the competing products in the Canadian market, it would be difficult for Basotho producers to succeed in their efforts to export. Prior to presenting the recommendations, this section looks at specific issues of concern as far as the producers are concerned. 5.1.1 Pricing
It became evident during the course of the study that most producers had limited understanding of their cost of production as well as the positioning of their product either in the domestic or international market. The aforementioned are two key points that are influential in a pricing strategy. Products are priced for buyers or consumers, but there seems to be less consideration for that and therefore some of the prices come across as uncompetitive. Producers cited instances in the past where they have failed to reach agreements or felt cheated when they discovered the retail value of their products. All this ties in with the lack of entrepreneurship skills mentioned in previous sections, and points to a weak or completely absent pricing strategy. 5.1.2 Product Designs
The distinctive nature of Basotho products is a case of the gift being the curse as far as creativity and progress are concerned. Features such as the Mokorotlo hat, Maloti Mountains and the three kings of Lesotho are distinctly Lesotho, and anyone who resides outside the kingdom but has knowledge of it would probably recognize them right away. That said, designs bearing these features and others similar have marginally evolved from those created in the 1960s and 1970s when the weaving industry into existence. Despite diverse product lines, without further manipulation of these designs, the products become similar and less complementary. This then affects the appeal of the products to the potential buyer and results in lesser sales. It is worth mentioning here that this does not apply to all enterprises consulted for this project, and there are a small number of (primarily youth owned) enterprises producing new and modern designs.
21
5.1.3 Communication
For producers currently exporting and those with previous experience, significant communication issues were reported. Whereas some producers are savvy in their dealings with international clients, there is evidence of poor communication from the producer side when it comes to issues such as providing updates on orders. Some of the producers casually apportion the blame to dissimilar channels of communications between them and international buyers, largely the fact that they are not computer literate and therefore cannot communicate via email readily. This is another point that reflects poorly on the business aptitude of the producers. In a route to market (RTM) strategy, communication channels are essential and therefore one cannot be in a different medium of communication to that of the customers and expect success. It must at least be evident that efforts are being made by the entrepreneur to address the particular anomaly. 5.1.4 Product Quality
Quality concerns arise largely from the inability of certain producers to standardize their products. Despite the ongoing training and advisory initiatives by supporting bodies such as Action Lesotho as well as BEDCO, there still remains inconsistencies in the quality of products. This has in the past resulted in some goods being deemed unacceptable by a foreign buyer and the producer having to remake them in order to fulfil the order. Another issue highlighted is in relation to the raw materials used to create the products. For example, quality mohair is proving difficult to acquire as a result of the aforementioned competition with South African mohair processing factories. This leads to producers settling for lesser quality mohair, which in turn affects the general quality of the products. 5.1.5 Online Presence
Only one of the 20 enterprises and artisans consulted in this study had a website where they
showcase their designs and share the story behind their products. Others appear under umbrella
websites of NGOs and cooperatives. It is also worth pointing out that some producers have made
efforts to set up social media profiles for interaction with potential clients, but overall there
seems to be apathy on the part of producers to enhance and maintain an active online presence.
This presents a missed opportunity for Basotho artisans in the specialty textile, fabrics and crafts
sector.
