the dti offerings part 1: current offerings part 2: offering renewal 30 july 2002
TRANSCRIPT
the dti Offerings
Part 1: Current Offerings
Part 2: Offering Renewal
30 July 2002
Part 1: Current Offerings
New perspective:
“The economy grows when our customers grow”
What value do we add, where and how?
1st Offerings Register produced in 2001
More than 200 offerings in group– complex organisation– difficult to see the wood from the trees
GrowthEmploymentSMMEsBEECompetitivenessGeographic spreadInvestmentExportsWE
eg Prog1KPI - 1KPI - 2KPI - 3
eg Prog 2KPI - 1KPI - 2KPI - 3
Prog 20etc
Prog 3etc
Offering A
Offering B
Offering C
Offering D
Project E
Project F
Offering E
Project H
Project I
Project J
The Strategic Goals, .. realised by Programmes, …by contributions from Offerings & Projects
Some considerations for DTI
Offerings and Projects must cause the strategic Intent
Integrating the current 200 Offerings
Offering Type
(= Policy Instruments)
Customer Need Type
Policy C
ertainty
International Market A
ccess
Regulatory E
nvironment
Registrations, A
uthorisations &
Certification
Information, A
dvice and Facilitation
Incentives, Rebates and F
inance
Change P
rogramm
es (projects)
Investing
Starting & Operating
Competing & Growing
Exporting & Importing
Protecting Consumers
Working with Stakeholders
Detailed and integrated at www.thedti.gov.za or phone 0861 the dti
Investing
Needs:•Why invest in SA•Understand Regulatory environment•Understand living and working in SA•How to do business•Investing made easy
Offerings:•Fine but can improve by integrated offerings
eg. Register once for company, tax, labour•DFA becoming an agent
Starting and Operating
Needs:•Advice on how to start, easy to start•Access to finance•Advice on how to manage, access to training•Access to opportunity information•Access to support
Offerings:•Regulatory environment complex•Information and advice needs to strengthen•Many finance schemes, easier access needed
- integrating financial offerings
Competing and Growing
Needs:•Advice on how to compete and grow•Access to finance•Advice on how to manage, access to training•Access to opportunity information•Access to support
Offerings:•Information and advice needs to strengthen
-give effect to knowledge intensity from IMS-Simplified, integrated offering
•Many finance schemes, easier access needed•Finance to be channeled to strategic focus areas
Exporting and ImportingNeeds:•Learn to Export•Make starting to export easy•Information about opportunities and competition•Access to foreign Markets•Access to support
Offerings:•Information and advice needs to strengthen•Electronic documentation for exporting•Rebates have worked well for the Motor- and Clothing &Textile Industries•Explore impact of tarrifs•DFA becoming an agent•Connect electronically to big buying networks (B2B)
Protecting Consumers
Needs:•Understand their rights•Know how to take action against offenders
Offerings:•Strengthen info and advice•Stronger protection•Improve access
Working with Stakeholders
Needs:•To know what and how the dti is doing•To know how to engage with the dti
Offerings:•Improving access to information•Improving channels for easier access•Improve integration across economic cluster (17)•Improve cooperation with Provinces•Improve collaboration with all stakeholders
Part 2:Offering Renewal Project
•Higher Impact and Simplification
•Strategic Alignment
• Easier Access to Offerings
Higher Impact and Simplification
• Integrate into solutions
• Repackage to simplify
• Reduce low impact offerings
• Introduce more focused, higher impact offerings
Strategic Alignment
Can we say with certainty
that our current Offerings and Projects
is the most effective solution to
support the Micro Economic Reform Strategy?
VISION 2014By 2014, following the successful implementation of the microeconomic reform strategy and complemented by continued macroeconomic stability and a process of sustainable social development, South Africa will have a restructured and adaptive economy characterized by growth, employment and equity, built on the full potential of all persons, communities and geographic areas. The requirements to realize this vision include the following:
•A geographic spread of social and productive investment.•An integrated manufacturing economy capable of high degrees of value added.•An extensive ICT and logistics system capable of speed and flexibility.•A high degree of knowledge and technology capacity.•Greater diversity of enterprise type and size.•Skilled, informed and adaptable citizens.•An efficient, strong and responsive state structure.
Strategy Integration Framework supports Vision 2014
A geographic spreadof social and productive investment.
An integrated manufacturing economy capable of high degreesof value added.
An extensive ICT and logistics system
capable of speed and flexibility.
A high degree of knowledge and technology capacity.
Greater diversity of enterprise type and size.
Skilled, informed and adaptable citizens.
