Federal Democratic Republic of Ethiopia

Policy Dialogue on Industrial Developmentin Ethiopia (Phase 2)

Study on Implementation Support of‘Champion Product Approach’
Final Report

March, 2014
Japan International Cooperation Agency(JICA)
Foundation for Advanced Studies on
International Development(FASID)

Table of Contents
Introduction: Overview of the study ..................................................................................................................... 1
0.1 About the Champion Product Approach ..................................................................................................... 2
0.1.1 Background and objective of the Champion Product Approach .......................................................... 2
0.1.2 Champion Product Approach in the big picture of export promotion approaches ............................... 2
0.2 Overview of the Project Study .................................................................................................................... 6
0.2.1 Purpose of This Project Study .............................................................................................................. 6
0.2.2 Overview of the Activities ................................................................................................................... 6
Chapter 1 Activities in the Project Study .............................................................................................................. 7[Trade Fair] TICAD V Side Event in African Fair 2013 ................................................................................... 8
1.0 Outline of Activities at the African Fair ...................................................................................................... 8
1.1 Production of a brochure for the African Fair ............................................................................................. 8
1.1.1 Support for listing sectors and companies ........................................................................................... 8
1.1.2 Cooperation and support for publication of the brochure .................................................................... 9
1.1.3 Potential Champion Product Companies listed .................................................................................. 11
1.1.4 Achievements and Challenges ........................................................................................................... 18
1.2 Public relations activities through SNS .................................................................................................... 20
1.2.1 Media selection and drafting a site concept ....................................................................................... 20
1.2.2 Management of the Facebook page.................................................................................................... 21
1.2.3 Achievements and Challenges ........................................................................................................... 22
1.3 Welcoming the Ethiopia task force mission .............................................................................................. 23
1.3.1 Schedule of the mission ..................................................................................................................... 23
1.3.2 Visiting Japanese companies .............................................................................................................. 23
1.3.3 Achievements and Challenges ........................................................................................................... 27
1.4 Participation in TICAD V Side Event African Fair................................................................................... 28
1.4.1 Preparation for the Trade Fair ............................................................................................................ 28
1.4.2 Booth management ............................................................................................................................ 34
1.4.3 Inquiry from Japanese companies ...................................................................................................... 35
1.4.4 Visits to Japanese companies ............................................................................................................. 35
1.4.5 Activities by the taskforce members upon their return home ............................................................. 36
1.4.6 Achievements and Challenges ........................................................................................................... 37
1.5 Questionnaire survey conducted at African Fair ....................................................................................... 39
1.5.1 Purpose and method of the questionnaire survey ............................................................................... 39
1.5.2 Main results........................................................................................................................................ 39
1.5.3 Achievements and challenges ............................................................................................................ 40
1.6 Comments from Japanese buyers .............................................................................................................. 42
1.6.1. DOSOSHIN (Tour Company) ........................................................................................................... 42i1.6.2. Hasuna............................................................................................................................................... 42
1.6.3. African Square .................................................................................................................................. 42
1.6.4. Trader of Ethiopian rose water .......................................................................................................... 44
1.6.5. Coffee bean trader (raw coffee beans) .............................................................................................. 45
1.7 Workshop organized in Addis Ababa ........................................................................................................ 51
1.7.1 The purpose of, and the method applied for, the workshop ............................................................... 51
1.7.2 Workshop on the first day: Friday, July 12, 2013............................................................................... 51
1.7.3 Workshop on the second day: Saturday July 13, 2013 ....................................................................... 53
1.7.4 Reporting to H.E. Mr. Tadesse Haile, State Minister, Ministry of Trade and Industry ...................... 54
1.7.5 Achievements and challenges ............................................................................................................ 55[Test marketing] Africa is Beautiful! .............................................................................................................. 57
1.8 Participation in the African products sales event “Africa is Beautiful!” ................................................... 57
1.8.1 Event summary .................................................................................................................................. 57
1.8.2 Visitors ............................................................................................................................................... 58
1.8.3 Sales ................................................................................................................................................... 58
1.8.4 Media coverage of the event .............................................................................................................. 58
1.8.5 Assessment of Ethiopian products ..................................................................................................... 58
1.8.6 Transaction problems ......................................................................................................................... 59
1.8.7 Promotion of the Tarara Treasure brand ............................................................................................. 59
1.8.8 Achievements and challenges ............................................................................................................ 60[Participation in the trade fair] 6th Ethio Chamber International Trade Fair ................................................... 62
1.9 Participation in the 6th Ethio Chamber International Trade Fair ............................................................... 62
1.9.1 Event summary .................................................................................................................................. 62
1.9.2 Background of The CPA booth .......................................................................................................... 62
1.9.3 Exhibition fee and the booth location ................................................................................................ 63
1.10 Involvement of core organizations and exhibitor companies .................................................................. 64
1.10.1 Purposes of participation in the trade fair ........................................................................................ 64
1.10.2 Select sectors and companies, and cooperated core organization for the trade fair ......................... 65
1.10.3 Preparatory meeting ......................................................................................................................... 66
1.10.4 Training on Visual Merchandising ................................................................................................... 67
1.10.5 Achievements and challenges .......................................................................................................... 68
1.11 Production of an English brochure .......................................................................................................... 70
1.11.1 Work to revise the Japanese version ................................................................................................. 70
1.11.2 Printing in Ethiopia .......................................................................................................................... 70
1.11.3 Achievements and challenges........................................................................................................... 70
1.12 Booth furniture and fixtures and panel production arranged locally.................................................... 71
1.12.1 Setting the design concept................................................................................................................ 71
1.12.2 Selection of a production company / coordination with diaspora companies .................................. 72
1.12.3 Panel printing ................................................................................................................................... 73ii

1.12.4 Procurement of booth furniture and fixtures in domestic markets ................................................... 74
1.12.5 Achievements and challenges .......................................................................................................... 74
1.13 Booth operation....................................................................................................................................... 76
1.13.1 Booth attendants to be dispatched by respective companies ............................................................ 76
1.13.2 Visits made by dignitaries, media coverage, and winning the best stand award .............................. 79
1.13.3 Contact with visitors ........................................................................................................................ 79
1.13.4 Other exhibitor companies ............................................................................................................... 80
1.13.5 Organizing a wrap-up meeting ......................................................................................................... 81
1.13.6 Achievements and challenges .......................................................................................................... 82
1.14 Questionnaire surveys ............................................................................................................................. 83
1.14.1 Implementation and method............................................................................................................. 83
1.14.2 Overview of the result of questionnaire survey with booth visitors ................................................. 83
1.14.3 Questionnaire survey with exhibitors............................................................................................... 84
1.14.4 Achievements and challenges .......................................................................................................... 84[Preliminary/basic survey for branding] DENTSU mission ........................................................................... 86
1.15 DENTSU mission to Ethiopia ................................................................................................................. 86
1.15.1 Background ...................................................................................................................................... 86
1.15.2 Objectives ........................................................................................................................................ 86
1.15.3 Activities and outputs ....................................................................................................................... 86[Stakeholders Analysis] Interviews with ministries and its related organization, and private associationsin the major sectors ..................................................................................................................................... 88
1.16 Issues in organizing an implementation body ......................................................................................... 88
1.16.1 Framework of the analysis ............................................................................................................... 88
1.16.2 Issues in cross-sectoral export promotion channels: the lack of cross-sectoral organization........... 88
1.16.3 Issues in sectoral export promotion channels: weak sectoral private associations........................... 89
1.17 Wrap Up Seminar................................................................................................................................. 94
1.17.1. Purpose of Seminar ......................................................................................................................... 94
1.17.2. Seminar program and contents ........................................................................................................ 94
1.17.3 Display of potential CPA products ................................................................................................... 96
1.17.4. Result of the Questionnaire ............................................................................................................. 96
1.17.5. Achievement and challenges ........................................................................................................... 97
Chapter 2 Issues to be considered ....................................................................................................................... 99
2.1 Assessment of this year’s CPA ................................................................................................................ 100
2.2 The CPA and export promotion policy .................................................................................................... 101
2.3 Identifying Sales Opportunities .............................................................................................................. 101
2.3.1 Organize an implementation body ................................................................................................... 101
2.3.2 Develop a CP concept ...................................................................................................................... 102
2.4 Issues in other categories ........................................................................................................................ 107iii

2.4.1 Improving enabling environment ..................................................................................................... 107
2.4.2 Raising awareness ............................................................................................................................ 108
2.4.3 Building export readiness................................................................................................................. 108
2.4.4 Closing export deals ......................................................................................................................... 109
2.4.5 Others ............................................................................................................................................... 110
Chapter 3 Proposals .......................................................................................................................................... 111
3.1 Summary of Issues .................................................................................................................................. 112
3.2 Proposals ................................................................................................................................................. 113
3.2.1 Proposal on the components of the CPA .......................................................................................... 113
3.2.2 Proposal on the components of the CPA .......................................................................................... 116
3.2.3 Proposal for the improvement of the enabling environment which will increase
the sustainability and effectiveness of the CPA ................................................................................ 119
3.3 The applicability of the CPA to other countries ...................................................................................... 121
Reference .......................................................................................................................................................... 122
Appendix........................................................................................................................................................... 123
Appendix 1 Task Force Member Potential Champion Products Company Visits Report ......................... 124
Appendix 2 Tarara Treasure Brochure ...................................................................................................... 131
Appendix 3 African Fair 2013 Questionnaire Sheets ................................................................................ 134
Appendix 4 African Fair 2013 Questionnaire Survey ............................................................................... 137
Appendix 5 Task Force Member Japan Report ......................................................................................... 149
Appendix 6 Report on Custom Clearance for the “Champion Product Approach” .................................. 163
Appendix 7 Trara Treasure Brochure English version .............................................................................. 171
Appendix 8 6th Ethio Chamber International Trade Fair Questionnaire sheets ......................................... 173
Appendix 9 6th Ethio Chamber International Trade Fair CPAStand Questionnaire Survey ...................... 177
Appendix 10 Wrap up Seminar Program .................................................................................................. 191
Appendix 11 List of interviewed organizations ........................................................................................ 193

iv

Figures
Figure 1: Framework of export promotion initiatives ................................................................................... 3
Figure 2: Examples of export promotion initiatives in Japan ....................................................................... 4
Figure 3: Components of the CPA implementation in 2013.......................................................................... 5
Figure 4: Activities of the project study ........................................................................................................ 6
Figure 5: Outline of activities for exhibition at African Fair ........................................................................ 8
Figure 6: Ethiopia CP brand logo “Tarara Treasure” .................................................................................... 9
Figure 7: African Fair 2013: Ethiopia booth logo “Cradle of Mankind” ................................................. 10
Figure 8: Tarara Treasure brochure basic layout (B5 4C/4C 16P) .............................................................. 11
Figure 9: Comparison among major SNS media ........................................................................................ 20
Figure 10: Facebook page concept.............................................................................................................. 20
Figure 11: Examples of information to be posted on the Facebook page ................................................... 21
Figure 12: African Fair 2013: Ethiopia Booth elevation view .................................................................... 32
Figure 13: African Fair 2013: Ethiopia Booth floor plan ............................................................................ 32
Figure 14: African Fair 2013: flow of people in the CPA booth on the second day.................................... 35
Figure 15: Overall picture of the CPA defined at workshop ....................................................................... 52
Figure 16: Extent of participation of relevant entities in exhibition business ............................................. 68
Figure 17: 6th ECITF: CPA booth floor plan .............................................................................................. 72
Figure 18: 6th ECITF: CPA booth elevation view ...................................................................................... 72
Figure 19: Draft sector panel color evolution shown by C62 Media .......................................................... 73
Figure 20: Draft sector panel layout shown by C62 Media ........................................................................ 73
Figure 21: Standard Export Promotion Channels ....................................................................................... 88
Figure 22: The number of full time staff ..................................................................................................... 90
Figure 23: Income Source ........................................................................................................................... 90
Figure 24: Member Coverage ..................................................................................................................... 91
Figure 25: Activities on marketing and capacity building .......................................................................... 91
Figure 26: Components of the CPA implementation in 2013 ................................................................... 100
Figure 27: Overall picture of CPA defined at workshop ........................................................................... 103
Figure 28: Whole image of Issues ............................................................................................................. 112
Figure 29: Expansion of CPA ................................................................................................................... 114
Figure 30: The flow of the CPA in a broad sense ...................................................................................... 115
Figure 31: The scope of technical assistance in the expanded CPA .......................................................... 115
Figure 32: Road map to the full application of the CPA ........................................................................... 116
Figure 33: Activities in the extended pilot implementation (Example) .................................................... 117
Figure 34: The flow of the CPA in full application ................................................................................... 118v

Tables
Table 1: Rating table from the visit to the companies by the task force members ................ 12
Table 2: Exhibited products’ popularity ranking at the 6th ECITF ........................................ 84
Table 3: The overview of the research ....................................................................................... 89
Table 4: Activities of the association in detail ........................................................................... 92
Table 5: Assessment of the effectiveness of promotion activities .......................................... 105
Table 6: Additional activities in the different category in the CPA framework.................... 114
Table 7: Important factors of the CPA application ................................................................. 121

vi

Pictures
Picture 1: Gallery within Sabahar. .............................................................................................................. 13
Picture 2: Weavers working in Sabahar....................................................................................................... 13
Picture 3: Gallery within the MUYA Ethiopia atelier ................................................................................. 13
Picture 4: Weavers working in the MUYA Ethiopia atelier ........................................................................ 13
Picture 5: Traditional geometric pattern called as Tilet............................................................................... 14
Picture 6: Mrs. Fikerte, Owner and designer .............................................................................................. 14
Picture 7: Trio Craft cushion covers............................................................................................................ 14
Picture 8: Trio Craft carpets ........................................................................................................................ 14
Picture 9: Gallery within the Entoto Beth Artisan atelier............................................................................ 15
Picture 10: Women working in the Entoto Beth Artisan atelier .................................................................. 15
Picture 11: Orbit Ethiopia employees polishing gemstones ........................................................................ 16
Picture 12: Orbit Ethiopia in-house gallery ................................................................................................ 16
Picture 13: Gallery of Salem’s Design ........................................................................................................ 16
Picture 14: Earrings of Salem’s Design ...................................................................................................... 16
Picture 15: Mr. Haile, Beza Mar Agro Industry’s owner. ............................................................................ 17
Picture 16: Samples of Beza Mar Agro Industry (honey and bee wax) ...................................................... 17
Picture 17: Ecopia’s atelier ......................................................................................................................... 17
Picture 18: Examples of Ecopia products (cream, massage oil, soap etc.) ................................................. 17
Picture 19: Terra products (essential oil, dried flower) ............................................................................... 18
Picture 20: Cultivated Damask roses .......................................................................................................... 18
Picture 21: Ethiopian Spice Extraction Factory’s Products (ginger oil, ginger oleoresin) .......................... 18
Picture 22: Ethiopian Spice Extraction Factory’s Products (dried ginger） ............................................... 18
Picture 23: Example of Facebook page posted ........................................................................................... 21
Picture 24: The CPA booth at African Fair 2013......................................................................................... 33
Picture 25: JATA2013 Ethiopia Booth ........................................................................................................ 48
Picture 26: SCAJ2013 ECEA Booth ........................................................................................................... 50
Picture 27: SCAJ2013 Uganda Booth ......................................................................................................... 50
Picture 28: SCAJ2013 Rwanda Booth ........................................................................................................ 50
Picture 29: “AFRICA IS BEAUTIFUL!” ................................................................................................... 57
Picture 30: 6th ECITF: CPA booth............................................................................................................... 77
Picture 31: 6th ECITF: Other exhibitors ...................................................................................................... 78
Picture 32: Potential champion products displayed in the venue ................................................................ 96vii

Exchange Rate

1.00 Ethiopian Birr (ETB) = 5.31 JPY
1.00 USD = 102.80 JPY

Calculated by OANDA Currency Converter (http://www.oanda.com) on 29th January 2014.

viii

Abbreviations
6th ECITF
ACCSA
AGOA
APIDD
CAWEE
CP
CPA
DFID
EC
ECCSA
ECEA
ECF
EIFICCOS
EKI
ELICO
ETB
ETV
FASID
FeMSEDA
GRIPS
IP
JATA
JETRO
JICA
LIDI
MOCT
MOFA
MOI
MOM
MOT
OVOP
PP
PR
SCAJ
SKU
SNS
TICAD
TIDI
VMD
VP

6th Ethio Chamber International Trade Fair
Addis Ababa Chamber of Commerce and Sectoral Associations
African Growth and Opportunity Act
Agro Processing Industry Development Directorate (Ethiopia)
Centre for African Women Economic Empowerment
Champion Product
Champion Product Approach
Department for International Development（UK government department)
e-commerce (trading by inter-net )Ethiopian Chamber of Commerce and Sectoral Associations
Ethiopian Coffee Exporters Association
The Ethiopian Competitiveness Facility
Ethio-International Footwear Cluster Cooperative Society
Ethiopian Kaizen InstituteEthio Leather Industry PLC
Ethiopian Birr (Ethiopian currency)
Ethiopian Television
Foundation for Advanced Studies on International Development (a consulting
company in Japan)
Federal Micro & Small Enterprises Development Agency (Ethiopia)
National Graduate Institute for Policy Studies
Item Presentation
Japan Association of Travel Agents
Japan External Trade Organization
Japan International Cooperation Agency
Leather Industry Development Institute (Ethiopia)
Ministry of Culture and Tourism (Ethiopia)
Ministry of Foreign Affairs (Ethiopia)
Ministry of Industry (Ethiopia)
Ministry of Mines (Ethiopia)
Ministry of Trade (Ethiopia)
One Village One Product
Point Presentation
Public Relations
Specialty Coffee Association Japan
Stock Keeping Unit
Social Networking Service
Tokyo International Conference for African Development
Textile Industry Development Institute (Ethiopia)
Visual Merchandising
Visual Presentationix

x

Introduction: Overview of the study1

0.1 About the Champion Product Approach
0.1.1 Background and objective of the Champion Product Approach
Despite Ethiopia’s current high GDP growth rate, its secondary industries, especially the manufacturingindustry, have suffered low growth. In addition, the vulnerable private sector has been recognized as an
obstacle to foreign and domestic investments and to promoting exports. To overcome these problems andachieve further industrial development, the Ethiopian government has expressed an interest in Asia’s
industrial development experience, and has exchanged policy dialogue with JICA on industrial
development policy and strategies since 2009. The purpose of this dialogue is to build up the capacity of
the Ethiopian industry by studying Asian countries’ actions.
The participants in the dialogue pointed out problems in the industrial policies in Ethiopia. These
include “focusing on the speed over quality,” “a lack of consensus among stakeholders, including the private
sector,” “a weak consideration of needs of demand side,” and “a lack of high-level, cross sectional policy
adjustment mechanism.” In this context, in the first policy dialogue meeting held in January 2012, theJapanese mission proposed the demand-and-customer-oriented Champion Product Approach (CPA) toboost Ethiopia’s export and enhance industry. The CPA is an experimental approach “to discover ‘champion
products’ that embody the uniqueness of the Ethiopian culture and historical background, and are of thehighest quality; and to promote these products in overseas premium markets.” It is expected to improve theimage of Ethiopia and contribute to increasing exports. The CPA attracted attention from Ethiopian officials
in the first policy dialogue meeting. In July 2012, the same week as the second policy dialogue meeting,
JICA co-organized a “Champion Product Seminar” with MOI and the ACCSA in Addis Ababa. Thisseminar introduced the CPA, explained the potential of Ethiopian products based on policy dialogue
members’ preliminary research, and discussed future tasks for the CPA. A growing interest in the CPA in
public and private sectors resulted in its experimental use as a follow-up to industrial policy dialogue
meetings. In December 2012, the task force, organized primarily by MOI, has considered theimplementation of this approach. JICA supported it through the Study on Implementation Support of CPA
between 2013 and March 2014. This final report, therefore, aims at reporting the activities done in Ethiopia
and Japan, analyzing the results of the Study with issues and providing the recommendation for CPA full
implementation.
0.1.2 Champion Product Approach in the big picture of export promotion approaches
Before reporting on the project study activities, this section discusses the position of the CPA in the big
picture of export promotion approaches.
0.1.2.1 Framework of export promotion initiatives
In general, the export promotion initiatives of governments and their related organizations are categorized
as shown below.

2Figure 1: Framework of export promotion initiatives
Category
Upstream

Examples of Supports

Improving
EnableEnvironment

• All

•
•
•
•

Raising
Awareness• Non-Intender• Organizing seminars on general understanding and benefits ofexport (e.g. by introducing successful cases)• Providing information on export promotion supports available

Building
ExportReadiness• Intender• New Exporter• Providing financial support/ technical assistance to improve
production management• Providing financial support/technical assistance to comply withcertifications required by importing countries• Intender• New Exporter• Experienced Exporter• Providing financial support to participate in trade shows• Sending/receiving trade missions• Setting up and running a show room

• Intender• New Exporter• Providing technical support on business talks• Providing learning opportunities on export procedures

Identifying Sales
Opportunities

Downstream

TargetClosing
Export Deals

Developing a market information services
Developing certified export advisors
Optimizing custom procedures
Improving the access for financial services

ExportSource： Prepared by FAISD based on Nathan Associates Inc(2007)

0.1.2.1.1 Improving enabling environment“Improving enabling environment” removes domestic impediments or constraints for export and facilitates
export. Developing a market information function in export promotion organization, reforming custom
procedures, and improving the access for financial services all fall under this category.
0.1.2.1.2 Raising awareness“Raising awareness” refers to awareness of the benefits of exporting and a general understanding ofexporting as a means of making non-intenders into intenders. This includes seminars on general
understanding and benefits of export (e.g., by introducing successful cases) and information on available
export promotion supports.
0.1.2.1.3 Building export readiness“Building export readiness” provides learning opportunities for intenders and new exporters to acquire theknowledge and skills so that they can be an experiences exporters. Providing financial support and technicalassistance to improve production management or to comply with certifications required by importing
countries falls under this category.
0.1.2.1.4 Identifying sales opportunities“Identifying sales opportunities” helps intenders, new exporters, and experienced exporters to promote theirproducts to buyers, and support matching between exporters and buyers. Participation in trade fairs andtrade missions and setting up and running a show room are major examples of this category.

30.1.2.1.5 Closing export deals“Closing export deals” helps intenders and new exporters to interact with prospective buyers, present offers,
and complete export contracts. This includes support such as technical assistance on business talks andlearning opportunities on export procedures.
Japanese export promotion initiatives can be categorized based on the framework shown below.
Figure 2: Examples of export promotion initiatives in Japan
Examples of export promotion initiatives in Japan

Category
Upstream

Downstream

Improving
EnableEnvironment

•
•
•
•

Overseas business information service by JETRO
Trade Advisor Certificate by JETRO
Optimization of custom procedures (paperless, etc) by Custom
Trade finance and trade insurance by Japan Bank for International Cooperation andNippon Export and Investment Insurance

Raising
Awareness• Trade consultation meetings by JETRO• Export seminars by SME Support• Information service on export support initiatives by SME Support

Building
ExportReadiness• Japan Brand Development Assistance Program by SME Agency• Promising Export Products Support Program by JETRO• Quality Management Improvement Support by Ministry of Agriculture, Forestry and
Fisheries

Identifying Sales
Opportunities

•
•
•
•

Promising Export Products Support Program by JETRO
Support on trade show participation by SME Support
Sending/receiving mission by JETRO
Support on establishing a pilot shop by Ministry of Agriculture, Forestry and Fisheries

Closing
Export Deals

•
•
•
•

Promising Export Products Support Program by JETRO
Support on trade show participation by SME Support
Online learning on trade practices by JETRO
Trainings on export procedures by SME Support

ExportSource: Prepared by FASID

0.1.2.2

The CPA’s Position and Concrete Activities of the project study

Based on the framework provided above, the CPA can be positioned as shown in the figure below. It shows
the position of the CPA in the big picture of export promotion initiatives and the activities of the CPA in
2013.

4

Figure 3: Components of the CPA implementation in 2013

Upstream

Category

Components

Improving
EnableEnvironment

Develop a
CP Concept• Decided on a CP concept as “Only One, Best One, with uniquestory”.

Organize an
implementationbody• Organized a taskforce which is composed of the government,
chamber of commerce, private companies, etc.

Raising
Awareness
Building
ExportReadiness
Identifying Sales
Opportunities

Downstream

Closing
Export Deals

ExportDevelopbrand components

Contents• Based on the concept developed, brand name, logo, and copy werecreated (“Cradle of Mankind”(proposed by the Ethiopian side),“Tarara Treasure”(proposed by the Japan side).

Select CP
Candidates• CP candidates were selected according to the selection criteria
based on the CP concept.

Conduct apromotion• Promotion tools such as a booklet and Facebook page werecreated, mission was sent to Japan, participated in tradeshows inJapan and Ethiopia, and test marketing was conducted in Japan.

Review theflow• Review and evaluation was conducted based on the issues
identified through the activities and marketing researches, andproposals for further implementation were reported (in this report).

Source: Prepared by FASIDAs shown in the figure above, the CPA is an initiative of identifying sales opportunities. That is, the CPA’s
purpose is neither improving the enabling environment, nor raising awareness, nor building export
readiness, nor closing export deals.
Also, the figure above shows an important difference between the CPA and ordinary support for
identifying sales opportunities. This is because the CPA aims to develop an overarching group brand of
Ethiopian products, and the improvement of the country’s image through an integrated promotion under
this brand. The CPA does promote individual companies’ products, but its focus on the country’s image isa public good. Even companies not selected as CP will benefit from the CPA.1

1

In Japan, there is a similar initiative to support selected companies to export products inforeign markets. However, this initiative supports individual companies separately, and does
not support a group brand such as a sector brand or country brand.
50.2 Overview of the Project Study
0.2.1 Purpose of This Project Study
This project study is meant to support the institutionalization of the CPA by MOI, ECCSA, and privatecompanies, and to support mid/long-term export promotions’ development and institutionalization. Also,
the project study aims to develop the CPA as an export promotion approach applicable to other developing
countries. More specifically, it aims:(1) To conduct pilot implementation of the CPA(2) To facilitate public-private partnership in Ethiopia(3) To improve the country’s image of Ethiopia through promoting CP at a TICAD V side event(African Fair 2013) and other promotion channels(4) To facilitate cooperation with Japanese companies(5) To conceptualize the CPA
0.2.2 Overview of the Activities
To achieve these purposes, the project study performed the following activities:
Figure 4: Activities of the project study

Upstream

Category

Components

Improving
EnableEnvironment

Develop a
CP Concept• Workshop in Ethiopia in July

Organize an
implementation
body• Pilot operation with a taskforce which was formed before thisproject study

Developbrand components• Pilot operation with brand components which were developed
before this project study

Select CP
Candidates• Promote CP candidates which were selected before this projectstudy

Raising
Awareness
Building
ExportReadiness
Identifying Sales
Opportunities

Downstream

Conduct apromotion

Closing
Export Deals

ExportReview theflow

Activities in the project study

•
•
•
•

Support on creating a CP brochure
Promotion through SNS media
Support on sending mission to Japan
Support on participating in African Fair 2013, a official side event of
TICADV, and on conducting test marketing at Tokyu Department
Store in Tokyo• Support on participating in 6th Ethio-Chamber International Trade
Fair• Organize a seminar in Ethiopia for disseminating the achievementsof the CPA

Source: Prepared by FASID

Chapter 1 reports the details of these activities.

6Chapter 1 Activities in the Project Study
Activities, Survey and Follow-up of Tokyo Events from May to July 2013－[Trade Fair] TICAD V Side Event in African Fair2013[Test marketing] Africa is Beautiful!
Trade Fair and Survey in Ethiopia from October to December 2013－[Trade Fair] 6th Ethio Chamber International Trade Fair
[Preliminary/basic survey for branding] DENTSU mission[Stakeholder Analysis] Interviews with ministries and its related organization, andsectoral associations

7

[Trade Fair] TICAD V Side Event in African Fair 2013
1.0 Outline of Activities at the African Fair
The following activities were organized in preparation for the exhibition at African Fair 2013.