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5.2 Recommendations for producers 5.2.1 Thorough Research on the Canadian Market
Two of the consulted enterprises already had experience in exporting to Canada, that said they still don’t have an understanding of the market structure and expectations of buyers in the Canadian market. All producers intending to enter the Canadian market must familiarize themselves with the basic requirements of export to Canada, as well as distribution channels for specialty textile, fabrics and crafts. There is a series of product‐specific market reports offered by TFO Canada to potential exporters in client countries. Lesotho qualifies as a client country and therefore Basotho producers should register with TFO Canada6 in order to access these reports. 5.2.2 Understand Canadian Tariff Treatments
Trade agreements with Canada are determined by the country from which the goods originate. Even though tariffs can range from 0 to 35% depending on the product, countries such as Lesotho find themselves in favorable export positions due to classifications as LDCs and also by virtue of being beneficiaries of initiatives such as the Market Access Initiative. Producers must therefore familiarize themselves with all preferential tariff treatments available to Lesotho made products entering the Canadian market. As an example, a 0% tariff on Lesotho made products represents an attractive proposition for both the producers and Canadian importers, but only if they know about it. Once again BEDCO in collaboration with the Lesotho Revenue Authority could impart this knowledge to both producers and agents alike. Not only regarding the Canadian market but other global destination of Lesotho products. 5.2.3 Incoterms
If Basotho producers are going to consistently engage in conversations about international trade, they must learn and master incoterms. These are terms developed by the International chamber of commerce and used internationally to provide consistency and reduce misunderstanding in dealing with shipments. Regarding ownership and insurance of goods, incoterms indicate where the exporters responsibility ends and where the importers responsibility begins. They also aid in clarifying what is included in the selling price and what is not. Due to the fact that Canadian Importers will use this terminology to present their terms, It’s important that the producer at the other end of the discussion is conversant with Incoterms, whether they export directly or indirectly. BEDCO as the developer of small enterprises could be the implementing body through some of their existing services. 5.2.4 Product Design
According to one stakeholder who also has vast experience as an artisan, the technical aspect of work being done in Lesotho is lacking. Even though this particular stakeholder is engaged in constant training and capacitation of some of the producers, there is need for a structured training program that would allow the producers to improve the design of their products. Most importantly the producers should embrace design trends and strike a balance between that and remaining true to their Lesotho roots. Canadian consumers tend to place high importance on
6 TFO Canada website : www.tfocanada.ca
23
style and design. For producers in the shawls and scarves space, the design trends in Canada for the year 2015 reflected a favor for patchwork leather, knitted neckerchief, long scarves as sash ties and infinity scarves. Producing goods that are in line with trends in the Canadian market is going to be key in the success of Basotho artisans. This is going to require constant consultations with the agents, buyers and designers in order to gain better understanding of trends in the Canadian market. 5.2.5 Pricing strategy
There is a need for Basotho producers to put together pricing strategies, and such strategies are built largely upon solid evidence of an existing cost structure. Establishing the cost structure of one’s business should allow them to seek alternatives that can allow them to drive down costs along the value chain. Beyond that, key considerations must be made with the buyer in mind. In a B2B scenario, do the products present an opportunity for the buyer to make profit? It is also essential for the pricing to reflect a level of consistency across the product line. The producers must always display a willingness and ability to negotiate, it is a critical skill in international business. It is a fact that some of the enterprises will face the challenge of profitability and therefore find it difficult to readjust pricing to the request of the buyer. That in itself is key to the costing and pricing strategy, and must be taken aboard as a reference point for future business by the producers. Canada like other developed markets offers distinct price points at low, mid and high‐end segments. Due to competition in multiple product categories, there is evidence that retailers are now carrying items at a wider range of price points as a strategy to capture consumers in both the luxury and mid‐range segments. Therefore, when Basotho producers develop both the products and the pricing strategy, it’s important that they have an idea of where they are positioning which products. Once the producers get accustomed to the market and establish themselves, it will be essential for them to offer new products with fresher designs for them to keep up with changing trends as well as maintain the interest of the consumers. 5.2.6 Product Quality
Quality is another key factor for Canadian consumers and buyers. Basotho producers don’t
necessarily have to produce multiple identical products, but particular attention must be given
to the consistency of both design and dimensions. The craftsmanship of the product should be
of a higher standard whether it’s the accuracy of color or the sewing. It is worth noting that there
is a big market opportunity for products made using materials and techniques that are not
commonly used in the Canadian market. Currently, handmade products made from prima cotton
and alpaca wool from Latin America are doing well in the Canadian market. This is also largely
due to the story of the craftspeople and artisans who make these products. These developments
present a great opportunity for Lesotho made products, such as the handmade tapestries made
from mohair.
24
5.2.7 Communication with Buyers
Producers in Lesotho have to use similar communication platforms as the buyers. This will allow for frequent and constant communication that enhances chances of getting orders or completing them to the buyers’ satisfaction in cases where an order has already been made. In cases of a language barrier as is often the case with producers who cannot communicate in English, efforts must be made to overcome that barrier either by seeking assistance from supporting organizations or a registered agent. The same applies to instances where producers are not technology savvy enough to communicate via email and other electronic platforms. 5.2.8 Labeling
Fashion accessories made from textile materials are guided by Canada’s Textile and Labeling Act.
Key labeling considerations in the act includes: fiber content, care instructions, dealer identifying,
as well as country of origin. The Act also prohibits buyers from importing, selling or advertising
consumer textile products bearing false or misleading claims of fiber content. The excerpt below
explains the risk of non‐compliance.
