LIAISON WITH MEMBERS Tips for more efficient External communication and Handling of the members‘ requests Study Visit Prague, 10 -12 August 2011 1
How to find out about your members‘ needs? • Sources of information on members‘ needs • Personally: formal meetings, discussions, informal meetings (breakfast, brunch, dinners, receptions), chamber events and other events, business missions, etc. • Phone calls: incoming (initiative of the member), outgoing (initiative of the chamber – researches, surveys) • In writing: letters, e-mails, faxes, questionnaires • IT tools: on-line questionnaires, member websites, CRM (member updates) • All information must be recorded and worked with! 2
How to find out about your members‘ needs? • Ways of recording and futher elaborating • Simple: MS Excell files (advantage: cheap) – Each member may have a separate file with different sheets according to what the chamber wants to monitor (contact, profile, needs, participation in chamber events, etc. ) • Sophisticated: CRM (advantage: more options) – Different facts on each member can be collected and directly used for search, mailing, questionnaires, etc. – Enables also statistical details on member‘s activities 3
How to find out about your members‘ needs? • Involving members into chamber activities • Indirectly: comments on specific issues (each member is considered an „expert“ in a particular field) • Directly: through offering your member a membership in chamber bodies (export board, various working groups, sectorfocused committees, chair of bilateral chambers) • Depends on the willingness of each member and the ability of the chamber to motivate each member for such activities (benefits for both sides) 4
How to transform members‘ needs into chamber services? • Internal evaluation of members‘ inputs • Different levels: network, departments, directors, top management • Different forms: brainstorming, internal experts‘ initiatives, regular meetings, etc. • Wider evaluation of members‘ inputs • Involving existing chamber structure into discussion on the design of new services – working groups, sector experts, JBCs, bilateral chambers, etc. 5
How to transform members‘ needs into chamber services? • Wider evaluation of members‘ inputs – possible innovations in planning • Involving external entities – municipalities, universities, banks, other financial institutions, foundations, etc. • Forms: Informal meetings, brainstormings chaired by chamber representatives, wider think-tanks, thematic conferences, etc. • Involving foreign partners as advisors – various forms of inspiration, different fields (ad hoc basis, internships, twinning, discussions, support projects) 6
EXAMPLE: Your SME members want to go international • What is internationalization? • • • Expanding business to foreign countries Activities on international market Respecting international standards International experience Adjustment of company‘s policy to international dimension (processes, staff, product, etc. ) • Attention to quality management/control • Respecting CSR principles in own activites • Observing trends, tendencies, innovations 7
How can SMEs go international? • • International company‘s strategy Comprehensive analysis of strengths & weaknesses 4 Ps – product, placement, price, promotion Processes & resources, quality control Research & innovation approaches Staff skills & competences training Financial analysis & budgeting and planning Information sources (territorial analysis, databases, legal conditions, best practices, etc. ) • Business contacts (D&O, business missions, trade fairs & exhibitions, company contact events 8
Going international – in detail • 4 Ps – product, placement, price, promotion • Product – characteristics, utility value, technical standards, production process, quality control, recognized brand, possible innovations, postsale assistance, network of sub-contractors, client satisfaction, etc. • Placement – territory/ies (chances & threats), competition existing in target market, consumer behaviour, cultural differences, doubletaxation treaty, terms of delivery & payment, co-operation with local producers, etc. • Price – pricing policy, utility value / price ratio, competitive advantage, exchange rate influence, etc. • Promotion – PR strategy (media, advertisements, press releases, sector magazines), own presentation materials, business cards, sponsoring, etc. 9
Going international – in detail • Staff skills & competences • Qualified staff = key requirement • Educated staff with foreign experience • Production (engineers, working staff), financial issues (accountants, invoicing, payments), public relations (outsourcing), trading (skilled business people), legal issues (lawyers), etc. • Improving language competences (language courses, study tours, internships, etc. ) • Various trainings (PC & communication skills, intercultural aspects of trade, taxes & customs, international standards, etc. • National & international networking (associations, regional bodies, municipalities, government, international organisations, etc. ) • Motivation (bonuses, success fees, holidays, kindergarten, etc. ) 10
HOW CAN CHAMBERS SUPPORT SMEs IN THEIR INTERNATIONALIZATION PROCESS? Through adjustment of chamber‘s policy! 11
Adjustment of chamber‘s policy • Incorporating the international aspect in all chamber activities thinking international • Comprehensive research on current needs of members in foreign trade activities qualified evaluation • Changes in chamber structure • Introducing new departments and/or project teams • Introducing new chamber bodies (platform for enterprises discussing foreign trade priorities, Joint Business Councils, joint Chambers of Commerce, etc. ) • Activating own network (regional & professional), chains & clusters of regional/local chambers • Growing role of project management structure (horizontal, personal involvement of staff, efficiency) 12
