Promoting internationalisation of agribusiness SMEs in Tajikistan

CENTRAL ASIA INITIATIVE
INVESTMENT AND COMPETITIVENESS
IN CENTRAL ASIA
Focus on Tajikistan
1st Working Group meeting on Promoting
Internationalisation of Agribusiness SMEs
Dushanbe, 12 March 2014
With the financial assistance
of the European Union

OECD Private Sector Development 2
Objectives of today’s meeting
1. To present the OECD project with Tajikistan: expected
benefits, governance, planning
2. To present the methodological framework of the OECD
assessment of export and investment policies in
Tajikistan
3. To highlight why to focus on internationalisation of
agribusiness SMEs, present international case studies
and to identify policy instruments that could be relevant
for Tajikistan
4. To agree on next steps until next WG meeting in June
2014

Agenda
 Introduction to the project
 Assessment of export and investment policies in
Tajikistan: Methodological Framework
 Promoting internationalisation of agribusiness SMEs in
Tajikistan
 Baseline situation
 International case studies
 Discussion of their relevance for Tajikistan
 Next steps

Expected benefits of the project: enhancing country
competitiveness and providing global visibility
1. Enhancing country competitiveness
• Developing targeted and practical action plans for
reforms
• Following-up on implementation and building capacity
2. Providing global visibility
• Reviewing reform action plans with OECD countries
• Showcasing the Tajikistan’s reform agenda as a model in
Eurasia

The OECD at a glance
A forum where governments can compare policy experiences and address the economic,
social and governance challenges of globalisation as well as to exploit its opportunities
34 Member countries Broad policy expertise
Horizontal policy areas
 Competitiveness and Investment
 Public Governance and Territorial
Development
 Entrepreneurship, SMEs and Local
Development
 Employment, Labour and Social Affairs
 Trade
 Education
 Tax Policy and Administration
Sector-specific policy areas
 Agriculture
 Industry
 Science and Industry
 Financial and Enterprise Affairs
Australia, Austria, Belgium, Canada, Chile, Czech
Republic, Denmark, Estonia, Finland, France,
Germany, Greece, Hungary, Iceland, Ireland,
Israel, Italy, Japan, Korea, Luxembourg, Mexico,
Netherlands, New Zealand, Norway, Poland,
Portugal, Slovak Republic, Slovenia, Spain,
Sweden, Switzerland, Turkey, United Kingdom,
United States
This map is for illustrative purposes and is without prejudice to the
status of or sovereignty over any territory covered by this map

Armenia, Azerbaijan, Belarus, Georgia, Republic of Moldova,
and Ukraine
Eastern Europe and South
Caucasus Initiative
Afghanistan, Kazakhstan, Kyrgyz Republic, Mongolia, Tajikistan,
Turkmenistan, and Uzbekistan
Central Asia
Initiative
The OECD Eurasia Competitiveness Programme
OECD Council Mandate covering two regions and thirteen countries
The OECD Eurasia Competitiveness Programme
was launched in 2008 and aims at contributing
to economic growth and development in eleven
countries of the former Soviet Union as well as
Afghanistan and Mongolia.
This map is for illustrative purposes and is without prejudice to the status of or sovereignty over any territory covered by this map

Project Steering GroupPrivate sector
representatives
Relevant ministries and
government agencies
Chairman: First Deputy Prime Minister
Deputy Chairman: Minister of Economy
OECD (including relevant
experts)
Proposed governance for the project includes 2 public-private Working
Groups reporting to a Project Steering Group
OECD Secretariat, GIZ and
Ministry of Economic Development and Trade of Tajikistan
European Commission
Chairman:DeputyChairman,SCISPM
Working Group 2
Investment and Trade
Promotion for SMEs
GIZ
Working Group 1
Access to Finance for
SMEs
Chairman:DeputyMinister,MEDT