An efficient, strong
and responsive
state structure.
growth, employment and equity
Regulatory Environment f(promotes competitive, fair and efficient markets)
Sector Competitiveness
Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale
Customer Relationships
Integration into InternationalCustomer’s supply chains (for easy e-purchasing)
Trusted brand as reliable:-Suppliers (on time)-Quality (to agreed spec)-Leading product (design) features
Strategy Integration Framework
Empowerment (SME, BEE, WE)
Small business regulatoryCompliance exemptions
Access to Finance
Access to Business skills
Preferential Access to Markets, government procurement
GovernmentProcurement
Incl. IP
Geographical Location Investment Competitiveness
Access to quality Infrastructure:- Basic (Space, Power, Safety,…)
- Logistical (Road, Rail, Ports)
- Informing economic (incl. ICT)
Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services
Investment Promotion
Growth = Sum of Enterprise Growth
Supplier work
Enterprise competi- tiveness
Demand for Employment
ProfitabilityLeads to organicgrowth
Growth from new
Investments
Trade
Market Opportunity Intelligence
Removal of BarriersTo Trade
Preferential TradeAgreements
Competitor Intelligence-Key Players -Benchmarks-Technology drivers
Trade Administration
A geographic spreadof social and productive investment.
An integrated manufacturing economy capable of high degreesof value added.
An extensive ICT and logistics system
capable of speed and flexibility.
A high degree of knowledge and technology capacity.
Greater diversity of enterprise type and size.
Skilled, informed and adaptable citizens.
An efficient, strong
and responsive
state structure.
growth, employment and equity
Regulatory Environment f(promotes competitive, fair and efficient markets)
Sector Competitiveness
Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale
Customer Relationships
Integration into InternationalCustomer’s supply chains (for easy e-purchasing)
Trusted brand as reliable:-Suppliers (on time)-Quality (to agreed spec)-Leading product (design) features
Strategy Integration Framework
Empowerment (SME, BEE, WE)
Small business regulatoryCompliance exemptions
Access to Finance
Access to Business skills
Preferential Access to Markets, government procurement
GovernmentProcurement
Incl. IP
Geographical Location Investment Competitiveness
Access to quality Infrastructure:- Basic (Space, Power, Safety,…)
- Logistical (Road, Rail, Ports)
- Informing economic (incl. ICT)
Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services
Investment Promotion
Competitive Enterprises Grow
Supplier work
InvestingStarting & OperatingCompeting & GrowingExporting & Importing
Demand for Employment
ProfitabilityLeads to organicgrowth
Growth from new
Investments
Trade
Market Opportunity Intelligence
Removal of BarriersTo Trade
Preferential TradeAgreements
Competitor Intelligence-Key Players -Benchmarks-Technology drivers
Trade Administration
Regulatory Environment f(promotes competitive, fair and efficient markets)
CCRD, CIPRO
Sector Competitiveness
Supply chain capacity to: - collaborate efficiently - deliver on large orders - realise economy of scale
Customer Relationships
Integration into InternationalCustomer’s supply chains (for easy e-purchasing)
Trusted brand as reliable:-Suppliers (on time)-Quality (to agreed spec)-Leading product (design) features
TISAEmpowerment
(SME, BEE, WE)
Small business regulatoryCompliance exemptions
Access to Finance
Access to Business skills
Preferential Access to Markets, government procurement
GovernmentProcurement
Incl. IP
EID
Geographical Location Investment Competitiveness
Access to quality Infrastructure:- Basic (Space, Power, Safety,…)
- Logistical (Road, Rail, Ports)
- Informing economic (incl. ICT)
Competitive local supply of: - relevant skills - reliable suppliers - well priced resources - reliable support services
Investment Promotion
EID
TISA
Growth = Sum of Enterprise Growth
Supplier work
Enterprise competi- tiveness
Demand for Employment
ProfitabilityLeads to organicgrowth
TEO
Growth from new
Investments
Trade
Market Opportunity Intelligence
Removal of BarriersTo Trade
Preferential TradeAgreements
Competitor Intelligence-Key Players -Benchmarks-Technology drivers
Trade AdministrationITED, ITA
TISA
Projects
Offerings
Strategy Integration Framework
Offering Renewal Process
1. Take stock of current offerings
2. Report on offering throughput monthly
3. Evaluate offerings• Customers, • Audit Impact, • Analyse fit with strategy
4. Identify priorities: add, delete, modify
5. Initiate projects to change
6. Measure impact annually
It is a 18 - 24 month project
How to Participate in Offering renewal
Market research on offerings per customer type – focus groups
Welcome to participate in the focus groups - up to 20% of participants, not to skew the samples
Access to Offerings
The current offerings of the dti are not easy enough to access.
• Customers are not adequately informed • Application processes are complex and
take to long • Offerings are often only available from one
location in the country
Easier Access
Establish Customer Care Centre
Establish Website
Establish face-to-face / agent network Review distribution strategy of offerings to move delivery closer to customer
Review internal business processes to speed up responsiveness and delivery
Call centre
By June 2002,
99.3% of over 1000 daily phone calls
were being answered in a helpful manner,
with an average waiting time of only 8 seconds
ThenewWebSite
The challenge of Face to Face Access
It cost about R3 mil. p.a for a competently staffed business centre.
We need about a hundred centres (R 300 mil), with agents that cover remote areas.
There are many existing service providers, thathave to date not proven world class ability.
There are many stakeholders with diverse views.
Contact us
Much hard work is behind us, more will need to be done
Work with us to build a better life for all
Offering or Programme related issues:
The new website at www.thedti.gov.za
the call centre: 0861 the dti / 0861 84 33 84