Adjustment of chamber‘s policy • Partnership with key players • Municipalities, ministries and other public administration bodies • Academic field – universities, laboratories, research institutes, technical colleges, foreign schools • Banks, leasing companies, insurance companies and other financial institutions • Foundations, other non-governmental organisations, civil society, think tanks, etc. • Foreing chambers of commerce, confederations of industry, trade development boards, institutes, etc. • International organisations (chamber associations, EU, OECD, United Nations, etc. ) 13
Adjustment of chamber‘s policy • Revised Action Plan • Making internationalization a chamber priority • Introducing new activities for support of internationalization – prestigeous events & contests (Export Forum, Exporter of the Year), participation in foreign trade fairs & exhibitons with a subsidy, creating a status of an accredited chamber member, etc. • Giving the Action Plan a publicity – taking over the initiative • Training of own staff (study tours, internships, language courses, PC & communication skills, intercultural aspects of foreign trade, etc. 14
Instruments on Regional Level • Organization of thematic events for members • Formal: seminars, forums, trainings with foreign experts, priority sector focus (topics: Exporting bio products, Foreign Trade Legislation in Practice, International Standards in Production, etc. ) • Informal: breakfast for selected enterprises (farmers, chemical companies, travel agents, etc. ), brunch with regional representatives of commercial banks • Regular briefings on latest developments in international trade practice, presentation of members‘ best practices • On-site assistance – personal visits, evaluation of individual needs of members, mediation of expert visits (banks, research institutes, language teachers, etc. ) 15
Instruments on National Level • Organization of thematic events for members – formal/informal, with participation of government officials, representatives of bilateral chambers and Joint Business Councils, banks, universities, specialized seminars & forums with national impact, etc. • Initiation of various advisory bodies and chairing their sessions – National Foreign Investment Board, Export Development Board, Standardization Board, etc. • Organizing outgoing/incoming business missions (priority territories) • Access to various databases, D&O, active search of contacts from available sources 16
Instruments on International Level • Participation in various EU support programmes (Europe. Aid, country-focused calls) • Focused on company contact events (Asia Invest, Invest in Med, East Invest, etc. ) • Focused on education and similar activities • International projects (U. N. , OECD, World Bank, foundations, research institutes, universities, etc. ) • Trade fairs & company contact events with financial support (state budget, foreign governments) 17
CASE STUDY: BUSINESS MISSION OF SERBIAN COMPANIES TO THE CZECH REPUBLIC Useful tips… 18
PLANNING • Initiation – collection of various requests (based on suggestions and interests of involved parties: members, network, Parliament, Ministries, municipalities, foreign chambers, joint chambers, etc. ) • Decision about further actions that may result in including the event into the chamber‘s event list • Nomination of a Project Manager, selection of the team members with various responsibilities • Proposal of the event type and draft outline of the budget (internal & external sources) • Discussion with Financial Department 19
PLANNING – cont. • Approval of the type and budget of the event (chamber management) • Elaboration of event proposal sent to the foreign partner(s) • Comments/suggestions/recommendations made by the foreign partner discussions, negotiations • Event confirmation including it into the chamber‘s event list 20
PREPARATION • Precision of organisational details and particular budget items, application draft (+ supporting documentation) • Selection of suppliers of services (outsourcing) according to previously specified needs tender announcement • Travel arrangement (travel agents, airlines, hotels, ground transport agencies, etc. ) • Other suppliers (catalogues, PR agencies, etc. ) • Budget verification and check by Project Manager • Preparation of event-related documents for recruitment of participants, website adjustments (on-line applications, payments, etc. ) 21
PREPARATION – cont. • Promotional campaign • • Presentation within the chamber network Press releases, press conferences, TV interviews, etc. Presentation at trade fairs/exhibitions and similar events Presentation during meetings with government officials, local authorities, national committees, etc. • Direct mailing to members / non-members (qualified search in various databases) • Supporting events – trainings on business negotiations, business etiquette, language courses, etc. • Briefings with own and foreign Embassies (Czech Embassy in Lima) 22
PREPARATION – cont. • Recruitment of participants • Collection & administration of applications & company profiles, sending them to the foreign partner • Phone follow-up (based on mailing/e-mailing) • Collection & administration of participation fee payments, invoicing, payment for outsourced services • Further assistance to applicants (help with formulation of company profiles in English, specification of co-operation proposals, etc. ) • Organizational details • Co-ordination with the foreign partner (Czech Chamber of Commerce) and all other involved parties (MFA, Embassy, etc. ) concerning programme items • Travel arrangement, accommodation, visa assistance, etc. 23