Figure 5: Outline of activities for exhibition at African Fair
Preparation Period

Exhibition Period

Spill Over Activity

Running the Ethiopian stand,welcoming visitors

Participation in 6th ECITF

Selection, collection,
shipment of samples

Test marketing in a
department store

Workshop in Addis Ababa toreview the activities in Japan

Welcoming the Ethiopian
task force members

Company visit

VMD Lecturein Addis Ababa

Brochure, promotion
materials
Branding

1.1 Production of a brochure for the African Fair
(Appendix 2 Tarara Treasure brochure)1.1.1 Support for listing sectors and companies
At the start of project study work in May, the task force members in Ethiopia had already selected exhibitor
companies 2 within four sectors (textile, opal jewelry, processed agricultural products, and tourism).
Abrochure was produced based on this selection for promotion. The task force and its subcommittee
inspected the selected companies in reference to the field survey conducted by JICA since 2012 (Appendix
1: Brief Report on Company Visits). Also, a questionnaire survey to company executives tested thecompanies’ philosophy, sociality, and previous experience trading with overseas counterparts. At this time,
no company was selected in the tourism sector.

2

Total 11 companies, i.e.: textile ＝ MUYA Ethiopia, Sabahar, Trio Craft, YeFikir Design, opal
jewelry ＝ Salem's Design, Entoto Beth Artisan, Orbit Ethiopia, processed agricultural
products ＝ Beza Mar Agro Industry, Ecopia, Terra, Ethiopian Spice Extraction Factory81.1.2 Cooperation and support for publication of the brochure
Brand name and brand logo: In this project study, the brand name “Tarara Treasure” and its logo markare used.

Figure 6: Ethiopia CP brand logo “Tarara Treasure”

Tarara means “high mountains” in Amharic. Addis Ababa, the capital, lies at an altitude of 2,400 meters.
The name “Tarara Treasure” and strong image of “highland” conveys the message of sending treasuresfrom the country. The cover page of the brochure entails the concept of “Ethiopia with mountains with aheight above 4,000 meters (Tarara),” and explains that “many pieces of treasure have been manufactured
from good quality materials nurtured under its harsh climatic conditions.”
At the time when a decision was made to apply this logo, national staffs at JICA Ethiopia Officepointed out that the spelling and phonetics of “Tarara” would be incomprehensible to Ethiopians and thatit should be spelled “Terara.” However, “Tarara” was decided to be used as it has a sense of rhythm
reminiscent of a tune of a song, and eventually attendees at the meeting agreed to “Tarara.”
In October 2013, as the JICA Ethiopia Office produced this brochure in English for the Ethiopian
trade fair, its staff again raised this issue. However, “Tarara” was again the favorite due to its good sound,its use for nearly a half year, and the spreading brand awareness due to promotion activities through SNS
such as Facebook. Indeed, this logo is expected to be in use on a tentative basis during the period of thisproject, not a long-term basis: this was also the reason behind the agreement.
On the other hand, Mr. Jacques Dubois from MUYA Ethiopia proposed a logo type and a logo mark that
embody a copy of the Cradle of Mankind, now being applied in the publications of the MOCT.
However, the purpose of this brochure and exhibitions at African Fair was to change theconventional, rather negative, image of Ethiopia prevailing in Japan, through introduction of high-quality,
unique Ethiopian products. The JICA Headquarters considered that the “Tarara Treasure” logo would be
more appropriate as its design, since it gives a completely new image for the Japanese market, and “Tarara
Treasure” was adopted as a champion product brand name. The brochure’s design motif shall reflect thevision of “Tarara Treasure.”

9

Figure 7: African Fair 2013: Ethiopia booth logo “Cradle of Mankind”

It should be noted, however, that the logo proposed by Mr. Dubois is also attractive. In order to survey the
response of Japanese consumers to them, both of these two logos were arranged to be in the booth. The
Cradle of Mankind logo would be in the booth of the Federal Democratic Republic of Ethiopia, while theTarara Treasure brand logo would be used on champion products therein. At the same time, a space wasallocated in the brochure to introduce these Ethiopia booth logos at the African Fair exhibition. During theAfrican Fair, a questionnaire survey was conducted among visitors to identify which logo should be usedin the future on champion products.

Editorial principles for production of the brochure: The purposes of the brochure are to provide
information about 11 participating companies, to highlight four sectors with potential in the Japanesemarket（textiles, opal jewelry, processed agricultural products, and tourism) and to depict an image ofEthiopia. For most Japanese consumers, Ethiopia is simply an African nation. Its historical and cultural
background is not known. Detailed information about each company alone may not help the Japanese build
an image of Ethiopia. In this context, we drew up a set of editorial principles to convey the overall imageof the country by fostering understanding of the features, historical background and social significance offour major Ethiopian sectors. To this end, the title page spread displays craftsmanship and informs
consumers of the attractive features of the product. The following page on explains the foundations ofEthiopia, its cultural background, and job creation within its industries and comments on its various majorindustrial sectors. The layout is a two-page spread, with large headline text followed by commentary andimage photos: underneath, side-by-side square box sections, 75mm x 75mm, introduce each company. This
page composition makes it fairly easy to make changes should the selected company be replaced withanother one in the future. Following the introduction of each sector, one page gave a commentary on theorigin and the concept of the champion product.
Visitors to the African Fair 2013 gave this brochure a good response. They found it useful because
it included all participating companies’ information. On the other hand, it was difficult to know how thevisitors regarded Ethiopia after reading the brochure.

10Figure 8: Tarara Treasure brochure basic layout (B5 4C/4C 16P)

sectorsectorlarge headline

image photo

sectorDescription copy

Company
introduction

Collection of data and photo materials: Manuscript preparation for the brochure used interview sheets
the JICA provided for the task force members in their meeting with each company. In addition, the following
materials were searched and some were used: a one-page summary of each company based on the project
study in the previous policy dialogues; information on the website of each company (extract); “Handcraftof Ethiopia,” a book written by Mr. Dubois; “ADDIS LIFE,” several journals published in Ethiopia; books
published in Japan; and scholarly literature available on the Internet and/or accessible through Google
Scholar.
1.1.3 Potential Champion Product Companies listed
Most of the 11 companies in the brochure went on to participate in the 6th Ethio Chamber International
Trade Fair described in 1.9, organized in Addis Ababa in November and December 2013. We would like tointroduce these 11 companies here. Selection was made in reference to the result of the visit to thecompanies by the task force members as well as the results from the questionnaire survey among company
executives with a focus on the following four issues:(1) Capacity (in terms of production and vision);(2) Export experience;(3) Capacity/flexibility to respond to export demands; and(4) Marketing/promotional tools/materials

11

Table 1: Rating table from the visit to the companies by the task force members
No.
Company
Criteria for
Rating Scales
RatingExcellent
Very Good
Good
Average
I. Orbit
1.
X
2.
X
3.
X
4.
X
II. Sabahar
1.
X
2.
X
3.
X
4.
X
III. Entoto Beth Artisan
1.
X
2.
X
3.
X
4.
X
IV. MUYA Ethiopia
1.
X
2.
X
3.
X
4.
X
V. Salem’s Design
1.
X
2.
X
3.
X
4.
X
VI. YeFikir Design
1.
X
2.
X
3.
X
4.
X
VII. Trio-craft
1.
X
2.
X
3.
X
4.
X
(extract from Appendix 1: Brief Report on Company Visits)
11 companies listed in the brochure are as follows:(1) Sabahar: An atelier set up in 2004 by Ms. Kathy, a Canadian with NGO work experience. It makes
cotton and silk products. It uses only cotton grown in Ethiopia and Ethiopian Eri silk but imports Mulberrysilk from India. Eri silk requires spinning and therefore creates more jobs than Mulberry silk. In Ethiopia,
spinning a thread is traditionally a woman’s job. Sabahar claims 50 regular female employees inside, and70-80 part-time female workers. Weaving is a man’s job and there are 50-70 male workers. The company
weaves three scarves or one tablecloth in a day. However, it takes two days to warm the loom. It exports
50% of their products and sell the other 50% at the gallery within the premises, and would like to raise theproportion of exports. While a product differentiation strategy focused on the design of the product would
12

be difficult to apply in Europe, it is difficult to maintain quality levels in Ethiopia. Therefore, the company
uses designs that are simple and often outsourced. Once well-known Italian designer provided Sabahar
designs.

Picture 1: Gallery within Sabahar.

Picture 2: Weavers working in Sabahar.
The line on the ground is one of the resultsof KAIZEN.

(2) MUYA Ethiopia: Sells hand-woven cotton fabrics such as cotton gauze and handmade, modern ceramics.
Female weavers and spinners with low social status3 and ceramic artists are its core production workers.
It offers various training programs for technical and quality improvement. An Ethiopian designer, Frenchinterior decorator and Sudanese-Greek engineer jointly run the business. They set up a partnership in 2005,
having worked together in production of large banners in traditional fabrics to decorate the arrival anddeparture lobbies at Addis Ababa airport. MUYA means occupation or talent in Amharic. They make andexport various textile products, such as stole and cushion covers, and ceramic interior decoration items toFrance, Austria and to the United States. The interior decorator, Mr. Dubois, was in charge of the designand construction of the Ethiopia booth at Osaka Expo in 1970.

3

Picture 3: Gallery within the MUYA

Picture 4: Weavers working in the

Ethiopia atelier

MUYA Ethiopia atelier

Although weaving is considered a man’s job in Ethiopia, MUYA Ethiopia trains women.
13(3) YeFikir Design: Uses the Ethiopia’s own cotton gauze materials and adopts colorful hand-woven textile
patterns to design, make and to sell modern and traditional dresses and fashion items. It tries to make asmuch use as possible of natural dyes and geometric pattern fabrics called “Tilet” used traditionally for
Ethiopian costumes. Each pattern has its own meaning or represents a story. Mrs. Fikerte, theowner/designer, used to be a researcher in child psychology. She happened to study problems of children
with parents working in the hand-woven industry under harsh conditions. She participated a show in
Paris and NY ethical fashion week. Her items were featured in Ethiopian Airlines’ in-flight magazine(2012 winter edition) and she attracts wide attention as a budding designer.

(Copy right: Salima Punjani)

Picture 5: Traditional geometric patterncalled as Tilet(Copy right: Salima Punjani)

Picture 6: Mrs. Fikerte, Owner and designer(4) Trio-craft: Sells interior textiles, including curtains, rags and cushion covers, with designs and in colors
inspired by Ethiopian traditional designs. A factory was set up in Kenya when the husband of the owner
was transferred to Kenya. The company supplies interior textiles such as cushion covers and table runners
to Serena Hotel, a luxury hotel in Kenya. Thereafter, the owner returned to Ethiopia. Now, the company
tailor-makes products for foreigners in Ethiopia and for export. The main material is cotton. Every item ishand-woven at the factory.

Picture 7: Trio Craft cushion covers

Picture 8: Trio Craft carpets

14

(5) Entoto Beth Artisan: Makes necklaces, bracelets and other accessory items, using recycled metals suchas bullets. HIV/AIDS infected people came together at Entoto Beza Church where, according to legend,
there was a holy water to cure the disease, and an NGO started making accessories so that the patients could
earn a living. The NGO has been profitable. More than 100 women work at the factory to make, control,and ship products. They recycle bullets used in the conflicts—most often found near the border with
Eritrea—into metal beads and make accessories with these beads. They use three materials: brass, silverplated nickel and copper. The purchase price depends on the weight of the beads used. Entoto Beth Artisan
ships to major fair trade shops in the United States and sometimes takes client requests for a particular
design.

Picture 9: Gallery within the Entoto Beth

Picture 10: Women working in the Entoto

Artisan atelier

Beth Artisan atelier(6) Orbit Ethiopia: Mr. Tewodros, who came to Japan for the African Fair, manages this gemstone polishingcompany. In addition to its main offering, opal, it treats 20 other kinds of gemstones. Chocolate opal was
discovered 20 years ago and since then the share of Ethiopian opal in the world market had increased to
30% in 2008. Its price is approximately one-third that of equivalent Australian opal but it is thick enoughto be cut in various designs. On his flight to Hong Kong 13 years ago, the person sitting next to Mr.
Tewodros told him about Ethiopian opal and he began his jewelry business. Now he has 30 employees,
including gemstone polishers. He has purchased a new gemstone polishing machine and plans to increase
his workforce to 70 people. He uses VMD in his in-house gallery, after learning it from a Japanese specialistof the CPA study team4 in exhibition display, during his visit to Japan.

4Group of consultants and specialists organized for this project study.
15

Picture 11: Orbit Ethiopia employees

Picture 12: Orbit Ethiopia in-house gallery

polishing gemstones(7) Salem’s Design: Ms. Salem, one of the owners, first sold two handmade necklaces to her friends sevenyears ago. Thereafter, her products became popular among tourists, foreigners living in Ethiopia and theEthiopian people for their sophisticated designs and quality materials. Salem’s Design has been expanding
rapidly from jewelry to home accessories and gifts. Its products have expanded from Addis Ababa to theforeign market. It now has 70 employees, including 30 weavers and 37 women weaving baskets at homeor other places. The latter bring their products to the company every Friday. Ms. Salem gets tips on gallery
display from the display of the shops in the United States and Europe when she goes there as well as fromthe Internet.

Picture 13: Gallery of Salem’s Design

Picture 14: Earrings of Salem’s Design(8) Beza Mar Agro Industry: Produces and sells various kinds of honey, including coffee honey, creamed
honey and forest honey. It also purifies and exports bee wax. It started to produce honey in 2003 andexported its product for the first time from Ethiopia to Europe in 2006. In 2010 it sold one thousand 270g
bottles in the United States for $ 5-7 each. Beeswax is also being for $6.5 per kilo. The company has alreadyobtained the organic and fair-trade certification in Germany. THE BODY SHOP also uses its products as“social” raw materials. More than 7000 species of flowering plants are in Ethiopia and there is great
potential for production of unique kinds of honey. Some types are known for their healing properties. An
overwhelming majority of inquiries from Japan are about coffee honey. Quantities of coffee honey being
16

produced are very limited and there is also a high demand for this product in other countries. Its supply
therefore lags demand.

Picture 15: Mr. Haile, Beza Mar Agro

Picture 16: Samples of Beza Mar Agro Industry

Industry’s owner.

(honey and bee wax)

He established a producers’ association of honey andbee wax.

(9) Ecopia: Makes and sells completely additive/color free, organic food and cosmetic items. Dr. Mitstal,an Ethiopian from Germany with a doctorate in chemistry, founded the company. Previously she worked
at the United Nations, granting permission for the import of industrial drugs. She discovered that pectin,a chemical compound necessary for making jams, could be replaced with an indigenous plant of Ethiopia.
She made use of her discovery and started making and selling organic jams. Besides jams, the company
sells other organic items with Ethiopian ingredients, including dried tomatoes (popular among foreigners
in Ethiopia), face cream made from mescal flowers (Calla Lily, symbolic flower of Ethiopia. The creamensures effective protection of people with albinism); and moringa powder (a dietary supplement withmoringa extract. It contains a host of nutrients with a good nutrient balance).

Picture 17: Ecopia’s atelier

Picture 18: Examples of Ecopia products(cream, massage oil, soap etc.)

17(10) Terra: Produces many damask roses. They have a more elegant fragrance than other roses and arerecognized as such. Work has been underway to increase yields from cultivation. Terra produces essential
oils from this rose, chamomile, lavender and geranium. It also produces damask rose water and dried petals.

Picture 19: Terra products (essential

Picture 20: Cultivated Damask roses

oil, dried flower)(11) Ethiopian Spice Extraction Factory: Produces various types of spices, including gingers, a natural
kosher pectin, and frankincense, which exudes as a milk a juice that hardens on exposure to air. African
ginger is highly popular overseas as it has a stronger flavor and a more intense taste than Asian ginger andgives a stronger boost. The Ethiopia Spice Extraction Factory exports dried and sliced African ginger toEurope and India.

Picture 21: Ethiopian Spice

Picture 22: Ethiopian Spice Extraction

Extraction Factory’s Products

Factory’s Products (dried ginger）(ginger oil, ginger oleoresin)

1.1.4 Achievements and Challenges
This brochure was distributed in the African Fair 2013 which took place in the Pacifico Yokohama for fourdays from May 28 to June 2 in 2013. Headquarters anticipated distribution of 1000 copies, but the number
turned out to be higher: 450 copies had been distributed by the end of the first day. An additional 800 copies
had also been passed out before the end of the event. It therefore appears that the brochure was an efficientdissemination of champion products and an appealing Ethiopian image. However, there were various
18limitations in the brochure’s production. Resource materials collected were far from enough to prepare amanuscript for each page, due to time constraints. In particular, literature available in Japan was limited
when trying to write the background of the Ethiopian industries. The website of each company and someof the interview sheets collected by task force members did prove to be useful.
Photo quality needed to be high. We were fortunate to have photo materials supplied by C62
Media, a media production company in Ethiopia which produces “ADDIS LIFE,” and by Ms. Salima
Punjani, an Ethiopian photographer and marketing director of YeFikir Design, one of the exhibitor
companies. Their photos were excellent, conveying an Ethiopian atmosphere and champion products’
quality, uniqueness, and craftsmanship. Future promotions of CPA should consider a budget and schedule
for local photo shooting and editorial guidelines for stock photos.
Photo quality also dictates readers’ first impression of a company. Product photo selection became
an issue this time due to photo resolution. Resolution should be 350 pixels per inch for printed material and
725 for a website. This knowledge of resolution is necessary for those responsible for sales promotion ineach company. Online image editing software (e.g., PIXLR http://pixlr.com/) can confirm or reduce theresolution of a particular photo without using expensive applications such as Adobe Photoshop. Suchsoftware should therefore be shared.

5

1 inch = 2.54 cm
19

1.2 Public relations activities through SNS
1.2.1 Media selection and drafting a site concept
To select a Japanese website to be created and operated for this project study, from a cost standpoint, we
focused on comparing three major free SNS: Facebook, Google+ and Twitter. We chose Facebook for
efficacy.
Figure 9: Comparison among major SNS media
Facebook
Effectiveness◎Google+×

Many information can be post,
and a lot of users

Many information can be post,
but not so many users
currently

Twitter×
A lot of users, but information to
be post is limited◎

Easiness of
updates○○

No special skill is necessary

No special skill is necessary

Easiness ofAnalysis○○×

Analysis tool is provided

Analysis tool is provided

Necessary to add analysis tool

Cost
Easiness ofMaintenance in
Ethiopia

No special skill is necessary,
easy to update like shortmessage

○

○

○

Free

Free

Free

○

○

○

Source: Prepared by FASID

The site concept was set, as follows:
Figure 10: Facebook page concept
Why

In order to promote CP to buyers and consumers

Who

To Japanese buyers and consumers as target

When

During the period of project study

Where

Through Facebook pageWhat

Not only introduce CP, but also posting articles with stories which will arouseaudiences’ interest in this export promotion approach in Ethiopia

How

where necessary, refer to initiatives in Japan which use Facebook page topromote products in the community

Source: Prepared by FASID

20

1.2.2 Management of the Facebook pageIn accordance with the aforementioned site concept, to make sure contents on the Facebook page would
evoke empathy, make readers cheer for the project, and motivate purchase and sharing with friends, we
decided not only to post the basic information about products and companies but also the backgroundinformation, e.g., the history and culture of Ethiopia, the current situation and challenges it faces, how the
product came about, and information on the production process.
Figure 11: Examples of information to be posted on the Facebook page
PurposeExamples of information to be posted

IntroduceCP Product information (specification, price, etc)
 Company information (basic information such as contact and address)

Arousing
Interest

 Ethiopian history and culture Ethiopian’s current situation and issues
 Ethiopian initiatives on export promotion
 Background stories of CP and its companies

Source: Prepared by FASID

From May 29, 2013, when the Facebook page was created and made public, through January 31, 2014, a
total of 26 posts have been made. Below is an illustration that shows their status, as an example.
Picture 23: Example of Facebook page posted

21

1.2.3 Achievements and Challenges
The number of likes was 119. The total number of people who viewed the contents related to this pageduring African Fair 2013 and the test marketing at Tokyu Department Store from May 29 through June 9
was 1,214. It was able to do extensive promotion when events were being organized in Japan. However,afterwards, the amount of access hardly increased, remaining around 100 views since then.
Regular posting is important for promotion through the Facebook page and maintenance workload
is therefore high. When a page is managed by a public entity, in particular, it becomes necessary toundertake official process (verification and approval by a third party, etc.) to prevent improper posting,making promotional posting more burdensome than it is for others.
In the future, when considering media for promotional activities, we must take into account thecost of workload associated with such management and cost effectiveness.

221.3 Welcoming the Ethiopia task force mission
1.3.1 Schedule of the mission
To make a presentation at the African Fair scheduled to take place in Japan from May 28 to June 3, six
Ethiopian task force members6 visited Japan. To carry out other duties such as a visit to the test marketingorganized at Tokyu Department Store and collecting Japanese market information relevant to each sector,
the schedule was as follows:
May

27
28
29

Mon
Tue
Wed

30

Thurs

31

Fri

16:10
17:25
10:00
13:30
10:00
14:00
15:30
9:30
11:00

June

1

Sat

12:00
10:00

2

Sun

PM
10:00
15:00

3

Mon

10:00

Tue

12:30
14:00
19:55
13:30

4

Leave Addis Ababa
Arrive in Tokyo
Discuss with Mr. Yuzawa in JICA headquarters
Prepare for African Fair 2013
Interview with a buyer of Tokyu department store
Interview with the CEO of Emerald Club
Participate in African Fair 2013
Interview with the CEO and10:00
Interview with BxEa designer of HASUNA
11:00
Visit Shincia Garden
Interview with Ryohin14:00
Interview with SME Support
keikaku Inc.
Japan
Presentation from DENTSU
14:00
Interview with DOSOSHIN
Participate in African Fair
10:00
JICA seminar (SS cooperation)
2013
11:25
JICA seminar (ACET)
Free
13:00
JICA seminar (BOP)
Marketing research in Ginza and Nihonbashi
Close African Fair 2013 and19:00
Leave the venue
pack the samples
Wrap up seminar with Mr. Yuzawa, Prof. Kenichi Ohno and Prof. Izumi
Ohno
Lunch Reception organized by JICA
Participate in Ethiopia Business Seminar in JETRO
Leave Haneda
Arrive in Addis Ababa

1.3.2 Visiting Japanese companies
On their arrival on May 28, and prior to visiting various companies on the morning of May 29, the task
force attended a lecture by Mr. Saburo Yuzawa, executive director at the Institute for International Tradeand Investment and an advisor to JICA on the CPA proposal, about the characteristics of the Japanese market.
He referred to the link between its unique culture and climate. He mentioned that most Japanese consumers
are shopping experts and that many internationally renowned manufacturers choose Japan for test
marketing. He also strongly requested the mission to try to understand the Japanese market even when
walking around in the town. He also raised 9 points indicated below as something to be kept in mind inorder to know the Japanese market.

Mr. Ahmed Nuru (MOI), Mr. Endalkachew Sime (ECCSA), Ms. Nigest Haile (CAWEE),
Mr. Tadiwos G. Belete (Boston Partners), Mr. Tewodros Sintayehu (Orbit Ethiopia) and
Mr. Wondwossen Meshesha (ToMoCa Coffee)
23
6

(1) Japanese Perfectionism
In general, American manufacturers’ total production produces 3% defective products. But
Japanese manufacturers do not accept such failure. Japanese have an aversion to failure and inmany cases one failure will lead to the loss of clients.
(2) Buyers’ Upper-hand Over Sellers
The Japanese market is an especially traditional buyer-dominant market.
(3) Trust is Most Valued Business Ethic in Japan
Trust is the basis of transaction. Once it has been established, it is possible to get a big order with
only one phone call, probably because Japanese society is far more homogenized than European orAmerican societies.
(4) Curiosity is Important for Creating New Products & Import Goods
Many products come to Japan from overseas. Japanese are curious about new things and welcome
these products with great enthusiasm. Ethiopian products are no exception.
(5) Frequent Gift Rituals
It is a frequent practice to send gifts to friends, family members, and business contacts. There are
traditional, seasonal gifts twice a year in summer and winter.
(6) Product Appearance (Package) Highly Valued
Based on the gift rituals, the Japanese pay attention to gift wrapping, considering it a part of the
product itself.
(7) Women Led
In Japan, while men dominate manufacturing, women dominate in the purchase of goods for family
and themselves.
(8) Fad-Driven
The Japanese are eager to obtain something new and popular, though not necessarily a well-known
brand.
(9) Health-Conscious
Japan is an aging society, and one out of three Japanese people suffers some type of allergy.
The taskforce members then visited the following organizations, which were arranged based on thetaskforce requests.
(1) Emerald Club (organization supporting women entrepreneurs)
Mrs. Nigest, the CAWEE (Center for Accelerated Women’s Economic Empowerment) representative,
visited the Emerald Club and was explained the circumstances facing Japanese women entrepreneurs,
support from the government, and the background and management of Emerald Club. It has been sending
two to three missions per year to organizations of women entrepreneurs supported by Cambodia, Singapore,
Vietnam, South Korea, the Philippines and China. Mrs. Nigest informed that an ABW (African Business
Women) trade fair would be organized in Ethiopia in September 2014 and requested the Club send its
mission to this fair. The consultant later sent information about this trade fair to the Club.
24

(2) Hasuna (jewelry)
Mr. Tewodros from Orbit Ethiopia visited the Hasuna and discussed the details about quality and sales priceof opal in Japan with the owner. As its quality was very special, the owner expressed her wish to visit soon
to observe opal mining and processing in Ethiopia.
(3) BxE (cosmetics and agricultural products)
Mr. Endalkachew of ECCSA and Mr. Wondwossen of ToMoCa Coffee visited BxE. A staff of BxE
explained the trade of shea butter with its counterparts in Africa like Ghana and Burkina Faso, as well as
the past project to produce soap locally in Ghana, and talked about the problems in trading with Africa.
Shea butter trade started only with Ghana. However, when no alternative was available in a bad crop year,
the product quality dropped and clients complained. Also, it is difficult to obtain organic certifications for
African products even if they are organically cultivated. Traceability and quality management are hard to
enforce. BxE sells the shea butter produced in Ghana and in Burkina Faso not as organic, but as wild
(natural) shea butter.7 Mr. Endalkachew explained that the Chamber of Commerce would put more effort
into agricultural products and that Ethiopian agricultural products such as shea butter, sesame seed, rose oil,honey would have potential in the cosmetic industry. However, when asked the production volume of theseproducts, Mr. Endalkachew was unable to present detailed data about their production volume and quality,
and was therefore neither specific nor convincing, as the visiting mission did not include a person who
knew shea butter. The staff commented that the supply of rose oil lags behind the demand in Japan, that it
would be difficult to keep it in stock on a continuous basis without a long term purchase plan, and thatDamask rose essential oil, known for its quality, would have a potential in this context. The three
representatives then visited a day spa “Cynthia Garden” managed by BxE. The taste of Japanese people in
the interior and the company’s aesthetic sense there were explained.
(4) DENTSU (advertisement)
Mr. Endalkachew, Mr. Tadiows, Mr. Wondwossen and Mr. Tewodros visited DENTSU. Following thepresentation by DENTSU about their work, they discussed with the staff of DENTSU emphasized the needfor a national Ethiopian brand and DENTSU submitted an image proposal. Mr. Tadiows was very impressedwith this presentation and suggested a mission to Ethiopia to do it again. This proposal was accepted and a
mission comprised of six DENTSU staff was to visit Ethiopia in October 2013.
(5) Ryohin Keikaku (textile)
Mr. Ahmed, a policy advisor in MOI and core member of the taskforce, and Mrs. Nigest visited the company.
A staff referred to the product development project that Ryohin Keikaku had implemented in Kenya as an
example and advised them “to get information from the internetand learn about more products which have

7

There is no indication as such attached to the product. When an inquiry is received from a
consumer whether or not it is organic, the company explains that it is wild (natural).
25

proven to be popular all over the world.” Ryohin Keikaku invited them to visit its flagship store in
Yurakucho on June 2. Unfortunately, this was not possible, as Mr. Ahmed had a seminar to attend the whole
day and Mrs. Nigest would be at the African Fair. Mr. Ahmed commented that the products dealt by Ryohin
Keikaku at cheaper price was probably different from the concept of adding value to goods and selling themat higher price in a niche market, which is what CPA requires.
(6) Organization for Small & Medium Enterprises and Regional Innovation (support for small andmedium-sized enterprises)
Mr. Endalkachew visited the organization. A staff at the internationalization support center explained thedefinition of small and medium-sized enterprises in Japan, the current circumstances in which small andmedium-sized enterprises find themselves as senior managers age, the role of his organization, and support
for companies aiming to expand into a foreign market. In a question and answer session. Mr. Endalkachew
asked about the lending mechanism in detail, such as the Basic Fund Scheme (investment from the fund)and the Upgrading Programs (advanced business). Mr. Takayama gave an explanation based on the cases
in Japan.
(7) DOSOSHIN (tourism)
Mr. Tadiows, Mr. Wondwossen and Mr. Tewodros visited the company. A staff from the sales department
explained that the tourism industry to Ethiopia had not yet attracted many customers in the Japanese market.
DOSOSHIN sends 2,000 customers per year to a tour in Kenya and only 100 or so to Ethiopia. The mission
members introduced tourist spots in Ethiopia, including nine World Heritage Sites and the spa under the
management of Mr. Tadiows. DOSOSHIN asked Mr. Wondwossen from ToMoCa Coffee for hiscooperation if its coffee study tour would be held in Ethiopia.
(8) Shibuya Tokyu Tokyo Store (Department store)
Mr. Ahmed, Mrs. Nigest and Mr. Endalkachew visited the store. They visited an “Africa is Beautiful!” fairin Shibuya Scramble 1 “POP UP STAGE B” on the ground floor in the west wing of the shop. The event
featured the champion product. Then they sat down with a buyer at the Department store, and an event
organizer, who was in charge of event planning and management. The buyer referred to changes in
consumer tastes in the Japanese market and explained that the Japanese consumers had become interested
in organic products, fair trade, and the environment following the collapse of the bubble economy (mid90s). The organizer thanked Ms. Kurumi Shiratori of Africa Rikai Net8 for meeting a delivery deadline tothe department store this time. The buyer pointed out that failure to meet a deadline would lead to the lossof trust in Japanese business.
(9) Shops in department stores in Ginza and Nihonbashi (marketing research)

8An NGO hosted by Ms. Kurumi Shiratori. It works to increase the income of producers, promote

employment, and reduce poverty through the improvement of the quality of African products
and information sharing. http://africa-rikai.net/
26

Mrs. Nigest had already been to developed nations many times and did not seem interested in any particular
item at Japanese department stores. However, she checked the quality and prices of items similar to those
displayed as CPA product candidates, such as shawls and necklaces. She was very surprised to find that asmall handbag in a shop at Nihonbashi Takashimaya had a price tag of over JPY 100,000.9 She often
referred to this price when discussing her impression about the Japanese market. It convinced her that inJapan, high-quality goods can sell even at high prices.
1.3.3 Achievements and Challenges
It was beneficial for the taskforce members to visit organizations and companies and to promote thepotential of products produced in Ethiopia, such as opal and diverse agricultural products. It was a huge
step forward that Hasuna, BxE, DOSOSHIN, and other companies expressed interest in doing businesswith Africa. While the taskforce members came to Japan and visited these companies on behalf of eachsector, the mission did not include capable members who had knowledge about each product and acomprehensive explanation about the background of the industry. It might have been possible to agree tospecific business plans directly with Japanese buyers in Japan had the mission brought more in-depth
experts about products, like Mr. Tewodros from Orbit. Visitors to the African Fair often asked “could I buy
this in Japan?” and “how much is it?” and the mission was likewise unable to answer many of thesequestions.
On the other hand, it is doubtful whether the mission could look at the Japanese market during
their stay, as Mr. Yuzawa explained. The marketing research in Tokyo’s downtown area were only for a half
day and scheduled before and after the African Fair. The members did not have enough time to become
interested in the Japanese market, learn its characteristics, walk around in the town, and visit shops.