OECD Private Sector Development 8CONFIDENTIAL – NOT FOR DISTRIBUTION
1. Provide data (e.g. data request,
questionnaires)
2. Co-operate in developing the
analysis
3. Review materials
Working Group Members
1. Co-ordinate the project
2. Analyse data and develop
materials with the support of
international experts
3. Draft key conclusions and propose
recommendations for discussion
WG Secretariat: OECD and GIZ
1. Sets overall priorities of the project
2. Reviews and comments on progress accomplished by the Working Groups
(approves proposals, recommends adjustments)
3. Decides on recommendations to be implemented
Steering Group – Chaired by the First Deputy Prime Minister
WG members collaborate with the OECD and GiZ to develop an action plan
that will be reported to the Steering Group for final discussion

Tajikistan in the peer review process
Roundtable members to comment on draft report and draft guidelines
Project Steering Group
Tajikistan
Eurasia Competitiveness Roundtable
Policy reform plan and draft
guidelines finalised by Tajikistan
with support of the OECD and
GiZ
Policy reform plan to be peer
reviewed by Roundtable members
Finalisation of reform plans and
guidelines based on comments
provided by Roundtable members
Promoting internationalisation of
agribusiness SMEs in Tajikistan
Reviewers
Follow up on reform implementation
Tajikistan
1 2 3
4
Tajikistan, March-October 2014
Paris, November 2014 Dushanbe, December 2014

Working Group Schedule: 3 meetings are suggested for 2014
The objective is to get ready for the Roundtable in November 2014
2013 2014
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
COUNTRYLEVEL
Working
Group,
Dushanbe
Project Steering
Group,
Dushanbe
REGIONAL
Eurasia
Competitiveness
Roundtable,
Paris
1st Roundtable
Peer review of
action plans for
reforms in the
Kyrgyz Republic
2nd Roundtable
Peer review of two
action plans for
reforms of Tajikistan
1st Meeting
Decision on focus and
set up of two thematic
working groups
2nd Meeting
Review of the initial results
and recommendations
3rd Meeting
Endorsement of final
recommendations
3 meetings will be conducted for each of the two Working
Groups
Design of draft action plans for reform

Agenda
Tajikistan
 Next steps

Tajikistan could attract more FDI inflows and increase exports of goods
and services
Sources: OECD Statistics; World Bank WDI, IMF
Exports of goods and services (% of GDP), 2011FDI inflows (% of GDP), 2011

OECD peer review methodology for Export and Investment Promotion
11 policy indicators will be assessed across three policy sub-dimensions
Dimensions Sub-dimensions
3 Export and Investment Promotion policies
Sub-Dimensions
3.1
Investment and Export Promotion Strategy and
Institutions
3.2 Investment and Export Promotion Tools
5.3 ACAAs
Sub-dimensions Indicators
3.1 Export and Investment Promotion policies
Indicators
3.2.1 Export promotion programmes
Indicators Level of Reform
Indicators
1 2 3 4 5
Export promotion
programmes
Financial support for export
promotion activities
National SME promotion
events
Assessment of Export and Investment Promotion
policies to define priorities for reform
implementation
• Export and Investment Promotion
Strategy and Institutions
• Investment/Export Promotion Strategy
• Investment/Export Promotion Agency
• Monitoring and evaluation of the agency
• Export and Investment Promotion Tools
• Export promotion programmes
• Financial support for export promotion
activities
• National SME promotion events
• One Stop Shop for investors
• Aftercare services
• Free economic zones
• Business linkage programmes
• Public-private consultations with
investors

OECD structures the policy development path of each policy indicator
from 1 to 5 to measure the level of policy development
Policy indicator levels:
• Level 1: There is no framework (e.g. law, institution, project, initiative etc.) in place to cover the area
concerned.
• Level 2: There is a draft or pilot framework and there are some signs of government activity to address the
area concerned.
• Level 3: A solid framework is in place for this specific policy area.
• Level 4: Level 3 + some concrete indications of effective policy implementation of the framework.
• Level 5: Level 4 + some significant record of concrete and effective policy implementation of the framework.
This level comes closest to good practices as identified by OECD standards.
Level of Reform
1 2 3 4 5
No export promotion
programmes exist.
Export promotion
programmes under
consideration/ some
pilot programmes in
place, limited funding
available and no co-
ordination between
programmes.
New programmes
approved. Programmes
are largely funded by
donor countries. Co-
ordination between
programmes.
Basic trade information
provided and some trade
promotion activities (trade
missions, country
representation at major
trade fairs) in place, but
limited support given to a
small number of SMEs.
Export promotion
programmes are
adequately funded but
do not completely
provide for all of the
following: trade policy
information and
commercial intelligence,
export promotion and
marketing, trade fair
participation, product
development and
financial services and
training
Range of well-funded export
promotion programmes
capable of providing all of
dimensions mentioned in level
4.
Example indicator: Export promotion programmes