Text Box 2 Risk of Non‐Compliance
Risk of Non‐Compliance: Importers have reported that a major cause of delay in the release of
exports is poor or improper labels applied by the supplier. In serious cases, shipments that fail to
meet all labelling requirements may be destroyed or ordered removed from Canada. Exporters
should consult with their buyer and approve drafts of labels prior to sending
Source: TFO Canada, 2015b 5.2.9 Capacity
Many producers believe they have the capacity to export to the Canadian market. This belief comes across as baseless because there is limited knowledge of the Canadian market among the producers. It is important for artisans in this sector to have a clear understanding of what products and how much they can supply to the Canadian market based on their current capacity. The recommendation is for the companies to perform an honest self‐assessment of their capabilities with the following key considerations;
i) Current production capacity ii) Ability to alter products to meet Canadian market specifications iii) Ability to effectively communicate with Canadian buyer/ability to appoint an
agent to oversee the export process on behalf 5.2.10 Linkages to the Canadian Market
As mentioned in sections prior and on the basis of research undertaken for this project, direct exporting to Canada by Basotho producers would not be suitable as a route to market. The highlighted issues and considerations that need to be made prior to exporting in most cases will require the attention of an agent or broker that Basotho entrepreneurs can work through to reach the Canadian market. Such an agent could oversee production, delivery and payments. On the Canadian side the recommendation is for the producers to register with TFO Canada in order to link up with reputable Canadian buyers. TFO Canada offers advice on how to go about finding
25
a Canadian buyer, as well as what to do once a Canadian buyer is found. It is worth mentioning that TFO Canada has over 1500 registered Canadian buyers and wholesalers looking for products from developing countries such as Lesotho. This approach will allow the producers to identify the appropriate niche markets within Canada and avoid falling into the trap of large retailers seeking large volumes and low prices. Basotho producers in this space do not have the capacity to mass‐produce for the large‐scale retailers such as Walmart or Joe Fresh. 5.3 Recommendations to Supporting Agencies in Lesotho (Government and Private) The role of government and non‐government agencies cannot be emphasized enough in growing the Specialty textile, fabrics and crafts sector. This section addresses issues that act as impediments to the development of the sector and suggests possible approaches to addressing the issues. 5.3.1 Continuous Development of Export Capacity
Continue developing the export capacity of Basotho producers in the Specialty textile, fabrics and crafts sector through education, mentoring, programming as well as on‐going engagement to ensure success. This can be achieved by the following;
I) Determine the best way new companies can access market research services and business development planning as way of ensuring capacity is gradually being built over time
II) Create peer‐to‐peer linkages within the sector such that experienced exporters mentor novices. It is the most effective learning process for new entrants
III) To ensure that beyond the export conditions set out by the Lesotho Revenue Authority (LRA), export‐oriented companies are given support in terms of trade related information of markets they are attempting to enter
5.3.2 Data Generation
Rigorous data collection is required in this sector as there is currently no solid evidence base. Hard data is essential for the development of policy as well as sound decision making in relation to the sector. Studies must be commissioned by the government of Lesotho to generate statistics that measure the sectoral outputs as well as growth rates. It is currently almost impossible to perform any quantitative analyses on the sector because of the lack of hard data on the sector. From these statistics, government can create a dashboard of sectoral performance indicators that allows them to track the growth and progress of the sector. Another recommendation derived from a suggestion made by a producer in one of the focus groups is for government to broaden the evidence base by commissioning a study to ascertain the underlying reasons behind lack of youth attraction to the Specialty textile fabric and craft sector in general. The Lesotho Bureau of Statistics as the body mandated should be in charge of generating this key data. 5.3.3 Recognize the role of the sector beyond economic benefits
As mentioned in prior sections, the sector and the rest of the creative industry is perceived differently. It is viewed as a sector for old and poorly educated people. That perception is also fueled by the lack of foresight by government in recognizing the benefits of the sector beyond purely monetary benefits. Developing this sector automatically means an achievement of people‐
26
centered, inclusive and sustainable development. Cultural expression transcends the purely economic benefits and empowers social groups that would otherwise be marginalized in a ‘business as usual’ setting (see Figure 8). The recommendation is for government to recognize both the monetary and human development goods that come with developing this sector, and make them central to its advocacy for the sector. Robust M&E strategies backed by hard data are required to achieve such human development objectives. Figure 8. Producer Gender Break‐down
Source: Authors’ computation based on the survey data
Note on Session 3: This session did not include any male participants, as it was conducted with producers in
Teyateyaneng and Leribe, an area predominated by female producers.
