The Mongolian Pilot – IEMED™ in action
Many of the problems facing Mongolia are at times quite unique to that country.
But there are a number of difficulties and opportunities that several developing countries face in common – not least of which is the need to develop strong export brands that:
“As Regional Adviser for Trade and Investment for UNESCAP* at that time, I came across Stephen’s original and practical approach to Nation Branding. His objectives for Nation Branding were always practical, ranging from exports in specific sectors to actionable plans for economic development. This was unusual.
I therefore was happy to recommend his services to the National Chamber of Commerce in Mongolia.
In the course of subsequent visits to Mongolia, I have observed his and his team’s work. They have produced a strategy that could develop sustainable exports to specific high-value markets and create a positive international reputation for the country. They have also produced a workable implementation plan – something that few consultants have the experience necessary to do.”
can sell directly abroad, at a profit
and, above all, can create the right sort of awareness and reputation for the country
but without a huge budget to spend on promotion.
In this respect, the pilot in Mongolia has been very useful. We have not had to change many of our ideas but we have learnt a number of extremely useful lessons in how best to approach the analysis of the difficulties and opportunities facing any (developing) nation, and how, subsequently, to develop appropriate and effective strategies and procedures to meet the nation’s objectives.
1. The creation of a practical structure
A Mongolian National Marketing and Coordination Office (MNMCO) has been established within the heart of the Mongolian National Chamber of Commerce and Industry (MNCCI).
We have helped the Government of Mongolia to set a National Marketing Strategy (NMS) as well as a National Brand Statement (NBS).
2. The lead sectors are identified
Six sectors or clusters have been identified – with actual or potential strength to meet the demands of foreign consumers – often niche markets – while offering a clear Mongolian point of difference and advantage.
3. New Export Marketing Groups
New Export Marketing Boards (EMGs) are being set up to oversee and manage the new export drive.
They will work as co-operatives, setting the sector objectives, in conformity with the NMS and NBS.
These EMGs will comprise producers through to SMEs, entrepreneurs and businesses.
Initially the members of each EMG will be restricted to the more entrepreneurial, ambitious and driven members – i.e. those most likely to succeed and most likely to understand the vision behind what is being done.
Each member signs a binding Charter that covers international standards of business conduct and compliance with sector-specific commitments in terms of product quality, provenance, etc.
The EMGs will be responsible, in collaboration with the MNMCO, for preparing business plans and action plans.
The MNMCO will provide expert marketing advice, and will help with the training in marketing techniques of Mongolians in the various sectors.
4. Over 20 product categories have been identified
The number is made up of existing products and new product or product range ideas.
In some cases, the new product ranges will involve two or more sectors, in accordance with market opportunity and demand. A good example of sectors coming together in their common interests. Without cross-sector collaboration such market opportunities could not be exploited.
5. The Nation and Sector/Cluster and Product Brand circle
Each sector gains from the other sectors and helps these other sectors too; each sector helps build the national reputation and in turn gains from it. The nation as a whole – i.e. the people working in each sector and producing for it – gains in terms of profits, sustainable jobs and national pride.
Ulaanbaatar, Mongolia