The assessment of the Kyrgyz Republic identified a need to further
strengthen strategies, institutions and promotion tools
EXAMPLE
OF RESULTS
Sources: OECD Peer Review Assessment of the Kyrgyz Republic (2013)
• Approve the 2013 – 2017 Export Development Strategy and strengthen related investment promotion efforts
• by setting up an investment and export promotion agency with sector expertise
• by defining clear roles and responsibilities for the implementation of related activities
• Further develop investment promotion tools (e.g. business linkage programmes) to foster links between SMEs and foreign
investors and facilitate the participation of domestic companies in global value chains
Example recommendations
0
1
2
3
4
5
3.1.1Investment/Export
PromotionStrategy
3.1.2Investment/Export
PromotionAgency
3.1.3Monitoringandevaluation
oftheagency
3.2.1OneStopShopforinvestors
3.2.2Aftercareservices
3.2.3Freeeconomiczones(FEZs)
3.2.4Businesslinkage
programmes
3.2.5Public-privateconsultations
withinvestors
3.2.6Exportpromotion
programmes
3.2.7Financialsupportforexport
promotionactivities
3.2.8Nationalexport/investment
promotionevents
3.1 Investment and Export Promotion
Strategy and Institutions
3.2 Investment and Export Promotion Tools

Agenda
Tajikistan
 Next steps

Agricultural sector in Tajikistan has been growing over the last years
and accounts for a major share of GDP and employment
•Net agricultural production sector grew on average by 5% since 1998 and accounted for more than
1/3 of GDP growth since then
•A large part of the population depends on agriculture for employment and income – the sector
accounts for 66% of total employment in the economy
•WTO-related SME internationalisation in the agribusiness sector can be one of the best ways to
improve the economic situation in Tajikistan
Sources:State Statistical Committee of the Republic of Tajikistan; Akramov and Shreedhar (2012), Economic Development, External Shocks, and Food
Security in Tajikistan, International Food Policy Research Institute Discussion paper 01163
Share of agriculture in GDP and
employment, 2011
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
constant2000somoni
Net value of agricultural production
24%
66%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Share in GDP Share in
employment

While exports have slowly been increasing since 2009, agribusiness exports
remain limited
•While Tajikistan imports have been fast growing since 2004, exports have not increased at the same pace
•Tajikistan’s export is characterized by over-reliance on a small number of export commodities (e.g. cotton
and aluminium)
•High potential for exports include for example processed food and vegetables – fruit concentrates, fruit and
vegetable juices)
Sources: Ministry of Foreign Affairs of Tajikistan (2012). External Trade Activity of the Republic of Tajikistan for 2012; OECD analysis
Structure of Tajikistan’s export, 2012Export, import, and total trade turnover in Tajikistan,
2012 [USD m]
+140%

Tajikistan Government has put agribusiness exports as a priority in the
WTO post-accession plan
Items of the Tajikistan’s WTO Post accession
plan related to SMEs in agribusiness:
• Item I.18 Expand the state support on
promotion of Tajik good into markets
• Item I.20 Active use of perspective support
programs in context of accession to the
WTO
• Item I.24 Provide conditions for the
reduction of interest rates on bank loans to
the average level for the developing
countries of the world
• Item VII.1.3. Support domestic agricultural
producers by stimulating demand in both
domestic and foreign markets (Partial
funding of events for the promotion of
products:
exhibitions, workshops, assistance in
obtaining certificates)