REALIZATION OF THE BUSINESS • Trip to the Czech Republic (jointly/separately) MISSION • Co-ordination meeting with the participants on the first evening upon accommodation (participation of the Czech Project Manager) • Welcome dinner (first networking opportunity) • Meeting day – information part followed by individual contact meetings between Serbian and Czech companies joint assistance on-site • Separate meetings of chamber representatives (all available levels) • Settlement of financial matters 24
BUSINESS MISSION FOLLOW-UP • Evaluation questionnaires for participants • Evaluation of the preparation phase • Evaluation of the business mission as such (travel arrangements, overall organisation, programme, etc. ) • Efficiency of the information part and individual contact meetings (goals achieved? ) • Further needs for assistance (follow-up of meetings) • Preferences about future (Which territories/countries? Which concept? Which sectors? ) • Suggestions / recommendations / ideas • Don‘t be afraid of negative reactions! They serve as an impulse for improvement! There is always something to be improved! • Try to involve participants in chamber activities! 25
BUSINESS MISSION FOLLOW-UP – cont. • Internal evaluation • Evaluation of processes (all phases) • Financial evaluation (Were the parameters formulated correctly? ) • Impact of the business mission on further co-operation with the foreign partner (Czech Chamber of Commerce) as well as with other involved actors • Update of databases • Did it work this way? possible corrections • Suggestions / recommendations / ideas • Try to be sincere to yourself! Try to involve all staff into the evaluation! Try to listen to all initiatives! 26
How to network with members and verify their needs? • Activating chamber bodies and introducing new ones • Chairing working groups and committees of entrepreneurs generating new ideas and discussion on currently developed issues – Thematic: Foreign Section, Training Section, Network Section, Standardization, etc. – Sector-focused: Agriculture, Tourism, Chemicals, Energy, etc. • Establishment of Joint Business Councils – Focused on foreign countries/territories – Chaired by most successful entrepreneurs, administred by the chamber 27
How to network with members and verify their needs? • Activating chamber bodies and introducing new ones • Establishment of bilateral chambers of commerce – Further institutionalization of relations established in JBC – Support on national level, involvement of regions – Supervision over activities of the bilateral chambers and co-operation on activities carried out • Essential to have prominent personalities as leaders • publicity given to the activities • no formal gibberish! 28
How to network with members and verify their needs? • Informal networking with members • Working breakfasts, working dinners organized for members (thematicly focused and efficiently chaired) • On-site visits in member factories and offices • Participation in events organized by other institutions – municipality, foreign Embassies, etc. • Important to record any outcomes and interesting findings that may be used for chamber purposes 29
How to network with members and verify their needs? • Sustainable verification of members‘ needs • Variety of channels: personal, impersonal (e-mail, phone, questionnaires, on-line surveys, etc. ) • Processing of acquired information – updates of databases, extensive use of CRM • Making conclusions of processed information and transforming them into chamber activities – changes in current services and/or launching new services • Wide publicity of outcomes! 30
How to network with members and verify their needs? • Sustainable verification of members‘ needs • Interactivity of contact with members through IT tools (on-line surveys, on-line questionnaires) • Make it easy for your members to interact with you! • Reward those who interact with you well • Contact your members regularly, but not too often! • Formalize the processing of information given by members! • Elaborate a manual for chamber staff concerning the contact with members! 31
CZECH CHAMBER OF COMMERCE EXPERIENCE Our interesting services… 32
CONSULTING POINT - NEW LEGISLATION • CCC is an obligatory point for inter-institutional consulting • In co-operation with EUROCHAMBRES, UEAPME and other EU-wide operating institution the CCC consults also new EU legislation (in close interaction with Czech Business Representation in Brussels) • Main objective: improvement of business environment in the Czech Republic and reduction of administrative burden for entrepreneurs • Process: governmental suggestion – consulting (CCC interacts with members, network and experts) – the author incorporates comments into the suggestion – approval by Government – pass of new legislation in Parliament 33
CONSULTING POINT - NEW LEGISLATION • Examples of current proposals in national law: • • Trade Licencing Act Review Labour Code Air Protection Act Consumer Tax Act Income Tax Act Employment Act Railways Act • Examples of current proposals in EU law: • Services Directive, Late Payment Directive, Consumer Rigst Directive • EU 2020 Strategy consultation • Review of the Competition Rules 34
TRADE FAIRS & EXHIBITIONS ABROAD • Co-financed by the state budget and structural funds of the European Union (Operational Programme Enterprise and Innovations) • Czech Chamber of Commerce has won a tender on organisation and administration of the project for the years 2010 -2012 • Objective: strengthening of Czech companies‘ competitivenesss on international market through participation in renowned international trade fairs and exhibitions • List of more than 100 supported events per year worldwide • Both for SMEs and larger companies • Financial support provided up to € 5, 000 (excl. VAT) 35
