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CLUSTER DEVELOPMENT INITIATIVE A way forward for Economic Growth SURGICAL CLUSTER, SIALKOT 2 nd Mission Report 1 st Competitive Reinforcement Initiative (CRI) for Surgical Cluster Sialkot “Market driven development of surgical cluster – Sialkot” (September 30, 2018 to October 14, 2018) CDI is jointly implemented by PSIC and UNIDO

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  • CLUSTER DEVELOPMENT INITIATIVE

    A way forward for Economic Growth

    SURGICAL CLUSTER, SIALKOT

    2nd Mission Report

    1st Competitive Reinforcement Initiative (CRI)

    for Surgical Cluster – Sialkot

    “Market driven development of surgical cluster – Sialkot”

    (September 30, 2018 to October 14, 2018)

    CDI is jointly implemented by PSIC and UNIDO

  • P a g e 1 | 15

    Table of Contents

    1. Market Driven Development of Surgical Cluster-Sialkot ..................................... 2

    2. Engagement of International Experts..................................................................... 3

    3. Kick Off Mission of International Experts ............................................................ 3

    4. Call for Company’s Expression of Interest ............................................................ 6

    5. Company Visits by CDI Team ............................................................................... 6

    6. Visit of 2nd Mission of International Experts ......................................................... 7

    6.1 Meeting with SIMAP ...................................................................................... 7

    6.2 Training Workshop ......................................................................................... 8

    6.3 Company Visits ............................................................................................... 9

    6.4 Wrap up Meeting with SIMAP ..................................................................... 10

    6.5 Debriefing Session with Managing Director, PSIC ...................................... 10

    6.6 Debriefing Session with Secretary IC&I Department ................................... 11

  • P a g e 2 | 15

    1. Market Driven Development of Surgical Cluster-Sialkot

    The surgical cluster team of Cluster Development Initiative (CDI) project carried out

    Diagnostic Study (DS) of surgical cluster, Sialkot with technical assistance of United

    Nations Industrial Development Organization (UNIDO). In light of the findings of the

    DS, 1st pilot Competitive Reinforcement Initiative (CRI) on “Market Driven

    Development of Surgical Cluster-Sialkot” was identified in consultation with Surgical

    Instruments Manufacturers Association of Pakistan (SIMAP). The project was

    approved by Cluster Project Selection Committee of the CDI Project in its meeting held

    on June 21, 2017 with total cost of PKR. 16.130 Million and gestation period of 18

    months.

    The objective of the CRI is to provide technical assistance to surgical cluster companies

    by: -

    i. Developing their capacities on market intelligence, export marketing & branding strategies.

    ii. Capacity building of marketing related Business Development Services

    Providers (BDSPs).

    To achieve the ambitious results in a sustainable way, an integrated approach consist

    of the following will be adopted:-

    Secretary Industries presiding the meeting of Cluster Project Selection Committee

  • P a g e 3 | 15

    Assessment of training needs for surgical cluster companies and Business

    Development Service Providers (BDSPs) will be identified focusing their

    willingness to participate in the programme.

    An export marketing and branding strategy with priority target markets &

    prioritized marketing interventions will be developed together with the key

    stakeholders.

    Capacity building of participating companies and BDSPs in different areas of

    marketing and branding.

    Access of surgical cluster of Sialkot to international market will be optimized

    by launching an online surgical cluster portal and participation in trade fairs.

    2. Engagement of International Experts

    UNIDO has engaged two international experts having sound experience in market

    intelligence and export marketing to build the capacity of the cluster companies and

    Business Development Service Providers on export marketing.

    3. Kick Off Mission of International Experts

    Kick off mission of international experts visited Pakistan from 1st July, 2018 to 7th July,

    2018 to start the activities of the 1st CRI. The objective of the mission was to identify

    need assessment of surgical cluster companies & Business Development Service

    Providers (BDSPs) and organizing an Awareness Workshop to apprise the cluster

    companies on the project activities including, selection criteria to participate in the

    project, overall approach of the project, benefits to the participating companies as well

    as sensitizing the cluster companies on different perspectives related to export

    marketing.

    Mr. Peter Hurst

    Mr. Warner Uiterwijk

  • P a g e 4 | 15

    The kick off activities of the mission started from an opening meeting of CDI team,

    UNIDO’s local and international experts with Chairman, SIMAP and Executive

    Committee Members of the Association. During the meeting, the roadmap of the CRI

    “Market Driven Development of Surgical Cluster-Sialkot” was shared. The members

    from SIMAP expressed their satisfaction on the road map and assured full cooperation

    in implementing the CRI.

    The international experts along with UNIDO and CDI team visited nine (09) companies

    operating in surgical cluster of Sialkot. The companies visited were large, medium and

    small in nature. The objective of the visit was to assess the capacity building needs and

    to gather necessary information by interviewing the owners to develop selection criteria

    depending upon the present scenario of the cluster and taking all segments of the

    companies into consideration. The experts conducted the interviews and gathered

    necessary information based on the ground realities such as product range, price range,

    existing marketing strategies, gaps, etc. They also witnessed the business operation of

    the companies. All the companies appreciated the CRI and expressed their willingness

    to participate in the forthcoming activities.

    Opening Meeting with SIMAP Meeting with Surgical Company

    The international experts conducted meetings with two (02) potential BDSPs working

    in Sialkot. The objective of the meeting was to assess the availability, accessibility,

    quality marketing related services of the BDSPs and assessment of capacity building

    needs. During the meetings, information such as existing structure, current service

  • P a g e 5 | 15

    portfolio and availability of human resource, etc. was gathered. More importantly, their

    willingness to enhance the service portfolio in marketing was analyzed. All the BDSPs

    showed their willingness to participate in the programme.

    During the mission, an awareness workshop was organized in collaboration with

    SIMAP on 4th July, 2018 at Hotel The Jeeven’s Sialkot. The objective of the workshop

    was to apprise the cluster companies on the project activities including selection criteria

    to participate in the project, overall approach of the project, benefits to the participating

    companies as well as sensitizing the cluster companies on different perspectives related

    to export marketing. The cluster companies, BDSPs, academia, government institutions

    were invited through e-mails / personal visits to participate in the workshop. Banners

    were also displayed outside the venue and within different areas of the city providing

    information about the workshop.

    The international experts imparted knowledge to more than one hundred and twenty

    (120) surgical manufacturers and Business Development Service Providers (BDSPs)

    present in the seminar on importance of marketing and branding in the contemporary

    world export markets vis-à-vis apprised participating companies on scope of the

    intervention, participation criteria for the companies and potential benefits for the

    participating companies. (List of participants attached at Annex-I)

    Banner is displayed outside SIMAP office

  • P a g e 6 | 15

    Awareness Workshop

    4. Call for Company’s Expression of Interest

    The Expression of Interests (EOIs) were called upon inviting surgical cluster companies

    to join the project which will focus on further development of international sales and

    marketing skills of business owners and senior managers responsible for export

    development under the guidance of UNIDO’s International Experts. The EOIs were

    floated among all the surgical cluster companies registered with SIMAP through e-

    mail. It was also advertised in the press which appeared in Daily Nawa-i-Waqt, Lahore

    dated 10.8.2018 and Daily Khabrain, Sialkot dated 10.8.2018. The last date for

    submission of the EOIs was fixed on 15.8.2018 (Annex-II). In response to the EOI, 65

    companies submitted their EOIs to participate in the programme.

    5. Company Visits by CDI Team

    The UNIDO’s international experts developed a detailed questionnaire named

    “Company Export Audit” to understand the existing scenario of the company related to

    export marketing and future commitment to participate in the project activities. The

    Surgical Cluster Team of CDI remained in Sialkot from September 01, 2018 to

    September 18, 2018 to gather the information on the prescribed format from the

    companies who submitted their EOIs. The National Technical Expert, UNIDO joined

    the CDI team off and on during the field visits. On completion of the visits, 55

    companies were shortlisted for future activities. The scanned copies of all the filled

  • P a g e 7 | 15

    questionnaires were shared with the international experts through e-mail for their

    assessment.

    6. Visit of 2nd Mission of International Experts

    The 2nd Mission of International Experts visited Pakistan from September 30, 2018 to

    October 14, 2018 to conduct two training workshops (two days each) on “Export

    Marketing Plan Development” from 02-03 and 04-05 October, 2018, respectively and

    to meet each company individually to chalk out company specific action plans for time-

    bound implementation of export marketing plans.