9Gross national income per capita in Ethiopia is JPY 114,330 as opposed to JPY 3,638,990 in
Japan (survey conducted by WHO in 2011)27

1.4 Participation in TICAD V Side Event African Fair
1.4.1 Preparation for the Trade Fair
The African Fair 2013, a TICADV side event, was organized by JETRO at Yokohama Pacifico from May
30 through June 2. A total of 49 African nations participated (according to the JETRO report, March 7,2013). Ethiopia also took part in the event, with the Ethiopian Embassy in Tokyo in charge of its exhibition.
Each country had a booth 36 square meters large (3 meters long x 12 meters wide). According to JETRO,
some 57,000 people (a year-to-year increase of 10,000) visited the Fair.
To ensure the import of produce samples into Japan, two consultants went there on May 18 to visit relevant
companies and directly collect the samples with the support of JICA Ethiopia Office. They collected 90 kg
of samples from 11 companies and packed in five cardboard boxes. It would have been possible for the
consultants and taskforce members accompanying them to share these samples among themselves andimport them for personal use, to smooth out import clearance procedures. However, to identify potential
problems under normal import/export procedures, the consultants submitted a declaration to customs toclear all the items.
(1) Making a list of product samples to be displayed at the fair
Consultants listed product samples to be displayed at the fair in advance with an indication of specificsample types and the quantity. They sent the list to the 11 companies in Ethiopia with attached photos tounderline expectations, and asked them to prepare these samples.
(2) Procedures undertaken to export goods from Ethiopia 1 (first day: Customs)10
JICA Ethiopia Office prepared and signed a support letter, which MOI, MOFA, and the Customs Bureau
signed before starting procedures. Nevertheless, customs opened and inspected every package at the custom
inspection corner of Bole International Airport. It spent a great deal of time checking the item against theinvoice, attaching the customs number thereto, and wrapping it again. A great deal of paperwork was also
required. Even after customs stamped an item to indicate it had been checked against the invoice, it wasnecessary to obtain a certificate of permission from the cargo office to take it out of bond the next day. Also,
jewelry and gemstones could not be exported without a letter of export permission from the MOM. Jewelry
were pulled off urgently from the cargo in order to apply to the MOM for its permission.
(3) Procedures undertaken to export goods from Ethiopia 2 (2nd day: Cargo Office)The next day, we prepared the necessary papers to obtain permission to take the cardboard boxes out ofbond and explain the items inside. And then, again, we put an item code number (customs number) to eachproduct on the list and measured the weight. JICA delivered its privileged exemption permit to the cargo
office to undertake the procedures with itself as the exporter. This paper can be under the name of all 11

10

For more details, see Appendix 6 Report on Custom Clearance for the “Champion Product Approach” by Mr.
Fekadu (JICA Ethiopia Office Consultant) June 26, 2013.

28

companies．However if it is prepared by each company, then we would need papers for each company. At
this point, it was the end of that shift in the cargo office and another worker who took over requested theletter of import permission issued by the Ministry of Industries. This ensures the product would be imported
back into Ethiopia duty-free once the exhibition finished. Mr. Ahmed (head of the taskforce and also headof the mission to Japan) applied for the letter and it was sent to us by fax. We paid the bonded warehouse’s
storage charge and it released permission to take out the boxes.
(4) Procedures undertaken to export goods from Ethiopia 3 (3rd day: Customs)
On the day of mission departure to Japan, the bonded warehouse finally sent the boxes, and the customs
officer declared that the cargo could not be released as the export permission prepared in the cargo office
did not indicate the name of the consignee. Mr. Ahmed called and negotiated with the airport customs
director. He wrote a letter there, assuring that he would assume full responsibility, and finally it became
possible to have the boxes released. The five cardboard boxes went through security check.
(5) Procedures undertaken in Japan to import goods 1 (1st day: Customs Japan)
Usually, when Japan imports commercial cargo like this, customs agents make import and export
declaration at each airport. However, even such customs agent cannot process cargo the same day it comesin. At least three days are required. This procedures proved to be difficult, as it was done on a personalbasis with little time to spare.
Goods of taxable value up to JPY 300,000 can be taken out by paying duties at normal customs. Morevaluable goods need to be taken to business customs to be processed. The number of customs clearances
depends on the number of destinations: when four persons share goods worth JPY 800,000 to make adeclaration of goods worth JPY 200,000 each, if the destination of these imported goods is the same, thencustoms clearance needs to be done all together and goods need to be processed at business customs. Thistime, the jewelry from Orbit Ethiopia under the management of Mr. Tewodros put the cargo’s total taxable
value was way over JPY 300,000. The tax rate is determined by the processing condition of the product.
Since Orbit Ethiopia did not attach a detailed statement on its jewelry (worth JPY 7,550,000), customs
warned it would be unable to compute tax liability and a statement of items was urgently prepared. The tax
rate for each product, including 5% uniform consumption tax, is indicated below.
Jewelry (cut and processed) 5-6%
Gemstone (stone)

no taxBag

10%

Sundry article

5-6%

Coffee (raw beans)no taxCoffee (roasted beans)

12-15%

Honey (artificial)

50% or so

Honey (natural)

25% or so (considered artificial without a certificate showing it is natural)29

Non-purchased samples are also subject to taxation. It is therefore necessary to prepare an invoice for allimport items.
Ecopia products were recognized as cosmetics. The import of these was not allowed, and the items
were to be stored at customs. Import cosmetic items into Japan need to be authorized and approved under
the Pharmaceutical Affairs Law. A certificate for import of medicines and medical devices, which serves
as a permit in this context, will be issued upon the submission of necessary paperwork to the KantoShinetsu Regional Bureau of Health and Welfare. However, in response to our inquiry, the Bureau
confirmed that even this certificate would not suffice for hand-carried cosmetic samples, because

the relationship between the event organizer and the person bringing these samples was not clear. Importof cosmetics for personal use is allowed up to a certain quantity.11
Those goods not allowed to go through customs under the Pharmaceutical Affairs Law andother relevant laws and provisions were disposed of or sent back to its place of origin as the team departed.
Storage of a 15-kg cargo at Narita Airport until its disposal or its return to the place of origin would cost
JPY 3,500 every three days. Plants (raw coffee beans), food items (honey, ginger) and CITES-listed species(identified with the scientific name registered in the treaty) need to go through quarantine, regardless of
their taxable value. Submission of a confirmation that they are display only and would not be tasted may
sometimes exempt those food items from quarantine. We managed to get Beza Mar honey imported without
an import permit. It was possible to import Terra essential oil as this is considered a sun-dry article in Japan.
Customs did not make any particular remark about dried ginger and liquid ginger extract.
If re-export procedures are undertaken at the time of import declaration, the goods will be
exempted from consumption tax. According to Narita Airport Customs, a refund of this tax will be madeupon submission of the export/import application. However, the tax office confirms that re-export would
have to be arranged at the time of the import of the goods. There are three types of procedures for this. One
is to submit an application in advance and not to pay taxes. The second is to pay taxes once and get a refund
on them at the time of re-export. Both these procedures require photo evidence to verify the goods (in thecase of machinery, using individual number), can vary and be complex, and usually require a customs
agent’s attention. Inquiries were sent to customs agents for a rough estimate of their services. They would
charge JPY 11,800 for paperwork for two items, JPY 5,000 for making arrangements, plus inspection fees,and other costs. It would take a half day to one day for the agent to complete the work. The third type ofprocedure is the ATA Carnet.12 If Ethiopia were a signatory to the conventions governing ATA Carnets,
it would have been possible to apply for an ATA Carnet in Ethiopia, have it issued in Ethiopia, andclear customs without paying duties and import taxes. Unfortunately, it is not.
Due to an ATA Carnet’s unavailability and the large number of products to be displayed, it was
found more economical to send back these products with the taskforce members in their baggage and duties

24 packages per item in a normal size; 120 packages per item if the product is 60 g or 60 ml or less.
The ATA Carnet is the international structure based on the “Customs Convention on the ATA
Carnet for the Temporary Admission of Goods (ATA Convention)” signed by world major nations.
ATA is a combination of the acronyms standing for Admission Temporary in French andTemporary Admission in English.
30

11
12

and pay import taxes.
(6) Procedures undertaken in Japan to import goods 2 (2nd day: Customs)
The day before, upon arrival at Narita, import started at 1900hrs but could not be completed. Working timeat Narita Customs is organized into day and night shifts, and the process had to start all over again the nextmorning. After all, the samples arrived at the venue of the Fair, Pacifico Yokohama, on the evening of the
29th. There was not much time for preparation before the opening.
(7) Booth design / arrangement of furniture and fixtures
Booth design had not yet been identified by the time when it was set up due to a lack of confirmationfrom the embassy about the items on display and demarcation. The Ethiopian Embassy said it would
invite two coffee trading companies but did not know the volume of items the representatives of thesecompanies might bring. Moreover, one was not expected to arrive until the 30th and, as such, it wasnecessary to prepare without knowing how much would be displayed. The booth was four frames in size
(3 meters long x 12 meters wide). Based on VMD (Visual Merchandising, explained in 1.10.4) theory,
two visual presentation (VP) stages were set up on the booth front conductor side, the point presentation(PP) on the product from each company was displayed per sector in the upper side of the furniture andfixtures on the wall where, depending on their height, visitors were not all able to reach, and PP on the
product of the same sector was placed beneath. As for the Ecopia products to be stored at Narita Airport
Customs, a small number of personal samples provided by a JICA staff, were displayed.
Mr. Dubois suggested raising the middle of the booth with a few steps and setting up an extensive VP
stage on top to place not only those samples from respective companies but also Javana and a spinning
wheel with sizzling sounds13 to represent Ethiopia. The budget was limited up to JPY 100,000,
including furniture, fixtures and panel printing, and the stage could not be set up. However, Mr. Ota,
former director of the Ethiopia office, and JICA staff used Ethiopia’s traditional chairs and engraved balls
to set up a VP stage close to the suggestion.
Sufficient space was secured behind the VP stage, so that visitors can walk around within thebooth and look at the products of respective companies. Partition walls were not installed on either side,
so as to allow visitors to come into the booth from three directions. Tables and chairs were placed in backof the booth for business discussion. However, these were hardly used for their intended purpose andbecame a rest space by the embassy staff and the taskforce members.
While an attractive display was set up on two VP stages, PP in the back was rather
unspectacular. With more of a twist, we might have encouraged visitors to come inside.
Also, as aforementioned, the logo mark that embodies a copy of the Cradle of Mankind
proposed by Mr. Dubois from MUYA Ethiopia and the logo mark “Tarara Treasure” were differentiated in

It originally refers to hot cooking sounds of meat grill. Use expressions to appeal to the fivesenses in order to promote the product.
31

13respect of their role and both were displayed. Cradle of Mankind expressed the concept of the Ethiopia
booth and was placed in the front left and front right sides. Tarara Treasure, a brand logo for the champion
product, was placed in the middle of the wall at the heart of the exhibition. However, what was actually
being exhibited within the booth was only champion products (including coffee) and nothing else. Few
visitors clearly understood the difference between the two brands.
The triangle in pastel is the Tarara Treasure logo motif, and the panels indicating the sectorname and POP of each company14 had a combination of these triangles, with a view to brand unity. The
embassy provided a few bags of coffee at the opening of the Fair, with more coffee and opals from Global
Gemstone Corporation on the second day. Remaining wall space displayed photos of Ethiopian
landscapes and people taken by Mr. Salima Punjani, marketing director at YeFikir Design.

Figure 12: African Fair 2013: Ethiopia Booth elevation view

Figure 13: African Fair 2013: Ethiopia Booth floor plan14

POP stands for Point of Purchase advertising: paper was an advertising medium, on which thename and price of the product, headline, explanation and illustration were handwritten. It is acommon, simple, yet effective, tool.
32

Picture 24: The CPA booth at African Fair 201333

1.4.2 Booth management
The Ethiopia booth was located on the right side from the front main entrance of the Fair, the best location.
Many visitors stopped by, especially during the coffee ceremony on the second day.
On the second day, before the opening time, five to six family members of embassy personnel
arrived and requested space for the coffee ceremony. The two VP stages were shifted to left and right tocreate a space in the middle. It was a good idea that gave many people had a chance to learn Ethiopia’s
unique manners for drinking coffee. However, the back row hallway was cut off in the middle as behindthe scene of the coffee ceremony several people involved in the event were sitting and the embassy
personnel put buggies there. This interrupted visitor traffic, reducing the number of people visiting thedisplay of honey and other agricultural products: most visitors ended up looking either at the textile display
on the left or at the jewelry display on the right. It became difficult for visitors to take time to look at
products, sacrificing the decorum and calculated flow line of the first day. The booth as a whole became
rather cluttered.
On the other hand, the number of visitors was bigger than anticipated, and the taskforce members
were fully occupied to attend to them. They did not have time to visit other booths. The majority of visitors
were groups of women and couples. Products which attracted both genders were displayed, and female
customers visiting the booth with their boyfriends could take time to enjoy the display.
The consultant did not have background knowledge of Ethiopia sufficient to answer visitors’questions. Many were not necessarily proficient in English and JETRO and JICA’s interpreters could notattend them all. The consultant was therefore obliged to answer many questions from them. We extend ourappreciation to Mr. Ota, former director of the Ethiopia office, for his help in explaining the exhibition to
the visitors.
At the same time, while attracting as many visitors as possible to the booth, anti-theft measures
became important. The VP stage on the right displayed Orbit Ethiopia’s jewelry and gemstones, andaccessories from Salem’s Design and Entoto Beth Artisan. The display shelf behind held opal necklaces
and others were being exhibited. Mr. Tewodros of Orbit Ethiopia meant to stand by the opal exhibition
while it was up and take full responsibility for it. However, the exhibition space had ended up being divided
into the front and the back sides, so either a taskforce member or Japanese consultant had to keep an eye
on one side of the opal exhibition while Mr. Tewodros occupied the other. Many visitors came to the front
VP stage and it would have been difficult for one person to keep an eye thereon. Although there was noloss of accessory items, on the last day after the exhibition had been closed, Mr. Tewodros reported thatsome of the gemstones had gone missing.
Staffers who could explain things rarely stood by the textile exhibition, except for the occasionaltaskforce member. As a result, the visitors seemed to spend less time there. The jewelry display always
had someone standing there for security purposes, which made it possible to explain the characteristics
and attractive features of products produced in Ethiopia.

34

Figure 14: African Fair 2013: flow of people in the CPA booth on the second day

Initially, 1,000 copies of the brochure were prepared. Nearly 400 had been distributed on the first day, andwe printed more. In the end, 1,800 copies were distributed in four days. Novelties,15 worth US$ 1.00 apiece and purchased in the Addis Ababa souvenir shopping area when the consultants went to Ethiopia tocollect articles for exhibition, were given to a questionnaire respondent. Only 200 pieces had been preparedand 213 people answered the questionnaire. Had we prepared more novelties, we could have gotten
questionnaire responses from a larger number of visitors. Although some questions concerning price were
included in the questionnaire, there was no price tag attached to the product samples in display this time,and only Mr. Tewodros could explain the price of jewelry items.
1.4.3 Inquiry from Japanese companies
During the Fair, the Japanese and the Ethiopian Prime Ministers (Mr. Hailemariam and Mr. Abe) visitedthe Ethiopia booth and enjoyed coffee. Their visit was covered by many media members. In addition, from
Ethiopia, the minister of MOM, the first lady, and the minister of MOFA visited the Fair and showed theirinterest in the champion product project. The exhibition was widely covered by the media, including:(1) TV Asahi “Super J Channel” aired on June 2
Introduction of Ethiopian textile products. The reporter picked a YeFikir Design dress and interviewed
Mrs. Nigest, as shown in the TV program.
(2) TV Tokyo “Future Century Zipangu” aired on June 10
Mr. Akira Ikegami, reporter, made a comment on the Entoto Beth Artisan accessories manufactured withrecycled metals.
1.4.4 Visits to Japanese companies
During the Fair, inquiries for detailed product information were received from 17 Japanese companies (thenumber of business cards given to JICA, consultants and JETRO staff members in the Fair. There is no data

15A memento to be distributed free of charge to promote a particular merchandise. This time, inorder to promote Ethiopian products, mobile phone charms and small figurines were
distributed to questionnaire respondents..
35

on the number of business cards exchanged directly between the taskforce members and the Japanesecompanies). The number of inquiries about the shawls of MUYA Ethiopia, about those of Sabahar, andabout the ornaments of guinea fowls of MUYA Ethiopia was the biggest, and there were also inquiries about
the honey of Beza Mar Agro Industry, YeFikir Design dresses, ToMoCa Coffee, Terra’s damask rose
products, ginger products of Ethiopian Spice Extraction, and the small accessory case woven using plant
distributed as a novelty.
Later, a questionnaire was emailed asking exhibitor companies whether or not they had received
inquiries from Japan following the African Fair. Five companies responded:(1) YeFikir Design“Upon receipt of inquiries from several companies by email, we sent a response. Since then, we have notreceived any further correspondence.”(2) Ecopia“Inquiries were received from several companies by email. However, as we are unable to raise our in-houseproduction capacity, we had to decline the order.” Only a very limited number of Ecopia products were indisplay. Mrs Mitslal, Ecopia representative, took part in the discussion organised as a TICADV side event,and it is believed that inquires might have been received from those people who had listen to her in this
discussion.
(3) Entoto Beth Artisan“Upon receipt of inquiries from several companies by email, we sent a response. Since then, we have notreceived any further correspondence.”(4) Beza Mar Agro Industry“Upon receipt of inquiries from Japanese trading houses by email, we sent a response. Since then, we have
not received any further correspondence.”(5) Orbit Ethiopia
An inquiry was received from a company selling ethical jewelry. Negotiation continued up to a discussionof a plan to survey the mine sites. However, it was judged that the survey itself would be premature and it
was not realized.
1.4.5 Activities by the taskforce members upon their return home
When the six taskforce members returned home, a debrief session was organized, but only two of them took
part (Mr. Ahmed, Mrs. Nigest) and feedback to each industry had to wait until a workshop in July.
Of returned product samples, some scarves of MUYA Ethiopia were stained and Entoto Beth Artisan
products had been broken and gone missing. Following discussion, the companies acknowledged that the36

Japanese side tried sincerely to deal with problems by, for example, ironing items before returning them,that their products had been popular at African Fair, and that their products had been sold in volume during
the course of test marketing at Tokyu Department store. They therefore agreed that compensation would be
unnecessary. However, as a replacement for furniture and fixtures rented from Entoto Beth Artisan difficult
to find in Ethiopia, it was agreed that the Japanese side would purchase these and deliver them at the timeof the next visit to Ethiopia. (These were returned to Entoto Beth Artisan at the time of Trade Fair activities
organized in November 2013.)
1.4.6 Achievements and Challenges(1) Constraints in respect of the Import/export structure
Due to time constraints, product samples to be displayed were imported and exported in carry-on baggage.
Customs became a big problem. It was difficult to prepare due to a lack of information about regulations
and procedures. However, customs officers in Ethiopia were diligent and they never asked for a bribe. They
simply followed the rules and did not allow any flexibility. Since the CPA African Fair required a large
number of product samples to be displayed, it took a great deal of time. It should become much easier when
one company is to export its product to Japan as the number of the items to be processed should be limited.
In Japan as well, we were obliged to start importing all over again when the next day work shift
began and another officer took over. Some samples were not allowed in due to insufficient documents or
regulations. This may become an issue when importing/exporting real merchandise. Many of the problems
associated with the import procedures to be followed in Japan may be resolved with the use of customs
agents. (This being the case, those agents still need to have the correct information provided to them inadvance.) A letter between the ministries and agencies involved could have facilitated the procedures. The
letter from JICA was useful in that the customs officer in charge collated the customs number voluntarily
basis. He mentioned that they should be more flexible in dealing with our consignment should there be aletter from the Ministry of Foreign Affairs to the Customs asking for cooperation.
A hearing survey among Ethiopian exhibitor companies demonstrated that, when exporting
products from Ethiopia, the government does not grant permission for export unless the buyer submits aproof of deposit payment. A buyer sends a deposit (some say 50% of the price, others say the full amount)in advance. Upon wire transfer of the money into the bank account, permission is granted (a small quantityof exports does not require a deposit payment). This would be no problem in transaction with a company
with whom there was already a sense of trust established. However, many companies feel this would
become an impediment to transactions with new partners.
(2) Promotion of the potential of the products produced in Ethiopia (quality and diversity)
A big achievement was that it was possible to make visitors understand a new image of Ethiopia at the fairthrough the charm of Ethiopian products. For many visitors, Ethiopia is still associated only with the imageof coffee, marathon and famine. The champion products looked gorgeous, were in high quality, andpersuaded the visitors to shake off such conventional image.

37

Opals and other new products are sources ofEthiopian pride in their volume and quality, vis-à-vis other countries in the world. This attracted the interestof Japanese consumers and businesspeople alike.
(3) Attract the buyers and the consumers
During the company visit, the taskforce members could have talked about the potential and listed
possibilities with more detailed information and stories about the uniqueness of Ethiopian products. The
taskforce members are either top management of respective companies or directors at ministries andagencies. During their visit to Japan, they sought inspiration through the study of Japanese markets,
discussion and exchange of views with JICA and Japanese traders and organizations to facilitate export
promotion between two countries. However trade fairs clearly require capable attendants to provide detailed
formation in the booth for the buyers and consumers.
(4) Understanding of the Japanese market
The taskforce members realized that there are differences among sectors between small-scale tradersdealing with African goods and big department stores expecting high quality products. On the other hand,company visits and marketing research within the limited time were not enough to grasp the Japaneseindustry and its needs. Members should have allocated more time and made better preparation.
(5) Collaboration with the embassy
When the embassy organized a second-day coffee ceremony, it caused the aforementioned crowd control
issues. It also arranged several companies’ arrival, and we were unable to get the correct information about
the display items to be brought in by these companies, which impeded the distribution of the exhibition
space within the booth and arrangements for gadgets. Exhibitor passes for the taskforce and consultant had
not been arranged either and were delivered just before the arrival of high level officials and participants ofTCAD V to the African Fair. This made taskforce members concerned that their entry might not be allowed.
This disorder were caused through miscommunication and lack of coordination among stakeholders related
to the Ethiopian booth.
It also seems that the regulation imposed by the African Fair organizer was lax. The ceremony,using fire and beverage might not been accepted had it been requested properly. And yet, the organizer let
it go and did not give any warning even when a crowd of people expanded into the gallery. (During the Fair,the officers from the Health Center came twice for inspection. They saw there was boiled coffee and did
not make any remark.)
The person or group in charge of exhibition needs to prepare a good plan and the relevant people
should support it by following the plan in a coordinated way.