5.3.4 International Marketing of Lesotho and its Products
Like most developing countries in Africa south of the Sahara, Lesotho remains a fairly obscure and unknown country. For consumers around the world to relate to the story behind handicrafts produced by Basotho, they first have to know about Lesotho. The task to market a country is often left to agencies in charge of tourism promotion, and it is common for strategic goals of the tourism sector to be ineffective for the artisanal sector as they are more fixated on the inflow of tourists and foreign direct investment but less focused on enhancing visibility of craftwork. The strategic objectives of the Lesotho Tourism Development Corporation (LTDC) point to the same trend. LTDC with the assistance of the ministry of foreign affairs and International relations would be the relevant body to pursue this recommendation. 5.3.5 Online presence
The International Telecommunications Union (ITU, 2015) reports 3.5 billion active internet users
globally as of this year, and most of them are found in developed nations. Digital retailing (e‐
commerce) is growing in Canada as it is in the rest of the world. About 12% of total sales globally
now take place online, and it is also estimated that 50% of store sales is influenced by information
that is available digitally (Mckinsey, 2016). This highlights the importance of an online presence
for any enterprise or sector aiming to enter markets internationally. Attending expos and trade
0 1 2 3 4 5 6 7 8
Session 1
Session 2
Session 3
Focus Group Participation by Gender
Male Female
27
fairs in Canada on a regular basis is an unlikely achievement for Basotho enterprises due to the
financial constraints they and the government face.
5.3.6 Coordinated and active online strategy
The Lesotho government and supporting agencies should invest in a website solely dedicated to the promotion of Specialty textile, fabrics and crafts and not as an afterthought within the promotion of tourism. The website should showcase the artisans, the story behind their products and a full catalogue of the creations. The website should be created with the input of multiple stakeholders including the artisans themselves and should be built with the long term intention of handing it over to a committee of enterprise representatives for day to day running as a fully developed e‐commerce website. As the body, corporate responsible for enterprise development, Basotho Enterprise Development Corporation (BEDCO) should be tasked with the day to day operation of the website in the formative stages until such a time that it is deemed self‐sustaining. This development will in the long term provide a reliable and profitable avenue for artisans as well as eliminate multiple trade barriers to both Canada and the rest of the world 5.3.7 Active social media strategy
The task of foreign missions is to advance the strategic objectives of the country abroad, this includes promotion of products and services offered by the home country. Therefore, Lesotho foreign missions should be at the forefront of promoting Basotho handicraft to the international community, especially on social media platforms which come at minimal to no cost. Social media presence requires a strategy, and it is not always the case with corporate and government entities. Lesotho foreign missions are no exception as most of the social media accounts are dormant with last activity dating as far back as 4 years ago. Even with the involvement of TFO Canada, the Lesotho High commission in Ottawa will remain the primary reference point for Canadian buyers and potential customers seeking to know more about products from Lesotho. Therefore, the Lesotho Embassy in Canada should work in tandem with other Lesotho missions around the world to develop an active and coordinated social media strategy to market Lesotho and her products encompassing the following:
I) Social media Plan: This is a plan for the calendar year that allows whoever is in charge a structure to operate within. This includes an editorial calendar that saves time and guides the strategic planning of content by topic and date. Holidays and other dates significant to Lesotho and the sector can be penciled down and activities for such be planned on time. This also allows for planning in terms of the implementation format as well as the frequency of updates.
II) Choice of Platforms and activity alignment: The choice of platform should be made
on the basis of which platform would derive the most benefit. Consumer subgroups
reside in multiple platforms, and therefore there must be awareness of suitability
when choosing platforms. For example, an application such as Pinterest is very
popular among fashion enthusiasts and would prove ideal for the promotion of
Basotho specialty textiles and fabrics. Canada has the fifth highest number of
Pinterest users in the world. That said Facebook is still the most popular social media
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platform and would also be ideal in that sense. In a nutshell, such key considerations
must be made in choosing platforms. In a case where multiple platforms are chosen,
aligning activity across all of them is key. Content disseminated across the platforms
must be aligned and consistent to avoid creating confusion among the audience.