    6.1 Meeting with SIMAP

    The activities of the 2nd mission started from an opening meeting of CDI team,

    UNIDO’s local and international experts with Chairman, SIMAP and Executive

    Committee Members of the Association. The objective of the meeting was to discuss

    the activities of the CRI, objective of the current mission and to invite Chairman,

    SIMAP on opening and closing sessions of the workshop. It was shared that two

    training workshops (two days each) on “Export Marketing Plan Development” from

    02-03 and 04-05 October, 2018, respectively will be conducted at Hotel The Jeeven’s

    Sialkot. The schedule of the workshop was also shared with the association. SIMAP

    members expressed their satisfaction on the road map and assured full cooperation in

    implementing the CRI in the cluster.

  • P a g e 8 | 15

    6.2 Training Workshop

    During the mission, two training workshops (two days each) on “Export Marketing

    Plan Development” from 02-03 and 04-05 October, 2018, respectively was conducted

    at Hotel The Jeeven’s Sialkot. The trainings were attended by more than 70 participants

    from more than 47 surgical cluster companies of Sialkot (List of participants attached

    at Annex-III). The objective of the trainings was to sensitize the cluster companies

    about the export marketing and to develop company specific Export Marketing Plans.

    Project Director, CDI gave an overview of the project to the participants and

    highlighted its importance for the development of industrial clusters including surgical

    cluster in Punjab. He emphasized that a strong cluster support system would require

    joint efforts for the development process including public and the private sector in order

    to help upgrade management, technology and skills and to provide help to firms in

    networking with each other and accessing new markets. The purpose of the CDI is

    therefore to create an enabling environment for growth and prosperity of industries, to

    create better quality of life through economic uplift in Punjab, to up-grade technology

    and enhance productivity, quality and profitability of local industries and driving

    productivity and competitiveness improvements through key established Punjab export

    focused SME manufacturing clusters.

    National Programme Coordinator, UNIDO shared the scope of the training workshop

    with the participants and encouraged them for active participation during the workshop

    activities in order to gain maximum knowledge and to benefit from the int’l experts.

    This will further help the companies in developing their export market related

    capabilities to better compete in the global market.

    Chairman, SIMAP appreciated the efforts of CDI team for sustainable development of

    surgical cluster Sialkot and assured full support from the side of SIMAP.

    During the workshop, the experts imparted knowledge in the following areas:-

    (Presentation is attached at Annex-IV)

    Power of Partnership

    Collaboration and Clustering

    Market Intelligence Insights

    Composing Export Marketing Plans

    o Composing company introduction

  • P a g e 9 | 15

    o Composing company vision

    o Composing company mission

    o Composing Key Performance Indicators (KPIs)

    o Company SWOT analysis

    o Market entry strategy

    o Objectives and action plans

    o Budget & forecasts

    The experts also shared best market intelligence sources (general/finding

    buyers/partners) in order to apply these sources for market intelligence purposes and to

    compile Export Marketing Plans.

    The participants of the workshop gave full participation and acknowledged the efforts

    of the government for uplifting of surgical cluster Sialkot.

    At end of the workshop, certificates were awarded to the participants.

    6.3 Company Visits

    Subsequent to the trainings the international experts conducted one-on-one exclusive

    session with each company so as to address company specific issues and challenges

    related to export marketing. More than 40 surgical cluster companies were visited by

    the international experts and were guided to develop a draft Export Marketing Plan

    which will subsequently be forwarded to the international experts for finalization.

  • P a g e 10 | 15

    6.4 Wrap up Meeting with SIMAP

    A wrap up meeting of international experts was held on 11th October, 2018 at SIMAP

    office, Sialkot under the Chairmanship of Mr. Khalil ur Rehman, Chairman (SIMAP).

    The purpose of the meeting was to share the activities conducted during the training

    workshop of surgical cluster companies of Sialkot on Export Marketing Plan (EMP)

    and visits of the Surgical Companies.

    6.5 Debriefing Session with Managing Director, PSIC

    A debriefing session was held on 12th October, 2018 wherein Managing Director, PSIC

    was apprised about the activities of the mission. Mr. Peter shared that the cluster

    companies appreciated the project and showed their commitment for future activities.

    It was also apprised that a template of Export Marketing Plan (EMP) has been shared

    with the companies who attended the workshop to prepare a 1st draft of EMP. Once the

    companies will prepare the 1st draft of EMP, it will be forwarded to CDI/UNIDO local

    team for improvement and subsequently forwarded to Mr. Peter Hurst, UNIDO

    international expert for finalization in consultation with the company. After completion

    of the EMPs, future activities will be carried out in accordance with the Action Plans

    of the companies narrated in the EMPs. Moreover, Market Intelligence Reports will

    also be prepared under the project to share with the companies in order to tap new

    potential markets. Managing Director, PSIC shared that PSIC is also about to launch

    financial assistance programmes to cater the financial needs of the industry enabling

    them to grow and prosper. The technical and financial support in combination will open

    new horizons for industrial development in the province.

  • P a g e 11 | 15

    6.6 Debriefing Session with Secretary IC&I Department

    A debriefing session was held on 12th October, 2018 wherein Secretary IC&I

    department was apprised about the project and activities of the current mission. The

    way forward was also shared with the Secretary.

    ***********************************

  • P a g e 12 | 15

    Pictures Gallery

    Meeting to discuss Workshop Activities

    Training Workshop Participants

  • P a g e 13 | 15

    International Expert imparting knowledge to the participants of Training Workshop

    Expert guiding the participant to prepare Export Marketing Plan

  • P a g e 14 | 15

    Expert guiding the participant to prepare Export Marketing Plan

    Expert is visiting company

  • P a g e 15 | 15

    Expert is visiting company

    Expert is visiting company

  • Annex-I

    List of Surgical Cluster Companies Participated in Awareness Workshop SR.No Name of Participants Designation Company Name Contact No. Email

    1 Mohsin Aslam Export Manager Akshan Impex 0321-6108584 [email protected]

    2 Ali Shahid Manager Exports ALM Surgicare 0335-6162623 [email protected]

    3 Jehangeer Babar Bajwa CEO Amicus ENT 0300-8610722 [email protected]

    4 Sibt E Hassan Bukhari CEO A-Plus Mfg. Co 0300-8715469 [email protected]

    [email protected]

    5 Zahid Saeed Export Manager Arkay Pak Industries 0322-6124122 [email protected]

    6 Bilal Ghafoor Director Asmat Corp 0333-8644801 [email protected]

    [email protected]

    7 M. Arif Partner Associated Products

    Company 3088881808 [email protected]

    8 Shahnawaz Manager AVN 0320-7652170

    9 Nasir Javed Manager Beautizon 0345-6699804 [email protected]

    10 M. Asif Director Billu Brothers 0321-6100667 [email protected]

    11 Shaukat Ali Chief Consultant Business Management

    Consultants Int'l 3008612798 [email protected]

    12 Bilal Ahmed Proprietor Collective Cascade

    Impex 0300-6122008 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 13 Danial Shakeel Managing Partner Commic Surgico 0321-3187400 [email protected]

    14 Mubeen Zaheer Partner Denta Craft 0333-8724050 [email protected]

    [email protected]

    15 Imran Yousaf Proprietor Dental Fort 0320-7166666 [email protected]

    16 Moazam Chaudhry CEO Doctor's Surgical 0300-4057948 [email protected]

    17 Furqan Hassan Marketing Manager Ekal Surgical 0321-6173421 [email protected]

    18 Hussnain Afzal Export Manager Emerald Instruments 0321-6106707 [email protected]

    19 Shakir Hussain P.O Excellent Instruments 0333-8603157 [email protected]

    20 Zia-ul-nabi Manager Falcon Spain Intl 0321-6565653 [email protected]

    21 Mian Muhammad Anwar Director Forward Techno Pvt. Ltd 0342-3595959 [email protected]

    22 Rehan bin Tahir Partner G14 Surgical 0345-6724741 [email protected]

    23 Ahsan Raza Director Garana Industries 0301-8619118 [email protected]

    24 Adnan Export Manager GoGomed 0333-8676301 [email protected]

    [email protected]

    25 M. Moazzam Khalid Assisitant Manager Hiltonbro 0321-5283323 [email protected]

    26 Aun Muhammad Partner Kopek International 0301-8711187 [email protected]

    27 Qasim Sajjad R& D Manager Long Life Surgical

    Industries 0321-4772899 [email protected]