38

1.5 Questionnaire survey conducted at African Fair
1.5.1 Purpose and method of the questionnaire survey
This time, during the African Fair, within the Ethiopia booth in the venue, a survey in a questionnaire format
was conducted. Its purpose was to collect comments from visitors on the champion product and on Ethiopia
for future reference to build the brand of the champion product and to devise a market strategy. Specificsurvey items are as follows:(1) What was a particularly attractive merchandise among those on display? And why?
(2) Points which need to be improved in order for the merchandise to be accepted in the Japanesemarket:(3) Criteria for deciding whether or not to buy a similar merchandise:(4) Comments on the booth display:(5) Comments on the two kinds of logo marks:(6) What kind of image did you have about Ethiopia?
(7) Having visited the booth, is there any change in the image that you have had? And why?
(8) Other (attribution: gender, age group, private customer or buyer):
One to two questionnaire surveyors were in the Ethiopia booth each day and collected responses from 213
visitors—both male and females in all age groups from 10s to 70s who came to see the Ethiopia booth.
Novelties of Ethiopia products (small items for the price of 10-20EBT) were given to questionnaire
respondents. Novelties were purchased in the Mercator market and in souvenir shops during the visit toEthiopia to collect display items. On the last day of the fair, all the novelties had been distributed and thequestionnaire survey closed midday.
1.5.2 Main results(1) Age and gender differences in preferences
Gender differences in merchandise preferences were obvious: women were interested in shawls, jewelry,
and accessories while men were interested in agricultural products. Many male respondents may haveticked agricultural products as their item of their interest because the majority of products were for female
customers, such as textiles and jewelry, and the agricultural products inevitably caught their eye. Shawls
were highly popular among visitors in their 20s to 40s, while opals proved to be more popular among
visitors in more senior age group. Honey was also popular among visitors in the senior age groups.
(2) Initiatives to promote Ethiopia’s uniquenessMany respondents pointed out that, in order to make Ethiopian merchandise more appealing to theJapanese consumer, proactive promotion, in particular an emphasis on Ethiopia’s uniqueness, isimportant.
(3) Safety is as important as quality and price
Many customers emphasized the importance of quality, price, safety and hygiene.
(4) Comments on the booth display
Almost all respondents commented that the booth display was (very) good.
39

(5) There was little awareness about the logo marks.
Many respondents said the logos were “difficult to understand” or “did not make impact.” More than half
had no answer.
(6) 70% of visitors said that their image had been changed.
70% of the respondents said that, having visited the booth, their image of Ethiopia had changed.
1.5.3 Achievements and challenges
The results of the questionnaire shows that 70% of the respondents who saw the champion products on
display had their image of Ethiopia improved, justifying further investment in this promotion channel.
However, there is little recognition of “Tarara Treasure” as the champion product brand. Many favorably
evaluated the logo image, and it is necessary to keep it exposed together with the concept message.
In addition to the characteristics of the Japanese market that expert consultant Mr. Yuzawa
introduced to the taskforce members, the questionnaire demonstrated it would be critical to identify target
genders, age groups, and other key demographics, as indicated in 1.6.2. This need should inform themedium and images of further information about the Ethiopian merchandise.
Shawls and other textile items were popular especially among women in their 20s and 30s. Thus,
their marketing image should focus on young women and appear on an e-commerce site, magazines, andfree papers.
On the other hand, opals were popular among people in their 40s and up. This may be because itis generally believed that opals are expensive, that the cut and the design of an opal were mostly orthodox.
However, since the discovery of chocolate opals 20 years ago, the Ethiopian opal has increased its share in
the world market to 30% and its price is approximately a third of the cost of equivalent Australian opal.
Furthermore, it is thick and can be cut in various designs. Given such competitive advantage over products
from other countries, marketing activities targeted at people in their 20s and 30s, who have not normallybeen interested in opals and were not interested this time, are considered important. In other words,
Ethiopian opals can catch the eye of those who have not been a target for opal and other jewelry dealers in
the past. For this, it is necessary to establish relationship with jewelry shops, which can promote its design
and affordability.
The questionnaire indicated that marketing targeted at the health conscious is important for fooditems such as honey. For health food, imaging strategy is important, but more important is a marketing
technique to firmly promote its efficacy and high quality. For this purpose, advertisements (tie-up ads) anddirect mail will be effective tool.
The notes from the questionnaire surveyors on the survey method follow.
(1) Correlation between the products on display the questionnaire items
With regard to the question asking respondents to select the merchandise they found attractive fromamong the products on display, it would have been easier for respondents to answer this question if
options were indicated in a way easier to pick, i.e. “1: shawl,” “2: xxx.” This would have made it possible
to get a correct survey result.
40

(2) Indication of a reference priceIf a reference price had been indicated, a survey on the fair price would have been possible. By the way, asurvey on the price was to be conducted as part of the questionnaire survey at Tokyu Department store,
but permission was not obtained from the department. (In the survey to be conducted by Tokyu, acomparison of reaction between different customer groups (African Fair visitor’s vis-à-vis normal
customers) and a comparison with the merchandise from other countries were planned.)(3) Effects of the display layout change made on the 3rd day
On the 3rd day, a jewelry display started at 1500hrs and due to a crowd watching the coffee ceremony,
there was not much sideways flow of people within the booth. Few people took a time to see all
merchandise. As a result, on the 3rd day, it was difficult to get a response in the questionnaire as to what
attracted the attention of visitors.
(4) Effects of novelties
Distribution of novelties to visitors in asking them to fill in the questionnaire was highly effective. On theother hand, there were some respondents who filled in the questionnaire half-heartedly just because theywanted novelties.
(5) Positive bias
There is few negative comments in the questionnaire results, but listening to the visitors when they arefilling it in, it is evident that respondents do not write everything they think. Many people would not put
negative comments in their response to the questionnaire (although they would make negative remarks intheir conversation with the survey staff) and would write only what they think positive. These werepeople who came to the African Fair, and they might have had empathy for, and understanding of, Africa
on their own right and would have wanted to encourage Africa. We should not have neglected any
negative comments just because there were few. We should have been more careful not to miss negative
comments on the assumption that there might be someone who thought likewise.
(6) Arrangements for respondents
On the first day a space was allocated for visitors to sit down to fill in the questionnaire, for theconvenience of senior people. From the second day onwards, due to a layout change, there was no such
space.

41

1.6 Comments from Japanese buyers
The Japanese consultants visited DOSOJIN (Tour Company) and Hasuna (Jewelry) to follow the discussion
done in the visit of the taskforce members when they were in Japan. And we interviewed African Square(dealer of African goods) which had already some business with Sabahar and MUYA Ethiopia before thisstudy started．This section also included the comments from some private traders

who came to the

Ethiopian booth in African Fair, Yokohama. Their findings and comments are as follows.
1.6.1. DOSOSHIN (Tour Company)
The company once consulted Mr. Wondwossen of ToMoCa Coffee, a taskforce member, about its“Ethiopian coffee tour” project. The project attracted certain attention on Facebook, but the tour was notorganized, because its concept—a combination of tourism and coffee farm tour—was tepid for buyers andpeople involved in the coffee business. JETRO organizes a tour for professional coffee buyers incoordination with the JICA Ethiopia Office. The main line of business of DOSOSHIN is tours for tourists
and a tour of such quality for professionals is difficult for them to organize.
1.6.2. Hasuna
We visited Hasuna to know whether it would go to Ethiopia or not. It was because the owner of Hasuna
wanted to visit Ethiopia for Opal trade in the discussion with Mr. Tewodros (Orbit Ethiopia), after the visit
should be reviewed in-house to verify whether the environment at mine sites satisfies HASUNA’s ethicalstandards. It was found that the visit was cancelled because of the risk of trade of Ethiopian opal. The
delicate opal may be broken due to weather conditions and mishandling after customers buy in Hasuna.
The degree of these risks is not measurable as the Ethiopian opal has not yet established its reputation on
quality and breakage. And as Hasuna has set own ethical policy for trading, it needs to check the processof Ethiopia opal in Ethiopia before trade with Ethiopia.
1.6.3. African Square(1) Background of the business and the line of merchandise
The owner of African Square travelled in Africa 22 years ago and started importing tea. That was the startof the business. The staff still goes to Africa on business two to three times a year. The main purpose of thetrips is to develop, manage the production of, and undertake procedures for exporting merchandise. They
now sell products from 13 countries and would like to expand the product line.
To find merchandise, they first collect information available in Japan from friends andacquaintances, then travel to Africa. They take advantage of local trade fairs (e.g., SISAO organizedbiennially in the western Africa). They rarely sell what they find in Africa. They develop a product bysetting a delivery date, specifying the color and size, and improving the quality. It is an achievement if one
product is developed per year. Their most popular product is a bag woven using sisal yarn. It has become atrend to keep such item in summer. Baskets from Morocco, Tunisia, Madagascar, Ghana, Burkina Faso,
Senegal, and Kenya are also popular.

42

(2) Ethiopian products dealt by African Square
African Square assigns Beza Mar Agro Industry as its agent to export “Honey in the Forest” produced in
Ethiopia. It has thought about importing other Beza Mar Agro Industry products; however, due to a lack ofsome attractive characteristics, it would be difficult to differentiate Beza Mar Agro Industry products fromthose of other countries. Coffee honey (only the Guatemalan product is currently being distributed in Japan)
is rare, but African Square does not buy it as it is not sure of the taste. Indeed, promoting something for its
rarity would not create a solid customer base. It may sell well if a big trading house sells it as one of various
kinds of honey, but that is difficult, if not impossible, for African Square to do given its size.
“Honey in the Forest” is easy to eat and has a strong, specific flavor. It is being produced by traditional
methods, and has a story to sell. It put the product on the market a month ago, six months behind the initial
marketing schedule, for many reasons. One was filtration. Ethiopian filters are too small and would filter
everything, including pollen, changing the taste. To minimize filtration, African Square chose to filter inJapan. In fact, one should filter immediately after honey is collected and is still soft, ideally locally. African
Square collects honey once a year, working on a small scale. African Square does not see any possibility
that sales would increase in the future and therefore sees no incentive to ramp up production.
The volume of trade with Sabahar will not climb easily because its shawl cannot compete against
the mass-produced, cheaper one from Asia. While the Sabahar shawl is excellent, proportionately it is more
expensive. We wish we could promote the product in the Japanese market but African Square does not havemuch know-how in such promotion activities and such promotion will not appeal to the current customer
base. The product of MUYA Ethiopia would be attractive if it has the brand name of “lemlem”. 16(3) Trade with Ethiopia
Ethiopia tends to give late responses to email. Also, the advance payment system is being applied and thedelivery of the product takes time. Paying a deposit is not a problem.
Business will be done through local intermediaries unless we are there. In Kenya there is an agent
who can take care of everything, including buying products from various producers. If we could find asimilar agent in Ethiopia, that will be of great help. In Ethiopia, there is “Counter Part,” 17 an NGO
established with assistance from USAID, which introduces African products.
Although we see the potential in Ethiopia, we have hardly seen any other places apart from Addis,
and we do not know what products are in fact available.
(4) Import food items
At the time of import, items are bonded once for inspection (which takes more or less one week) and thenimport procedures are taken. The result of inspection remains effective for one year and can be renewed,
so the same item does not need to be submitted to inspection every time (it depends on the item). However,16

http://www.lemlem.com/ A super-brand established in 2007 by Liya Kebede, a supermodel from Ethiopia.
MUYA Ethiopia produces shawls and others to be sold under the brand name.

17

http://www.counterpart.org/
43

if other kinds of Ethiopian produced honey produce problems, all honey may be subject to inspection once
again. The Ministry of Health, Labor and Welfare set up a system of monitoring inspection. It wants tocollect inspection information about items the quarantine station knows little about. The decision is up tothem and the company cannot request its imported items to be put to monitoring inspection; if selected,
inspection, which would cost JPY 100,000 per item, would be done free of charge.
(5) What is unique about it?
African Square tends to look for local features, but customers in fact do not care about the characteristics
of, or the difference in, the products from various countries. Fashion accessories are chosen because they
are “cute” or “user-friendly.” To increase sales volume, a product needs to be popular among many people.
This means erasing the locality: it would be difficult to ask consumers to understand Ethiopian features ofthe product. On the other hand, when it comes to honey and coffee, the story behind the product is what
appeals to customers.
(6) Criteria for selecting goods in the place of production
If the question is uniqueness and quality, uniqueness is more important. It is possible to improve quality
over time by doing business and providing training. However, a product without market appeal will hardly
sell even if it is of high quality.
In order to improve the quality after the product has been put on the market, we give a visual andspecific explanation about what needs to be improved by showing items returned by customers.
Customers choose to do business with someone with whom they can have a specific discussion,
who can speak English or French and who does not require an interpreter, who is contactable by phone andemail, who responds quickly, and who has a meticulous display. Customers may do business with a shop
owner as well as with a producer’s group in a village.
(7) Potential of other merchandise
Cosmetics can sell only in a package and backed up with the brand name. African Square imports anessential oil from Madagascar but it does not sell at all. The sales may go up if a trading house with thepower of branding promotes the Madagascan essential oil as effective. Leather product is potential in
Japanese market. However, Japanese consumers are connoisseurs, making it hard to sell them.
1.6.4. Trader of Ethiopian rose water
Having working for NGOs in East African nations, one Japanese trader wanted to sell quality African
products in the Japanese market to change Africa’s established image towards.
I came to know Terra’s rose water and rose petals at African Fair and since then, I have been in touchwith Dr. Ghanem by email. I also plan to sell their products in the Ethiopian domestic market once
these have been put in the Japanese market. Compared to the rose water from Bulgaria, Iran, and44Turkey, a grassy smell remains in the Ethiopian rose water. However, some users prefer such afragrance and I believe that it being an Ethiopian product could be the novelty.
I had rose petal samples sent from Terra. I imagined these would be individual separated petals
but they were in fact flower buds. My idea was to use these as an ingredient for rose tea. Stems
would cause a bitter taste, and I gave up its import. Also, insects were attached to those samples and I
judged it difficult to commercialize a product of such condition. Petals are subject to plant quarantine
or animal quarantine and this is also an issue. Commercialized products, such as rose tea bags, arenot subject to plant quarantine or animal quarantine.
Rose water sells in the Japanese market for JPY 1,000 to JPY 4,000 per 100 ml. In order to sellrose water in Japan as a lotion, it has to be sold under the name of a cosmetic manufacturing
company. I have started liaising with several companies, and some requested me to present various
certificates. I checked the certificates that Terra had already obtained but there was none which might
be useful in Japan. I would like to commercialize the product by the end of this fiscal year. However,
due to a late response, and in consideration of procedures required in the future to deal with claims
from clients, I now have a feeling that this trade may be difficult.
This time, at the time of the commencement of negotiation with Terra, I thought that the fact
Terra was selected as a CPA merchandise and that it had the backing of JICA and the Ethiopian
government would ensure its credibility. I also referred to their record in previous transaction thatthey had exported their products to Dr. Hauschka in Germany. However, I was disappointed, when I
started negotiations with the company, with their late response and with the poor condition of thesamples received from them (rose water in empty mineral water plastic bottles, petals in supermarket
plastic bags). In the Japanese market, a prejudice against Ethiopia is strong. Just because theirproduct is selected for CPA, would the Japanese consumers feel assured and go to buy it? As a buyer,
I expect the company to ensure the quality as the CPA selected from sample preparation to contracts.
The Ethiopia booth at African Fair was very beautiful. Once in trade, I feel a gap between theappearance and the quality of the product. I can deal with it as I am doing this as my personal
business, but a company would give up the trade at this point. On the other hand, I believe that thequality management for cosmetics in Japan is the best in the world. If you succeed in business here,
you can start business in any other country. Also, as the Ethiopian currency inflation will go up in the
future, I am concerned the product price may hike. (This time, the samples were on a Euro basis.)
Also, I hear that there would be a lot of trouble in making a remittance to a bank in Ethiopia in orderto proceed with the transaction, and I am worried about it as well.
I went to see products displayed in booths of other countries at African Fair and talked to them,but there was no company that I would want to do business with.
1.6.5. Coffee bean trader (raw coffee beans)
The Specialty Coffee Association Japan (SCAJ) organized a fair at Tokyo Big Site in October 2013 and we
asked a few Japanese buyers for their comments on the Ethiopian beans (see the Box below this section)
there. Overall they find the quality high. The first thing everyone mentions is its nice aroma. They then go45

on to say that, although its price is high, it is popular and they cannot remove it from their product line. On
the other hand, pesticide residues were detected in Ethiopian raw coffee beans and a total ban on imports
was temporarily placed in 2008. This remains a concern.
The brand image of Ethiopian coffee beans has already been established both in Japan and abroad.
While including such a product in CPA may help other products, the coffee sector requires not moremarketing but quality management to fall in the EKI category.
Buyer A:I trade directly with Ethiopian producers. Of course, the Ethiopian beans are of high quality.
However, a few years ago, pesticides were detected from the imported beans and a total ban on
imports was placed. Indeed, residue limits for pesticides in coffee are severely restricted. For
example, maximum residue limits for a certain type of pesticide in cabbage are 2 ppm, whereas they
are 0.02 ppm18 in coffee. Above the maximum limit, imports will be stopped. This is purely
bureaucratic, as the reason is that this pesticide has been filed in advance as the one to be used incabbage but coffee producers filed that they would not use this pesticide, and yet the import may stop
indeed. A small amount of pesticide will volatize in the bean roasting process and the concern for the
residue in coffee beans should not be more than that in cabbage.
Detection of pesticides in the Ethiopian beans was due to recycling of bags and the pesticide
attached to the inside of containers. This is why the pesticide not to be in use was detected in beans.
And yet, the Ethiopia-produced Mocha has a good aroma, is very popular, and cannot be excluded
from the product line.
The main product of our company is coffee grown by contract farms in Brazil and is touted as
being “pesticide free.” In fact, this is organic and is granted organic certification in Brazil. However,
it is not accredited in Japan, as inspection fees are high and as such it cannot be touted as beingorganic. But it can be touted as being pesticide-free.
Buyer B:My main product line is beans produced in Central America, but Ethiopian beans with good aroma andsour taste is highly popular and cannot be excluded. In particular, in recent years, it seems that the
popularity of Ethiopian beans is growing throughout the market. Indeed, it is expensive as well. It
cannot be helped as its production is low compared to other countries. It may have something to dowith the infrastructure at coffee farm. If the price goes down, that would be appreciated, but if the
production cannot go up due to the infrastructure at coffee farm, then they could emphasize the productas being “hand-picked” and it will be easier for us to promote their product.
If the production goes up, the number of traders who import the product may go up proportionately.
This shows how popular their beans are, and a total ban on imports placed a few years ago was a real
headache. When the ban was partially lifted, the taste had deteriorated substantially. Recently, the18

It stands for parts per million 1ppm= 0.0001%
46

volume that our company imports is coming back to the previous level. However, at the time of theimport ban, we bought beans from other countries to fill the gap and we cannot immediately go backto buying as much as we used to just because the ban on imports from Ethiopia is now lifted.
Buyer C:
Ethiopian-produced Mocha bean has a good aroma and is already established as a brand. However,some of the beans shipped out in bulk by the agricultural cooperative in Ethiopia are being rated as
Grade 2 (G2)19 or so, possibly due to improper screening, I do not think its quality is so high. If you
want to import beans of good quality, it is necessary to specify in detail the farm and/or the grower.
Prices vary. I do not necessarily think that Ethiopian beans are expensive.
Buyer D:[I manage a café and] The Ethiopian bean tends to have a solid customer base. It has a good aroma andits bitterness is soft. Many customers order only the Ethiopian coffee if they like it. Our company used
to use the Ethiopia-produced G2 bean. When we switched to the Sidamo 20 wash-type, 21 manycustomers realized that the taste changed.
Our company roasts the bean to the degree which best fits that particular bean in serving to ourcustomers. In this sense, African beans—beans from Ethiopia, Kenya, and Tanzania—all can be deeproasted. Nevertheless, the Ethiopian bean is small in size and we have to be careful to do deep roast.

19

Ethiopia’s own coffee bean rating. From grade 1 to 8. Grade 1 means 0-3 defects in 300g. The second best
Grade 2 means 4-12 defects in 300g–beans in this grade are “sufficiently good enough.”
http://www.eynet.co.jp/02shopping/p2-2-6.htm

The coffee bean produced in the Sidamo region in Ethiopia.
The method of processing raw coffee beans. Remove the pulp and the parchment with themachine, put the bean into the water, and let it ferment to completely remove the pulp and theparchment. http://www.asahiinryo.co.jp/customer/dictionary/ing_coffee.html
47

20
21

Ethiopia booth at other exhibitions 1: JATA Travel Fair
Dates: Saturday 14th to Sunday 15th September 2013
Venue: Tokyo Big Site
Summary: The biggest travel fair in Asia, 730 companies / organizations from 54 countries took part in
the exhibition and there were 131,058 visitors.
The display was organized by the Ethiopian Embassy and MOCT in a four frame space（6 x 6 m).
According to the event brochure, agents from eight companies were to come to Japan to attend theEthiopia booth. However, only two companies, Dhinkineshi Ethiopia Tours and Elmi Tours, actuallycame. The embassy staff was serving coffee and kolo (Ethiopian small confectionery for coffee) tovisitors, as it did at African Fair. Brochures of two exhibitor companies were placed on the table facing
the gallery, and MOT staff set up a table and displayed several brochures on it. Panels of sightseeing spots
were displayed on the wall. The monitor was installed to run the video made by the government tourism
agency. However, no flow line or arrangement had been made to encourage visitors to come into thebooth, so no visitors went up to the display and observed it closely. The couch in the booth seemed to be
used exclusively by the staff to rest or to have a discussion among themselves.
MOCT staff reported that 2,000 people had visited the booth in two days, but there seemed to be nodata to confirm this. Ms. Tanaka, advisor (JICA’s expert sent to Ethiopia’s MOCT advisor), gave thequestionnaire prepared in advance (in English) to a staff member and encouraged him to distribute it tovisitors, but he did not seem to be doing anything particular to do so.
Ethiopian Airlines had a separate two-frame booth (6 x 3m) just behind the embassy/MOCT booth, topromote a package tour under the brand name of Ethiopia holiday. Two brochures (one about thecompany, the other about Ethiopia holiday) were laced on the table and panels of sightseeing spots weredisplayed on the wall. In the Japanese market, where many exhibitions are organized and people arefamiliarized with the exhibition, running footage clips and displaying panels on the wall will not catch
people’s eyes.

Picture 25: JATA2013 Ethiopia Booth

48

Report from Ms Nami Tanaka, MOCT advisor, at the JATA
Many travellers from Japan to Africa are rich senior people. South Africa and Kenya have a good
tourism infrastructure, including road, hotel, restaurant and Japanese interpretation, and the centrepieceof the attraction they offer is large wildlife. It is no wonder that those people choose these attractive
countries for their destination in their first trip to Africa. Even if Ethiopia tries to become the “nextAfrica” for those rich senior people, it is unlikely that these people will choose Africa as their destination
for the second year in a row: it is more reasonable to expect them to come back to Africa a few years
later. When they do decide to go back to Africa, will they—having become even older—choose acountry, such as Ethiopia, where the tourism infrastructure is not in place? Also, many of the sightseeing
spots in Ethiopia are associated with Christianity and the history of Christianity. It might be difficult forJapanese people without Christian backgrounds to appreciate the value of these sightseeing spots. (Onthis point, the DOSOJIN director commented that many Japanese travellers would be satisfied as longas they visit a so-called World Heritage Site and that this should not be an issue.)
Other African booths in the JATA
We visited other booths of African countries there. Some of these were as follows.
1. Angola
The impression of its booth was as powerful as the country itself. It looked as if Angola tried to use thisoccasion for changing the country’s image for better although there were not core tourist spots promoted.
Several different booklets on nationalized jewellery and Angola in general were displayed. Some ofthem was more than 200 pages in volume. The visitors were given the shoppers with national flag motif
and waiting in a queue for free Angola beer.
2. South Africa
There was a mini live show of South African music, where the audience was joining to beat the small
drum. It was a good trial for participation. The display had covered many tourist spots such as its culture,nation, urban life and railway tours. An animal key-holder made from beads and wire or an original
screen cleaner was given to the visitors who used a Facebook of the South African Tourist Board bypressing the key for “I like it” at the set time of the booth.
3. Egypt
There was an Egyptian palace replica in the booth, in front of that the visitor was able to take photos. A
big board was set for the visitors who pasted the cards with their own message to Egyptian people as its
political situation was very unstable at that time. It was very interesting as all the booth attendants puton the clothes like ancient Egyptians or the pharaoh (Egyptian King).

49

Ethiopia booth at other exhibitions 2: SCAJ (Specialty Coffee Association Japan) 2013
Dates: Wednesday 25th to Friday 27th September
Venue: Tokyo Big Site
Summary: Major coffee trading houses, growers, import retailers, roasters, and cup and wrapping
material suppliers from various countries took part in the exhibition. There were 91 exhibitor
companies, 170 booths, and 22,997 visitors in fiscal 2012.
Ethiopia Coffee Exporters Association (ECEA), an association of coffee growers in Ethiopia, had also
set up its display. The Booth was two frames in size (6 x 3 m). No display was made on the wall, and it
looked empty compared to the Uganda and the Rwanda exhibition booths nearby.
There was no ECEA staff in the ECEA booth. The embassy staff and a few Ethiopian growers
who are ECEA members were attending to customers. I came to the exhibition and visited their boothat around 1400 hrs. It was to be closed at 1600 hrs on the last day, but the Ethiopia Booth had alreadybeen more or less cleared and distribution of sample beans and cupping (tasting to see the sweetness,the sourness, the bitterness, the taste, the aroma and the quality of coffee) had already finished. Noneof other booths had yet started to clear the space. I came back to the ECEA booth at around 1600 hrs
and the ECEA staff were already gone: the embassy staff were clearing the booth.

Picture 26: SCAJ2013 ECEA Booth

Picture 27: SCAJ2013 Uganda Booth

Picture 28: SCAJ2013 Rwanda Booth50

1.7 Workshop organized in Addis Ababa
1.7.1 The purpose of, and the method applied for, the workshop
A participatory workshop was organized on July 12-13 2013 in a hotel meeting room in Addis Ababa, towhich African Fair exhibitor companies, government officials, and private associations in the relevant
sectors were invited. There were 30 participants on the first day and 23 on the second.
This workshop fostered consideration of:(1) Common understanding as to what CPA is;(2) Issues in promoting;(3) Solutions to those issues;(4) Who should take the initiative in putting these solutions into practice.
1.7.2 Workshop on the first day: Friday, July 12, 2013
On the first day of the workshop, JICA proposed the tentative framework to verify the CPA concept, which
composed of three steps: Identification of Potential Products, Promotion and Sales. The concept was
tentatively set considering the result of the study done in Japan. In the workshop, it planned a discussion
on the concept, but the participants raised no particular question. Therefore, the participants discussed thespecific activities done at African Fair and in test marketing in Japan, linking each to a step of the presented
concept (see Figure 15). Posting cards on the common board expanded the discussion. Participants further
clarified the position of implemented activities. And two concerns were confirmed in the workshop: “whatthe champion product means” and “the purpose of the champion product approach.”51

Figure 15: Overall picture of the CPA defined at workshop
What’s Champion product?
Product which has Only one Best One with uniqueness & stories for premium markets
Purpose?
Country Image’s Improvement
Identification of Potential Products
Basic Concept

Long/Short list

Selection criteria
Selection Method

What has been done?

Promotion
Information
Gathering
Advertisement

Sales
Branding

Shipping

CustomClearance

Market Research

TargetSegment

Money
Transfer

What has been done?

Selection•Decision of Selection
procedure•Company Visits•Collect Company Information•Selection Criteria•Selection Meeting•11 Companies Products Selected

Questionnaire in fair

In African Fair in Japan

Sales analysis

Contract

Increase in Export
More workplace

What has been done?

•Collection of Goods•Inspection of Goods•Packing Goods•Invoice/Packing List
•Custom Clearance•Shipping of Goods•Collaboration with Embassy•Branding(Logo, Tagging etc like “Tarara Treasure”)•Booklet•Internet Promotion•Media (TV, Newspapers)•Coffee Ceremony•Attracting Display•Explanation of Products and Story Behind•Matching Support•Invite High Officials

Above Issues are identified in the report ofCustom clearance

Negotiation

In Trial Sale inTokyo Department Store•Target Segment•Product Selection(Sabahar, Muya, Entoto Beth Artisans)•Negotiation•Contract•Money Transfer (or Payment System)•Tagging of Goods

Increase in FDI

Economic Situation
improved

More Confidence
among People

Proud of Ethiopia

These are the continuous work in the process of CPA for improvement
How to improve CPA

How to expand CPA

What are main issues in CPA* Some additions / some changes in the layout were made for this report.

Then, a report was made on the export system, which became an issue at the customs in Ethiopia.
Many participants agreed this was a concern. One commented it should be necessary to identify issues when
taking products back home as well as those related to customs clearance in Japan and general export.
A report was made on the results of the questionnaire survey conducted at African Fair and theresult of test marketing. About the results of the questionnaire survey on the logo marks, the company
participants pointed out the difficulty of branding and the need to coordinate country, sector, and company
brands. Although they understood the difficulty expanding into the Japanese market, it would be difficult
for a company to make improvements in product design and others by its own, and it was suggested thatthese tasks should be tackled at the industry sector level.
Upon receipt of these reports, every participant posted three cards with one issue on the board tovisualize what they think are the biggest issues.

52

In the afternoon on the first day, they were divided into four groups. Each group chose one fromthe issues raised during the morning session and discussed it in world café22, with three questions to discuss:feasible measures to solve the issue, why such measures would be necessary, and who should undertakethese measures. They discussed issues of branding, package, collecting market information, and capacity
building for company exports. Discussion was productive and most participants took active part.
This group work was meant to discuss specific solutions and who, including participants, should
implement them. However, presentations after the discussion found the issues were generalized, without
keeping note of the relevance to CPA, although each group had a heated discussion on the theme they had
selected. An explanation about the direction of the discussion would have encouraged more specificimprovement in three selected issues (customs, questionnaire survey, test marketing). On the other hand,some participants noted that no reporting or feedback had been provided when they had previously taken
part in a Trade Fair and that the workshop had given them an opportunity to think about what to be done in
the future.
1.7.3 Workshop on the second day: Saturday July 13, 2013
To increase participation, the second day reduced the original one day program to a half day. In accordancewith the CPA project framework discussion on the previous day, participants agreed that the project duration
was set to be three years, with the project purpose “to make champion products for exports to raise Ethiopian
image.” They were divided into three groups and discussed what activities should be planned regarding
three important CPA steps: Identification of Potential Products, Promotion and Sales. They also considered
what external assistance might be required from government, private associations and companies. The
discussion assumed an unidentified but modest budget.
Members of each group were asked to write on a card how they could support and contribute toproject activities as a company representative, a representative of sectoral association, or a government
official. The participants had difficulty getting an image of activities and made a mistake at first in
indicating them; however, they soon got used to it and eventually activities were listed in a proper
chronology.
Next, the workshop discussed project implementation organization for CPA. There was confusion
about the difference between the Project Implementing Organization and the Target Group. Some wanted
to resuscitate the already disbanded import/export support organization. Since that was not feasible due totime and cost, reference was made to the Ethiopian Competitiveness Facility (ECF), an existing body, tothe approval of Mr. Asseged, the ECF’s representative in the workshop.