Initial analysis suggests that agribusiness SMEs in Tajikistan face
challenges spanning across finance, marketing, quality, fragmentation
•Limited credit and export
financing
•Underdeveloped financial
market
Finance
•Weak national branding of
Tajikistan's products
•Inefficient customs procedures
•Limited supply chain
coordination
•Limited information to analyse
foreign markets
Marketing and distribution Quality and productivity
“Problem of being small”
•A highly fragmented structure dominated by small producers and processors
•Limited trust and co-operation between agriculture producers to achieve economies of scale
•Lack of information and co-ordination along supply chain, e.g. between producers and processors
•Low sanitary /phytosanitary and
technical standards
•Low quality of some
agribusiness products
•Low productivity
•Costly certification procedures
on export markets
Sources: OECD analysis, interviews with experts

Agenda
Tajikistan
 Next steps

Enhancing the capacity of SMEs
to use external sources of
financing can increase exports
Cooperative structures can
create credit guarantee schemes
and support financial education
of agribusiness SMEs
Tajikistan could leverage policy learnings drawn from
international case studies
Finance
Export promotion support can be
scaled based on the private
sector needs and government
resources
National/regional brand can be
linked to a system of institutional
promotion with better
recognition of local products
Producers’ associations can help create economies of scale and enhance efficiency of the sector
Integrating SMEs into network of clusters can overcome fragmentation in the agribusiness sector
Designing, implementing, and monitoring an SME Development Strategy can help increase agribusiness
exports
Timely testing and
standardisation is crucial for
being competitive on export
markets and governments can
support
Competitiveness of agriculture
and its improving exports are
mainly determined by medium
and bigger farms
Countries further studied: Italy, Poland, Moldova

Polish Ministry of Economy offers a mix of tailored instruments
to support internalisation of companies
•Export certificates: addressing certification challenges
•Industry export promotion: exhibitions, industry meetings,
market surveys
• Promotion events and publishing: conference space,
printing, translation
•Passport to export: consulting costs on an export
promotion, market entry, missions abroad, financing
strategy
•Industry promotion programmes: support for industries
which may become Polish export specialties
•General promotion programmes: participation in events to
strengthen Poland’s recognition worldwide and promote
Poland as a country of innovative production potential
•Support for participation of entrepreneur organizations in
international industry organizations: subsidy for coverage
of membership fees
Direct financing of firms
•Trade and Investment Promotion Sections: establishments at
Polish Embassies to support match-making, identify export
barriers, evaluate trade potential, and to inform on regulations
•Export Promotion Portal: export-relevant resources, profiles of
exporters
•Investor and Exporter Assistance Centres: information on export
outside Poland (pro-export service), information on attracting
investors to Poland (pro-biz service)
•Product Contact Point: information on national technical rules,
contact details of authorities competent in technical rules
•Consultancy services: reimbursement of costs related to deepen
knowledge about foreign markets, documents, analyses, studies,
legal opinions, market expertise
Indirect financing of export infrastructure
Sources: OECD analysis, Ministry of Economy of Poland 2010 Instruments for internationalization of business activity
CASE
STUDY
See next page

To overcome complicated product certification procedures, the
government of Poland reimburses eligible expenditures
Source: OECD analysis, Ministry of Economy of Poland (2010), Instruments for internationalization of business activity, Support Instruments Department
• Complicated product
certification
procedures constitute a
genuine barrier to
entering a new market
• Timely testing and
standardisation is
crucial for being
competitive on export
markets
• Aid for SMEs for obtainment of a product certificates
required in foreign markets
• Only eligible expenditure is incurred for:
a. required consultancy services
b. preparation and translation of technical
documentation
c. transport and insurance of product samples and
technical documentation sent for certification tests
d. conduction of certification tests
e. issuance and release of a product certificate
f. performance of an audit
• Amount of support for one entrepreneur: an annual aid
limit may not exceed an amount of EUR 12,000
CASE
STUDY
Challenge addressed Support Export Certificates as a policy solution