    28 Ali Arslan Customer Relations Manager Long Life Surgical

    Industries 0333-8630619 [email protected]

    29 Danish Nazir G.M Mark Instruments 0321-7141074 [email protected]

    30 Muzammil CEO Metal X Intl 0333-6121100 [email protected]

    31 Irfan Sadiq Partner Miqraz Surgical 0301-8613766 [email protected]

    [email protected]

    32 Haji Nazir CEO Miqraz Surgical 0301-8619766 [email protected]

    33 Mashood Bhatti MD Mira Surgical 0305-9119595 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 34 Muhammad Anser BDSP Multiple Organisations 0321-4203836 [email protected]

    35 Dr. Usman Director Nurikon 0321-6142571 [email protected]

    36 Usman Ali Akhtar Marketing Head Pak Ital Corporation 0321-6107070 [email protected]

    37 Qaiser Mahmood CEO/ Chairman SIMAP Pak Martin International [email protected]

    38 Zia Ul Haq Manager QMSA 0300-6191841 [email protected]

    39 Zain Nadeem Partner Rise Corporation 0344-6359171 [email protected]

    40 Talha Rizwan Export Manager Rizsports 0344-6496381 [email protected]

    41 Abdul Basit Sales Head Rocky Surgident 0300-6168897 [email protected]

    42 Sultan Haider Shabbir Partner Saqalain Int'l 0321-6162000 [email protected]

    43 Rana Rashid Partner Silver Hawks Inds 0336-6484800 [email protected]

    44 Salman Yousaf GM Silver Hawks Inds 0300-6122027 [email protected]

    45 Ali Amer Bhatti Partner Strumenti Della Bellezza 0300-7161344 [email protected]

    46 Faizan Mirza Director/S.V. Chairman

    SIMAP Suddle Group 0307-7777191 [email protected]

    47 Rizwan Bajwa CEO Surgical Sources 0334-4893946 [email protected]

    [email protected]

    48 Sh.Tahir Inam Director Tahir Group of Industries 0300-6669737 [email protected]

    49 Umer Tariq G.M waliant International 0321-7121112 [email protected]

    50 Muhammad Afzaal Partner Zamsa Surgical 0308-6123580 [email protected]

    51 Saud Hameed Proprietor Revlis Enterprises 0332-8642313 [email protected]

    52 M. Zaid Managing Partner A & Z CNC Intl 0321-6150121 [email protected]

    53 M. Arslan Manager A.L.S Industry 0302-6103057 [email protected]

    54 Mukhtar Ahmad G.M Accuray Surgical ltd 0321-6151619 [email protected]

    55 Riffat Minhaj Manager Accuray Surgical ltd 0300-8615012 [email protected]

    56 Waqaas Ahmad Butt Manager Accuray Surgical ltd 0300-8615012 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 57 Muhammad Saleem CEO Agile Industries 0300-8710512

    58 Shabbir Ahmad CEO Al-E-Ahmed Surgical

    Company 0300-6100844 [email protected]

    59 Muhammad Zain Managing Director Alfalah Industries 0331-0044967 [email protected]

    [email protected]

    60 Ali Hassan CEO ALIVON Industries 0333-9999617 [email protected]

    61 Nabil Manager Exports Associated Products

    Company 0306-6173674

    62 Sanoz javed manager AVN 0334-6466292

    63 Ahmad ali Manager AVN 0300-9617678

    64 Shamim Ahmed CEO Bay City Instruments 0300-2123336 [email protected]

    65 Haider Shamim Manager Bay City Instruments 0335-1716026 [email protected]

    66 Hammad Razi Partner Bizztrex International 0332-0498938 [email protected]

    67 Shahzad Butt G.M cascade impex 0336-3386871 [email protected]

    68 Faisal Jahangir Managing Partner Cielobeauty 0300-6499311 [email protected]

    69 Hassan Ali Manager Ctroz Instruments 0301-8710808 [email protected]

    70 Uzma Naeem Owner DadaChragh Mfg.co 0346-6230100 [email protected]

    71 Ayaz Dodhy Partner Darleys Surgical co. 0334-4455392 [email protected]

    72 Waseem Yousaf CEO Dental Devices 0321-6127007 [email protected]

    73 Tahir Bashir Manager Detech Industries 0331-7334289 [email protected]

    74 M. Zaman Khan Director Dynamic Surgical 0300-8610243 [email protected]

    75 M. Latif Mian CEO F & H International 0336-7328676 [email protected]

    76 Abdul Wahab Managing Director Fecord Packaging 0313-7967722 [email protected]

    77 Haseen Anwer G.M Forward Techno Pvt. Ltd 0343-6450377 [email protected]

    78 Mehtab Saddal Partner GMQ Corp 0301-8727575 [email protected]

    79 Muhammad yaqoob Chief Executive Healing Surgical Corp 0300-8619266 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 80 Qasim Ali Production Manager Healing Surgical Corp 0331-2192222 [email protected]

    81 Mujtaba Tahir Employee Hilbro International 0331-2400400 [email protected]

    82 Irfan Subhani Manager Hilbro International 0322-6114444 [email protected]

    83 Mustafa Tahir Manager Hilbro International 0332-8695068 [email protected]

    84 Khalid Mehboob Proprietor Hiltonbro 0300-6134367 [email protected]

    85 Shahzaib Saheeb Partner Humco Surgical 0300-7111007 [email protected]

    86 M. Javed Iqbal CEO Jeza Trading Co. 0321-6124681 [email protected]

    87 Omer Khalid Partner Kummas 0333-8602834 [email protected]

    88 M.Luqman CEO Maan surgical

    international 0333-7440374 [email protected]

    89 Irfan Javed Project Manager MED EXPERT 0300-5706250 [email protected]

    90 Sana Rafiq Marketing manager MED EXPERT 0300-5706251 [email protected]

    91 Ansar Ghulam Rasool Manager Mount Blonck Trading 0307-6253325 [email protected]

    [email protected]

    92 Salman Majeed Manager/Director Nest & Instruments 0321-7157575 [email protected]

    93 Salman Majeed Manager/Director Next Instruments 0321-7157575 [email protected]

    94 Zohaib Manager ntz Surgical 0300-6127252 [email protected]

    [email protected]

    95 Zunair Asghar CEO PEAk- Surgicals 0304-0604145 [email protected]

    96 Arslan Maqbool Sales Manager PEAk- Surgicals 0347-6803020 [email protected]

    97 Shahzad Shoukat CEO/BDSP QA International 0323-9614339 [email protected]

    98 M. Ejaz Managing Partner QA Intl 0300-9617101 [email protected]

    99 Ijaz Butt CEO QA Technic 0321-7101111 [email protected]

    100 Rana Sami Ullah Proprietor Rasool Bibi Surgical

    instruments 0300-7116423 [email protected]

    101 Raza Shah Auditor Royal Cert 0321-6143574 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 102 Saman Manager Sacrosanct 0331-6633312 [email protected]

    103 Slah ud Din CEO Sacrosanct 0313-8682068 [email protected]

    104 Khalid Mehmood Manager Sacrosanct International 0312-6153172 [email protected]

    105 Salman Altaf Partner Sahara International 0321-6113228 [email protected]

    106 Abdul Mohsin Amin Manager Sashanwalk Industries 0300-9610780 [email protected]

    107 Amir Shahzad CEO Sehar Batoll 0300-6164416

    108 Syed Haider Momin Deputy Manager Sialkot Tannery

    Association 0336-5386442 [email protected]

    109 Ubaid Regional coordinator SMEDA 0342-7664908 [email protected]

    110 Kamran Saleem GM Sobytek Instruments 0331-8777062 [email protected]

    111 Khaliq Mughal CEO Sobytek Instruments 0300-6142562 [email protected]

    112 Azam rasheed Manager Super Max 0333-8656398 [email protected]

    113 Ibad Bhatti CEO Surgient Corporation 0322-7452228 [email protected]

    114 Zeeshan Tariq CEO T.A Walthem 0344-4444676 [email protected]

    115 Mohsin Hassan Managing Partner Trephine international 052-3571485

    0321-7107178 [email protected]

    116 Irfan Hyder Manager UNIDO 0344-4477710 [email protected]

    117 Hasham Ashfaq Partner Venus Enterprises 0345-6662727 [email protected]

    118 Imran Asif Proprietor Wellgrow International 0300-6128094 [email protected]

    119 Usman Mughal QA Inspector witrex International 0321-6111789 [email protected]

    120 Hashim Malik Manager Yarsons International 0321-7881909 [email protected]

    121 Ghulam Murtaza Mahaging Partner Zest Enterprises 0300-9614091 [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • Annex-II

    Nawa-i-Waqt Dated: 10.08.18

  • Annex-III

    List of Surgical Cluster Companies Participated in Training on 2-3 October, 2018

    Sr.