III) Staying Active: This is the most important aspect of social media in that without activity the social media presence is pointless. In this information age its essential to share and engage with the audience on social media. Participants want to be as much consumers as they are producers of content online. Therefore, it’s important to build a rapport with them and eventually develop a relationship. As mentioned before, there is evidence of Lesotho foreign missions on Social Media just as there is of multiple other entities. That said the activity must not be sporadic and information disseminated without structure. It is important that this social media effort is a coordinated activity that foreign missions can stand fully behind.
5.4 Recommendations to Canadian buyers/Importers/Wholesalers 5.4.1 Familiarity with Lesotho and the context
It is important for Canadian buyers looking to import from Basotho producers to acquaint themselves with Lesotho on a contextual level. The best way of achieving that would be to send a representative to the country so that they have firsthand experience of their product source. This will allow them to have a better understanding of the cultural influence on the artifacts and allow them to tell the story of the artisans to Canadian retailers as well as consumers better. Familiarity with Lesotho will also allow buyers to have an appreciation of the challenges faced by Basotho producers of specialty textiles, fabrics and crafts on a day to day basis. Such an experience strengthens business relations in that it is easy to find common ground in negotiations. If a visit to Lesotho is not feasible, the recommendation is for extensive research to be done prior to placing orders. 5.4.2 Confirm producer Capacity
In addition, when making orders from Basotho producers, the buyers should have general knowledge of producer capability and therefore avoid scenarios where orders are not fulfilled because they are beyond the producer’s capability. It is not an easy confirmation to make as most of the information used to assess capacity is self‐reported. In the focus group discussions, Basotho artisans were eager for Canadian buyers to visit Lesotho is order to perform an assessment for themselves, so as to avoid misunderstandings in dealings. 5.4.3 Be specific and follow‐up
When dealing with Basotho producers it will be important for Canadian buyers to be as specific as possible because any ambiguity may lead to unpleasant consequences. There are issues of color, designs, dimensions and other product specifications when doing business in this sector and therefore the specificity of the details provided will determine the type of product the buyer gets. In addition, there is a need to make constant follow ups to check on the progress of the order. Handmade products are always at risk of delays in an industry such as this due to conditions beyond the producer’s control. Socio‐economic conditions take different forms in
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affecting the general business environment of developing countries, and Lesotho is no exception. These disruptions can come in the form of power or water outages as well as absenteeism in the workplace due to illness or bereavement in the family. 5.4.4 The South African Influence
Canadian buyers must also be aware of the type of relationship that exists between Lesotho and
South Africa. Not only is Lesotho wholly surrounded by South Africa, the Lesotho currency (Loti)
is pegged to the South African Rand 1:1, therefore every economic activity that impacts the South
African Rand, directly does the same to the Lesotho Loti. South Africa has strong labor union
movements that often down tools to express their dissatisfaction until such a time that their
demands are met. This occasionally affects the cross‐border trade between the two countries
since Lesotho is dependent on South Africa for 90% of its imports (AGOA, 2015). Some of the
imports include production inputs of the Specialty textile, fabrics and crafts sector such as tanned
leather, dyes, magnets and many other accessories.
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Appendix A – TFO Canada Exporter Profile Form
NB: This information is solely intended for TFO Canada internal use and will only be shared with external parties such as buyers with the expressed consent of the exporter.
Registered on TFO website? Yes No Will be Sector: _
I. CONTACT INFORMATION
Company Name: ________________________________________________________________
Representative Name(s): __________________________________________________________
Title(s): ___________________________________________________ Gender: Male Female
Address: _____________________________________________________________________
Phone: _________________________ Mobile: __________________Fax: __________________
Email: __________________________ Website: ______________________________________
Social media: LinkedIn _______________________________Facebook_____________________________
Other (please specify) ___________________________________________________________________
II. THE COMPANY
a. Type of Company (i.e. company established as Manufacturer/Producer, Trading House, etc.) and
brief description of your operations: _________________________________________________________________________________
____________________________________________________________________________________________
b. Is your company officially registered as a corporation in your country? Yes No Will be Registration number_____________________
c. What is the ownership Structure of the company : (Also indicate Year Founded: __________)
Private Company Publicly traded Co-Operative State-owned NGO Other:________
Male-owned/managed (2/3) Female-owned/managed (2/3) Mixed ownership
Disadvantaged-group management/ownership (e.g. indigenous group); describe: ____________
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d. What is the size of your plant and overall premises (land)? __________________________
e. What full-time and part-time employment is generated by your company? (approximate figures)
Full-time: Male _____ Female_____
Other employment (e.g. part-time & via suppliers): Male_____ Female_____
Location of most of this Employment: ___________________________________
f. Financial overview of your company
Size of the company’s assets (USD $)
Turnover in 2014 and 2015
What is the name of your main local bank
Do you currently get bank financing form your local bank? Yes No
If yes, please specify purpose (e.g. equipment financing, cash flow) __________________________
If you export, under what terms are you working for payments?