Lessons learned from the Poland’s case study leads to several
questions for Tajikistan
• How to offer the right mix of instruments to support agribusiness exports?
• How to support product certificates required in foreign markets?
Questions for Tajikistan
CASE
STUDY
• Timely testing and standardisation is crucial for being competitive on export
markets and government support might be needed
• Export promotion support can be scaled based on the private sector needs and
government resources
• Competitiveness of agriculture and its improving exports has been driven by
medium/ bigger farms
Lessons learned

• Moldova is a country with a very small internal
market, which needs to actively engage in foreign
economic relations
• Since the demise of the former Soviet Union, Moldova has
tried to create beneficial trade regimes both with the
European Union and the Commonwealth of Independent
States (CIS)
• Despite trade reforms, costly quality certification and
limited access to export finance, continue to remain a
problem
Moldova is a country with a small internal market that managed to
increase and diversify its exports beyond Russia
Source: National Bureau for Statistics ( www.statistica.md); OECD Analysis
Background Results
• Productivity of agriculture remains low (27% of
work force vs 16 % of GDP)
• Moldova is the net exporter of processed fruit
and vegetables, grape wines and foodstuff
• In the last decade Moldova managed to diversify
its exports (today EU- 49 % vs. CSI- 42 %)
• Despite the Russian embargo on wines (2006)
and a potential similar risk for all agribusiness
exports, 90 % of fruits continue to be exported
to Russia
CASE
STUDY
0
500
1000
1500
2000
2500
2001 2005 2011
Other countries
EU countries
CSI countries
Moldova’s exports by destination *USD m+

To tackle the export barriers the Moldovan government
implemented reforms in this area
Source: OECD analysis, The EU-funded project “Support to Export Promotion and Investment Attraction in the
Republic of Moldova”, Farmer to farmer report CNFA (2008); www.usaid.gov
Financing
• Unwillingness of export credit agencies to provide
financial cover
Marketing and distribution
• Constrained knowledge of export markets
• Limited marketing skills among agribusiness SMEs
• Unwillingness of smallholder producers to cooperate
Quality and productivity
• National certification laboratories not recognized by the
EU
• Non-compliance with sanitary and phytosanitary rules of
the European market
• Lack of a solid system of food safety control
• Slow transition from the Soviet to European
standards, due to the dependence on Russia
• Supporting SMEs in accessing export financing
• Identifying external sources of export financing and
enhancing the capacity of SMEs to use them
• Export microfinancing is being analysed as an option
• Farmer-to-Farmer programme: Transfer of knowledge
and expertise from abroad
• Improving production technologies and marketing
skills
• Facilitating access to new markets (online export and
investment promotion tools - interactive business and
investment opportunity database)
• Enhancing the system of testing laboratories
• Preparing staff of the beneficiary testing laboratories
in applying the international certification principles
within their laboratories
• Organising laboratories’ proficiency testing trials
• Selecting and contracting the appropriate
internationally-recognized accreditation body for
accreditation of laboratories
Challenges addressed Policy solution
CASE
STUDY

Action Budget
(EUR)
Indicator
Strengthening cooperation of SMEs by
integrating them into network of
clusters
120,000 # of clusters, # of trainings, % of
SMEs in clusters
Advice and assistance to exporting SMEs
to develop export strategies and
improve marketing techniques
6000 # of entrepreneurs trained
The concept of “trusted trader” to
reduce the # of customs controls
applicable to credible SMEs
N.a. Regulatory framework
developed and implemented
# of SMEs benefiting
Implementation of a quality
management systems, including those
integrated into the SME sector in
conformity with international standards
400,000 # of SMEs that have a certified
quality management systems
To tackle the remaining SME barriers, OECD helped Moldova draft
and implement the 2012-2020 SME Development Strategy
CASE
STUDY
• OECD supports the implementation of
Moldova’s SME policy reform:
• SME policy reforms through a diagnostic
of the SME policy framework and good
practices review in OECD countries
• The SME Development Strategy 2012-
2020 and Action Plan 2012-14
• Policy priorities: access to finance for
SMEs and business support
infrastructure for SME
• OECD continues providing assistance in
the implementation of the SME Action
Plan
• Special focus given on developing
capacity in the monitoring, evaluation
and its impact on the SME sector
Moldova’s SME Action Plan 2012-14OECD SME project in Moldova
Assessment Prioritisation Implementation Monitoring Evaluation