    No. Company name Email Address Nominated Person Designation Contact No.

    1 Commic Surgico [email protected] Danial Shakeel CEO 0321-3187400

    2 Bahasa Enterprises [email protected] Nadeem Ahmed Proprietor 0300-9617345

    3 FORWARD TECHNO

    (PVT) LTD [email protected]

    1. Muhammad Anwar

    2. Haseeb Anwar

    Director

    Manager 0342-3595959

    4 Saqalain International [email protected] Sultan Haider Shabbir Partner 0321-6162000

    5 BEAUTIZON

    INSTRUMENTS [email protected]

    1. Nasir Javed

    2. Asif Javed

    Director Marketing

    Director Operations 0345-6699804

    6

    A- PLUS

    MANUFACTURING

    COMPANY

    [email protected]

    1. Sbite Hassan

    Bukhari

    2. Aneeq Hassan

    Bukhari

    CEO

    Export Manager 0300-8715469

    7 Bizztrex International [email protected] Hammad Razi Sales Director 0332-0498938

  • 8 Nurikon International

    Pvt Ltd [email protected]

    1. Dr. Usman Ahmad

    2. Hassan Ahmad

    Director

    Director 0321-6142571

    9 PRIMED

    INSTRUMENTS

    [email protected]

    [email protected]

    1. Fasih-ur-Rehman

    2. Zia-ur-Rehman

    CEO

    Export Executive 0321-6160700

    10 Dynamic Surgical (Pvt)

    Ltd [email protected]

    Muhammad Zaman

    Khan Director 0300-8610243

    11 Trephine International [email protected] Mohsin Hassan Executive Director 052-3571485

    0321-7107178

    12

    AMIGO

    COMMERCIAL

    WAYS

    [email protected]

    1. Mashood Zubair

    Bhatti

    2. Ahmed Zubair

    Bhatti

    Managing Director

    Director 0305-9119595

    13 AL-E-AHMED

    SURGICAL CO. [email protected] Muhammad Bashir Partner

    0300-6100844

    0300-8617003

    14 A&Z CNC

    INTERNATIONAL [email protected] Muhammad Zaid Managing Partner 0321-6150121

    15 Kopek International [email protected]

    international.com Aun Bukhari

    Director Marketing

    Director Operations 0301-8711187

    16 APPLIED MEDICAL

    INSTRUMENTS [email protected]

    SAFEER UL

    HASSAN CEO 0333-8383130

    17 Cielo Beauty Supply [email protected] 1. Mr. Faisal Jahangir

    2. Tallat Mehmood

    Managing Partner

    Manager

    International

    Marketing

    0300-6499311

    03456666678

  • 18

    Dada Chiragh

    Manufecturing

    Company

    [email protected] 1. Uzma Naeem

    2. Rashid Imran

    Proprietor

    Director 0346-6230100

    19

    CTOMED

    INSTRUMENTS PVT

    LTD

    [email protected] Hassan Ali janjua Managing Director

    052-4290443052-

    42652600301-

    8710808

    20 EMERALD

    INSTRUMENTS [email protected] Hussnain Afzal Export Manager 0321-6106707

    21 Accuray Surgicals Ltd [email protected] 1. Mukhtar Ahmed

    2. Waqaas Ahmad Butt

    General Manager

    Production

    Manager

    Production

    0321-6151619

    22

    ARKAY PAK

    INSTRUMENTS

    Private Limited

    [email protected] Zahid Saeed Export

    Manager Export Manager 0322-6124122

    23 Surgical Sources

    Industries [email protected]

    1. Muhammad Rizwan

    Bajwa

    2. Adnan Shahzad

    CEO

    Export Manager 0334-4893946

    24 Miqraz Surgical

    Industries

    [email protected]

    [email protected] Irfan Sadiq Partner 0301-8613766

    25 A.L.M. Surgicare [email protected] 1. Syed Fiaz Bukhari

    2. Syeda Zahra Batool

    Chief Executive

    Partner 0300-8610315

    26 T.A.WALTHEM &

    CO., [email protected] ZESHAN TARIQ Managing Partner 0344-4444676

  • 27 RHEIN Enterprises

    (Pvt.) Ltd. [email protected]

    1. Bilal Amin

    2. Shoukat Ali

    Director

    QA Manager 0321-6133022

    28 Aminsons Surgical

    Industries [email protected] Abdul Mohsin Amin CEO 0300-9610780

    29 Dental Devices [email protected] Waseem Yousaf CEO 0321-6127007

    30 Jeza Trading [email protected] M. Javaid Iqbal CEO 0321-6124681

    31 IQI (BDSP) [email protected] 1. Ijaz Butt

    2. Abdul Mohsin Amin CEO

    03227101111

    03009610780

    32 QA International

    (BDSP) [email protected]

    1. Shahnawaz Shahzad

    2. Shahroz Shahzad

    Sales Manager

    Sales Manager

    0320-7652170

    0333-8740569

    33 SKILLS (BDSP) [email protected] Shakir Hussain Malik Head of Programs 0333-8603157

    34 Med Expert (BDSP) [email protected] 1. Muhammad Saleem

    2. Muhammad Ejaz

    Partner

    Trainer

    0300-8710512

    0300-9617101

    List of Surgical Cluster Companies Participated in Training on 4-5 October, 2018 Sr.

    No. Company name Email Address Nominated Person Designation Contact No.

    1 Suddle Group of

    Industries [email protected]

    1. Faizan Ul Haq

    2. Adnan Mirza

    CEO

    Marketing Manager 0307-7777191

    2 BayCity Instruments [email protected] Shamim Ahmed CEO 0300-2123336

    mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

  • 3 Silver Hawks

    Industries [email protected] Rana Rashid Export Manager 0300-6122027

    4 Cornerstone

    Corporation [email protected]

    1. Javed Gill

    2. Daud Gill

    CEO

    QA Manager 0333-8617676

    5 Next Instruments [email protected] Salman Majeed Export Manager 0321-7157575

    6

    Acme Surgical

    Industries (Private)

    Limited

    [email protected] Sheraz Ahmed Director Marketing

    & Sales

    0333-8698000

    0321-6198000

    7 Hiltonbro Surgident

    Co. [email protected]

    1. Khalid Mehboob2.

    Mohammad Moazzam

    Marketing

    ManagerSales

    Manager

    0300-6134367

    8 Scala Trading

    Company [email protected] Atif Rehman Partner

    0322-9281803

    0322-7354390

    9 Amicus Enterprises [email protected] Jehangeer Babar Bajwa CEO 0300-8610722

    10 Revlis Enterprises [email protected] Saud Hameed Export Manager 0332-8642313

    11 Bromed Surgical (Pvt.)

    Ltd. [email protected] Salman Sheikh CEO 0322-7704040

    12 SAHARA

    INTERNATIONAL [email protected] Salman Altaf

    Marketing & Sales

    Manager 0321-6113228

    13 Falcon Spain

    International [email protected] Zia Ul Nabi Chishti Export Manager 0321-6565653

    mailto:[email protected]

  • 14 Denta Craft [email protected] 1. Mubeen Minhas

    2. Saad Zaheer

    CEO

    Product Manager 0333-8724050

    15 Teca Dent Instruments [email protected] Arslan Jamil Marketing Director 0321-6164001

    16 Amin & Jameel

    Internatonal [email protected] Faisal Jameel Director Marketing 0333-8672365

    17 PAK MARTIN

    INTERNATIONAL [email protected]

    1. Moazzam Mahmood

    2. Muhammad Zain

    Bhatti

    Director

    Managing Director

    0300-4057948

    0331-0044967

    18 Rasool Bibi Surgical

    Instruments [email protected] Lehrasib Mehmood Export Manager 0300-7116423

    19 Raiz & Sajjad Surgical

    Pvt. Ltd. [email protected]

    1. M. Khizar

    2. Muhammad Sajjab

    Mughal

    Sales Head

    CEO

    0300-7117037,

    0301-8711722

    20 Akshan Impex [email protected] 1. Mohsin Aslam

    2. Sheraz Ajmal

    Export Manager

    Export Officer

    0321-6108584

    0300-6136021

    21 Zissi INTL [email protected] M. Sarfraz Butt Director 0300-8710570

    22 Bailey Surgico [email protected] Qadeer Hussain Manager Export 0300-6140042

    23 A.L.M. Surgicare [email protected] Ali Shahid Manager Export 0335-6162623

    24 Track International

    (BDSP) [email protected] Raza Ullah Shah CEO

    0300-6164428 /

    4600101

    mailto:[email protected]:[email protected]:[email protected]:[email protected]

  • 'YOU NEED TO KNOW BEFORE YOU GO‘

    Improving International Trade

    Export Marketing Plan Workshop Sialkot – 2nd & 3rd and 4th & 5th October 2018

    Cluster Development Initiative – A Way Forward for Economic Cooperation

    Annex-IV

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Introduction & Objectives

    The Journey Begins Now!