What is the size of your budget for export promotion on the Canadian market? _________________
g. What standards (e.g. ISO, HACCP, organic, health, labour, GAP) are you currently certified for:
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
h. Describe any Corporate Social Responsibility activities (e.g. fair trade certification, environmental protection, community support, etc.):
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
III. EXPORTING EXPERIENCE
a. Do you have export experience? NO YES
b. Main products available for export:
Product Per Unit Price Production Capacity Export Capacity
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c. Describe recent export transactions below (including to Canada) and indicate (in $US) export sales in your most recent fiscal year: Canada ________ Rest of world: _______
Product Destination Value (USD) Year
d. Logistics
What is your freight forwarder and their contact details (Name, email, phone number) ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What export documents are required from the local authorities beyond the bill of lading, commercial invoice and packing list? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Do you usually ship on an FOB or Ex-Work Basis? _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________
IV. EXPORTING TO CANADA a. Exportable Products targeted at the Canadian Market (Please describe the product line &
product presentation in detail, you can also include or attach images of products):
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________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
b. Do you have an Agent or representative in Canada? NO YES If Yes please complete below
Name Address (City) Product Line (if applicable)
c. Any additional information on your company, products and export objectives (please include additional product related information in separate documents: photos, catalogues, prices, company presentations:
__________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
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Appendix B ‐ List of Producers Consulted
Name of Company Contact Person Contact Details Product type
1. Chabeli sand designs and pictures
Ntate Mokhethi Chabeli
+266 58865317
Sandstone Products (Wall hangings and fridge magnets
2. Elelloang Basali M’e Manthabiseng Rammalane
+266 57240665 [email protected]
Tapestries/Weaving
3. Elisa Craft M’e Mamokonya Mohanoe
+266 59992634 Fashion/clothing
4. Fusi Leather Ntate Fusi Khoali +266 22322066 +266 59410278 [email protected]
Leather Products
5. Gender Entrepreneurship & Media Institute
M’e Mpho Letima +266 28900950 +266 63016631 [email protected]
Seshoshoe Clothing and fashion accesories
6. Haka Productions Ntate Tumane Thabane
+266 62863051 +266 58863051 [email protected]
Leather Products
7. Hatooa Mose Molasi M’e Matanki Lints’i +266 58559916 [email protected]
Tapestries/Weaving
8. House of Thethana M’e Phutheho Ranooe & M’e Maleeto Monyau
+266 59930434 +266 59168446 [email protected]
Specialty textiles
9. I do Beads M’e Itumeleng Mabakuena Phatsoane
+266 58756555 [email protected]
Jewellery and Fashion accessories
10. Kemet Design & Creative
Ntate Teboho Moekoa
+266 58093759 [email protected]
Bags and Fashion Items (Ethnic Material)
11. Leribe Craft Centre M’e Malisebo Mojaje
+266 58770251 +266 22400323 [email protected]
Tapestries/Weaving
12. Lesotho Cooperatives Handicraft Centre
M’e Mamokhali Makutla & M’e Mathato Lerotholi
+266 62001714 +266 22322523 [email protected]
Crafts & Tapestries
13. Maseru Tapestries M’e Masetumo Lebitsa
+266 58720670 +266 22311773 [email protected]
Tapestries/Weaving
14. Mamolapo Designs M’e Mamolapo M. Setho
+266 58429397 Felted figures
15. Mohlekoa Ntate Lesitsi Mohlekoa
+266 57765792 [email protected]
Leather Products
16. Nyenye Craft M’e Makatiso Letsika
+266 57799814 Knitwear
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17. Positively Empowered Artisans
M’e Malepele Motsoari
+266 59520360 Jewellery
18. Rose Leather Works M’e Mateboho Rose Mathibedi
+266 58901727 +266 27003362 [email protected]
Footwear & Fashion accessories
19. Seithati Weavers M’e Maneo Temeki +266 58079110 Tapestries/Weaving
20. Setsoto Design M’e Matota Mosiuoa
+266 58086312 [email protected]
Tapestries/Weaving
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Appendix C ‐ Focus Group Ground Rules and Questions
Ground Rules
1. We want you to do the talking
We would like everyone to participate
I may call on you if I haven’t heard from you in a while
2. There are no right or wrong answers
Every person’s opinion or experiences are important
Speak up whether you agree or disagree
We want to hear a wide range of opinions
3. What is said in this room stays here
We want folks to feel comfortable sharing when sensitive issues come up
4. We will be tape recording the group
We want to capture everything you have to say
We don’t identify anybody by name in our report. You will remain anonymous
Questions
1. Please tell what you know about Canada? anything (Ice‐Breaker)
2. Of all the products your company has produced, what is your favorite (The one you are most
comfortable producing), why?