Lessons learned from the Moldova’s case study leads to several
• How to improve the marketing skills in agribusiness in order to ensure a better
access to the market?
• How to encourage the implementation of a quality management system?
• How to identify external sources of export financing and enhancing the capacity of
agribusiness SMEs to use them?
CASE
STUDY
• Integrating SMEs into network of clusters can overcome fragmentation in the
agribusiness sector
• Enhancing the capacity of SMEs to use external sources of financing can increase
exports
• Designing, implementing, and monitoring an SME Development Strategy can help
enhance the agribusiness sector
Lessons learned

• Trentino is a mountainous region in Italy
• Traditionally agricultural
• Before 1945:
• Great poverty
• Very fragile economy
• Epidemics afflicting agricultural
products (basis of rural livelihoods)
• Large emigration
• Rural businesses too small for farmers
to sell their products on the national
market
Historically poor Trentino developed to one of Italy’s richest
provinces based on agricultural cooperation and exports
Source: OECD analysis; Salvatori, G. (2012), The Flexibility of the Cooperative Model as a Development Tool: The Case of the Metamorphosis of an Italian Region, Euricse
Working Paper, N.025 | 12; http://www.academiabarilla.com/; OECD Analysis
Background Results
• Today one of Italy’s richest provinces
• Trentino’s GDP 30% higher than the
European average
• Most important products: apples and
other fruit, vegetables and grape:
important especially for its quality and
wine production
• Co-operatives represents 90% of the
agricultural sector and play a key role in
exports
• Food production increasingly oriented
towards high quality standards
CASE
STUDY

Cooperative movement is the basis of Trentino’s agribusiness success
Source: OECD analysis; Salvatori, G. (2012), The Flexibility of the Cooperative Model as a Development Tool: The Case of the Metamorphosis of an Italian
Region, Euricse Working Paper, N.025 | 12; www.cooperfidi.it
CASE
STUDY
Trentino Province challenges and successes
Agricultural enterprises
• Small in size: average 1.2 ha, mostly part-time workforce
• Regional autonomy makes for a light regulatory environment
Institutional organisation
• Very comprehensive cooperative movement
• Between 1880-1945 a unique system of intense and branched cooperatives was created
• Today 45% of 500,000 inhabitants are members of a cooperative
• Trentino is a «cooperative district», almost unique in the world
• Cooperation in Trentino employs 18,000 inhabitants, with a turnover of EUR 2 bn
Cooperative structure supports financing, marketing, and production:
• Credit Guarantee Schemes (paying guarantees on different types of operations:
Unsecured loans, Mortgage Loans, Current accounts, Special Funds)
• Financial Education
• Skills acquisition and training
Italy
Trentino
province

Trentino also recently developed provincial “Trentino” and “Qualità
Trentino” brands to promote its products
Source: Chamber of Commerce Trento, http://www.palazzoroccabruna.it/ ; * www.marchiotrentino.it
• Since 2010, provincial “Trentino” and “Qualità Trentino” brands give a marketing instrument for:
• promotion of agri-food products
• enhancing agri-food production quality
• strengthening its close bond to the land, Trentino
• Increasingly, Trentino production focuses on quality and branding
• Advantages:
• Communication of values associated with Trentino;
• Opportunity to be listed among products within a system of institutional promotion
• Promotion of a unified image of Trentino on the national and international markets
• Synergy with other forms of promotion (e.g. Tourism)
• How: By enrolling online* any company may follow an easy procedure, depending on the sector,
• Charge: no charge; compliance with limitations of use; 3 years from the time of release
• Who: the managing body for the use is the Tourism and Promotion Division of Trentino
government Development Agency
CASE
STUDY