TRADE FAIRS & EXHIBITIONS ABROAD • Number of fairs & exhibitions one company participates in is not limited, total support must not exceed € 200, 000 within 3 years • Eligible expenses: • Rent of exhibition space, inscription into the event catalogue • Exhibition booth, equipment and related services • Registration fee, supplies (energy, water, cleaning, etc. ) • Ineligible expenses: • Travel, accommodation, insurance • PR materials, shipping costs, catering • Participation possible also in joint exhibition booth (CZ national booth) under favourable conditions 36
TRADE FAIRS & EXHIBITIONS ABROAD • Further conditions for financial support • Company profile complying with sector focus of the respective trade fair / exhibition • Seat or major activities outside the capital Prague (exceeds 75% of average EU GDP income) • No debts vis-a-vis the state (taxes, social & health insurance, etc. ) • Physical presence at the trade fair / exhibition • Organizational conditions (questionnaires, original documents and other proofs of eligibility) • Financial support provided up to 100% of eligible expenses 37
Project Czech. POINT • Czech. POINT = Český Podací Ověřovací Informační Národní Terminál (Czech Submitting Verification Informative National Terminal) • Joint initiative of the CCC and the Ministry of Interior (Contracting Authority) introduced in 2007 • At present 53 public administration contact points (Czech. POINTs) operated by the CCC network • Through the CCC network Czech. POINT is represented in all regions of the Czech Republic (14 regions); map on the next slide • Certifiers/verifiers who provide services of Czech. POINT are trained to work with the system and have passed exams focused on services according to the Law no. 21/2006 (vidimus and legalization) 38
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Project Czech. POINT • Czech. POINT services are meant for all public and business entities • This service facilitates public and entrepreneurs to access the system of verified/certified documents – printouts from various registers, submitting applications or certified documents and signatures • It‘s also possible to obtain information and consulting concerning business issues at these points • Objective of the project is to reduce bureaucracy in the relation citizen – public administration (main motto: „It is data that is circulating, not the people“) and also to create a guaranteed service for communication with the state administration one universal spot • According to statistics, since its introduction the whole system generated in total over 2 mil. Outputs • Positively received, further extension planned 40
Project Czech. POINT - services • Printouts from Real Estate Register (entries in the real estate evidence – contains information on parcels, buildings, registration districts, owners, etc. ) • Printouts from Trade Register (contains information on business entities – legal persons – changes, data of establishment, etc. ) • Printouts from Crafts register (contains information on physical and legal persons operating crafts based on trade licence certificate) • Printouts from Criminal Record Register (contains records about individuals – lists their criminal delicts or prove thier chastity) • Drivers‘ Register – printout of Point Evaluation (provides current information on number of penalty points) • Directory of qualified suppliers (evidence of the Ministry of Regional Development on suppliers fulfilling the qualification according to § 53 and 54 of the Law no. 137/2006 on public tenders) 41
Project Czech. POINT - services • Register of the Ministry of Environment – MAISOH (possibility of registration for operators of car breaker‘s yards) • Printouts from Insolvency Register (contains information on insolvency proceedings) • Vidimus (verification of wording concordance of copies with the presented original) • Legalisation (certification of personal signature or certification of the applicant to have accepted the signature on the document as his/her own) • Conversion of Documents (full transformation on the document in paper form into a document in data format and vice versa) • Creating a data box (submitting of application to the Ministry of Interior through the public administration contact point – Cze • Submitting acc. to § 72 Trade Code (application for acquiring a trade license, notification about new or other trade license, other applications for licenses) 42
Opening Business Opportunities • Outgoing and incoming business missions to and from all territories of the world (according to priority selection) • Accompanying missions of businessmen at the occasion of official visits of state officials (President, Prime Minister, Ministers, Members of the Parliament) abroad • Matchmaking events focused on selected branches (with EU support, bilateral, multilateral) • Operation of database of demands and offers, Business Contact System • Providing auspices to national and international trade fairs and exhibitions 43
Interesting Examples - Hungary Széchenyi Card – SME Credit Card Programme • Joint initiative of the Hungarian Chamber of Commerce and Industry and National Organization of Entrepreneurs and Employers • Credit facility on state supported preferential terms • micro- and SMEs with minimum business history of 1 year • Use of credit managing liquidity risks • Eligible for any expenditures (meeting the tax and accounting standards) – purchases, cash withdrawal, wire transfer, etc. • Non-eligible for exports 44
Széchenyi Card • • • Choice of 5 commercial banks to contract with Revolving credit limit between 2, 000 and 100, 000 EUR Duration of the credit: 365 days (possible to extend) State support: 50% of guarantee fee, 1 -2 per cent interest rate Members don‘t have to pay any registration fee Enterprises register at offices of the Hungarian Chamber of Commerce and Industry, all process goes on electronically • Club of Széchenyi Card Programme associates members and creates and additional platform for discussions on current issues, not only concerning credit facilities 45
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