3. How ready is that product for the Canadian market? What efforts are you making?
4. If granted access to the Canadian market, where do you see your company in 2‐3 years.
5. If you have exporting experience what are some of the challenges you come across, if you don’t
how come you have never exported.
6. What is the greatest challenge you face as a business enterprise in this subsector?
7. What are your suggestions to overcoming some of the challenges you face as a business?
8. You interact with government and non‐government agencies involved in this subsector, what are
your experiences with these entities and how do you relate with them. What role do you think
they should be playing in support of businesses such as yours?
9. What message would you like us to relay to Trade Facilitation Office Canada in closing?
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Appendix D‐ Synthesized Focus Group Data
Introduction
The Consultant (Tirelo Modise Moepswa) and his assistant (Motloang Mohale) held 3 separate focus group discussions with a total of 20 Basotho producers of specialty textiles and crafts. Two sessions were held in Maseru on May 13th, 2016 and one in Teyateyaneng on May 19th, 2016. The focus group was conducted as part of Trade Facilitation Office Canada (TFO) and IDRCs efforts to facilitate entry into the Canadian market for Basotho producers of Specialty textile, fabrics and crafts. Participants provided information in two ways: written responses (Exporter Profile form – Appendix A) and group discussions.
The discussion was designed to gather information from the producers in regard to the following outcomes:
1. To establish the producer’s knowledge and understanding of Canada
2. To establish the multiple product categories and the motivation behind the products.
3. To understand adaptability of the particular products to the Canadian market from a
producer’s perspective
4. To establish the entrepreneurial aptitude of producers and their anticipation of
growth in light of potential access to the Canadian market
5. To establish the level of export experience among the producers, the challenges they
have come across in exporting, and the barriers experienced by those without export
experience.
6. To hear suggestions to overcoming some of these challenges from the producer’s
perspective
7. To establish how artisans are sharing their knowledge and skills within their
companies and in society in order to ensure growth and continuity of their entities
and the craft sector in general
8. To establish the producer’s relationships and experiences with both government
departments and non‐government agencies, as well as the roles they believe these
entities should be playing in order to facilitate growth of the subsector.
9. What message they would like to relay to Trade Facilitation Office Canada and
Canadian importers in closing.
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Participant Characteristics
Twenty participants/companies took part in the focus groups:
5 enterprises are male owned and 15 are a female owned 3 enterprises reported more than $15 000 annual turnover, 1 reported between $10 000 and $15
000, 4 reported between $5000 and $10 000, 10 reported less than $5 000, while 2 did not provide their annual turnover
10 enterprises produce wool & mohair, 3 producer leather products, 2 produce jewellery, 2 produce textile designs, 1 produces sandstone products, 1 produces garments, and 1 produces felted figures
33% have experience exporting to South Africa, 10% have exported to Germany, 23% have exported to USA, 7% have exported to Canada, 7% have exported to the UK, while 20% have experience exporting to the rest of the world
13 participants were based in Maseru, and 7 were based in Teyateyaneng, Maputsoe and Leribe Producer Perspectives Synthesized focus group data
Outcome 1. What producers know about Canada
The producers generally had limited knowledge of Canada as a country and as a potential destination for their products
Most frequent answer: A lady (TFO Canada Official) came last year to look at our products and showed interest 2nd most frequent answer: It’s a cold country 3rd most frequent answer: It’s a developed country
Outcome 2. Establishing the multiple product categories and the motivation behind the focus on particular products.
Decisions are based on a range of factors, from cost of production and raw material access to purely sentimental reasons.