  • Why You Are Here Today Because…

    3

    Expression of Interest – The Project Aims

    1. Planning your exports and thinking logically - Developing your Export Marketing Plan. The workshop this week.

    2. Taking control of your 'global territory' – Collection, analysis and interpretation of market intelligence, knowing your customers!

    3. Scoring 'hits' and visibility with your website – Become a winner with a professional website – Cluster, BDSPs, companies

    4. Understanding the benefits of using cultural sensitivity and communication skills that bring commitment…

    5. and ultimately closing deals with new buyers by developing selling and negotiating skills that bring new business.

    https://www.google.co.uk/search?source=hp&ei=xDuvW7OmCY6YkwWyjryYDw&q=pakistan+surgical+instruments&oq=pakistan+sur&gs_l=psy-ab.1.4.0l10.3042.8023.0.14898.12.8.0.4.4.0.185.869.5j3.8.0....0...1c.1.64.psy-ab..0.12.997....0.1U4jgdP_tPM

  • Why You Are Here Today Because…

    4

    Expression of Interest – Selection Criteria – Based on Clustering as a the No.1 Objective

    • Companies that have complementary product ranges

    • Companies that also consider their production of 'standard products’ that have a competitive advantage - exceptional quality and certification/s

    • Companies with other features and benefits that they can differentiate

    • Companies that sell to certain markets not served by another company where the products or volumes of more product will enhance the sales results for both companies

    • Companies that could share their R&D facilities for developments and innovation.

  • Why You Are Here Today Because…

    5

    Expression of – Selection Criteria – Based on Clustering as a the No.1 Objective

    • Companies that have certification that could benefit others in a combined target market.

    • Companies joint use of facilities to add value or quality to a product.

    • Companies sharing marketing and branding costs including online marketing.

    • Creating a formal or informal ‘joint venture / partnership’ with another company and also possibly with an external company.

  • Why You Are Here Today Because… Expression of Interest – Remember - It’s a ‘journey’ to a

    better destination – not a quick fix!

    • Developing current exporting companies to enter new markets

    • Developing dormant or ‘accidental’ exporters to become sustainable exporters

    • Capacitating associations (BDSPs) to offer ‘needs-based’ services and essential support for companies, clusters and consortia

    • Building cooperation and development of shared solutions for market opportunities

    • Ultimately, facilitating branding, promotion and visibility of companies, BDSPs , the cluster and the sector as a whole

  • Why You Are Here Today Because…

    7

    The Project Aims - Summary

    The critical aim of the project is to have a successful surgical instrument cluster of like-

    minded companies that will work toward improving their performance through joint

    initiatives that benefit sustainability and economic growth for all

    ‘TEAM’

    TOGETHER EVERYONE ACHIEVES MORE!

  • 4th July Kick Off Workshop Reflections

    ‘Raising Our Game & Working With Winners’

    Increasing International Trade ‘Kick Off’ Workshop

    Sialkot – 4th July 2018

    Cluster Development Initiative – A Way Forward for Economic Cooperation

  • 4th July Kick Off Workshop - Reflections

  • 4th July Kick Off Workshop - Reflections Sialkot will be known for the following values?

    • Specialists

    • Innovative

    •Adaptable

    • L earning

    •Knowledgeable

    •Open

    • Transforming

    Everything Starts with a Vision!

  • 4th July Kick Off Workshop - Reflections

    11

    Some basics covered… • Without a market you don’t have a business!

    • Without customers you don’t have a market!

    • How does marketing drive your company’s direction for customers?

    • Is your company truly driven by a Business Plan and an Export Marketing Plan?

    • Who really owns your markets and your customers?

    • Who or what currently shapes your destiny?

    • Do you want to be order takers…

    • …or be ORDER MAKERS?

    • …or continue the dangerous downward spiral of selling on price alone!

    Without a ‘roadmap for direction’ you will get lost!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Breaking the Ice for Partnership Power

  • The Power of Partnerships – The Cluster Value?

    13

    A well-developed concentration of related businesses that promotes important joint attributes and..

    • Increases productivity through consolidating vital inputs, access to information, product/production and service synergies, and access to government support

    • Implements faster innovation through cooperative research to combat more intense competition

    • Encourages new business formation - filling in niches and expanding the boundaries of the ‘cluster map’ with new entrants

    • Helps the region govern their economic development , recruit talent, develop and retain skills and value CSR

    • Assists the region in attracting foreign investments

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Case Study – Speciality Coffee Ethiopia

  • The Power of Partnerships

    15

    Clustering & Collaboration – Ethiopia Case Study…

    ‘Hidden Gold’ – Just Like Sialkot!

    World of Coffee – Amsterdam June 2018

  • The Power of Partnerships

    16

    Clustering & Collaboration – Ethiopia Case Study…

    World of Coffee – Amsterdam June 2018

  • The Power of Partnerships

    17

    Clustering & Collaboration – Ethiopia Case Study…

    People Buy From People First!

  • The Power of Partnerships

    18

    Clustering & Collaboration – Ethiopia Case Study… • 4 year programme

    • 3 BDSPs developed new services for all their members

    • 14 companies eventually succeeded to achieve market entry stage

    • Training included, selling and negotiating, communication, time management, cultural sensitivity and awareness, market intelligence, CSR, trade fair participation, meet the buyer events,

    • Legacy supported by BDSPs

    • Government buy-in

    • Branding in an advanced stage of completion

    • Collaboration is key!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Collaboration & Clustering

    Exercise – ‘Speed Dating’ – What is It?

  • Collaboration & Clustering - Exercise ‘Speed-Dating’ with your cluster collaborators! What is it?

    • Speed-Dating is a meeting format designed to accelerate business contacts.

    • It basically involves participants gathering together to exchange information

    • Participants greet each other in a series of brief exchanges during a set period of time

    • During an interaction, participants share their company elevator ‘pitch’ and business aspirations

    • Networkers are generally seeking joint exposure to new products, markets, complimentary production, certification, R&D etc.

  • Collaboration & Clustering - Exercise

    21

    ‘Speed-Dating’ with your cluster collaborators!

    • Take paper and pen for notes you can read and share later

    • No time for procrastination as you will be pushed along by others in the room!

    • Start with the company nearest/next to you and work outwards into the room as fast as you can

    • You must meet every company in the room – no omissions or excuses

    • You have one minute each to tell your story about your company and its special products and/or services and then the other company has 1 minute to do the same

    • You will be asked to include/consider your new ‘date’ in your export marketing plan for possible collaboration

    • Find the synergy – find the opportunity - 5 minutes to prepare

    • Continue during lunch… HAVE FUN!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Market Intelligence Insights

    Research Your Opportunities

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Composing Your Export Marketing Plan (EMP)

    From a Culture of Manufacturing to a Culture of Marketing!

  • Introduction

    24

    Key Points of Your EMP

    • It is your plan - Developed and 'owned' by you

    • Success or failure is under your control – make it successful!

    • It is built on the needs of the export market/s.

    • ‘Market Pull – Not Supply-Side Push’ so specific market intelligence is critical.

    • It will highlight the gaps in the current ‘export readiness’ of your company.

    • It is a ‘call to action’ to ensure the ‘support systems’ are in place.

    • It's a dynamic and evolving ‘live’ document – never to be put in the draw or left on the shelf! Review it frequently

    Note: Please read each exercise in the workbook before starting

    You will have a fixed time for each exercise and finish after the workshop in your own time.

  • Introduction

    25

    Key Points - You will follow this planning process:

    Business Audit - SWOT

  • Introduction

    26

    Instructions for your EMP

    • You will work confidentially on your company’s EMP

    • You will have a set amount of time to fully understand and commence each section / exercise

    • One of the UNIDO team will assist you to understand the requirements

    • Use Urdu for ease of understanding (but eventually the plan will be completed in English or bilingually if you wish).

