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Best BSO Practices for Competitive Private Sector

Discover the key practices that ensure a competitive private sector through effective business support organizations (BSOs). Learn about value propositions, service delivery, strategic competencies, and more.

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Best BSO Practices for Competitive Private Sector

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  1. Best Business Support Organisation(BSO) Practices for a Competitive Private Sector4th Africa Tea Convention27th June 2019Serena Hotel, Kampala • Miyoba Lubemba, • Senior Programme Officer- Institutional Strengthening

  2. Our Strategic Focus

  3. BSOs are Essential to Trade & Economy BSO Secretariat Strategy and Services delivery to support private sector Macro Level -Country GDP &Trade Growth AGM & Board Delivers Mandate, Resources Micro level-Company Business & Sales Growth Enterprise Objectives and Strategy Services Delivers

  4. Relevance of Chambers Impact of Trade Promotion Organisations TPOs contribute to 5%–6% rise in GDP per capita and 7%–8% rise in exports (ITC study on ETPOs in collaboration with University of Geneva) Chambers of Commerce are an essential and credible intermediary between government, business and the general public.

  5. What BSO practices deliver a competitive private sector? The answer lies in Form,Practice, and Value Proposition

  6. ITC’s Benchmarking Model illustrates key best practices

  7. Value Proposition must offer shared value

  8. Precise Results Framework BSO Value Value to clients

  9. Products and Service Delivery 1. Service offering based on client needs diagnostic, client data, business environment and export market prospects 2. Client segmentation and service delivery effectively managed 3. Services are readily identifiable and well supported by accessible information 4. Flexibility and responsiveness to strategic priorities Value lies in Service Design

  10. Methods for Service Needs Diagnostic

  11. Integrate Export Readiness test Based on Market Prospects Company Diagnostic Thematic Issues Four Key Areas of focus for Business Competitive Advantage • Technology • Skills • Quality • Packaging • Finance • Business Environment • Marketing and Promotion • Information 1. Strategic Competence 2. Production Competence 3. Marketing Competence 4. Resource Management Competence • Business Competitive Advantage

  12. Business System and Environmental Analysis Global (Export Market) Overall trade policy i.e. tariff structure Commercial practices Country Commercial and Industrial Policy Market structure and trends Trade Policy SQAM Infrastructure and services Enterprise Technical Regulations including TBT, SPS and pvt stds. Strategic Competence Logistics Production Competence Competitive environment Production inputs supply Marketing Competence Resource Management Competence Labour supply and quality, legal frame Global environment and trends

  13. Value Chain Analysis H. Wangombe, 2017 Identify VC weaknesses affecting competitiveness

  14. Identify other BSOs relevant to the Sector

  15. Demand driven Respond to a diagnosed need Have high business impact Within BSO mandate BSO Resources exist BSO Capabilities exist Valuable services

  16. Measurement and Results 1. Well articulated results framework with clear indicators 2. Monitoring and evaluation is regular, supported by relevant tools 3. Data collection and reporting is robust, consistent and reliable 4. Member and client satisfaction is monitored and feedback used to improve strategy and services

  17. Client Satisfaction Surveying Service Experience: The experience of the client on their service journey Ideal service journey for services Service Results: Tangible evidence of the impact of your service i.e. the indicators in the service M&E Framework; Results according to who? Important to understand the objectives of each client for seeking the service Perception: The process by which people translate sensory impressions into a coherent and unified view of the world around them. How does perception affect a client’s choice of supply and supplier?

  18. Cases to consider

  19. Challenges faced by member based BSOs Primary Issue Attracting and holding on to membership Key solution: Offer demand driven services Picture and material: The Association of Association Executives, 2017

  20. Important steps for Service Portfolio Development 1. Background Information & Context 2. Eco-System Mapping 3. Asses/ Review Current Portfolio 4. Client Profiling, Segmentation & Prioritisation 7. Service delivery cost/ impact analysis 6. Design Service Solutions 5. Define Client Service Needs 8. Prioritise service solutions 10. Develop service blue prints/ manuals 12. Finalise & validate new service portfolio, service architecture 9. Develop M&E Framework 11. Pilot New Services 13. Finalise Business Plan 14. Promotion & communication of new portfolio

  21. Form and Process

  22. Leadership and Direction 1. Clear Mandate, collective purpose, inclusive membership and industry recognition 2. Governance structures and rules are appropriate and independent 3. Strategyis relevant, responsive to local and global conditions, industry trends 4. Accountability and risk management including audit controls 5. Credibility with stakeholders, collaborative strategic partnerships and alliances

  23. Resources and Processes 1. Appropriate human resources and structure with competitive skills and capabilities 2. Solid business model and resource mobilisation for sustainable service delivery 3. Organisational records and knowledge management for innovation 4. Appropriate physical assets and infrastructure, including IT 5. Internal and external communication, clear and regular

  24. Benchmark your BSO on The ITC Benchmarking Platform www.tisibenchmarking.org

  25. The Assessment Model: 4 Areas

  26. Scoring in the ITC Benchmarking • How is information gathered for assessing client needs? • A maturity model with five levels of practice • Scores applied to each indicator • Each theme, measure and indicator is weighted automatically Good practice Weak practice

  27. Interpretation

  28. Results from ITC assessment

  29. More than 50 Assisted Benchmarkings, in 46 differentcountries179 Self Assessments

  30. Supplementary • 1. ITCs Benchmarking Platform: http://www.tisibenchmarking.org/ • 2. ITC’s library of Good Practices: http://www.tisibenchmarking.org/BMLayouts/GoodPracticeLibrary.aspx where you can download the following: Case study: The Solvent Extractors’ Association (SEA) of India - Successfully Managing a Sectoral Association Research: Investing in Trade Promotion Generates Revenue • 3. Diagnosing a business to determine areas of weakness and possibly gaps to be supported by a TISI:  http://www.intracen.org/publication/A-Guide-to-Diagnose-a-Business-and-its-Management/ • 4. Other ITC publications: http://www.intracen.org/itc/publications/publications-catalogue/ • 5. ITC’s SME Competitiveness Outlook http://www.intracen.org/SMEOutlook/ • 6. A Business Guide to the African Continental Free Trade Area: http://www.intracen.org/ACFTAbusinessguide/

  31. Questions

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