Lessons learned from the Trentino’s case study leads to several
• How to enhance cooperation in the agribusiness sector?
• How to create a well-functioning national marketing brand?
• How to use producer’s associations to create credit guarantee schemes and improve
financial education of agribusiness SMEs?
CASE
STUDY
• An efficient system of producers’ associations can help create economies of scale
and enhancing efficiency of the agribusiness sector
• National/regional brand can be linked to a system of institutional promotion, better
recognition of local products and as a consequence for higher exports
• Cooperative structures can create credit guarantee schemes and support financial
education of agribusiness SMEs
Lessons learned

Agenda
Tajikistan
 Next steps

Suggested areas to be further investigated: Focus could be on marketing
and quality
Finance Marketing and distribution Quality and productivity
How to create a well-
functioning national marketing
brand ?
How to enhance cooperation between producers ?
How to diversify export
destinations, while keeping
positions in Russia and other
traditional markets?
How to improve the marketing
skills in order to ensure a better
access to clients (processors,
retailers, end consumers) ?
How to encourage the
implementation of a quality
management system ?
How to support product
certificates required in foreign
markets ?
How to enhance supply-chain co-ordination?
How to identify external
sources of export financing and
enhancing the capacity of
agribusiness SMEs to use
them?
How to use producer’s
associations to create credit
guarantee schemes and
improve financial education of
agribusiness SMEs?

Agenda
Tajikistan
 Next steps

How to assess policy gaps in internationalisation of agribusiness SMEs
Methodology and suggested work plan for Working Group members
Horizontal Assessment
Instrument to promote
internationalization of
agribusiness SMEs
Components
Expected contributions
from WG members Timeline
Availability for content discussions by
phone or in Dushanbe
Provision of information on access to
finance regulations to OECD consultant
Availability for content discussions
by phone or in Dushanbe
Provision of data and strategies
Feed-back on if/how good policy
practices from other countries could be
applicable to Tajikistan
From
now on to
next WG
meeting in
June 2014
Fact-finding mission to Dushanbe to be organised in April 2014

Working Group Schedule: Two more meetings are suggested for 2014
The objective is to get ready for the Roundtable in November 2014
2013 2014
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
COUNTRYLEVEL
Working
Group,
Dushanbe
Project Steering
Group,
Dushanbe
REGIONAL
Eurasia
Competitiveness
Roundtable,
Paris
1st Roundtable
Peer review of
action plans for
reforms in the
Kyrgyz Republic
2nd Roundtable
Peer review of two
action plans for
reforms of Tajikistan
1st Meeting
Decision on focus and
set up of two thematic
working groups
2nd Meeting
Review of the initial results
and recommendations
3rd Meeting
Endorsement of final
recommendations
3 meetings will be conducted for each of the two Working
Groups
Design of draft action plans for reform

Points of decision
1. To agree on the project schedule
2. To agree on the focus area of the Working Group
3. To agree on the assignment of responsibilities and
expected contributions from Working Group members

OECD contact details
Grégory LECOMTE
Project Manager
OECD Eurasia Competitiveness Programme
gregory.lecomte@oecd.org
Sebastian KUPFERSCHMID
Policy Analyst,
OECD Eurasia Competitiveness
Programme
sebastian.kupferschmid@oecd.org
Martin POSPISIL
Policy Analyst,
OECD Eurasia Competitiveness
Programme
martin.pospisil@oecd.org

ANNEX

OECD and Eurasia countries case studies show that several instruments
can tackle the different barriers
• Reimbursement of export-
related expenses
• Development of export
microfinancing
• Credit guarantee schemes
Finance
• Development of a
provincial trademark
• “Trusted Trader” concept
to reduce the # of customs
controls to credible SMEs
• Consultancy services to
deepen knowledge about foreign
markets
• Comprehensive support to producers’ associations
• Strengthening SME cooperation
• Strengthening cooperation of SMEs by integrating them into network of clusters
• Assisting selected testing
laboratories in gaining
international-recognised
accreditation
• Support to obtaining a
product certificates required in
foreign markets
Sources: OECD analysis, interviews with private sector and international organisations
Countries further studied: Italy, Poland, Moldova

Promoting internationalisation of agribusiness SMEs in Tajikistan

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