One of discussion tool to share ideas in a rather large group. During the group discussion, thegroup members except one are shuffled with those in other groups, thereby avoiding thestalemate in discussion and/or discussion becoming tendentious, as well as encouraging a
discussion from a different perspective. This one remaining member can explain to newmembers the background of the previous discussion and this will be a training tosystematically summarise the discussion.
53

22

Lastly, a discussion was held on how to take part in trade fairs to be held in Ethiopia as part of
future CPA activities. JICA explained that they would be able to provide only technical assistance throughtheir consultants and that financial assistance would be impossible. Then, the representative of ECCSA,
organizer of the 6th Ethio Chamber International Trade Fair, briefed the workshop on the fair, as
participation had already been discussed. A participant asked what kind of services ECCSA could offer on
the assumption that exhibition fees would be borne by respective companies, and ECCSA suggested a 15%
VAT discount. Mrs. Nigest of CAWEE referred to a Trade Fair to be organized by African Growth andOpportunity Act (AGOA) in Addis Ababa in August 2013 and suggested this fair should be included in thelist of exhibitions. The group agreed JICA should produce the English version of the brochure prepared for
the African Fair. Mr. Jin, director at JICA Ethiopia Office, promised to give consideration to this request.
1.7.4 Reporting to H.E. Mr. Tadesse Haile, State Minister, Ministry of Trade and Industry
Upon completion of workshop, the JICA staff with the consultants visited H.E. Mr. Tadesse Haile, State
Minister, Ministry of Trade and Industry to report on the initiatives undertaken so far. First, they explained
the CPA concept. Then Mr. Jin talked on the participation in the African Fair in Yokohama and on the resultsof test marketing at Tokyu Department store. Then, an outline of the workshop in Addis Ababa and theAction Plan produced as a result were introduced, and the fact that ECF had been referred to as a specificmanagement body in Ethiopia was explained.
H.E. Mr. Tadesse referred to the exports of shoes to Kenya as an example and noted that anincrease in production capacity in Ethiopia made it possible to schedule delivery earlier and do a bulk export.
A need was recognized to share the concept of CPA more among the decision makers, since CPA is a uniqueinitiative to improve the image of Ethiopia by selling a limited number of products in luxury goods markets.
On the other hand, the group considered that this JICA project study activities on CPA should be taken overby its Ethiopian counterpart and a formal instruction was given to Mr. Asseged, who was present there, tocontinue to follow up the activities.
Later, we visited the ECF office and Mr. Asseged explained to us about the organization.
According to him, the new ECF office is specious, and can be used as a CPA office, but one new staff
member needs to be hired to cover the CPA business.
ECF is a project aimed at providing funds to private companies and industry associations, toincrease their capacity for promoting exports. Funds were supported by the World Bank during the firstphase (2012-2013) and by DFID during the second phase expected to run from 2013 through 2015.
Financial assistance of 400 million pounds is promised for this three year period. It is comprised of acommittee with members from private companies and chaired by the Minister of Trade and Industry (atthe time of its establishment). Their activities are divided into four groups, each called a “window.”(1) Export Development Window
Matching funds to the companies when their proposals for export promotion measures are accepted in
the field of agricultural processing, leather goods, and clothing sectors.

54

(2) Institutions Development Window
Financial assistance to organizations that support and promote exports by companies (training,
merchandise inspection, design support).
(3) Chamber of Commerce and Sectoral Associations Window
Financial assistance to chambers of commerce and to private association. Support is either for 100% of
proposed business budgets or for 75% of proposed business budgets.
(4) Companies Not Currently Exporting Window
Necessary start-up funds to those companies which have not yet started export activities in the
agricultural processing, leather goods, clothing and the chemical sectors.
Measures are being undertaken according to the guidelines to ensure transparency and efficacy inimplementation of these windows, from the selection of companies to the flow of financial assistance. For
example, the funds are once deposited at the bank and each company is to get a loan therefrom. The
selection method is based on the checking of appropriateness of management capacity and the businessplan of companies, which would be useful for CPA selection. To the question whether or not coordination
with DFID in advance would be necessary if CPA project could move in and start in ECF, Mr. Asseged
said ECF was “it is not necessary.”
1.7.5 Achievements and challenges(1) A common understanding of CPA with the Ethiopian participants:
As a result of this workshop, it was possible to ensure common understanding with the Ethiopian side
about CPA. Firstly, the purpose of CPA is to improve the image of Ethiopia by exporting its high quality
and unique products that have a sense of its culture and history to high-end markets (especially to nichemarkets) such as Japan, and the approach can be divided into three stages: 1) Identification of Potential
Products, 2) Promotion and 3) Sales. These points were shared without much dispute. The common
understanding also proved it would be possible in the future to make use of the basic premise ofpromotion in African Fair and test marketing at Tokyu Department store.
(2) A common understanding of CPA on the Japanese side:
It was a great achievement that the direction of CPA initiatives could be confirmed among the JICA
Ethiopia staff and the study team prior to the workshop, and be shared and agreed with JICA
Headquarters upon conclusion of the workshop.
(3) Consideration about the project implementing agency:
In this workshop, a discussion was held on CPA implementing agency, which had become an issue amongtaskforce members, to clarify the stakeholders in the public and the private sectors. As a result, ECF was
selected as a CPA implementing agency. However, ECF is not an organization: it is a program being55

implemented under the supervision of MOI and is therefore ad hoc. Although there is no doubt theirexperience and knowledge would be very useful in planning CPA projects, the fact that the implementing
agency itself serves as a secretariat of other projects and that that project is being funded by other donors(DFID) is a problem in ensuring CPA’s durability. Therefore, it was agreed that consideration of a suitable
implementing agency should be continued.

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[Test marketing] Africa is Beautiful!
1.8 Participation in the African products sales event “Africa is Beautiful!”
1.8.1 Event summary
Tokyu Department store organized a sales event featuring products from African nations, “AFRICA IS
BEAUTIFUL!”23 from May 30 through June 10, 2013. This event was planned in conjunction with TICAD
V, and in cooperation with a company which organizes “ethical” sales events. Participants collected,
displayed, and sold products from 10 African countries (Ethiopia, Kenya, Uganda, Burkina Faso, Ghana,
Mali, Morocco, Madagascar, Swaziland and Rwanda). Half the exhibitors companies were new brands
landing in Japan for the first time, including four CPA candidate companies: Entoto Beth Artisan, MUYA
Ethiopia, Sabahar and Salem’s Design. In addition to these four, the book about the Ethiopian coffee
published by “Understanding Africa Project” and the rainforest alliance certified Ethiopian coffee were on
sale. Another event entitled “Global Change: Invitation to an Ethical Life” ran from June 10-June 30 at thisdepartment store, where the aforementioned African products (40% of the total displayed products) weredisplayed and sold.
Picture 29: “AFRICA IS BEAUTIFUL!”
Upper left: panoramic view of the venue, lower left: Entoto Beth Artisan products

Right: Sabahar, MUYA Ethiopia shawls

Shibuya Scramble 1 “POP UP STAGE B” on the ground floor in the west wing, Tokyu Toyoko
store, Shibuya Station
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23

1.8.2 Visitors
As it was not possible to conduct a hearing survey among visitors and purchased customers at the event,the following description and analysis is based on the interviews with the company owner who planned
and managed the event.
There were 711 purchase customers and approximately 40,000 visitors during “AFRICA IS BEAUTIFUL!”
on June 10 alone, and consolidated with “Global Change,” approximately 2,000 purchase customers
80,000-90,000 visitors until June 30. Attendees were at the ages of 25 to 70, but most purchase customers
were at the age of 35 to 45. The organizer company initially targeted the events at people in their 40s and50s. Many customers in their 20s bought Entoto Beth Artisan bracelets and pierced earrings. Many AfricanAmerican, Chinese, and Hong Kong customers also came to the events. In addition, the events were partly
advertised through Facebook, and there were people who came to the store, having seen the posts by former
cooperation volunteers. Visitors over 40 were surprised to find such beautiful products from Africa. On theother hand, younger visitors seemed not to have any particular image of Africa. Photo panels of smilingchildren and umbrellas with similar photos printed by MERRY PROJECT24 appealed strongly to a large
number of customers.
1.8.3 Sales“AFRICA IS BEAUTIFUL!” itself recorded sale revenue of JPY 3 million. This figure is average given thespace of the venue and the duration of the event, and Tokyu Department store was quite happy with therevenue. Overall, products of a Japanese company which produces hand-woven baskets in Rwanda,
bracelets and pierced earrings from Kenya, bags from Ghana, clothes from Mali, and hats from Madagascar
were very popular. Sales revenue per customer averaged JPY 4,000 to 5,000.
1.8.4 Media coverage of the event
The aforementioned test marketing at Tokyu were featured in the following media:(1) Asahi Newspaper evening edition on June 3 (article about Ethiopian products)(2) MY LOHAS on June 4 (there were some comments on Ethiopian products)(3) Ethical Fashion Japan on June 4 (article about Ethiopian products)
1.8.5 Assessment of Ethiopian products
The product with sold most was the Entoto Beth Artisan bracelet. It was cheaper than its necklace and soldwell, but quickly went out of stock, meaning lost sales opportunities. Sabahar sold 70-80% of its products
in stock. It was believed the sales volume was partly due to the unique design of Entoto Beth Artisan andthe variation in color and thinness of Sabahar. MUYA Ethiopia was thicker than Sabahar and, in the latterpart of the event, closer to summer, its sales volume decreased. The line of MUYA Ethiopia products for24

http://www.merryproject.com/
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the event had been taken from stock and leftover stock of certain products to meet the number requirement,
limiting the variations in color and design and also lowering sales. Not more than 50% of visitors showedinterest in the fact that Entoto Beth Artisan products were produced by female HIV patients. Some people
disliked the use of recycled metals such as spent rounds.
The large accessories of Salem’s Design and Entoto Beth Artisan hardly sold. They caught theeye of customers, but did not suit Japanese tastes. These are also heavy and cause a stiff shoulder. Thesemay sell well in Europe and in the United States, but smaller, finer and simpler products would be more
popular in the Japanese market.
The company which organized this sales event considered the exchange rate, stock, internationaldelivery charge, domestic delivery charge, storage fees and labor costs, and set the price to be four times
the cost price. The Ethiopian products on display were purchased at local retail price and were therefore
slightly more expensive than products from other countries. However, the sales volume indicated theirpotential in the Japanese market.
1.8.6 Transaction problems
In this event, it took three weeks on average for the Ethiopian products to be delivered after the order had
been placed. A local company in Kenya took two weeks. This company has only 15 workers to produce
goods, and yet it could deliver the order for 200 bracelets that quickly. In Kenya and Uganda, many
European and American church organizations and the World Fair Trade Organization are involved asintermediaries of trade. There are also private intermediary companies to support trading business. This
makes it possible for Japanese companies to do smooth, stress-free business with local counterparts without
going into the local market.
This time, “Africa Rikai Net” was in charge of collection, inspection and shipment of themerchandise. However, some items among the Entoto Beth Artisan products did not meet the order or had
not been processed properly. Without the inspection before the shipment, there might have been a greaternumber of such defect items. Entoto Beth Artisan was instructed to pack the products into a plastic bag per
product number, attach the model number tag (SKU) thereto, and deliver the products in small portion, but
the company was unable to comply. Each piece of merchandise, of 200 pieces and 49 kinds, was nicely put
into a cloth bag, but then these bags were randomly packed in a box: it was impossible to confirm which
products corresponded to which item on the list. The shipment arrived to the venue just a day before thefirst day of the event. Upon its delivery, the work commenced to place a price tag onto each item, which
proved to be really strenuous with the item number being unknown. Should there be no improvement madethe next time or thereafter, transactions with Japanese buyers may not be possible.
1.8.7 Promotion of the Tarara Treasure brandAt the sales venue, the Tarara Treasure brochure, the original tag as well as the shopper with the logo markwere distributed to promote the Tarara Treasure brand. The sales staff took any opportunity to explain that
there are many mountains above 4,000 meters in Ethiopia. However, no particular comments were received
from visitors on the brand name and the logo marks.
59

The Tarara Treasure brand concept was indicated on the back of the tag. However, it would havebeen easier to use if its size was slightly smaller. In particular, it was too big for accessories, and during thecourse of the event, staff stopped attaching the tag and instead put it in a cotton bag we gave when a productwas purchased. Also, when attaching the tag to scarves and other items, it is necessary to cut off its corners
so as not to damage the product.
Staff distributed all 200 copies of the free brochure. One customer who had bought a product said
the brochure’s detailed explanation had been helpful. A sticker of the Tarara Treasure printed thereon was
attachable to ready-made paper bags for customers. The sales staff was too busy to attach the sticker,
however, and it was hardly used. This kind of shopper may be valuable when there is no bag available
prepared by the department store. This time, the department store bag was available and it was troublesome
to differentiate the use of these bags. Also, as the brand is still unknown, its advertising effect isquestionable.
1.8.8 Achievements and challenges
The owner of the company who organized this trial marketing does not think the obligation of deposit
payment is a problem, contrary to many comments received in Ethiopia that it hinders exports. This time,
as it became clear which organization and which agency are involved in the necessary preparation, he said
that it would be our responsibility to take note and to proceed with the preparation. However, he commented
that PayPal is convenient to settle a payment in trade with companies in Kenya and Uganda.25
Furthermore, when it comes to the method of selling the champion product, it was suggested that
face-to-face sales may be appropriate for the time being to tell a story. Likewise, sales on the EC site, where
the brochure is an effective tool in branding, would be difficult unless the brand becomes known to a certain
extent. However, he considered that any added value—for example, a well-known buyer picking up the
product—may lead to an immediate sale on the EC site. With regard to the quality and delivery time, hesaid, “Department stores would not directly buy products at this kind of exhibition. Department stores setvery severe requirements and companies like ours need to be involved as a go-between.” The material of
the MUYA Ethiopia products was thick, which was a seasonal disadvantage, but its hand-woven cottonmaterial is a story to sell. To show the value of such product, we need to encourage customers to take theproduct in their hand. For this purpose, a design unique enough to further catch the eyes of visitors was
required.
The lessons learned from the aforementioned test marketing are summarized as follows:(1) The company which sells the champion product in Japan has no problem with advance payment forgoods to be imported, but it finds it inconvenient that PayPal and similar systems are not available in
the trade in Ethiopia.

An Internet payment service. Users can do payment and cash transfer by using credit card or
accounts opened in this service’s network. https://www.paypal.com/
60

25

(2) Ethiopian products little known in the Japanese market require vendors to be able to communicate theirstory face-to-face to the Japanese consumers.
(3) On the other hand, even if little known, a method with strong advertising effects, such as an association
with a well-known buyer, may boost not face-to-face sales but) e-commerce.
(4) The shopping bag with the logo mark printed on it was not very effective.
(5) The brochure was effective.
(6) Quality and the design must be considered with a focus on the fashion taste and sense of the season
among Japanese people.

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[Participation in the trade fair] 6th Ethio Chamber International Trade Fair
1.9 Participation in the 6th Ethio Chamber International Trade Fair
1.9.1 Event summary
The 6th Ethio Chamber International Trade Fair (6th ECITF) was organized for seven days from November
27 to December 3, 2013 in Addis Ababa Exhibition Center in central Addis Ababa.
According to the report and advertisement of ECCSA, 300 companies took part in the event,including those which set up their displays only on the special day designated every other day as well as
the small and tiny exhibitor companies which came together to register as one entity. In the venue, there
were three pavilions, tents, restaurants, and a stage for companies doing open-air exhibition.
ECCSA allocated 440,000 ETB for promotion activities in the run-up to the event: anannouncement aired by two radio stations, reference to the event made during a radio program, newspaper
advertisement, and banners to be hoisted in the city. The catchphrase of the event was “Buy Ethiopian,”making it clear there would be sales. Indeed, many companies were selling their products and most visitors
came to do shopping. On the other hand, few overseas buyers visited the event and overseas exhibitor
companies were aware of the Ethiopian market in setting up their display. During the same period, many
people visited Diplomat Bazaar, which may have led the number of visitors at the fair to have been fewer
than last year, as is expected.26
1.9.2 Background of The CPA booth
The CPA project study is a trial aimed at an increase in the export volume of Ethiopian products. As such,
immediate and visible achievements are difficult to obtain: a long term strategy is required. For this purpose,
it is necessary and indispensable to set up a structure to advertise CPA and to ensure cooperation in Ethiopia.
From this viewpoint, it was thought necessary to take part in domestic exhibitions to promote high-quality
Ethiopian products and the CPA itself. Since the potential is unrecognized even by high-ranking officialsof the country's export-related agencies, it is difficult to set up the CPA structure. At the workshop organizedin Addis Ababa in July 2014, mentioned in the previous Chapter, the taskforce members who had visited
Japan emphasized, as one of the achievements of the mission, that the country’s high-ranking officials had
visited the booth at African Fair in Yokohama and recognized that the country’s products were of highquality and could compete in overseas markets. On the other hand, many participants from the CPA
companies questioned the significance of participation in domestic exhibitions as part of export promotion
initiatives (whether it could facilitate exports). Although this exhibition is said to be the largest in the
country, concern was expressed that there are few visitors every year from the group of people which should
originally be the CPA target, overseas buyers. Discussions concluded it had value as a means to let the CPA
known domestically, to understand how to prepare an exhibition, and to learn the method for it and the postevent measures to be undertaken.

Diplomat Bazaar is an event to sell specialty products from various countries and isorganized by the embassies of various countries in Ethiopia. It is a very popular event among
foreigners residing in Ethiopia and others.
6226

1.9.3 Exhibition fee and the booth location
At this exhibition, fees for Ethiopian exhibitor companies and for overseas ones are set separately. As partof the JICA project study, since the exhibitor companies were Ethiopian, the exhibition fee for domestic
was applied. Also, following the negotiation, Ethiopian companies secured a space on the front right sidefrom the entrance in the first pavilion, the largest area where big companies set up their displays, as thelocation of the booth.27

There were booths of Ethio telecom, Art Metal (exteriors and railing of the stairs) and
MIDROC (a conglomerate of the Sheraton manager) set up nearby.

27

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1.10 Involvement of core organizations and exhibitor companies
1.10.1 Purposes of participation in the trade fair
The four purposes set for the participation in the trade fair were as follows:(1) Disseminate high-quality Ethiopian products and CPA to the visitors
The main purpose is to disseminate high-quality Ethiopian products (CP candidates) and the concept of
CPA inside and outside Ethiopia, as previously mentioned in 1.9 above. The target was export-relatedorganizations/agencies as well as general visitors and visitors from foreign countries, although there may
not be many.
(2) Identify, ascertain, and capacitate organizations for the trade fair and CPA implementation
To implement the CPA activities, the initiative and ownership of relevant ministries and agencies or sectoral
associations are very important. Therefore, one of the purposes was to identify capable organizations which
could work together for trade fair, to ascertain their capacity and to capacitate them for CPA implementation.
In this report, these will be called “core organizations” hereafter.
(3) Promote exports of exhibitor company products
Overseas visitors, despite their small numbers, were a target in the export promotion of CP.
(4) Identify exclusively domestic resources for the trade fairTo sustain the capacity of the core organization and exhibitor companies on how to prepare and run the
trade fair in the future, it was aimed at identifying and using the domestic resources such as furniture,
fixtures, exhibition accessories, and promotion agencies for the fair.
One of reflections of the African Fair in Japan is that enough preparation time was not allocated and that
almost all preparations were done on the Japanese side. This did not result in strengthening the capacity of
the core organization and the taskforce members for overseas trade fairs. Therefore, it was necessary to
involve various ministerial agencies and core organizations to the trade fair and to start preparations morethan two months before the event. In late September 2013, the study team asked various governmentorganizations and sectoral associations to cooperate for the trade fair and started to study Ethiopian
domestic resources based on the information on the Internet and the knowledge gained at the previous visits
to Ethiopia. In October, a preparatory meeting was held in Ethiopia with relevant stakeholders, including
CPA private companies. That was when we found local resources for furniture, fixtures, and other display
materials in Addis Ababa and made the arrangements for the exhibition. From November onwards, we
worked with MOI and ECCSA to arrange booth attendants and prepare a questionnaire.

641.10.2 Select sectors and companies, and cooperated core organization for the trade fair
(1) Choose sectors for the trade fair
Companies in six sectors in total, including the four featured at African Fair in Yokohama (textiles, jewelry,
processed agricultural products, and tourism), plus coffee and leather goods, were selected for the exhibition.
Two sectors of coffee and leather goods in Ethiopia have priority over other Sub Sahara African countries
in terms of quality, and it is in these sectors that their originality and the high quality of the Ethiopian
products can appeal to foreign markets. At the time of the African Fair in Japan, the Embassy of Ethiopia
in Tokyo was to arrange some companies for the exhibition from these two sectors. However, as theinformation of the arrangements was not shared with the study team, we were unable to liaise with therepresentation of the sectors. As the sectors of coffee and leather goods have potential and are representativeof Ethiopian products, they were decided to be included as CP for the fair this time.
(2) Identify core organization (cooperation organization) in each sector
The study team discussed with relevant ministries about suitable core organizations in each sector, such as
government-related agencies and private sectoral associations, which were expected to work together with
CPA companies for the Trade Fair. At the beginning, only private sectoral associations were considered as
its candidates, but government sector associations were found to be more institutionalized as anorganization. Finally, the core organizations were selected as follows. Most of them were governmental
based.
Textiles: Ethiopian Textile Industry Development Institute (TIDI) <government related agency>
Jewelry: Ministry of Mine (MOM) <ministry>Agro-processing products: Ministry of Industry，Agro-processing Industry Development Directorate<department in charge at ministry>
Tourism: Ministry of Culture and Tourism (MOCT) <ministry>
Coffee: Ethiopian Coffee Exporters Association (ECEA) <private sectoral associations>
Leather goods: Ethiopian Leather Industry Development Institute (LIDI)<government related agencies>
The study team asked every organization to appoint someone in charge of actual work as a contact andsupporting person in charge of the trade fair, as opposed to a head, to make the experience at this exhibition
more useful in the future. The team made the same request to MOI and ECCSA to select actual
implementing officers.
Between November and December 2013, the study team also interviewed associations and organizations
other than six core organizations for the 6th ECITF to understand their management and the issues of theircapacity pertaining to their organization roles. All of them were related to export promotion or/and
supported private companies (see 1.16 “Issues in organizing an implementation body”). The interview

65

included some other questions, such as the necessity of a cross sectoral organization as the CPA
implementing body, sector specific issues for export promotion, etc.
(3) Selection of exhibitor companies
The study team requested the same companies that exhibited products in African Fair to participate in the
trade fair in Ethiopia. It also asked the core organizations in two additional sectors to select some companies
suitable for CPA candidates. As a result, it obtained the consent of 10 companies (including Ecopia, which
was unable to display its products in Yokohama due to quarantine in Japan) out of 11 CPA. Ethiopian Spice
Extract Factory, which sells processed agricultural products, did not participate in the fair, saying“participation in the exhibition will not directly increase sales.”
LIDI recommended three leather goods companies: OK Jamaica Shoe Factory, ELICO, andEIFICCOS. OK Jamaica manufactures leather shoes for a Japanese company in Yokohama, which
manufactures and sells leather goods.
We were unable to get cooperation from ECEA (Ethiopian Coffee Exporters Association). We
asked them to attend the preparatory meeting and explained to them the CPA concept as well as what we
required of them, but we could not get their consent. As a result, we selected three companies: ToMoCa
Coffee and Moplaco Trading, which had been part of CPA from the beginning as taskforce members, andAster Bunna, recommended by one taskforce member. Moplaco Trading sells both raw and roasted beans;
ToMoCa Coffee and Aster Bunna, roasted beans only. 28
Instead of Ethiopian Spice Extract Factory, we selected Aster Tej, recommended by one
government official. The structure to export Tej, Ethiopian liquor made of fermenting honey and herbs has
not yet been set up, but the company is well known in Addis Ababa and is aiming to increase the productionof Tej for the overseas market.
1.10.3 Preparatory meeting
On October 17, in the meeting room at a hotel in the city of Addis Ababa, a preparatory meeting included
28 participants from co-organizers, core organizations, exhibitor companies, and the taskforce. At thismeeting, we explained the event to government-related agencies, producers’ associations, and thecompanies which were to take part in CPA for the first time. We also explained what had been done for
CPA so far and the significance of participating in domestic trade fairs, emphasizing cooperation among
participants in the production of display panels and booth operation.
To increase the participation of companies taking part in a domestically organized trade fair, alecture on VMD (Visual Merchandising) was organized in the preparatory meeting.

ECEA is a coffee growers’ association in Ethiopia. Many of its member companies have already developed
sales overseas, and many of these companies sell raw beans. Looking at the coffee value chain, the value tobe added by roasting is great. In the Japanese and the European markets, a large quantity of raw coffee beans
is supplied from Ethiopia, creating significant barriers to entry for roasters.

28

66Participants raised some questions about the significance of taking part in the exhibition. Would
it really make sense, and be profitable, to exhibit products for domestic customers? There were alsoquestions about the arrangement of booth attendants on the day, such as if respective companies should
send their booth attendants at the same time they fully occupy the booth space.
1.10.4 Training on Visual Merchandising
Visual merchandising is a method to display merchandise in accordance with certain rules to promotemerchandise’s appeal to customers, thereby increasing sales. It is extremely cost-efficient, increasing sales
significantly with little investment. This time, a specialist was invited from Japan to visit each company inadvance to explain a simple mechanism of Visual Merchandising (VMD) and to encourage the company totake part in the seminar. Many of these companies attended the seminar (we also visited four of six coreorganizations for an interview survey, during which we explained to them VMD and asked them forparticipation). The exhibitor companies Sabahar and YeFikir Design requested and received individual
three-hour training seminars.
Along with MUYA Ethiopia, they received it in their shops. It covered how to set the theme color,
how to establish the relationship between VP29, PP30 and IP31, and to what extent priority should be given
to color coordination focused on colors over material, size, and differences in use.
Sabahar later reported that Visual Merchandising had boosted sales. Ms. Cathy, the owner, said
that specific technical transfer such as Visual Merchandising had never provided by other donors who tend
to focus on financial assistance. She requested more of this kind of technical assistance should continue inthe future. MUYA Ethiopia was instructed to housekeep the products: for example, the corner of image
presentation of cushion covers and the actual display of them were apart far in the room, as such, the sales
floor’s configuration was somewhat confusing to customers. It was suggested that these two displays should
be arranged side by side. Later, Mr. Dubois, the owner, reported that the rearrangement had boosted sales
and led to positive feedback. YeFikir Design is a made-to-order producer and therefore they have lessmerchandise to display. Instruction was given to the company as to how to make effective use of a negative
space32 and to make their small amount of merchandise look attractive.
Even if organizations and companies support the CPA concept, it is still difficult to secure theirinvolvement. Some were still reluctant to participate in the domestic trade fair, expecting no significant
return for export. We were able to introduce Visual Merchandising to exhibitor companies and set up amechanism to make exhibitor companies see the benefit of taking part in this exhibition. On the other hand,
it was difficult to encourage relevant organizations to find something else which might bring such benefits.
It is believed that future technical assistance like this will lead to continuity in the initiative to promote CPA.

Visual Presentation
Point Presentation
31 Item Presentation
32 A space without product display.
29
30

67

1.10.5 Achievements and challenges(1) Getting government-related organizations and producers’ associations involved
To create shared purpose between the core organizations and the exhibitor companies, we organized apreparatory meeting for the fare. LIDI and TIDI agreed to actual participation and for cooperation in
preparation thereafter, although ECEA took part in no initiatives after the preparatory meeting. A priorbriefing was possible with the officer in charge appointed at the section of processed agricultural products,
however his supervisor had judged that “CPA is an initiative to be led by ECCSA and it is not necessary for
MOI to be involved in that activity” and that this officer in charge would no longer be involved. With regard
to jewelry, no response was received from MOM. MOCT expressed that it would attend the preparatory
meeting but did not.
In light of such circumstances, H.E Mr. Tadesse, State Minister for Industry, took personal
initiative to ask relevant parties for their participation. As a result, it was possible to give an explanation
directly to the supervisor of the officer in charge at MOI and MOCT, which then agreed to participate.
APIDD also eventually agreed. However, MOM still did not respond.
During the exhibition, visitors from co-organizers were only those from MOI and MOCT (theyhad their displays set up in other pavilions), and those from ECCSA.
The extent of participation of relevant entities, including core organizations, in exhibition business,
is as indicated below.