    • You will complete your EMP as a final draft ‘back at the office’ by 29th October

    • We will be attempting to visit as many companies as possible next week

    • The local team will follow-up prior to the 29th October deadline

    • Don’t forget to delegate your action plan – make it realistic

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 1

    Your Company Introduction / Executive Summary

  • Your Company Introduction

    28

    Compose your company Introduction

    • A carefully constructed page or two maximum

    • Should include a short historic track record, the critical success factors which have brought the company to its present status and level of performance (your company’s reason of existence today

    • A brief statement on what you are as a company, what your company does (its business concept), why you do it (your motivation for continuing) and how you do it (your overall strategy).

    • Helps understand where you are now - not where you want to be!

    • Also consider it as your elevator pitch when first meeting a potential buyer so make it clear and super-attractive

    • See the example in your workbook

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 2

    Composing Your Company Vision

  • Your Company Vision

    30

    Compose your company Vision of the Future

    • A vision statement is a ‘road map’ indicating what the company wants to become – It’s your dream to share!

    • All relevant stakeholders align with the Vision (Stakeholders – those in your supply-chain, international and local customers, government agencies, financial institutions, your diverse and inclusive workforce, financial institutions etc.

    • It shows all stakeholders where the company is heading and encourages commitment and support

    • It offers a long-term perspective and is unlikely to be impacted by market or technology changes

  • Your Company Vision

    31

    A strong and shared Vision Statement also:

    • Identifies direction and purpose.

    • Sets standards of excellence that reflect high ideals and a sense of integrity and is persuasive and credible.

    • Inspires enthusiasm and encourages commitment.

    • Is well articulated and easily understood by all.

    • Is ambitious and calls for shared commitment and loyalty.

    • Challenging - not something that can be easily met and discarded

    • It is abstract - general enough to encompass all of the organisation's interests and strategic direction

    • The Vision never changes, it’s in the ‘public domain’

    • It’s not as easy to do well!

  • Your Company Vision

    Inspiring Examples

    Pfizer

    • We will become the world's most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live.

    Avery Dennison

    • To be the world leader in products, services and solutions that enable and transform the way consumers and businesses gather, manage, distribute and communicate information.

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 3

    Composing Your Company Mission

  • Your Company Mission

    34

    Compose your company Mission

    • The Mission statement is like a 'company charter' that should summarise your company goals, your company's added value, and your ideal target market(s).

    • It is written to give substance to your Company Vision

    • It is the framework or context within which the company's key performance indicators (KPIs) and strategies are formulated.

    • If you fail in any part of your mission then the company is likely to fail.

    • It must be ‘Mission Possible…not Mission Impossible!

  • Your Company Mission

    35

    Compose your company Mission

    The mission statement should consists of 3 to 5 essential components:

    1. Key market/s – where are your key markets / segments, who is your target client/ideal customer? (generalise if needed)

    2. Contribution – what product or service do you / will you provide to that client?

    3. Distinction – what makes your product or service unique, so that the client would choose you? (Your ‘Unique Selling Proposition’).

    • Remember, in business you must be different or your business will be dead! If you are selling your products as commodities, marketing is not for you!

    • Again, The Mission Statement never changes, it’s in the ‘public domain’

  • Your Company Mission

    36

    Example from a real Surgical Instrument Company (too many words!) • With our dedicated range of xxxxx we cater to the xxxxx surgical market and with

    the other highly specialised products for Minimal Invasive Surgery we cater to the xxxxx market through a network of well-positioned distributors and selected professional users.

    • Through AtoZ Industries exploration in the field of product development, innovation and applications we have managed to become one of the leading suppliers of xxxxx in Pakistan. In the meantime, our quality is assured by ISOxxxxx and xxxx. Our overall strategy is to maintain present market share in the local market and to realise new profitable business growth through expansion into selected international markets. We pride ourselves in selling solutions and not just products.

    3 Components are essential…

    1. Key Market: Well-positioned distributors and selected professional users in the surgical market

    2. Contribution: Selling solutions and not just products

    3. Distinction: Highly specialised products for Minimal Invasive Surgery

  • Your Company Mission

    Other Real (Better) Examples

    McDonalds

    • To provide the fast food customer food prepared in the same high-quality manner world-wide that is tasty, reasonably-priced & delivered consistently in a low-key décor and friendly atmosphere

    3 Components

    1. Key Market: The fast food customer world-wide

    2. Contribution: tasty and reasonably-priced food prepared in a high-quality manner

    3. Distinction: delivered consistently (world-wide) in a low-key décor and friendly atmosphere.

  • Your Company Mission

    Other Real (Better) Examples

    Courtyard Hotels by Marriott

    • To provide economy and quality minded travellers with a premier, moderate priced lodging facility which is consistently perceived as clean, comfortable, well-maintained, and attractive, staffed by friendly, attentive and efficient people

    3 Components

    1. Key Market: economy and quality minded travellers

    2. Contribution: moderate priced lodging

    3. Distinction: consistently perceived as clean, comfortable, well-maintained, and attractive, staffed by friendly, attentive and efficient people

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 4

    Composing Your Company Key Performance Indicators (KPIs)

  • Your Company KPIs

    40

    Compose your company Key Performance Indicators

    • Consider the Vision & Mission statements that you have composed/have to complete. Is there good logic between the two?

    • Now create 5 to 7 KPIs that will feed these with measureable results

    • KPIs are the essential pillars that drive the business activities

    • Everyone in your company needs to believe in all 3 elements - Vision, Mission and KPIs

    • KPIs are used internally by the company as overarching strategic objectives that are 'mission critical‘

    • KPIs must be quantifiable with a 'value' against them

    • KPIs may change as the organisation's goals change along with market/business dynamics

  • Your Company KPIs

    41

    Compose your company Key Performance Indicators

    KPIs can be written to include the following examples:

    • Number of new customers to be acquired

    • Number of new markets to be entered

    • Demographic analysis of potential customers and markets research and intelligence

    • Status of existing customers

    • Design and innovation imperatives

    • Investments to be made

    • Profitability of customers by demographic segments and…

    • Segmentation of customers by product and general profitability

  • Your Company KPIs

    42

    Compose your company Key Performance Indicators

    Example in your workbook 1. Research and identify distribution and wholesale organisations operating in the

    surgical and veterinary instrument supply sector and collate a database of target opportunities in two new export markets to commence by January 2019 and update monthly.

    2. Conduct research to establish new market trends for design and innovation input, new market acceptance of current products, perceived product and brand value, (price positioning), packaging and design modifications for these markets.

    3. From (1 and 2) above, develop a country specific marketing strategy and sales plan to be implemented by June 2019 identifying priorities and supported by all company resources. Monitor, measure, evaluate and adjust monthly.

    4. By end 2019, implement effective production management systems that improve capacity, efficiencies and provide controls and information that support the new business development and long-term growth plans.

    5. Complete a skills analysis for management team and workers to determine an appropriate capacity building plan for each individual in order to satisfy new demands created by competitive market pressures.

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 5

    Where are you now - Where do you want to go?

  • Where are you now - Where do you want to go?

    44

    A Sense of Direction…

    • Consider the 7-S management model - Strategy, Structure, Systems, Staff, Style, Skills & Super-ordinate goals

    • Most buying companies adhere to this model when structuring their questionnaires to sellers

    • Note: While setting (actionable) objectives you must be able to describe them in a SMART way. By SMART we mean Specific, Measurable, Achievable, Realistic and Time-led

    • This way you will be able to translate these goals into operational activities

    • Follow the template in your workbook

  • Where are you now - Where do you want to go?

    45

    Template Example

  • Where are you now - Where do you want to go?

    46

    A Sense of Direction… Column 1

    • Where are we now?: Using the 7-S's write briefly where you believe the company is currently. Be very honest with yourself for the benefit of implementing improvement actions that will have serious impact on your planning for a successful future!

    Column 2

    • Developing a Sense of Direction - Where do you want to be?: To get from where you are right now to where you want to be, a 'map' is needed. Determining your destination, or in business terms your goals, will give you the needed sense of direction for strategy design.

    • In Column 2 try to write down for each of the 7-S’s the desired Critical Success Factors of your company since it gives you a good sense of direction, and importantly, how it will influence the balance of the future allocation of your resources.

