Changing the Business Model -- Adding Value

Changing the Business Model -- Adding Value

Constantine KatsigiannisPresident

HELLENIC-CANADIAN CHAMBER OF COMMERCE

Constantine KatsigiannisPresident

HELLENIC-CANADIAN CHAMBER OF COMMERCE

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The Old Model – Value Added for the Times

Based on export of goods and services

Based on PIBD/PEMD support programs

Based on an organizational structure targeting export-ready clients, and designed to deliver trade fairs and missions

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A New Business Model– Integrative Trade

A new communications reality

A new fiscal reality

A new operational reality

A new global environment

A short-mid term economic downturn

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A New Model – Paradigm Shift

Focus on key elements of integrative trade - exports, two-way investment, innovation

Focus on global business opportunities, value chains, and intermediate products and services

Focus on client acquisition

Focus on deeper sectoral understanding

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Key Elements in Transformation

Understand client needs

Understand value-added

Understand synergies and areas of overlap

Understand power of technology and networks

Understand business models and perspectives of foreign business

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Realigning to Serve Clients, Add Value

Global Commerce Strategy and Rationalization of BFM

Strategic Review

Creation of Life Science Practice

Move to Sectoral and Client Acquisition Models

Transfer of Regional Offices

Structural alignment to reflect changing business model for integrative trade

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International Business Development, Investment and Innovation Branch (BFM)

Create Wealth for Canadians

Match Canadian Opportunities and Capacity with International Demand.

Attract FDI and new Innovation - wealth generators with incredible competitive force

Value-added Commercial Information - Maximize Canada’s Global Potential

Champion the GCS and Integrative Trade Model

Commercial Policy Development and Analysis

Corporate Social Responsibility and International Trade Portfolio coherence

Create Wealth for Canadians

Match Canadian Opportunities and Capacity with International Demand.

Attract FDI and new Innovation - wealth generators with incredible competitive force

Value-added Commercial Information - Maximize Canada’s Global Potential

Champion the GCS and Integrative Trade Model

Commercial Policy Development and Analysis

Corporate Social Responsibility and International Trade Portfolio coherence

A New Branch for a New RealityA New Branch for a New Reality

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The Global Commerce Strategy – Integrating Our Work

Global Commerce Strategy:

Three Objectives

Expand Canadian Expand Canadian Access to Global Access to Global

MarketsMarkets

Boost Canada’s Share Boost Canada’s Share of Global Investment of Global Investment

and Innovationand Innovation

Strengthen Canada’s Strengthen Canada’s International International

Commercial NetworkCommercial Network

Interrelated – Complementary -- Mutually SupportiveInterrelated – Complementary -- Mutually Supportive

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Sector Model – Engage Global Business Opportunities

Offering deeper expertisedeeper expertise in priority sectors

Selecting priority sectorspriority sectors using rational criteria for all business lines

Using a different approachdifferent approach for specific sectors

Creating sector teamssector teams (also called “Practices”)

Engaging private sector experts as advisorsexperts as advisors Getting ongoing input from private/public sector

advisory boards

Creating departmental knowledge hubs

Embedding staff in sector organizations across Canada

Offering deeper expertisedeeper expertise in priority sectors

Selecting priority sectorspriority sectors using rational criteria for all business lines

Using a different approachdifferent approach for specific sectors

Creating sector teamssector teams (also called “Practices”)

Engaging private sector experts as advisorsexperts as advisors Getting ongoing input from private/public sector

advisory boards

Creating departmental knowledge hubs

Embedding staff in sector organizations across Canada

Match Capacity with OpportunityMatch Capacity with Opportunity

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Investment and Innovation are Key Drivers of Productivity Growth

Investment in M&E gives workers access to tools that incorporate innovative technologies to increase productivity.

Fostering long-term productivity growth requires policies that encourage both the development and interaction of innovation and investment

Investment and Innovation go Hand in Hand

InvestmentInnovation

Innovation generates new knowledge and opportunities to link firms with global markets and new customers

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DFAIT's FDI program to promote and attract FDI

Improve Canada’s business climate through more active policy advocacy

1Get the product right

Raise Canada’s visibility as a competitive investment location

2Get the message out

Target key companies in proactive sectors & key markets

3Proactive

prospecting

Collaborate with partners to provide aftercare services to key investors

4Provide

FDI aftercare

Attract and expand FDI in Canada

Harness investment

network to…

Raise visibility

Influ

ence

dec

isio

ns

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HOMs and Investment – A Critical Role

FDI – Essential driver for wealth creation, competitive growth, FDI – Essential driver for wealth creation, competitive growth, productivity and prosperityproductivity and prosperity

Promote investment through prospect identification and attraction

Support partners through Network

Provide high-level support and aftercare

Promote re-investments and expansions

HOMs:

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Innovation – Critical to Wealth Creation and Prosperity

Canada must move beyond low value-added exports

The Knowledge Economy - value-added products and services

The Knowledge Economy is competitive and unrelenting

Innovation catalytic seed resources are needed

Leverage Canada’s industrial research capacity during economic downturn

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Global Innovation Program -Filling a critical policy gap…

S&T Strategy

Global Innovation Program (GIP)

Advantage Canada

Global

Commerce

Strategy (GCS)