Figure 16: Extent of participation of relevant entities in exhibition business

68

MOCT informed us that a selection of tourism companies would not be made due to possible complaints
from companies not selected. We then requested MOCT provide us with brochures to be displayed, but nosuch material was provided and only the prepared sector panels were displayed.
(2) Getting exhibitor companies involved in activities
The Visual Merchandising seminar entitled “sales can increase with no investment” paid off in getting
respective exhibitor companies involved. In order to request their participation in the preparatory meeting,
we visited every company and discussed with them how to make their products look attractive: as a result,subsequent collection of merchandise went smoothly.

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1.11 Production of an English brochure
1.11.1 Work to revise the Japanese version
In order to distribute it at events in Ethiopia, the brochure distributed at African Fair was translated into
English. In doing so, relevant sectors and companies were added and replaced.
1.11.2 Printing in Ethiopia
It was decided that printing of the revised brochure should be arranged in Ethiopia. The consultant visited
three offices to get a quotation. Their work being of the same quality, an order was placed with a company
as its quote had been cheaper. The company has also provided its services for international organizations
and overseas donors. According to the staff in the company, as Ethiopia depends on Indonesia for a majorityof paper supply, the company has difficulty obtaining goods of its orders. Sometimes 250-kg paper would
be delivered instead of the 150-kg paper ordered.
1.11.3 Achievements and challenges
The delivery of brochures was received on schedule. There was no off-registration but there was layout
misalignment which might have been caused at the time of imposition. Also, quite a huge gap in print
quality was observed among 1,000 copies. Nevertheless, they were quick to respond by email and we felt
no frustration in doing business with this company. With regard to typography, a PDF33 file had been
produced while the photos were being imposed, a problem which can be resolved in future transactions.
Their price was higher than Japanese printing companies, and compared to the price of other commodities
in Ethiopia, we found it fairly expensive.

33

Portable Document Format (a format used in computer documents)
70

1.12

Booth furniture and fixtures and panel production arranged locally

1.12.1 Setting the design conceptThis time, it was necessary to display products of 17 companies within a small two-frame space (6 x 3 m).
As at African Fair, a stage for visual presentation was set up in the middle and the display was arranged sothat visitors could walk around within the booth to see products. Also, the images of each sector were
projected on the wall between panels. At African Fair in Yokohama, there was no explanation about eachsector and each company 34 and the display ended up being rather incomprehensible. This time, acommentary panel for each sector was produced and the panels of the exhibitor companies were placed
beneath it. Also, the display was configured to display the products near the panel of each company, so that
visitors could view sectors, companies and products in order and find the display visitor friendly.
As for the panel design, a catch copy, image photos, and body copy35 were used to introduce thecharacteristics and the potential of each sector visually as well as with numerical data, so that visitors could
understand the information specifically. The panel was made in A1 size. Each company information panel
was in a simple configuration with the company name, explanation copy, and an image photo and was in
A4 size. The six sectors and 17 companies were grouped as below.
List of Participating CPA Companies in 6th ECITF
Hand-Woven, Fashion and Natural Dyed

Agro-Processing ProductProduct
1

MUYA Ethiopia

11 Beza Mar Agro Industry

2

Sabahar12 Ecopia

3

YeFikir Design

13 Terra

4

Trio Craft

14 Aster Bottled Honey Tej

Gemstones, Opal and Jewelry

Coffee Beans

5

Salem’s Design

15 ToMoCa Coffee

6

Entoto Beth Artisan

16 Aster Bunna

7

Orbit Ethiopia

17 Moplaco Trading

Leather Product8

Ethio Leather Industry (ELICO)

9

OK Jamaica Shoes Factory
10 Ethio International Footwear
Cooperative Society (EIFCCOS)

Cluster

Tourism
No company was chosen. Instead, MOCT
introduced four attributes of Ethiopian
tourism.
1．Urban 2．History 3．Adventure
4．Nature

The booth designs on the floor plan and elevation view were as follows, which were explained to theexhibitor companies and core organization before the event.
Because of the short time to do preparation for the African Fair, and the inability of exhibitor
companies and Japanese coordinators to fully discuss the briefing paper.
35 Main text part of an advertisement or any printed matter.
Read more: http://www.businessdictionary.com/definition/body-copy.html#ixzz2uBZcIHAL
71
34

Figure 18: 6th ECITF: CPA booth elevation view

Figure 17: 6th ECITF: CPA booth floor plan

1.12.2 Selection of a production company / coordination with diaspora companies
For selecting a penal production company, we referred to the websites and paid a visit to three companies,
Flawless Events, Berry Advertising, and C62 Media. Flawless Events is focused on the management ofinternational conferences. Berry Advertising is a company which made a website for ToMoCa Coffee, ataskforce member, and is highly skilled in design. C62 Media produces company promotional andadvertising materials and edits Addis Life, a magazine, and Selamta, an in-flight magazine of Ethiopian
Airlines. It is highly skilled in editing, responds quickly by email, and seemed most appropriate for the
production work: we placed an order with it.
Many of C62 Media staff are freelance. There are 11 full-time staffers. The company also has a
network in the United States and in Europe, and depending on its amount of work or job, makes use ofoutside resources. The staff in charge expressed its enthusiasm to contribute to Ethiopian progress with its
knowledge, skills and experience. Its work for the CPA booth is shown in the following figures.

72

Figure 19: Draft sector panel color evolution shown by C62 Media

Figure 20: Draft sector panel layout shown by C62 Media

C62 Media started the publication of Addis Life as a platform for sending a positive image of Ethiopia tooverseas. What they find difficult is that companies in Ethiopia do not understand marketing and its value,
probably due to a small number of companies monopolizing power in the market for a long time in manyindustries.
1.12.3 Panel printing
Eco Printing could do the panel projection and processing we needed. We ordered two in B1 size, six in A1
size, 20 in A4 size and eight 240 mm in height x 30 mm in width banners, and they delivered within twodays. The printing quality was sufficient. However, there were some problems: after it had been processed,
the panel became quite warped; the company had been unable to cut in accordance with the bonding pins,
distorting the square shape of the product became distorted compared to the specified size; and the corners
were cut off before delivery. It was also more expensive than panel processing in Japan.

73

1.12.4 Procurement of booth furniture and fixtures in domestic markets
To procure Ethiopia furniture and fixtures for the display, the city began to look for those items in markets,at retail stores and at supermarkets in Addis Ababa.
Mercato is said to be the biggest open market in Africa and there, a W1,700*D850 oval table
would cost approximately 1,700 Ethiopian Birr(ETB), a garden table would be 500 ETB, and a
H1,900*W400 single hanging rack would be 700 ETB. At Bambino, a luxurious supermarket where
foreigners were living nearby, a plastic hanging rack costs over 1000 ETB. However, the quality of the
products sold in these places is poor.
We also visited an atelier where bamboo, the plant abundant in Ethiopia, is processed into bamboo
fibers to manufacture a shelf. A H125*W800*D40 (three steps) can be manufactured for 650 ETB and a
H125*W1,200*D40 (4 steps) for 1,600 ETB. Eight shelves can be made within two weeks. Compared toother options seen in other markets, it offers a sense of unity in material and a reasonable price. However,an interpreter working for us advised the bamboo shelf would look cheap to Ethiopians. We also visited
Drive Tech ETIOPIA in the city which sells imported furniture and fixtures to retailers. Their products arecomparatively expensive and yet the quality is low.
At Sal Art Gallery, managed by Mrs. Salsawit, wife of the owner of Orbit Ethiopia, we found ahemp rope table. It is possible to order a table made to a designated size, and we decided to. This company
sells products made by female HIV carriers and currently employs 30. We decided to use boxes made with
hemp rope—the same material used for the table—as shelf furniture to be attached on the wall. It waspossible to create a sense of unity by using those items made with hemp rope. Eventually, furniture andfixtures were order-made but cheaper than ready-made items.
We looked for rings to display scarves and Ethiopian traditional wooden carved children and balls
to display accessories in souvenir shops near the central post office, and decided to use them instead ofbeaded bracelets at the price of about 25 ETB.
1.12.5 Achievements and challenges(1) Making use of Ethiopia domestic resources
It was possible to arrange the panel design, a projector company, display furniture, fixtures, and brochureprinting mostly using Ethiopian domestic resources, and it was possible to set up a booth of high quality
with a sense of unity. It was important to show participants and other exhibitors that this could be done.
Likewise, by using domestic resources, we could raise the morale of each exhibitor company and give a
profound impression to people visiting the exhibition. Many people were surprised to learn the products on
display were Ethiopian products, and when we informed them that the furniture, fixtures, and panel
production was all made in Ethiopia, a senior visitor was nearly in tears.
It was possible to use those available domestically as replacement for what had been difficult to
procure in Ethiopia. The rope used in shoe production was very durable and it was used for accessories andtheft prevention. Also, rings and chairs sold in souvenir shops were used as furniture and fixtures to display
textiles. It was also possible to buy double-sided Scotch tape at a shop in Ethiopia. It was possible todemonstrate that many problems that can be solved with what is available in the market.
74

(2) Discovery of human resources and getting those resources involved on the Ethiopian side
C62 Media, in charge of panel production, has staff with overseas training, can edit, and designs skillfully.
It is not that expensive compared to other companies in Ethiopia. It was very cooperative as the staffers
themselves appreciate CPA and want to make the best use of this opportunity to expand their business. Even
after the departure of the consultant for Japan, they went to visit various organizations for briefing CPA:
they were willing to do more than what they were bound by under the contract of “editing and designing
the exhibit.”
In addition, Ethiopian domestic partners smoothed out preparations, as when Sal Art Gallery,managed by Mrs. Salsawit, designed and produced our furniture and fixtures had been commissioned. The
remaining work was assigned to two young officers in charge from MOI and ECCSA, respectively, when
the consultant left for Japan in October. Although there were some delays and misunderstandings about
what they had been asked to do, they did their work cooperatively for the month or so leading to the event.
Collection of products for display was smooth as they had informed companies in advance of the type andthe quantity required. It is believed they will be important partners in promoting CPA in the future.
(3) Problems in procurement to be made in Ethiopia
There were few ready-made furniture and fixtures of high quality with good design in domestic markets:
most are expensive for their quality. And little information is available about where to find them: it wasnecessary to go see Mercato (the biggest open market), furniture shops, supermarkets and ateliers. 36 As aresult, we bought order-made furniture and fixtures, at a cheaper price than retail.
As for print processing, human errors during the production process (poor storage, mistakes in
cutting panels, and cutting corners) became an issue, rather than the performance of the printer.

This time, information about the location of furniture shops etc. was provided in advance by
Ms. Kurumi Shiratori, a representative of “Africa Rikai Net.”75

36

1.13 Booth operation
1.13.1 Booth attendants to be dispatched by respective companies
During the exhibition, a few exhibitor companies sent their staff as booth attendants to the booth to explain
the products on display to visitors. YeFikir Design, Orbit Ethiopia, Aster Bunna, ToMoCa Coffee and
EIFCCOS sent their staff every day; ELICO and OK JAMAICA‘s staff attended most of the time; and staff
of Moplaco Trading Coffee came in for one day during the exhibition. As for the leather goods sector, on
the first day of the exhibition, the LIDI officer in charge called us to see if every company had already sent
their staff to the venue. Shortly after we informed him that nobody had come from the leather sector, thestaff from respective companies immediately came in.
These booth attendants were preoccupied with explaining their own company in the morning on
the first day, but gradually became able to explain the sectors and the data indicated in the brochure. Theylistened to the explanation given by the consultant and learned how to explain the CPA concept and themerchandise in other sectors. They also cleaned the booth, picked up trash in and around the booth, andcorrected the placement of the products in the morning. The consultant did not give them any particular
guidance as to how to welcome visitors. As such, each booth attendant responded to visitors differently.
However, it is thought that the attendance and interest of visitors boosted the morale of each booth attendant
and that the best stand award given by ECCSA (mentioned below) was another motivator. Also, the younger
the staff, the more enthusiastic they were in various activities. Some expressed their wish to be docentsagain should a similar opportunity arise.

76

Picture 30: 6th ECITF: CPA booth77

Picture 31: 6th ECITF: Other exhibitors

Entrance Gate

Opening Ceremony

Outside Stands

Pavilion No. 1

Ethio telecom StandMidroc Group Stand78

The only item which went missing was a 100-g ToMoCa Coffee package, according to the report we
received. A request was sent to the companies in advance to collect merchandise on the last day, and morethan half of the companies came to the booth at about the specified time.
1.13.2 Visits made by dignitaries, media coverage, and winning the best stand award
Following the opening ceremony on the first day, H.E. Mr. Tadesse Haile, State Minister, Ministry of Tradeand Industry, and Mrs. Mulu, ECCSA President, visited the booth with JICA Ethiopia Office Director Mr.
Jin, and an explanation was given to them about CPA and the merchandise.
On November 28, the Ethiopia state television reported on the exhibition in the business news
(Amharic version) (at 1420 hrs). During the program, an interview with the consultant about the CPA
concept was aired. Ethiopian Herald English version dated November 28 (1/3P), the Sunday edition of thispaper dated December 1 (English version 1/2P) also featured the exhibition, in which CPA was introduced.
At the reception organized by ECCSA on the evening of November 30, the CPA booth won theBest Stand Award. This helped other exhibitors recognize the CPA initiatives.
1.13.3 Contact with visitors(1) Inquiries from other companies about CPA
Many other exhibitor-companies at this exhibition expressed their wish to be part of CPA in the future:indeed, they invited us to visit their booths and received their product samples. After the CPA booth had
won the award, such inquiries from other companies increased. Many wanted to know what criteria themerchandise on display in the CPA booth had been selected and how they could get their product displayedin the CPA booth.
Similar inquiries were received from company owners who did not take part in the exhibition thistime. Clearly many visitors were neither general consumers nor buyers but looking for business
opportunities.
Some of the inquiring companies seemed to have potential champion products, such as a tour
travel company offering eco-tourism trips and an artist using Ethiopia’s traditional drawing motifs to
produce his work. However, in some cases, it was found that the domain ownership had already been lostwhen we tried to access to the website address indicated on the business card. Although we gave ourbusiness cards at their request, usually, no further inquiry was received.
(2) Inquiries from overseas buyers and potential customers to the exhibitor companies
Most of the visitors were Ethiopian, not overseas buyers. However, a foreign buyer came back to the shopof Aster Bunna later and business negotiations are under way. Also, as the merchandise had become knownat the exhibition, many tourists and foreign customers stationed in Addis Ababa on business visited the
Orbit Ethiopia shop. Orbit Ethiopia responded to the post-exhibition questionnaire, saying it they could
recognize a market of foreigners in Ethiopia.
Although it did not lead to long-term contact, candid comments were received from European andJapanese visitors. A Dutch gentleman found Ecopia’s package was poor. When we returned the products on
79

display to Ecopia, we informed Dr. Mitstal, its owner, of this comment and he responded, saying: “thepackage is something to be thrown away immediately and there is no point in investing money therein. I
consider it more important to make our product distributed at a cheaper price instead.” With regard to the
Terra essential oil, a European gentleman who presented himself as a perfumer made a remark, saying:“although it is touted as a luxury, I am not sure whether its quality can be commensurate with it” (he musthave been talking about degree of purification and/or fragrance). On the other hand, a Japanese sent toEthiopia by the Japanese company HIROKI, which manufactures and sells leather goods in Yokohama,commented about the ELICO leather products, saying: “Sewing is sloppy. Moreover, for the products being
distributed in Ethiopia, they use second products that cannot be exported and the quality of the leather itself
is not good. When it comes to the stained leather, staining is a method applied to disguise the poor qualityof the leather, and the goods of a similar quality is available also in China.” This observation was forwarded
to the ELICO staff in charge: he appreciated that such opinion was very helpful and wanted very much toreceive further information about the reaction of the visitors.
(3) Promotion of CPA to Ethiopian visitors
Many Ethiopian visitors commented that they appreciated the concept to promote high-quality products tooverseas and to change the image of Ethiopia and that they did not know such products were available in
Ethiopia. Many visitors were surprised to find out that furniture, fixtures, panel design, and printing had all
been arranged in Ethiopia. “Price?” “Where is it sold?” and “It is available in Ethiopia?” These were
frequently asked questions and since communication in English was not sufficient, we asked the boothattendants to respond to these questions as much as possible.
On the other hand, even after an explanation was given about the CPA concept and the relationshipbetween MOI and JICA, many people still mistakenly took us for buyers from Japan or from China. It was
impossible to give a sufficient explanation in English. They also asked if they could taste coffee and honey.
1.13.4 Other exhibitor companies
Next to the CPA booth, there were booths set up by major companies, including: Ethio telecom; a mobile
terminal manufacturer, Techno Mobile Ethiopia; and Midroc, a conglomerate of a company which manages
Sheraton Addis. As for Ethio telecom and Techno Mobile, although their booths were several times larger
than the CPA booth, the display itself was poor. It was difficult to identify which of the other exhibitor
companies, has the quality or story to bring us a CP.
There was also a display set up jointly by 60 or so companies with an assistance from FeMSEDA.
However, we were unable to identify any companies from among them whose products have the quality
and the uniqueness to be champion products. In July, a project study team visited a FeMSEDA shop, whichdisplayed and sold products from various regions. The team felt that, unless the quality would be improved
further, it should be difficult to produce merchandise that can sell in overseas high end markets. As far as
we could see, the merchandise in their booth had not improved or requires further improvement.
In the third pavilion within the venue, a pavilion-wide display on tourism was set jointly by
MOCT and the regional tourism bureau. However, there was no display in more than half of the booths.
80

The Shimcott eco-tourism project supported by JICA also set up its booth: no photo panel being on display,a JICA logo mark was attached to the wall and one kind of a brochure was placed on the table with one
personnel sitting.
1.13.5 Organizing a wrap-up meeting
On December 5, 2013, after the Trade Fair in Ethiopia, the study team held a wrap-up meeting withexhibitors and supporting companies in JICA Ethiopia Office. A total of nine persons from eight companies
participated in this meeting. The agenda included the following points:(1) CPA booth operation and exhibition at ECITF(2) Technical support for Visual Merchandising(3) Areas for improvement in CPA(1) Discussion on CPA booth operation and exhibition at the 6th Ethio Chamber International Trade Fair
The participants in the meeting praised the CPA booth’s beautiful display. At the same time, they found thespace per company in the CPA booth too small, and a larger space could have presented CPA products better.
A participant from Aster Bunna said that a tasting space should have been set in the booth as many visitors
have asked about the taste of their products.
Regarding the Trade Fair itself, participants pointed out that “there were many unoccupied booths,
and the Fair lacked liveliness,” “the timing was overwrapping with the Diplomat Bazaar, and it should becoordinated next time,” and “one week was too long.” A participant from C62 Media, which made panels
for the booth, said that they wanted more time to prepare the panels, face-to-face meetings with exhibitors,
and ore systematic collection of information from exhibitors, using a uniform format.
As for the preparation for CPA booth operation, participants commended that “the pick-up of
goods went smoothly as the date and goods to be prepared had been informed to the exhibitors in advance”
and “it was a good learning opportunity for staff who explained the products in the booth.” A down-side
was that the names of producers were not easily visible in the display.
(2) Technical support with visual merchandising
As for support using visual merchandising, the participants commented that “While in other booths thetables in front blocked visitors from stepping in, the CPA booth was well designed to prompt visitors towalk around inside the booth.” A participant from YeFikir Design said, “The on-the-spot support by visualmerchandising was a good learning opportunity, being different from business counselling and lectures onexport preparation and technical terms by CAWEE.”
Regarding the future, participants pointed out that “In overseas trade fairs, Ethiopian exhibitors’presentation and packaging of their products pale in comparison with other exhibitors. Technical support atoverseas trade fairs is also needed,” and “improving the country’s image is important, but we also need to
improve the packaging/labelling and presentation technique of CPA companies.”81

(3) Areas for improvement in the CPA
The participants pointed out that “the selection process of CPA products should be more clearly explained
and crystalized, and it should be systematized.” Another participant talked about the CPA as a whole, sayingthat “a time-bound project benefits only those companies which luckily participate. It is important to build
a sustainable system.” Other opinions were that “it is important to present more focused information on
selected companies and their stories” and “the brand of each company is not known in Japan, and therefore
an antenna shop should be set up.”
Also requested by participants were information (especially seminars) on Japanese markets for
product development, B2B business matching, information on import regulations and certifications,improving packaging to be accepted by buyers and customers, and other support to meet the demands oftarget markets.
A question was also asked about JICA’s long-term plan on the CPA, including the future of its
support and the role of Ethiopian companies. When asked if they would participate in the next exhibition
opportunity in Ethiopia, about half the participants expressed their willingness.
1.13.6 Achievements and challenges
The panels did not make any impact on visitors as long as they were just displayed. Few people spent timereading them. Although we tried to reduce the volume of words, it should have been reduced further so thatbooth attendants could use them to explain details to visitors.
Even for CPA companies which have started exporting, the opportunity to exhibit their products
in a major exhibition event is limited in Ethiopia. Most visitors to this ECITF were from Ethiopia. While
in-country exhibitions create a good opportunity for direct technology transfer, such as VMD lecturing
and training of booth attendants, it is difficult to define the goal of exhibitions and sustain the attention of
exhibitors. For these reasons, some exhibitors prefer to display their products at places like Artisan
Bazaar, which attract a lot more international visitors. Those event sites have their own selection criteria.
It may be worth considering for CPA companies to display their products in those events.

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1.14 Questionnaire surveys
1.14.1 Implementation and method
As we did it in African Fair, we conducted questionnaire surveys with booth visitors and exhibitors of thisECITF. A small gift was given to respondents to express our appreciation. Another questionnaire survey
was conducted with 16 CPA companies to assess the effect of displaying their products in the CPA booth.
1.14.2 Overview of the result of questionnaire survey with booth visitors
Between November 28 and December 3 (until 2 pm on December 3), 215 visitors filled in the questionnaire.
Ethiopian general visitors made up 96.8% of the respondents, and they were all enthusiastic aboutanswering to the questions. Some even spent half an hour looking into displayed products and filling in thequestionnaire while listening to explanations by booth attendants. The small gift might have attracted
visitors to the questionnaire survey, but more than that, the respondents enjoyed an opportunity to express
their opinions at an exhibition site. The questionnaire was printed in Amraha and in English.
Of the respondents, 53% were male and 25.1% were female (unanswered 21.9%). While young
people did not make up the majority of visitors, 60% were less than 34 years old. This might be because
younger people readily participated in the survey, or the booth attendants felt more comfortable inapproaching to younger people.
(1) Recognition of the CPA
Fifteen percent of respondents answered that they had heard of the CPA. This score is higher than expected.
In Ethiopia, public information campaign of the CPA was limited to an ETV program and a newspaper
article during this ECITF. Perhaps the CPA was featured in ECCSA promotion activities. We regret that thequestionnaire did not ask how respondents knew about the CPA. When asked if they were interested in CPA
activities, most respondents answered either “yes” or “maybe yes” while some did not answer.
Write-in answers included that “the CPA should be continued,” “the CPA should be publicized
across the country through exhibitions in other cities,” “local products were unnoticed due tounderdeveloped supply chain, and they should be unearthed,” “more exposure to mass media is needed,”and “interactions with other African countries will help recognize the uniqueness of local products.”(2) Popular products
The most popular product in the CPA booth was coffee beans, both among males and females. Also popularwere opal and other gemstones, scarfs and shawls, textiles for dresses shoes, and leather products such as
shoes, bags, and coats. Most respondents regard quality and design as most important, followed by thestories behind products. Price and safety were less important.
Write-in answers included that “CPA products should be exhibited at events where they can bepurchased,” and “CPA products should be sold at different prices between Ethiopian and foreigners.”

83

Table 2: Exhibited products’ popularity ranking at the 6th ECITF (number of votes; multiple response)

Male

No

FemaleCoffee Beans (58)1

Dress (33)

Opal (55)2

Ladies hand Bag (26)

Men’s shoes (50)3Coffee beans (25)Jewelry (44)4

Opal (20)

Scarf & shawl (41)5

Scarf & shawl (20)

Gemstone (39)6

Jewelry (17)Honey (32)7

Dried petal (13)

Dress (31)8

Gemstone (12)Men’s coat (30)9

Ladies‘ shoes (12)Essential oil (29)10

Ladies’ coat (12)1.14.3 Questionnaire survey with exhibitors
Four out of eight companies responded that they had established a contact with buyers, or found newcustomers, through this ECITF. Among them, Entoto Beth Artisan answered that it was contacted by several
Ethiopian buyers. Aster Bunna answered that a French buyer had contacted it and several new customers
had visited its shop after learning about it at the ECITF. Aster Tej answered that it had gained trust fromforeigners by exhibiting its products at the ECITF.
When asked if the ECITF helped them find potential buyers and clients, six out of eight companies
responded that they would agree to a certain degree.
Write-in answers included that “visual merchandising (VMD) should continue as technicalsupport,” “different types of products cannot be displayed under the single logo,” “agricultural products
and textiles should not be displayed separately,” “it is better to select just one company per product,” and“a tasting table is needed.” Other comments were that “the CPA has a potential to accelerate public-private
partnerships” and “ministries and ministers should more actively engage in the CPA.”
Regarding the future, the respondents proposed to invite buyers from Japan. They also pointed
out the need for technical support by designers who are knowledgeable about Japanese markets, technicalsupport of package design, and financial assistance.
1.14.4 Achievements and challenges
The above questionnaires were based on those used at African Fair. MOI staff re-organized the questions
and translated them into Amhara, and performed data extraction and analysis. Booth attendants requested
survey participation and collected the response sheet.
The number of respondent booth visitors exceeded 200. Other than collecting information, thesurvey contributed to extending the duration of stay in the CPA booth and created a chance for boothattendants to talk with visitors. The result of the questionnaire survey implied that people in Ethiopia value
the stories behind products. This kind of information is useful when promoting the CPA in Ethiopia.
84However, the response rate of the questionnaire survey with exhibitors was as low as 50% eventhough we sent them a reminder was sent to them. It will be a challenge to build a mechanism which draws
out active participation from companies.

85

[Preliminary/basic survey for branding] DENTSU mission
1.15 DENTSU mission to Ethiopia
1.15.1 Background
CPA taskforce members visited DENTSU Inc. as part of their activities in Japan during TICAD V. In themeeting, DENTSU Inc. stressed the importance of branding and suggested some potential approaches toit. Later, an in-house study session discussed how to promote Ethiopian products. This led the taskforce
team to request DENTSU Inc. explore the potentials of Ethiopian products. DENTSU Inc. accepted therequest.
1.15.2 Objectives
From October 20 to 26, 2013, a six-member DENTSU mission visited Ethiopia. The objectives of thevisit were as follows:(1) To find potential champion products and visual materials which symbolize three aspects of thecountry’s image: cultural heritage, natural heritage, and local markets groups.
(2) To discuss with the CPA taskforce on promotion concepts which are feasible to implement, in termsof both contents and operation.
1.15.3 Activities and outputs(1) The DENTSU mission visited North (Axum, Lalibera, etc.), South (Yirgacheffe, Chanche, etc.),
suburbs of Addis Ababa (Zwai, Ambo) to study local products and tourism resources.
(2) Based on the information from (1), the mission members discussed how to develop and express thecharm and value of local products and tourism resources, to appeal to overseas markets and achieve
long-term success. (The final version of the proposal was presented to the taskforce via
teleconferencing.)(3) Based on the proposal from (2), the taskforce, DENTSU mission members, and other stakeholders
discussed what actions should be taken to promote the CPA in Ethiopia.
(4) The results of the DENTSU mission and subsequent discussion were reported to H.E. Mr. Tadesse
Haile, State Minister, Ministry of Trade and Industry.
In the meeting (3) above, about ten persons participated from the Ethiopian side, largely from the taskforce.
First, Mr. Higuchi, a member of the DENTSU mission, explained the importance of branding. Second, three
sub-groups presented the results of their study in Ethiopia. Third, Mr. Higuchi proposed three strategies forbranding the concept of CPA products and their promotional videos and sample labels. Lastly, participants
exchanged opinions on the proposed strategies.
Plan A: The Power of Mankind
Plan B: The Origin of the World
Plan C: The Pride of Creation

86Various opinions were expressed in the discussion as summarized below. Overall, the proposed plans were
supported by participants of the meeting.
(1) All plans/strategies are fine, and it is difficult to choose just one.
(2) Proposed plans express the past and future of Ethiopia well.
(3) Ethiopia is at a turning point. We need to reverse the bad impression of the past.
(4) A future-oriented message is important while our historical origins must be valued.
(5) To stress the uniqueness of Ethiopia, should we claim it as the origin of letters and philosophy?
(6) We need marketing strategies, including targeting and actions in product promotion.
(7) We would like to request further technical advice on visual marketing tools to change the impressionof Ethiopia.
Also in the meeting with H.E. Mr. Tadesse Haile, State Minister (4), Mr. Higuchi explained the importanceof branding and presented the three strategies above. Mr. Haile said the following:(1) The content of the proposal is quite satisfactory. Proposed strategies originate from the history andculture of Ethiopia.
(2) An Ethiopian proverb says “Gold is in your hand but it is not appreciated.” Watching the promotional
video, I realized that Ethiopia has many precious things like “gold.”(3) We need to give Ethiopian culture economic and business values. To do so, branding is particularly
important, as it can change the image of our country and attract investors and tourists.
(4) Past governments undermined Ethiopia’s image. Natural disasters caused huge damage to the people,
but the true disasters were inappropriate policy and actions of the past governments.
(5) The proposed brand concept should be used in product development and marketing.
(6) We would like to continue the discussion with JICA to move ahead with the proposed strategies.