    • GAP Analysis: When you compare the 2 columns with 7-S’s, you will notice that there are gaps to be covered for each of them. If we now consider column 1 to be the starting point 'A' and the desired direction is to arrive at 'B', (column 2), the steps to be taken in order to get from A to B is called 'C', which actually is your Strategy of How to Get There (towards the desired State of Export Readiness).

    Column 3

    • In the 3rd column, try to write down one short-term (within 1 year), one medium -term (

  • Where are you now - Where do you want to go?

    47

    A Sense of Direction…

    • Only in this way you can establish a vital 'export growth 'team' and involve them in the EMP and export readiness process by creating 'collective ownership‘

    • This way, collective responsibility and accountability is created and the workload of management planning, action planning and budget planning can be shared

    • You will need to include the actions in column 3 in your overall action plan to be created later

    • Remember - One person cannot manage this or any growth plan! – If you are considering doing this alone you will fail!

    • If you cannot delegate then you do not have a sustainable business!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Why Small to Medium Size Enterprises Fail

    Be Mindful of the Deadly Crossroads!

    ?

  • Why Small to Medium Size Enterprises Fail

    SME Development Cycle (Source Harvard University)

    1 Conception /

    Existence

    2 Survival

    3 Profitability / Stabilisation

    4 Profitability /

    Growth

    5 Take-Off

    6 Maturity

    Critical to Company Growth

    Important But

    Manageable

    Somewhat Irrelevant or Natural By-

    Product

    Cash

    Time

    Importance

  • 1 Conception /

    Existence

    2 Survival

    3 Profitability / Stabilisation

    4 Profitability /

    Growth

    5 Take-Off

    6 Maturity

    Critical to Company Growth

    Important But

    Manageable

    Somewhat Irrelevant or Natural By-

    Product

    Cash

    People Planning &

    Systems

    Time

    Importance

    Why Small to Medium Size Enterprises Fail

    SME Development Cycle (Source Harvard University)

  • 1 Conception /

    Existence

    2 Survival

    3 Profitability / Stabilisation

    4 Profitability /

    Growth

    5 Take-Off

    6 Maturity

    Critical to Company Growth

    Important But

    Manageable

    Somewhat Irrelevant or Natural By-

    Product

    Cash

    Owners Ability to Delegate

    People Planning &

    Systems

    Time

    Importance

    Why Small to Medium Size Enterprises Fail

    SME Development Cycle (Source Harvard University)

  • 1 Conception /

    Existence

    2 Survival

    3 Profitability / Stabilisation

    4 Profitability /

    Growth

    5 Take-Off

    6 Maturity

    Critical to Company Growth

    Important But

    Manageable

    Somewhat Irrelevant or Natural By-

    Product

    Cash

    Owners Ability to Do

    Owners Ability to Delegate

    People Planning &

    Systems

    Time

    Importance

    Why Small to Medium Size Enterprises Fail

    SME Development Cycle (Source Harvard University)

  • 1 Conception /

    Existence

    2 Survival

    3 Profitability / Stabilisation

    4 Profitability /

    Growth

    5 Take-Off

    6 Maturity

    Critical to Company Growth

    Important But

    Manageable

    Somewhat Irrelevant or Natural By-

    Product

    Cash

    Owners Ability to Do

    Owners Ability to Delegate

    People Planning &

    Systems

    Time

    Importance

    Why Small to Medium Size Enterprises Fail

    SME Development Cycle (Source Harvard University)

    Warning! -

    Deadly

    Crossroads!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 6

    What is your Current Market Position?

  • What is your Current Market Position?

    55

    Your marketing mix - The 4Ps.

    • Product – Elaborate on your present product range/s: what products do you sell, what is their market position, and what competitive alternatives are available in the market?

    • Place – What is your current market coverage, which distribution channels do you use, and how does that relate to the competition?

    • Price – What is your pricing policy, to what extent do you apply different pricing from the competition, and how do you apply pricing flexibility in order to promote sales (e.g. discounts, quantity offers, contractual tenders etc.)

    • Promotion – Describe the promotional tools that you use; your promotional mix (advertising, trade fair participation, Direct Marketing, e-Marketing/online sales platforms etc.).

  • What is your Current Market Position?

    56

    Your marketing mix - The 4Ps.

    • Note: You should be able to complete a table showing a breakdown by product or product range/s, by export price, (FOB/CIF), by number sold, by export destination country and complete this for one complete year (this current year including the forecast balance or for the last full year of trading).

    • This is the baseline in your plan from which to show growth performance.

    • Your cost and profit should also be stated per product and export market or even by customer, trader, distributor. You ultimately want to see which markets and customers are rewarding the company favourably and which are only at best contributing to your overhead costs.

    • You must complete this to be included in your export plan as a foundation to build from.

    • See AtoZ Industries example in your workbook

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 7

    What are the Market & Industry Trends? This will test you in terms of who drives your future

  • What are the Market & Industry Trends?

    58

    Know your market/s

    • You need to know your competition thoroughly and their 4Ps!

    • This is vital research if you want to differentiate your company and its products and services from your competition and this must be analysed frequently - How can you sell if you do not know what or who you are competing against?

    • Describe the past, present and future developments that take place, are envisioned to take place, or have taken place in your current and potential future markets, including particular segments.

    • Divide the market(s) into workable market segments, and relate to buyer/user behaviour, procurement practices, differences in the distribution system, regulations, economic, political and technological developments, innovation, and of course competitor activity etc.

  • What are the Market & Industry Trends?

    59

    Know you market/s

    Example (See other examples in your workbook) • The main competition can be expected from European manufacturers, like XXXX

    and XXXX from the UK, XXXX from Germany, XXXX from China and XXXX from Switzerland. Their strength is that they have strong existing relationships, but a weakness is that they apply a very conservative marketing policy as they are well-known in the industry. Based on the volume of their business, they will be able to apply methods to protect their market share. As soon as our greater presence in the market is being felt, it is expected our competitors will apply a defensive strategy to maintain their buyers by offering temporary discounts. In a conservative but growing market, the main weakness is the establishment of our brands and products. This may offer room to AtoZ Industries to emphasise its highly skilled and long-service workforce, its policies on improving corporate social responsibility and equity and environmental efforts in Pakistan, since buyers are continuously looking for companies that are striving for these improvement goals.

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 8

    Complete Your Company SWOT Analysis

  • Strengths, Weaknesses, Opportunities Threats

    61

    Do Your SWOT Analysis

    • Go back and revisit the KPIs that you set for your company

    • Also go back to the Gap Analysis and actions you completed in the 7-S (column 3) exercise

    • These are the basis for your company SWOT

    • Do not be too worried about placing Strengths and Opportunities in the correct 'box‘

    • Threats are usually things outside your ability to change - Political interference, trade embargoes, new competition - You need to be very aware of these threats in order to appreciate the effect they may have on your business

    • Use the AtoZ Industries SWOT example in the workbook

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 9

    Market Assumptions

    Playing the ‘what if’ game!

  • Assumptions – The ‘What If’ Game

    63

    These are critical! (Also can be predictions / expectations)

    • Describe the underlying assumptions that may impact your export plan

    • Relate these assumptions to, for example, the economy (slow or fast economic growth), distribution pattern, product (life cycle) development, technological and regulatory developments, stability or dynamism in your target markets, your company’s financial situation (e.g. cash flow)

    • The more realistic your assumptions are, the more accurate your plan and budgeting can be

    • If the assumptions change substantially, the plan (and budget) needs to be adapted

    • The markets are dynamic - This should be part of your weekly / monthly / annual plan review and update of all actions

    • See the example in your workbook

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 10 - Market Entry Strategy

  • Market Entry Strategy

    65

    Prioritization is key!

    • Based on the market information and intelligence you have already gathered / will gather, in combination with the key issues resulting from your SWOT analysis, you will be able to develop your strategy to then set the objectives

    • You will determine the market (segments), choose the most suitable distribution channel and select the right partner

    • The appropriate positioning should offer you the competitive edge you need vis-à-vis the competition

    • When selecting your target markets, you have to determine on which market (or market segment) you will focus on and why

    • Consider market size and market growth, specific segments, particular niches, developments in customer needs and customer satisfaction, physical and cultural proximity, and 'alertness' of competitors.

  • Market Entry Strategy

    66

    Prioritization is key!

    • Based on a clear understanding of the customer needs in your defined target markets, you have to clarify how your business offering meets the perceived customer needs

    • The resulting product/market mix should include what you sell, at what price, where you sell and how you sell it

    • How does your product/market mix compare to the competitors’ marketing mix?