Most frequent answer: Easy to make 2nd Most frequaent answer: Easy access to raw materials 3rd Most frequent answer: High demand by consumers 4th most frequent answer: Depicts the way of life in Lesotho ( Culture & Heritage)
Outcome 3. adaptability of the particular products to the Canadian market from a producer’s perspective
Most frequent answer: We are prepared to hear what the Canadians like 2nd most frequent answer: There are no standards in Lesotho therefore we don’t know how adaptable our products are 3rd most frequent answer: We have the skills but lack the equipment at times
Outcome 4. the entrepreneurial aptitude of producers and their anticipation of growth in light of potential access to the Canadian market
Anticipated growth as a result of entry into the Canadian market was viewed in terms of increased employment in order to fulfil orders
“we will be able to take in some of our unemployed relatives”“consistent orders from Canada would give as an opportunity to e learn and build our capacity”
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Outcome 5. level of export experience among the producers, the challenges they have come across in exporting, and the barriers experienced by those without export experience.
More than half the producers have some form of exporting experience, but the cost of exporting as well as the customs procedures prove to be the greatest challenges
Most frequent answer: I have exporting experience but postage is very expensive 2nd most frequent answer: I have exporting experience but the product classification at customs is a challenge 3rd most frequent answer: I don’t have exporting experience because the procedure is difficult 4th most frequent answer: I don’t have exporting experience because we haven’t done any international marketing
Outcome 6. sharing their knowledge and skills within their companies
and in society in order to ensure growth and continuity of
their entities and the craft sector in general
Imparting skills to enhance company growth and the sector at large has not had the desired effect
Most frequent answer: We have trained people in the past who upon acquiring knowledge ditched us for factory work in South Africa 2nd most frequent answer: Young people are not interested in learning 3rd most frequent answer: we operate in a very small space, when you train someone they immediately become your competitor 4th most frequent answer: we don’t have the resources to train others
suggestions to overcoming some of these challenges from the
producer’s perspective
The producers request assistance with exporting procedure, some of them citing their limited education as a disadvantage when it comes to the export process
“We would like LRA and the government to simplify the export procedures” ” Government should consult us more on artisanal matters” “A study must be commissioned to investigate why youth have no interest in Handicrafts”
Outcome 8. relationships and experiences with both government departments and non‐government agencies, as well as the roles they believe these entities should be playing in order to facilitate growth of the subsector
The relationship between the producers and supporting agencies is Is a complicated one. While other producers bemoan the lack of action from government, others report positive outcomes from government and other supporting agencies
Most frequent answer: There are multiple government initiatives aimed at assisting us verbally but in practice we don’t see them 2nd most frequent answer: There is no follow up on government initiatives 3rd most frequent answer: We have benefited through skills training from NGOs and other supporting agencies
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4th most frequent answer: We have been recipients of funds under government schemes such as LEAP
Outcome 9. What message they would like to relay to Trade Facilitation Office Canada and Canadian importers
The producers generally believe tey are ready to field orders from Canada but they are also aware of their limitation in terms of capacity
Most frequent answer: Tell the Canadian importers to come and see our facilities so that they know our capacity 2nd most frequent answer: Tell them to start off with smaller orders 3rd most frequent answer: We are happy to adapt our products to their liking
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Appendix E ‐ Key Informants
Name Organisation & Designation Date Interaction
Mr Motloang Mohale Letete Basotho Enterprises Development Corporation (CEO)
Monday May 16th 2016 Formal Interview
Ms Koronti Ntsasa (BEDCO Basotho Enterprises Development Corporation (Business Consultant)
Monday May 16th 2016 Formal Interview
Ms Pippa Kearon (ACTION LESOTHO)
Action Lesotho (In‐country director)
Wednesday May 11th 2016
Formal Interview
Mr Sebinane Lekoekoe (LIMKOKWING UNIVERSITY)
Limkokwing University of Creative Technology (Lecturer)
Tuesday May 17th 2016 Formal Interview
Informal Exchanges Informal
Mr Setlaba Monaheng Ministry of Small Business Development, cooperatives and Marketing (Director)
Wednesday May 4th 2016
Informal
Ms Thato Makhetha Ministry of Development Planning
Thursday May 12th 2016 Informal
Ms Makali Nathane Private Sector Competitiveness & Economic Diversification Project (LEAP Manager)
Friday May 20th 2016 Informal
Ms Teboho Maichu Private Sector Competitiveness & Economic Diversification Project (LEAP Officer)
Friday May 20th 2016 Informal
Mr Thabo Leanya Ministry of Tourism Environment and Culture (Principal Arts and Crafts Officer)
Monday May 2nd 2016 Informal
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