87

[Stakeholders Analysis] Interviews with ministries and its related organization,and private associations in the major sectors
1.16 Issues in organizing an implementation body
Although the project study in 2013 did not cover any activities related to setting up the implementationbody of CPA, the research on some organizations like sector organization, sectoral private associations andintermediaries was conducted. This section provides issues identified through the research.
1.16.1 Framework of the analysis
Before stating the issues identified, the framework of the analysis is verified. The analysis was done basedon the following standard export promotion channels.
Figure 21: Standard Export Promotion Channels
Cross-sectional Channel

Sectional Channel

Government
Strategy,
and budget

Producers

Processors

Exporters

SupportSupportSupportCross-sectional export promotion org
SupportMembership

Sectional export promotion org(private associations)

Country branding
and marketing

Sectoral branding
and marketing

Export Market
BuyersConsumers

Source: Prepared by FASID based on Japan Ministry of Agriculture, Forestry, and Fisheries (2012, 198)

In the following, issues in both cross-sectoral export promotion channels and sectoral export promotion
channels are analyzed.
1.16.2 Issues in cross-sectoral export promotion channels: the lack of cross-sectoral organization
Since the CPA is a cross-sectoral export promotion approach, it is desirable to have a cross-sectoral
organization to implement it, like JETRO in Japan. However, such an organization does not exist in Ethiopia.
At present, various organizations promote exports, such as MOI, MOT, MOM, and institutes or directorates
under MOI. Specifically, MOT covers agricultural primary products, MOI all other agro-processing
products, and MOM minerals including gemstones. Under MOI, LIDI covers leather products, TIDI textiles,
and APIDD agro-processing products.

88Currently, there is information to establish an Export Promotion Unit (EPU) or Export Promotion Agency(EPA) under MOT; however, the details such as specific mandate and size of the organization are notavailable. This made it difficult to have a cross-sectoral implementation body which has sufficient authority,
budget, and manpower. As a result, the CPA pilot implementation faced a challenge to communicate todifferent stakeholders and to have them involved in the activities.
1.16.3 Issues in sectoral export promotion channels: weak sectoral private associations
Sectoral private associations such as producers’ and exporters’ associations play a key role in the otherexport promotion channel, sectoral export promotion channel. In Ethiopia, there are such associations in
the major sectors such as leathers and textiles, in some sectors these associations are playing an importantrole in marketing and capacity building of the member companies. However, they are not in a firm standing.
The overview of the research is as follows.
Table 3: The overview of the research
PurposeTo understand the current situation of sectoral private associations in the major
sectors

methodFace-to-face interview

Subject

TextileEthiopian Textile and Garments Manufacturing Association(ETGMA)

Leather

Ethiopian Leather Industry Association (ELIA)

Agro

Ethiopian Honey and Beeswax Producers and Exporters
Association (EHBPEA)

CoffeeEthiopian Coffee Roasters' Association (ECRA)

Horticulture

Ethiopian Horticulture Producer and Exporter Association (EHPEA)

Gemstone

Ethiopian Gemstone Association (EGA)

Tourism

Ethiopian Tour Operators Association (ETOA)

1.16.3.1 Manpower
Most private associations interviewed have only a secretary office under the board, and are operated witha few full-time staff. Shortage of manpower is a common problem for these associations. Except EHPEA,
all associations are operated with under 10 full-time staff, and ECRA and EGA have no full-time staff. In
terms of organization structure, only EHPEA has an independent department for marketing and capacity
building, and other associations have a secretary office or no such resource at all.

89

Figure 22: The number of full time staff
The number of full time staff

Organization
TextileETGMA

2Leather

ELIA

4

Agro

EHBPEA

8

CoffeeECRA

0Horticulture

EHPEA

17

Gemstone

EGA

0

Tourism

ETOA

5

1

2

2
2

Over 10The no. of full time staff

from 5 to 9

from 1 to 4

Zero

1.16.3.2 Finance
None of the associations receive any subsidy from the government, and operating income is purely private(except for project finances from donors). Their income sources are mainly membership fees. Except for
EHPEA, in the interviews, most associations cited financing as a major issue for their activities.
Figure 23: Income Source
Income source

1 0

6

Private (fee)Private (fee+others)

Private + Subsidy

Only subsidy

Organization

Income Source

TextileETGMA

Fee(2,000ETB/year,
1,000ETB/registration)

Leather

ELIA

Fee(max20,000ETB/year,
2,000ETB/ registration)Agro

EHBPEAFee(1,000ETB/year,
3,000ETB/registration)

CoffeeECRA

Fee(2,000ETB/registration)

Horticulture

EHPEA

Fee(1,500ETB/year,
5,000ETB/registration)+Exhibition income

Gemstone

EGA

Fee(2,400ETB/year,
1,000ETB/registration)

Tourism

ETOA

Fee(3,000ETB/year,
5,000ETB/registration)90

1.16.3.3 Coverage of the associations
The coverage of the private associations interviewed are low in general, especially in a new sector. ELIA,
established in 1994, has a high coverage, but new sectors such as roasted coffee and gemstones are not wellorganized. ECRA, established in 2005, has a low coverage.
Figure 24: Member Coverage
Coverage

Organization

2
4
1

Over 50%

Under 50%

Unknown

The no. of members

TextileETGMA

76 members

Leather

ELIA

51 members(99% coverage)Agro

EHBPEA

30 members

CoffeeECRA

64 members(21% coverage)

Horticulture

EHPEA

83 members

Gemstone

EGA

51 members(low coverage)

Tourism

ETOA

About 200 members(60% coverage)

1.16.3.4 Marketing and capacity building activities
Most of the private associations interviewed do marketing and capacity building activities, though except
for EHPEA, all of them are on a project basis, not run by their operating income. Only EHPEA has
departments for marketing and capacity building, and conducts these activities as its routine operation.
Sector branding is not done by any associations interviewed.
Figure 25: Activities on marketing and capacity building
Activities on marketing andcapacity building

1

Activities

Textile

ETGMA

Spot

Leather

ELIA

Spot

Agro

EHBPEA

Spot

CoffeeECRA

Spot

Horticulture

EHPEA

Constant

Gemstone

EGA

none

Tourism

ETOA

Spot

1

5

Constant

Organization

Spot

none

91

○

Agro

Ethiopian Honey and Beeswax Producers andExporters Association (EHBPEA)△○

CoffeeEthiopian Coffee Roasters' Association (ECRA)△△

Horticulture

Ethiopian Horticulture Producer and Exporter
Association (EHPEA)△○

Gemstone

Ethiopian Gemstone Association (EGA)

Tourism

Ethiopian Tour Operators Association (ETOA)

△

△

△

○

△

△

○

△

○

○

○

○

○

○

○

△
△

△

Web site is being updated

○

△
△

△

△

○

○

△

○

△

Legend○： constant activities△： spot activities
blank： no activity

92○

Also established a share company for cooperative
purchasing△○○

Seminars on awareness raising△○

Info service (on supports available,
regulations on import country, etc)△

Lobbying/negotiation to Gov.

Ethiopian Leather Industry Association (ELIA)

RemarkR&D

Leather

Consultation(on regulations,
exporting/shipping, management etc)△

Trainings/seminars on production
skills/product development△

Support on certifications△

Set up a guideline (quality, size,
specification)

Ethiopian Textile and Garments Manufacturing
Association (ETGMA)

Branding(common logo, package)

Organizing/particiating exhibition(Intl,
Dom)

TextileOther supporting activities

Information on website

Business matching(preparing contact list
etc)

Marketingorganizing seminars for buyers

Organization

send/receive missions

SectorMarketing research

Table 4: Activities of the association in detail△△1.16.3.5 Issues
As stated, the private associations interviewed perform marketing and capacity building; however, theirfoundation is very weak without basic resources. On the other hand, the role that these private associations
can play is very important for sector development. This has been proven in Japan, where many private
associations have been supporting sectoral industry, as the EHPEA supports the horticulture sector in
Ethiopia. Though it also owes donors, the horticulture sector in Ethiopia is a part of the value chain to the
EU market. Even facing a serious constraint on their resources, private associations are very active to pursue
the interest of that sector. In the mid-to-long term, it is important to support these private associations tomake the CPA more effective and sustainable.

93

1.17

Wrap Up Seminar

A wrap up seminar was held on February 25, 2014 at a hotel in Addis Ababa for sharing the results of the
CPA project study, such as its draft of the final report and the CPA manual, with the Ethiopian stakeholders.
1.17.1. Purpose of Seminar
The purpose of the seminar is as described above: to share the results of the CPA project study with the
Ethiopian and the Japanese sides. And, to maximize this opportunity, the following program and activities
were added.
(1) The value and importance of branding and what has been done for branding(2) Panel discussion on CPA(3) Display of Champion Products(4) Questionnaires given to the seminar participants
1.17.2. Seminar program and contents
The summary of the seminar is as follows. (The program is attached later in this section.)
Date and Time

14:20-18:00, 25 Feb.2014

Seminar Venue

Jupiter International Hotel Cazanchise, Addis Ababa

Participants

84 persons in total
They are sorted according to their organizations.
The organization they belong toNo.

Government

10

JICA（Included 5 the Policy Dialog37 members）

15

Embassy of Japan3

Private company

23

Press

5

Private association

11

Private sectoral association

7

Government association

2

GRIPS/METI*（the Policy Dialog members）

3

Others

5

TOTAL

84
(*)Ministry of Economy, Trade and Industry, Japan37

The fifth Policy Dialog between Ethiopian and Japanese governments as a High Level Forum was held in
Addis Ababa on February 25 (morning), 2014. There were eight mission members who came from Japan toattend it. These members and the Japanese Ambassador to Ethiopia (Mr. Kazuhiro Suzuki) with the embassy
staff also participated in the seminar.

94

The seminar started with Mr. Ahmed as the chair. The opening remarks were read by the director of
Corporate Communication Directorate on behalf of H.E.Mr. Tadesse of MOI, which was a co-organizer ofthis seminar with JICA. Mrs. Mulu, the President of ECCSA, which was also a co-organizer, provided aspeech in which he stated that the increase of exports to Japan would be highly expected through the CPA
activities.
As a part of the first presentation, the CPA activities performed in the fiscal year of 2013 were
presented by a Japanese consultant with PowerPoint slides. Additionally, Mrs. Nigest, a taskforce member
and the founder and executive director of CAWEE, presented her involvement in CPA and the impact ofCPA. She learned a lot in Japan and made a human network there, which resulted in a new project for
women backed by the 1st Lady’s Office of Ethiopia. At the end of her presentation, she emphasized thenecessity of CPA full implementation with a concrete strategy.
Mr. Higuchi from DENTSU Inc. presented the “value and importance of brand”. He stated that abrand was not only logo and label but also was an “emotional tie” between producing companies andconsumers through a “promise” made by companies. In other words, it was the promise of companies
embodying in their products, and the consumers trust the promise to love the products by purchasing. He
and his team of 5 members of DENTSU Inc. visited various places in Ethiopia to understand its culture,religions, and nature and produced a video for promoting a positive Ethiopian country image. By showing
the 1st and 2nd versions of the video, the audience understood how to conduct a video production for acountry image with various comments and reactions from the people involved. Both of the videos werevery beautiful and projected the divine image of the clear Ethiopian mountains Considerable applause wasgiven by the seminar audience in response to each video.
A CPA manual was introduced in the next presentation, which was based on findings associatedwith CPA activities in 2013 and targeted government officials, private sectoral associations, and privatecompanies as readers. It was still in the draft stage, and the presenter requested for the Ethiopian
stakeholders to improve the manual through further implementation of CPA.
In the panel discussion, there were three points provided for discussion, and the chair summarizedeach point at the end of discussion. Three points were (1) the panel’s view on CPA in 2013, (2) ways andmeans for improving CPA, and (3) the role of the panel’s organization which was either as a government,
an association, or private company to support CPA. The four panel speaker were Mr. Endalkachew(ECCSA), Mrs.Nigest (CAWEE), Mr.Dubois (MUYA), and Mr.Murakami (JICA).
As for Point (1), the representatives of CAWEE and the private company said that they had gained
a lot from participating in the activities of CPA. Mr. Dubois emphasized the necessity of understanding theindustry in the relationship among the economy, society, and culture of Ethiopia and the support forstrengthening the supply capacity of the CPA companies by being informed of the results of CPA promotion
activities. On Point 2), it was said that additional support, such as technical assistance, should be provided
to private companies in order to improve their capacity in quality and quantity．All panels emphasized that
the Ethiopian Government had to institutionalize CPA by organizing an implementing core body as JICA
alone had led CPA for Ethiopia. At the end of the discussion, Mr. Murakami said that the CPA was basedon the concept of Public Private Partnership (PPP) and that CPA should be needed for further development
as a model case of PPP in Ethiopia.
95

On Point (3), the panels said that the Ethiopian Government, especially MOI, should plan theconcrete strategy of CPA implementation and that it would be much easier for the associations such as thechamber of commerce and women’s group to support CPA according to the strategy, and that the privatecompanies should first put effort toward the export of their products by themselves and then try to use thegovernment support in the various schemes. Every panel also requested for JICA to continue the support
for CPA, realizing the partnership among them was crucial.
At the end of the seminar, Mr. Kimura, Deputy Chief Representative on behalf of Mr. Jin, Chief
Representative of JICA Ethiopia, gave closing remarks.
1.17.3 Display of potential CPA products
In the seminar, there was a display corner set up for potential CPA products. There were 8 companies thatkindly participated (MUYA Ethiopia, Sabahal, Entoto Beth Artisan, Trio Craft, Aster Bunna, Tomoca
Coffee, Ecopia). Although it was just a temporary stand without any professional display support and it was
exhibited based on the lessons learned in the 6th ECITF with the theory of VMD, it was very appreciatedby the seminar participants and became a good promotion of CPA.
Picture 32: Potential champion products displayed in the venue

1.17.4. Result of the Questionnaire
The questionnaire paper was collected at the end of seminar. There were 23 respondents out of 84
participants．A summary and some of the comments given are as follows:(1) All 23 respondents said they understood the CPA concept.
(2) The comments on how to improve CPA further are as follows:
・ There should be technical support to companies which can improve the products for overseas
markets.
・ It is necessary to have a core implementing body to facilitate CPA.
・ There should be more cooperation and collaboration among the government, intermediate
associations, and private companies in the future (some respondents).
・ JICA’s continuous support is needed for CPA (many respondents).
96(3) Comments on the seminar or others topics are as follows:
・ The seminar was very useful, and it was requested to have this kind of seminar again (most of the
respondents).
・ There was not much time for discussion.
・ The videos were very impressive and splendid (some respondents).
・ The CPA trial was appreciated, and the respondents showed their thanks to the Japanese
government and JICA (many respondents).
1.17.5. Achievement and challenges
There were several important achievements in the seminar. First, it was shared with more than 80 seminar
participants on the review of the CPA concept and activities done in 2013. In particular, the Japanese
members of Policy Dialog, who has been involved in the development of CPA right from the beginning,
attended the seminar and shared the progress of CPA with the Ethiopian counterparts. And, Ms. Mulu, thepresident of ECCSA, presented herself as a symbolic figure of ECCSA’s future commitment to CPA
collaboration.
Additionally, the results of the questionnaire and the verbal comments from participants revealed thatthey understood and agreed on the CPA concept in export promotion. The display of CP candidates set in
the corner of the venue visually appealed to the participants as clear image of products for CPA. The display
and the products had them understand the meaning of CPA directly. In addition to these, most of theparticipants were moved by the presentation on branding with the effective use of PowerPoint presentationsand videos, which facilitated their understanding, too. However, one comment in the questionnaire said thatbranding was important but still difficult to utilize.
In the panel discussion, some concrete recommendations, such as setting an antenna shop for CPA,
were raised. The panels agreed on and facilitated CPA as the approach of PPP. They also realized that thecooperation among the government, sectoral associations, and private companies was inevitable. Thesemutual understandings among panels are one of most important achievements in the seminar.
Some issues were also found in the seminar:(1) Time constraint
The content of the presentations became rather superficial as four presentations were packed in
one hour. It should have been extended by about one hour for the better understanding ofparticipants, although the starting time was fixed.
(2) Structure of seminar program
The panel discussion provided the participants with clear ideas of the CPA concepts. Therefore, if
there was some time spared for questions and answers at the end of panel discussion, it would
have helped them better understand CPA.
(3) Preparatory meeting with panels
The plan was to have a preparatory meeting with each panel before the seminar. However, it was
not manageable to do so with all four panels because of sudden cancelation of one panel. If theposition of the organization each panel belonged to regarding the further action toward CPA wasclarified beforehand, the discussion in the seminar could have become more focused. Actually,97

the discussion was rather vague and general once it came to the topic on who did what for the
future of CPA.

98

Chapter 2 Issues to be considered992.1 Assessment of this year’s CPA
The objective of the CPA is to expand the export of Ethiopian products by improving the country’s image
via high-quality products, promoted with various marketing means, such as branding. The underlying idea
is that improving the country’s image will also increase the export of non-champion products. This study
assessed the validity of this hypothesis based on the achievement of this year’s CPA, and found someevidence which supports that the objective is being achieved. Evidence includes the results of thequestionnaire survey at African Fair and the test marketing at Tokyu Department Store, which suggested
that the champion products were accepted by Japanese consumers though some improvements in the
products were needed. In short, the CPA can potentially improve the country’s image, although no contract
has been concluded to export champion products through two events yet.
This chapter describes the issues which became evident through this year’s CPA activities for
improving country’s image, using the framework of components of the CPA implementation in 2013 in“0.1.2 Champion Product Approach in the big picture of export promotion approaches” found in the
Introduction.
Figure 26: Components of the CPA implementation in 2013

Upstream

Category

Components

Improving
EnableEnvironment

Develop a
CP Concept• Decided on a CP concept as “Only One, Best One, with uniquestory”.

Organize an
implementationbody• Organized a taskforce which is composed of the government,
chamber of commerce, private companies, etc.

Raising
Awareness
Building
ExportReadiness
Identifying Sales
Opportunities

Downstream

Closing
Export Deals

ExportDevelopbrand components

Contents• Based on the concept developed, brand name, logo, and copy werecreated (“Cradle of Mankind”(proposed by the Ethiopian side),“Tarara Treasure”(proposed by the Japan side).

Select CP
Candidates• CP candidates were selected according to the selection criteria
based on the CP concept.

Conduct apromotion• Promotion tools such as a booklet and Facebook page werecreated, mission was sent to Japan, participated in tradeshows inJapan and Ethiopia, and test marketing was conducted in Japan.

Review theflow• Review and evaluation was conducted based on the issues
identified through the activities and marketing researches, andproposals for further implementation were reported (in this report).

Source: Prepared by FASID

100

2.2 The CPA and export promotion policy
Challenge 1: Defining the role of the CPA in Ethiopia’s export promotion policy
Currently the CPA is considered a JICA-funded study. In order to conduct it as official launching activities,
it is necessary to define its role in Ethiopia’s export promotion policy and gain political commitment.

2.3 Identifying Sales Opportunities
2.3.1 Organize an implementation body
Challenge 2: Building a cross-sectional implementation body for the CPA (decision making,implementation, consultation, etc.)
This study could not sufficiently involve stakeholders in ministries as it was not able to have decisionmaking and secretariat bodies). Through African Fair and the Trade Fair, the study team contacted theministries but got no response. In order to solve this problem and achieve sustainability, the CPA needs tohave a solid and sound system with core bodies for activities.
To implement the CPA in trial, a taskforce was appointed. However, it is an ad hoc group without
decision-making power. Therefore it may not be enough to lead the CPA to the next stage. It has not been
given any mandate about its role and it consists of managers from ministries and private companies, who
cannot spare enough time for the CPA. At the beginning, 14 members were appointed, but only sevenmembers, including five who participated in the program in Japan, remain active. On the other hand, somepeople outside the taskforce have participated in CPA activities.38
The MOI is in charge of export of industrial products, including agro-processing products. Exportof jewelry stones, such as opal, are under the MOM. Export of agro products, such as raw coffee beans andcereal crops, are under the MOT. To make the function powerful and concentrated efficiently, a crosssectional institution is needed to implement the CPA with different ministries.
In the process of discussing the implementation of the CPA, the Export Promotion Unit (EPU) in
the MOT was selected as a candidate for the CPA secretariat. The study team also heard that the government
was planning to establish an Export Promotion Agency (EPA). If that is the case, either the EPU or EPA
will be able to implement and promote the CPA as part of its duties. However, the establishment of EPU is
still under consideration. Furthermore, ECSSA has proposed to function as the implementing institution of
the CPA and would be capable both in terms of human resources and office space. The EKI has also
responded positively to request for cooperation.

Mr. Dawit of C62 Media supports the CPA, a concept close to his firm’s branding strategy, andparticipates in task force activities. Also, Mr. Tewodros of Orbit Ethiopia and his wife areparticipating actively after his trip to Japan for the exhibition of opal stones.

38

101

Regarding government sectoral organizations in CPA-related sectors, some of them are promoting
the export of products to a certain degree depending on sectors. In particular, LIDI is positive toward
working in quality improvement and marketing through overseas exhibitions with development partners.
Many private sectoral associations are disadvantaged in human and financial resources compared togovernmental intermediate organizations. Despite this weakness, they are keen to accept things which
benefit their business.
2.3.2 Develop a CP concept
Challenge 3: Defining the concept of champion products more clearly
Challenge 4: Defining the targeted market of champion products
At the beginning of this study, we defined a champion product as “a product that has a premium value
coming from the uniqueness of Ethiopia’s culture and lifestyles.”39 However, this concept has not beenshared and uniqueness is understood differently among stakeholders.
Therefore, there was a need to re-conform the concept of champion products, and discuss theapproach among the Ethiopian stakeholders and Japanese sides. And to do so, a workshop (mentioned in
Chapter 1.7) was organized in Addis Ababa after African Fair, but the time was spent sharing an overall
image of the approach, not details of the concept. In the near future, stakeholders, such as the CPA
implementing institution, intermediate organizations, and champion product companies, need to reconfirm
or refine the concept by discussion what ‘the uniqueness’ means and how it would be described in words.
Furthermore, to compete with products from Asia and other regions, companies need to consider
the differences between target markets. Some buyers pointed out that the uniqueness of each country is notappreciated by the buyers at a selling point in Japanese markets, and it is more important to be generalsellers dealing with seasonal goods, such as sisal hemp bags for spring and summer season. This suggeststhat the CPA needs to clearly define the market and choose the concept for it.

Ethiopia Policy Dialogue Phase 2, The report of the 13th visit (2012 GRIPS)
http://www.grips.ac.jp/forum/afgrowth/support_ethiopia/document/2012.08_ET_GH/2012.08Report_web.pdf

39

102

Figure 27: Overall picture of CPA defined at workshop
What’s Champion product?
Product which has Only one Best One with uniqueness & stories for premium markets
Purpose?
Country Image’s Improvement
Identification of Potential Products
Basic Concept

Long/Short list

Selection criteria
Selection Method

What has been done?

Promotion
Information
Gathering
Advertisement

Selection

Shipping

Market Research

TargetSegment

Money
Transfer

Questionnaire in fair

In African Fair in Japan

Sales analysis

Negotiation
Contract

Increase in Export
More workplace

What has been done?

•Collection of Goods•Inspection of Goods•Packing Goods•Invoice/Packing List
•Custom Clearance•Shipping of Goods•Collaboration with Embassy•Branding(Logo, Tagging etc like “Tarara Treasure”)•Booklet•Internet Promotion•Media (TV, Newspapers)•Coffee Ceremony•Attracting Display•Explanation of Products and Story Behind•Matching Support•Invite High Officials

Above Issues are identified in the report of※Branding

What has been done?

•Decision of Selection
procedure•Company Visits•Collect Company Information•Selection Criteria•Selection Meeting•11 Companies Products Selected

Custom clearance

Sales
CustomClearance

In Trial Sale inTokyo Department Store•Target Segment•Product Selection(Sabahar, Muya, Entoto Beth Artisans)•Negotiation•Contract•Money Transfer (or Payment System)•Tagging of Goods

Increase in FDI

Economic Situation
improved

More Confidence
among People

Proud of Ethiopia

These are the continuous work in the process of CPA for improvement
How to improve CPA

How to expand CPA

What are main issues in CPA

Some additions / some changes in the layout were made for this report.

2.3.3 Develop a CP brand
Challenge 5: Internalizing the brand and understanding its importance
Challenge 6: Securing coherence between different brand levels
The brand of champion products is valuable not only in the markets but also in companies. As each firminternalizes the brand by sharing, developing, and feeling confident in it, they will be able to maximize its
value and improve the quality of products regularly.
To realize the uniqueness of Ethiopian products and Ethiopian itself, the DENTSU mission
presented to the taskforce some strategies to express the charm of Ethiopia and appeal to overseas
markets. Just like market information in Japan, this type of proposal may best come from outsiders. Here,overseas Ethiopians can play a valuable role as they have outsiders’ eyes and find the potentials of
Ethiopia.
Currently the CPA is aiming to develop the brand which can improve the country’s image andpromote champion products. In the future, the Ethiopian government may focus on more promising
sectors. In such a case, the CPA needs to seek coherence among the sector brand and country brandtogether with an individual firm brand.
1032.3.4 Select CP candidates
Challenge 7: Clarifying selection criteria and procedure of champion products
When this study started, 11 companies had been already identified as candidates for champion products.40
The selection criteria and procedure were set before the final selection of champion products, but thetaskforce discussed findings from interviews of candidate companies using a checklist to make the decisions.
The criteria was not clear enough, and many companies were not targeted. Another seven companies wereadded for the Trade Fair. But due to the lack of clear selection criteria, these companies were chosen basedon recommendations from intermediate organizations, taskforce members and government senior officials.
In fact, at the workshop mentioned in Chapter 1.7, some participants suggested systematizing thenomination and selection of champion products. Also, some exhibition visitors asked about the selection
criteria as their companies wanted to be involved. Systematizing the selection of champion products andcrystalizing its process is a pressing issue for the CPA.
This kind of system building will boost the products’ quality assurance. In general, processed
agricultural products from Africa have been slow to build a traceable production system for organic
certifications. To get an international standards certification, producers need to bear a large cost and know
how to meet high standards. Domestic certification system is also considered effective in improving productquality. There are no global quality standards for coffee beans. The grades which show the quality of
Ethiopian coffee beans were set by the Ethiopian authorities and accepted by the world market. If the CPA
establishes a well-defined certification standard and procedure, it will be able to assure the quality of
Ethiopian products.

Initially only 11 companies were selected for champion products, and another seven wereadded for the Trade Fair organized by ECCSA in 2013. In this exhibition, one company
declined to participate. Thus, 17 companies participated.