    • To what extent and in which areas do you differentiate from the competition

    • Your product/ market mix should make it clear for customers whether you are aiming for the top end of the market, medium, or at the lower end. This impacts on the choice of distribution channel, product quality and warranty, business communication and pricing.

  • Market Entry Strategy

    67

    Prioritization is key!

    • If you decide to operate in a foreign market under your own brand name, you have to realise that substantial investments will be required. Therefore, it is only advisable to do so if it will lead to higher revenues, create loyalty and stimulate repeat purchases, and that your own brand and company image is appreciated by the trade.

    • Alternatives to branding should be considered. Most outsourcing companies in Europe operate under their own brand name or private label of their downstream buyers, or demand production according to specifications, with or without licensing agreement

    • You will constantly need to develop the product range in accordance with customer needs and prevailing market conditions (competition and rules and regulations). Can you use your existing product assortment/ ranges or does it/they need adaptation?

  • Market Entry Strategy

    68

    Prioritization is key!

    • Features/Benefits Analysis: Do your products offer features (physical property of the product) or benefits (usage added value) that add value to the customer / user?

    • Unique selling proposition of your products: Do your products offer unique properties that are an incentive to customers to buy?

    • Product Development Strategy: Only in exceptional cases your product will be directly acceptable to the market. Therefore product development capability, in relation to market demands is of crucial importance

    • Packaging Strategy: In most cases packaging is one of the product features that needs market adaptation

    • Pricing Strategy: In many cases, you will not be able to dictate your own prices. Your market intelligence should give you the insight into the appropriate price point and competitor prices.

  • Market Entry Strategy

    69

    Prioritization is key!

    • Distribution Strategy: A proper place produces profits! The first decision to make is whether to go direct or indirect to the new market

    • Indirect means, that the complete export activities are taken care of by an exporter or agent or that the complete import activities are taken care of by an importer or agent

    • Promotion Strategy: Promotion boosts purchases! Promotion means ways of creating awareness or inducing people to buy.

    • The promotional mix is a range of techniques, whereby you initiate, increase and maintain awareness of what you offer to your customers, in the most cost-effective way

    • There are many examples of the market entry strategy in your workbook . This is the most important part of your preparation!

  • Market Entry Strategy

    Developing Strategies – Questions to consider…

    • Penetrating further into existing markets (least risk) • Extending products or services to new markets

    (higher cost/higher risk) • Developing new products or services for existing

    markets (higher cost/higher risk) • Diversifying with new products into new markets

    (most cost / highest risk)

    Doing nothing is not an option!

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 11/12

    Objectives & Action Plan

  • Objectives & Action Plan

    72

    Remember ‘SMART’

    • Go back to your SWOT Analysis and along with your KPIs and 7-S actions that you developed

    • Rework them into the following template from which to generate objectives in terms of 'How Do We' statements

    • These will be converted into your detailed action plan

    • Combine the strengths and opportunities, the weaknesses and threats and present these as questions to be addressed within the action plan

    • Remember, you have to acknowledge the threats and be constantly aware of them but you cannot change them as they are often beyond your control

    • Go back to the SWOT analysis for AtoZ in your workbook as an example

  • Objectives & Action Plan

    73

    Remember ‘SMART’

  • Objectives & Action Plan

    74

    Remember ‘SMART’

    • Now develop an action plan which is based on the export audit and competitor analysis and which supports the objectives and strategies

    • Consider a spreadsheet, detailing when key activities start and finish and how they dovetail into each other

    • Your action plan should form part of your weekly and monthly management meetings and be updated at these events

    • Again, it is important to have the actions delegated effectively!

    • The 'Responsible Person' cannot always be the owner of the company as little will be done and it will be overwhelming, stressful and 'embarrassing' when updating it with your management and other company stakeholders

    • Without the essential resources of time, money, people you do not actually have a plan!

  • Objectives & Action Plan Start with the 1st 12 months and then year 2 & 3

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Exercise 13

    Budgets & Forecasts

  • Budgets & Forecast

    77

    Marketing Costs Money!

    • An export sales forecast should be made up covering a period from 1 to 3 years

    • Based on this forecast an export revenue projection should be made followed by a budget of export expenses

    • All this results in the P&L projection of the export venture

    • Ensuring that you receive payment is considerably more difficult when dealing with foreign markets and customers. Risks faced include:

    – Commercial risk - your customer becoming insolvent

    – Political risk - your customer’s country becomes involved in a war, sanctions are imposed, there are strikes

    – Transfer risk - your customer does not have access to foreign exchange to pay for your product or services

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Thank You!

    Good Luck with Your Assignments

  • Where to find data that you can use for profound decision-making?

    Warner Uiterwijk

    Cluster Development Initiative – A Way Forward for Economic Cooperation

  • Programme Objective Being able to find the best market intelligence

    sources (general / finding buyers/partners) Applying these sources for Market Intelligence

    purposes to compile your own EMP. Menu A bit of theory Data driven decision making Market selection

    Quantitative data Qualitative data

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    1 Framing the

    problem

    2 Hypothesis develop-

    ment

    7 Reporting

    7 Stages of data-driven decision making

    6 Decision making

    5 Inter pretation

    4 Data analysis

    3 Data collection

  • Cluster Development Initiative – A Way Forward for Economic Cooperation

    Market selection – filter model

    Prefilter: imports, health

    expenditure, etc.

    Filter 1: geographical

    distance, cultural distance

    Filter 2: product demand,

    competition

  • Which filters/factors would you take into account for market selection?

  • Where are the goldmines?

  • It is NOT a story about a needle in a haystack…

  • 1. National export statistics 2. International trade statistics 3. Population and health

    statistics. 4. Production / Consumption

    statistics 5. Other: investor information,

    etc.

    Data types – 1 – Quantitative data

  • Quandata – 1 - National Export Statistics

  • Where are exports from “Sialkot Surgical Valley”

    going

  • “Sialkot Surgical Valley” top 6 export destinations in 2017 (value)

  • Quandata – 2 – International Trade Statistics

  • Quandata – 3 – Population & Health

    Worldbank OECD

  • Quandata – 3 – Population / Worldbank

  • Quandata – 3 – Health / OECD

  • Quandata – 4 – Production/Consumption

    • No international databases • Values in countries are often confidential for competition

    reasons • In EU there is a production / consumption statistical database ->

    + For comparing European markets this database might be useful - Difficult for dummies - Confidentiality makes it difficult to analyse data

  • Quandata – 4 – Production/Consumption

  • Quandata – 5 – Other

    Google with keywords Investor information of publicly-listed companies

  • Data types – 2 – Qualitative data Qualitative data: trends, developments, players, competition,

    requirements. CBI www.cbi.eu Investor information of publicly listed companies Medical industry reports Magazines / associations, trade fair websites Associations And more on national level

    http://www.cbi.eu

  • Qualdata – 1 – CBI – www.cbi.eu

    http://www.cbi.eu

  • www.cbi.eu

    http://www.cbi.eu

  • Qualdata – 2 – Investor Information Publicly listed companies such as:

    Johnson & Johnson Zimmer Biomet Stryker Conmed Smith and Nephew Medtronic Aesculap / B.Braun

    Annual reports Presentations (PDF files or podcasts) Corporate brochures News articles (search with Google)

  • www.jnj.com

    http://www.jnj.com

  • Qualdata – 3 – Medical Industry Reports Several reports available on the internet, but expensive Summaries / previews are available for free Often global scope and focus on a group of instruments.

    Examples: https://www.transparencymarketresearch.com/hand-held-

    surgical-instruments-market.html https://www.marketsandmarkets.com/Market-

    Reports/urology-surgical-instrument-market-

    120080018.html Or have a look @ ReportLinker ->

    https://www.reportlinker.com/ci02256/Surgical-Equipment.html

    https://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.transparencymarketresearch.com/hand-held-surgical-instruments-market.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.marketsandmarkets.com/Market-Reports/urology-surgical-instrument-market-120080018.htmlhttps://www.reportlinker.com/ci02256/Surgical-Equipment.htmlhttps://www.reportlinker.com/ci02256/Surgical-Equipment.htmlhttps://www.reportlinker.com/ci02256/Surgical-Equipment.html

  • Qualdata – 4 – Magazines / Associations / Trade Fair Websites / Other

    1. DeviceMed www.devicemed.de (German; use Google Translate)

    2. Medical Device Ne