40

104

2.3.5 Conduction promotion
Challenge 8: Selecting a promotion means, such as media and contents, to reach the targetedbuyers and consumers
As parts of promotion activities in the project study, exhibitions were organized for champion products inJapan and Ethiopia and conducted test marketing in a department store in Japan. The summary of lessons
from these experiments are as in the table below.
Table 5: Assessment of the effectiveness of promotion activities
Activity
ResultExhibition in Japan ・The result of the(African Fair)
questionnaire survey showsthat the high-quality
Ethiopian products improved
country’s image.

Issues for improvement
・ Few buyers requested further information.
This suggests the exhibition was not
attractive enough. Buyers-only exhibitions,such as a gift show, may be more effective.
・ Showing reference prices might have been
useful when asking visitors about theirappropriateness.
Lesson learned: The target population should
be identified before attending eachexhibition.

Test marketing at a
department store inJapan

Exhibition in the 6th
ECITF in Ethiopia

・Ethiopian products were very
popular. CPA products can be
accepted in Japanese markets.

・The Ethiopian companies did not respond toorders promptly when exhibited products
were running short. Information on the sizeof demand was not sufficient. Inspection
before export was not done fully.

Lesson learned:
・ Production system needs strengthening.
・ Export and import system needs
streamlining.
・ The companies should know proper
inspection and packing are part of basic
standards to meet.
・ The exhibition improved the ・Only a limited number of visitors to the 6th
impression of visitors and
ECITF were from the target population ofother exhibitors of Ethiopian
champion products. To promote in overseas
products.
markets, champion products should be
displayed in tourist-oriented shops in Addis
・ The brochure in English was
Ababa.
popular among tourists as a
shopping guide.
Lesson learned:
・ Exhibitors learned display
・ Check if exhibition visitors are from thetechnique through the VMDtarget population.
seminar and hands-on trial in
the exhibition.
・ Exhibition can be used for various
purposes, such as applying techniques・ Staffs from exhibitors gained
an opportunity to feel how
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Activities common to
the above exhibitions
and selling

their products were received
by consumers and buyers.
・ The brochure for CP was
popular and ran out quickly.
・Exhibitors did not understandthe importance of promotion
tools, and were notcooperative to the productionof the brochure.
・ Both in Japan and Ethiopia,
the order for panels andfurniture were placed by thedisplay advisor. These and thedisplays were highly rated byvisitors and exhibitors.

studied in seminar, conducting surveys,
and collecting voices of consumers.
・To answer questions and inquiries, it would
be better if each company would prepare acompany information brochure and productsamples for distribution, particularly in thecase of products such as honey. The
attendants should know the information on
their products well.
・The booth should have a space for buyers to
see and ask about products without being
disturbed.
Lesson learned:
・ Promotion tools are important.
・ Various means should be used at
exhibitions to promote the products (e.g.,panels,actualproducts,
samples,brochures, booth attendants).

Champion products were exhibited in African Fair and the 6th ECITF. But only a few products werenegotiated by buyers. Even the products from Sabahar and MUYA Ethiopia, well known for their quality,
have not been exported to Japan through these events.
One of the reasons for failure to attract buyers may be an inappropriate choice of promotion means.
African Fair in Yokohama and the Trade Fair in Addis Ababa did not seem to fit the target population.41
Both exhibitions were aiming more at general visitors. Further study and experiments are needed for target
markets to explore more appropriate promotions with the CPA brand.
As for customers, the brochures and SNS can be effective tools to deliver the information on
champion products and the aim of the CPA. The information in brochures can be used on different occasions
and applicable to various media. For selling processed agricultural products, the tasting is effective.
Many of CPA companies are of small- or medium-size. Even if their products have high market
value, they cannot bear the costs of exhibition furniture, product promotion, and international consultants.
Therefore, the companies needs to utilize domestic resources to build infrastructure for product promotion.
Considering the feature of the CPA and the sizes of participating companies, these sales promotion
tools can be best prepared not by individual companies but by private sectoral associations or government
sectoral organizations. A feature of the CPA is not to sell each company but to focus on the brand or imageof a sector or country. However, in Ethiopia, intermediate organizations have not grown yet.

MUYA Ethiopia’s products under the brand name “lemlem” have increased sales at department
stores in Japan, competing against other apparel brands. However, MUYA Ethiopia’s otherproducts and Sabahar’s products, less known to consumers, need to compete against low-quality
shawls made in Asian countries. Their products have a good design and quality, but due to alack of brand power and product promotion, Japanese consumers have not recognized those
products’ values.

41

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Company visits in Japan made it clear that the Ethiopian side did not have enough information tosell the products. Although the visits were great opportunities for Ethiopian companies to directly contact
Japanese buyers and companies, lack of information on champion product companies represented a missed
chance to deliver it to Japanese counterparts.

2.4 Issues in other categories
2.4.1 Improving enabling environment
Challenge

9: Establish an export promotion organization, which removes disincentives, with crosssectional export promotion policy, andChallenge 10: Implementing export promotion policy through human resource development inexport business, financial support services, efficient customs clearance, market
information services, etc.
In general, export business infrastructure has not been fully developed in Ethiopia, but companies andsectors with overseas customers and investors have improved an existing infrastructure and distribution
system. That is, a buyer-driven creation of value chain has been seen in a limited types of companies andsectors.
By contrast, many CPA companies are small in business size and have not created a strong network
within their own sector. The CPA targets high-end markets by stressing the quality and uniqueness of
products as their selling points. But a strong demand for exports has not emerged, and therefore it is unlikelythat a buyer-driven value chain will take place in the near future.
Some CPA sectors have strengthened their export capacity by improving product values using
government support, but even these sectors present many challenges that each company cannot tackle on
its own. 42 These challenges are improving export systems and human resources, including nourishingexport agencies and training people in export business; strengthening financial services, including financing
business expansion for exports and using land ownership as a collateral for a loan 43; improving efficiency
of customs clearance, including simpler export documents and speedy customs clearance; accessing

For example, in the leather sector, the government has banned the export of untanned leather
as a step towards exporting leather as industrial products. However, the leather sector faces many
problems, such as: inappropriate feeding of cattle by farmers (improper livestock management),
inappropriate storage of rawhide in rural areas, and a small supply of rawhide compared to thecapacity of tanning factories and lack of modern processing knowledge and facilities in factory.
The government has banned the export of opal ore to nurture domestic industries; however, someforeign buyers directly purchase ore from small-scale mining companies, and some producer
organizations are requesting the government to allow ore export.
43 People are not allowed to own land. People can borrow money on land lease, but the amountis very low.
42

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information on government-led export promotion initiatives; and others. It is hoped that the government ofEthiopia will take an initiative in tackling these challenges.44
2.4.2 Raising awareness
Challenge 11: Promoting the CPA to Ethiopian companies
Currently potential champion products and companies are not thoroughly scrutinized. Therefore, to findout candidates and sustaining the effectiveness of the approach, the CPA needs to be promoted to a wider
range of companies and entrepreneurs. In the 6th ECITF, various Ethiopian companies showed their interestin the CPA. Although their products may not meet the criteria for champion products now, it is importantto promote the CPA to these companies to find future champion products.
2.4.3 Building export readiness
Challenge 12: Strengthening information services on target markets, which will be useful for productdevelopment, as well as technical support system for quality improvement
Challenge 13: Focusing on technical support which makes a “direct impact on sales,” such as VMD,
and motivates companies to actively participate in the CPA
Challenge 14: Improving products to meet target markets’ needs and demand in quality, based on
information collected in the process of expanding sales channels
Challenge 15: Nurturing potential CPA companies
Considering companies’ limited resources, it is desirable that intermediate organizations, such as private
sectoral association, will provide market information and technical support for quality improvement.
The result of the questionnaire survey at African Fair suggests a clear difference in preferences
between men and women, and between age groups. It implies a need for segmenting Japanese markets andapplying gender-based and age-based targeting strategies.45 Furthermore, the result of the test marketingat Tokyo Department Store show other factors of sales performance, including seasons, product design, andpreferences particular to Japanese consumers. 46 Another issue is underestimating the importance of
packaging. Firstly, due to an underdeveloped packaging industry, airtight glass containers and different

Many people pointed out prepayment from buyers as a hindering factor. However, for largescale transactions, buyers can substitute the letter of credit issued by a bank for prepayment.
Therefore, prepayment affects transactions by large- and middle-size companies less.
45 Japanese consumers value healthy image of products, as much as price and quality. Developing
products for men or unisex products with healthy image can be a differentiation factor.
46 Nobody buys thick shawls in summer. Oversized accessories are not popular among Japanese,
who are generally slender. To make customers recognize the quality of a product, its design mustbe attractive enough to be picked up by hand.
44

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shapes or sizes of paper boxes are not readily available in Ethiopia. Secondly, many manufacturers thinkpackaging is not an important issue as boxes and wrapping paper go straight to the trash. Lastly, many
manufacturers limit the role of labels to making their products visible. However, these are all crucial mattersin mature markets overseas.
The above information on Japanese markets is valuable for manufacturers. However, according asurvey by Global Entrepreneurship Monitor47, it is extremely difficult for Ethiopian companies to gather
information on their own. Therefore, Ethiopian private sectoral associations and diplomatic missions needto help manufacturers contact buyers, and share information with them.
One of the strongest requests in the study was continuing VMD advice. In the exhibitions inEthiopia, stakeholders realized the effect of VMD. Some increased sales as a result of hands-on VMD
advice in shops. The popularity of VMD comes partly from its easy application and direct effect on sales.
And more fundamentally, this type of technical advice might appeal to exhibitors as a new experience sincemost past support from development partners has been strictly financial. This suggests a need for theJapanese side to continue hands-on technical support in sales technique.
2.4.4 Closing export deals
Challenge 16: Understanding business practice in target markets, including business manner andmatters of importance in concluding contracts
Challenge 17: Providing support to succeed in business negotiations, including understanding
business information, improving business manner, and preparing contract documents
During this study, many participating companies requested market information. At the same time, someJapanese buyers pointed out that their Ethiopian counterparts tended to delay responding to their inquiries
via email. This suggests that the Ethiopian side is not fully using its existing contact with buyers.48
On the other hand, the study found that buyers did not consider the prepayment system a burden
as long as they knew the timing of shipping, though stakeholders in Ethiopia worried about it. What mattersfor buyers is prompt replies from Ethiopia to their inquiries by phone and email, on-time delivery, thoroughproduct inspection before delivery, and packaging convenient for retailers.

http://www.gemconsortium.org/ Ethiopia ranks lowest (1%) among ninety-six countries in
the ratio of new entrepreneurs having more than 25% of customers coming from othercountries.
48 An Ethiopian company started business with a Japanese buyer before its involvement with
CPA activities, but received an order only twice. But this company has not asked the buyer about
the reason for stopping business. Such a lack of business mind among Ethiopian entrepreneurs
is considered a reason for unsuccessful business deal. Similar incidents happened in the 6th
ECITF. Several companies left their business cards recommending their products to the CPA.
47

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In particular, it is important to deliver market information from buyers to manufacturers and tohave manufacturers understand the importance of business manners through workshops and seminar, as thelinks between manufacturers and the market are not evident in Ethiopia.
2.4.5 Others
Challenge 18: Creatively utilizing human and organizational resources in Ethiopia
In the 6th ECITF, overseas Ethiopian people helped CPA activities with their business-oriented attitude,
specialized knowledge, and sympathy to the CPA.
In addition, the network between companies, which emerged through exhibiting products andparticipating in workshops, is an important output of CPA activities. Such a network will ensure the CPA’s
sustainability. Some company owners expressed their expectation for their employees, who had rarelyinteracted with other companies, to build a network outside their organizations. In fact, many younger
staffers, who were sent from CPA companies to the 6th ECITF, were very eager to learn. These employees
will surely enhance the capacity of the companies. In the future, it will be effective to invite not only
company managers but also younger staffers to overseas exhibitions.
Mrs. Nigest of CAWEE is now starting up a new project with support from the wife of the prime
minister, who visited African Fair. The scope of this project includes supporting women’s selfindependence using gemstones in Ethiopia. Mr. Tewodros of Orbit Ethiopia, with whom Mrs. Nigest got
acquainted through African Fair, gave advice in designing the framework of the project.
The study team also came to know about associations of women entrepreneurs. The members ofthese associations have a strong bond among themselves, and involved some CPA company managers.
These associations can be invited to participate in CPA activities in the future. The principle of publicprivate partnership suggests the importance of strengthening these networks.

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Chapter 3 Proposals

1113.1 Summary of Issues
The issues in Chapter 2 were tabled in “Framework of export promotion initiatives” described in Chapter
1 as follow．
Figure 28: Whole image of Issues
Catergory

Government

Raising
Awareness

Identifying
Sales
Opportunities

Closing
Export Deals

Company

Stressing a need for cross-sectional export
promotion policy, and supporting an export
promotion institution, which removes
disincentives.
Implementing export promotion policy throughhuman resource development in export
business, financial services, efficient customs
clearance, information services, and etc.

Improving
EnableEnvironment

Building
ExportReadiness

SectorPromoting the CPA to Ethiopian companies

Product development,
production, marketing,etc.

Focusing on technical support which makes a‘direct impact on sales,’ such as VMD, andmotivates companies to actively participate in
the CPA
Improving products to meet the targetedmarkets’ needs and demand in quality. Suchmarket information may be collected in theprocess of expanding sales channels.
Nurturing potential CPA companies

Improving products to meet the targetedmarkets’ needs and demand in quality. Suchmarket information may be collected in theprocess of expanding sales channels.

Improving products to fill the gaps identified
through promotion

Establish an
implementation
body

Building a cross-sectional system for the CPA (decision making, implementation, consultation, etc.)

Develop a
CP Concept

Defining the concept of champion products more clearly
Defining the targeted market of champion products

Develop
brandcomponents

Internalizing the brand and understand its importance.
Securing coherence between different brand levels

Select CP
Candidates

Clarifying the selection criteria and procedure ofchampion products

Conduct apromotion

Stressing a need for cross-sectional export
promotion policy, and supporting an export
promotion institution, which removes
disincentives.
Implementing export promotion policy throughhuman resource development in export
business, financial services, effi

Providing support to succeed in businessnegotiations, including understanding businessinformation, improving business manner, andpreparing contract documents.

Develop a promotion tools(utilizing Ethiopian domestic resources)

Providing support to succeed in businessnegotiations, including understanding businessinformation, improving business manner, andpreparing contract documents.

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Understanding business practice in targetedmarkets, including business manner andmatters of importance in concluding contracts.

3.2 Proposals
Based on the issues identified, three proposals are presented in this Chapter:(1) Proposal on the components of the CPA,
(2) Proposal on the CPA implementation from now onward, and(3) Proposal on the improvement of the enabling environment which will increase the sustainability andeffectiveness of the CPA.
3.2.1 Proposal on the components of the CPA

Proposal 1

Expansion of the CPA: to increase components over the category of
Identifying Sales opportunities

As a result of this project study, issues were found not only in the area of “Identifying Sales Opportunities,”
but also in the area of “Building Export Readiness” and “Closing Export Deals” in the framework of export
promotion initiatives in Figure 10. This means that the CPA which supports companies to identify sales
opportunities might not be sufficient to achieve actual export deals. In order to complement these supports,
it is necessary to expand the CPA.
The CPA focuses on branding and promotion, but needs to have CP deliver corresponding values
to the brand promise. This requires CP candidate companies to improve their products and business manners
continuously based on what has been learned through promotion and marketing research. This continuous
improvement will lead to actual export deals and ultimately further improve the country’s image. The CPA
needs hands-on support to help companies fulfill this requirement.
Also, this hands-on support is necessary to get a commitment from the Ethiopian government on
the CPA. The Ethiopian government wants to see outcomes, at least some successful cases of export deals
as a result of the CPA. To make successful cases, there should be hands-on supports to help companies tobuild their export readiness and conclude export deals.

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Figure 29: Expansion of CPA
Country’s
export isincreased

Country’s
export isincreased

Country’s
image isimproved

Country’s
image isimproved

CPA in a narrow sense

CPA in a broad sense

CP areexported tohigh-end
marketCP areexported tohigh-end
marketConduct
branding &promotion ofCP

Develop a CP
brand

Build CP
companies’
exportreadiness

Develop a
promotion
tools

Participate intrade shows

Develop a CP
brand

Conduct
branding &promotion ofCP

Develop a
promotion
tools

Support CP
companies on
closing export
deals

Participate intrade shows

Source: Prepared by FASID

Specifically, the following activities in different categories should strengthen the CPA’s performance.
Table 6: Additional activities in the different category in the CPA framework
Category

Activities (Example)

Building Export
Readiness• Providing hands-on technical assistance on product development andquality management in order to meet the needs and required quality in thetarget market

Closing Export
Deals• Providing hands-on technical assistance on business manners• Following up inquiries and business talks

Source: Prepared by FASID

The overall flow of the CPA after expansion is as shown below.

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Figure 30: The flow of the CPA in a broad sense
Organize an
implementationbody• Organize an implementation body with sufficient authority, budget and manpower.

Develop a CP
concept• Develop a CP concept with an appealing story based on the characteristics of the target market.

Develop brandcomponents
Select CP
candidates
MarketUnderstanding

MarketAdaption

Conduct apromotion• Develop brand components (brand name, logo, copy, and communication channel).
• Share the brand identity among stakeholders and keep the consistency between different levels ofbrands.
• Select CP according to the selection criteria which is set based on the CP concept. Assure thecomprehensiveness by using multiple selection channels such as public announcement,
recommendation from private associations, etc.
• Conduct a promotion through channels and contents which are effective to reach the target(buyer/consumers).
• Use multiple channels not only trade shows but also other channels.

Follow up inquiries& business talks• Monitor inquiries and business talks to CP companies, and provide advise.

Build CP companies’
export readiness• Based on the gaps identified through promotion, provide hands-on technical assistance to CP
companies on product development, quality management, business manners, etc.

Review the flow

• Review the flow of the CPA annually to identify the area of improvement for the next year.

Source: Prepared by FASIDTechnical assistance proposed as an addition to CPA is shown below. It also shows the three levels ofprogress for CPA companies to become real champions.
Figure 31: The scope of technical assistance in the expanded CPA
Capacity level of company(Product development, production capacity, business manner, etc)

Level III
Level required to have a constantsales in high-end markets
Technical assistancein the CPA

Level II
Level required for buyers
to start export deals

Level I
Level required to be selected as CP(Level reflected to the selection criteria)

Not the scope of technical assistanceIn the CPA

Time

Source: Prepared by FASID

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3.2.2 Proposal on the components of the CPA

Phased implementation of the CPA

Proposal 2

As stated in Chapter 2, it is still difficult to persuade the authorities to make a political commitment on theimplementation of the CPA, and its successful results would not be guaranteed. Although the potential of
the CPA to contribute to the improvement of the country’s image of Ethiopia has been confirmed, its
effectiveness as an export promotion measure has not been fully verified. Thus, at this point, the Ethiopian
government may not make a judgment on the applicability of the CPA in Ethiopia, and may start the full
implementation of the CPA. What is reasonable at this point is to phase the implementation of the CPA, andcontinue this year’s pilot implementation to verify the remaining issues, before making a decision.
Figure 32: Road map to the full application of the CPA

2014/3

Pilot
implementation in 2013

Establish
a tentative
Implementation body

Assessment of theeffectiveness of the CPA,
and decision making
Extension of
pilot
implementation

Establish
Effective a permanent
Implementation
body

Full application of the
CPA

Not effective
Stop the implementation
Source: Prepared by FASID

Proposal 2-1

Extension of the pilot implementation of the CPA

The present project study has not fully verified the effectiveness of the CPA, since activities which help
companies build their export readiness and conclude export deals were not included in the activities in 2013.
Before the Ethiopian government makes a political decision on the applicability of the CPA, it is necessary
to extend the pilot implementation with expansion of the CPA, and collect all the information necessary for
the Ethiopian government to make a decision.
In the extended pilot implementation, it is recommended to set a target market clear, and to focus
on specific sectors (2-3 sectors) considering the needs and potential in the market. This is because it isbetter to focus on certain sectors to efficiently verify the effectiveness of the expanded CPA, where somehands-on support will be added, within limited time and resources. Leather and textile are considered
promising sectors. However, before making a final decision, it is necessary to consider external factors
outside Ethiopia as well as internal factors within it: external factors include the potential of the target
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market like the needs and trade barriers (both tariff and non-tariff) , and internal factors include macro
situations like political priority, maturity of the sector, and status of sectoral private associations, etc. andmicro situations like the production capacity of CP candidates, and their impact on economic development.
The flow of the extended pilot implementation should be as shown below.
Figure 33: Activities in the extended pilot implementation (Example)
Pilot implementation
In 2013

Activities in the extended pilot implementation (Example)
Organize an
implementationbody

Organize an
Implementation
body
Develop a
CP concept
Develop brandcomponents

Select CP
Candidates
Conduct apromotion
Review theflow

Set a target
market• Set a target market (country and sector).

Review the CP
Brand• Review the CP brand considering the characteristics of the target
sector.

MarketAdaption Build CP companies’

export readiness

MarketUnderstanding

Source: Prepared by FASID• Organize a tentative implementation body with minimum decisionmaking and implementing function.

Conduct apromotion• Based on the gaps identified through promotion, provide hands-on
technical assistance to CP companies on product development,
quality management, business manners, etc.

• Conduct a promotion through channels and contents which are
effective to reach the target (buyer/consumers).

Follow up inquiries& business talks• Monitor inquiries and business talks to CP companies, and provide
advise.

Evaluation• Review the result of the extended pilot implementation, andevaluate the effectiveness of the CPA as an input for the decisionmaking

Decision-making• Make a decision on the applicability of the CPA.

To implement the extended pilot implementation, firstly, to establish an implementation body is important.
Cross-sectoral export promotion organization like JETRO in Japan would be ideal as an implementation
body, but currently there is no such an organization in Ethiopia, and it is unrealistic to establish one for the
purpose of the CPA implementation. Thus, the extended pilot implementation is supposed to have a tentative
implementation body like a secretariat office under an existing organization related to export. This tentative
implementation body is supposed to initiate and coordinate the activities specified above.
Hands-on support based on the results of promotion and its follow-up are supposed to be repeatedto bring the CPA candidate companies up to Level III in Figure 31.
When promoting, it is necessary to make the targets clear, and select promotion channels effective
to reach those targets (to tackle Challenge 8). For example, Tokyo International Gift Show provided thestatistics of the past shows on visitors. According to it, many buyers from retailers in apparel and livingware sectors visited the shows for finding suppliers. This makes this show a good prospect to find textile
buyers. Also, Ethiopian Airlines will enter service between Addis Ababa and Narita from the summer in
2014, and this might be a good opportunity for promotion/sales of CP.
Lastly, when reviewing the effectiveness of the CPA, it is desirable to use the number of export
deals as an indicator. However, if the period of the extended pilot implementation is not long enough, this117

indicator might distort the result. In this case, the number of ongoing negotiations may serve as analternative indicator, or study may require qualitative assessment by interview to the management of the
CP companies on their changes of capacities.

Proposal 2-2

Full application of the CPA after the decision at the policy level

Full application of the CPA should be done after Ethiopian government sets policy. A permanent, nottentative, implementation body which has sufficient authority, budget, and manpower is indispensable for
the CPA’s full application. This cannot be achieved without political commitment.
In the full application of the CPA, the following flow is supposed to be done in order.
Figure 34: The flow of the CPA in full application

MarketUnderstanding

Pre-requisite• Commitment to the CPA as an export promotion policy

Organize an
implementationbody• Organize an implementation body with sufficient authority, budget and manpower.
• Establish a cooperation with related organizations such as institute/directorate and private
associations

Set a target
market• Set a target market (country and sector).

Develop a CP
concept• Develop a CP concept with an appealing story based on the characteristics of the target market.

Develop brandcomponents• Develop brand components (brand name, logo, copy, and communication channel).
• Share the brand identity among stakeholders and keep the consistency between different levels ofbrands.

Select CP
candidates• Select CP according to the selection criteria which is set based on the CP concept. Assure thecomprehensiveness by using multiple selection channels such as public announcement,
recommendation from private associations, etc.

Conduct apromotion• Conduct a promotion through channels and contents which are effective to reach the target(buyer/consumers).
• Use multiple channels not only trade shows but also other channels.

Follow up inquiries& business talks
MarketAdaptionBuild CP companies’• Monitor inquiries and business talks to CP companies, and provide advise.

export readiness• Based on the gaps identified through promotion, provide hands-on technical assistance to CP
companies on product development, quality management, business manners, etc.

Review the flow

• Review the flow of the CPA annually to identify the area of improvement for the next year.

Source: Prepared by FASID

The concept of a CP should be clear (to tackle Challenge 3). In high-end markets like Japan, high quality
is a must, as is uniqueness based on a branded story. Instead of just stating “unique,” companies should
prepare a clear statement about how the CP is unique and what value it can promise the market. An external
specialist can help here, providing insight on unique assets. Insiders (in this case, fellow Ethiopians) often
cannot notice a product’s uniqueness. However, an external specialist’s development of a brand concept
should be participatory so that the concept can be internalized.
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When selecting CP candidates, it is recommended to introduce a company review process as wellas product review process. This is because the management’s attitude is critical to support an export deal.
This flow from promotion to capacity-building should be repeated throughout the period of thefull implementation.

3.2.3 Proposal for the improvement of the enabling environment which will increase thesustainability and effectiveness of the CPA

Proposal 3

Support on the development of private associations

The CPA, at least in the case of Ethiopia, is a government-driven export promotion, and the government is
expected to play a central role from branding to promotion. That is, in the public-private partnership the
CPA expects, the “public” takes the initiative.
However, in the mid-to-long term, it is more desirable that the “private” takes the initiative. For
example, JAPAN Brand Development Assistance Program (hereafter JAPAN Brand Program) is a similar
approach to the CPA in Japan, with government support only financial for selected projects. In this program,the role of private associations is much larger than in the CPA. Application is allowed only to projects
initiated and coordinated by private associations such as producers’ associations or the regional chamber ofcommerce. In each project, private associations play a key role such as connecting companies in the same
sector or category and enforcing the development of common strategies in the target market. In this program,the “private” takes the initiative.
This public-private relationship is what the CPA should envision in the mid-to-long term. Private
associations are expected to help support member companies in marketing and technical assistance, tonurture future CP candidates. This is the reason why the CPA should closely cooperate with private
associations even from the start.
The public-private relationship envisioned above cannot be achieved only by the CPA. There
should be different support programs to develop private associations, such as supports of human resource
development or direct financial support to private associations.

Proposal 4

Establishment of cross sectoral export promotion organization andenhancement of export promotion supports

At the same time we develop private associations, it is also important to establish cross-sectoral export
promotion organization in the mid-to-long term. This will not only improve the enabling environment for
the CPA, but increase the overall exports in Ethiopia. Although the current enabling environment is not a
direct impediment to CPA, cross-sectoral issues such as the lack of information about export/import and119inefficient custom procedures make companies less motivated to export. In order to make the CPA moreprivate-driven, these issues should be tackled and solved.
Proposals 3 and 4 are the proposals to improve the enabling environment which will increase thesustainability and effectiveness of the CPA, They are not in the scope of the CPA, but should be consideredpart of a wider framework of mid-to-long-term export promotion strategy.

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3.3 The applicability of the CPA to other countries
The CPA itself is versatile and is applicable to other countries and regions, including sub-Saharan Africa.
However, based on this project study, the following factors are considered for the smooth application of the
CPA.
The applicability of the CPA to other countries can and should be elaborated more after wecomplete the CPA’s second pilot implementation.
Table 7: Important factors of the CPA application
Existence of crosssectoral export
promotion organization

Since the CPA is a cross sectoral export promotion approach, it is desirable to have crosssectoral export promotion organization in advance.

Existence of matured
private associations

Since in the CPA there are roles that can be played by private associations such assupports to individual companies, it is desirable to have matured private associations which
can provide supports in marketing and capacity building of member companies in advance.

Existence of uniqueness
which can differentiate
from others

Since the CPA focuses on a CP brand as a group brand, it is desirable to have uniquenessin a country (historically, culturally, etc) which can be base of the brand, and candifferentiate it from other countries.

Experience in branding

Since the CPA focuses on branding and it is better that the importance of branding is shared
among the stakeholders, it is desirable that there is a past experience in branding such ascountry branding for facilitating FDI.

Existence of industry
which can be valueadded

Since the CPA targets high-end markets in developed countries, it is desirable to haveindustries where it can be value added.

Source: Prepared by FASID

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