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Entrepreneurship, Training and Trade
International Trade Strategy for Manitoba
Prepared by The Council on International Trade
Section V Strategic Initiatives
To pursue the achievement of the five strategic objectives, several strategic initiatives will be undertaken to take advantage of emerging opportunities and trade-oriented networks. Each initiative will have its own action plan and deliverables as determined by the Council in partnership with stakeholders.
Major strategic initiatives will include:
| 1. | Centrallia With the launch of Centrallia 2010, an international brand was also launched representing small and medium-sized business across a number of sectors looking for opportunities in new markets. The conference was a vehicle to create awareness within Manitoba target markets that Manitoba is a center in Canada for international trade. It served to establish partnership agreements with trade organizations from around the world. It created targeted trade opportunities for more than 600 business people from over 40 world economic regions. The database has detailed profiles of each organization and a group of internationally-focused companies that want to continue to be a part of the Centrallia network. This provides an additional platform to deliver trade services to serve our SME community. The brand will evolve into a comprehensive trade program for Manitoba companies that will offer training, mentorship, market awareness and, most importantly, targeted trade opportunities. The program will continue to invite companies from around the world so they can discover our province and pursue partnerships, alliances and business with other companies from around the world. |
| 2. | World Trade Centre With no World Trade Centre (WTC) in the center of the country, we have a great opportunity to represent a wide region and also leverage the international brand and network of this growing organization. The WTC could act as the place where all partner organizations collaborate around trade initiatives. Training, market awareness sessions, missions both inbound and out-bound, trade data and information, mentorship, and business-to-business meetings are just some of the services typically offered through a WTC. |
| 3. | Review and
Renew Trade-related
Memorandums
of Understanding
(MOUs) Canadian provinces, U.S. States and other international partners often use MOUs as framework agreements to focus co-operative activity on trade and other important priorities. To generate results, trade-related agreements must be focused, measurable, multi-level and well known by all participants. The Manitoba Government sees the recent Manitoba - Illinois MOU22 as a potential model for establishing a new, more proactive role for the private sector in MOU follow-up. The Council will review Manitoba’s trade-related MOUs to assess those that have the greatest potential for increasing trade and recommend the highest priorities. Since most of these MOUs are government-to-government agreements, the Council will work with the provincial government to re-engage with the identified high-priority jurisdictions to develop revised agreements to maximize trade prospects. The Council will also conduct a review of existing agreements currently in effect from different collaborating organizations (chambers of commerce, trade agencies, post-secondary institutions, etc.) to ensure we don’t miss any opportunities to leverage existing relationships. |
| 4. | Develop and
Implement Market
Strategies for Our
Priority Markets
|
| 5. | Develop and
Implement an
Effective Trade
Communications
Program Develop a communications tool kit that will be a good resource for different organizations, including the private sector, to ensure consistency and quality of messages. Trade communications strategy must also include orientation of our trade representatives in strategic markets. |
| 6. | Develop a
Comprehensive
Trade Data System This initiative is designed to track the Manitoba trade data required to measure progress toward strategic goals and to accumulate more detailed information from our trading companies. Particular emphasis will be on data regarding SMEs, and the investment and service sectors. |
| 7. | Develop an “Export
Champions” Program Manitoba has many experienced exporting companies. These companies provide an opportunity to educate and facilitate export mentorship by creating a vehicle for export champions to mentor and provide advice to new exporters. They will also be used to identify targeted trade opportunities that may exist for other Manitoba organizations in their active markets. |
| 8. | Leveraging
Major Projects The many world-class developments happening in Winnipeg all provide additional opportunities for Manitoba. The return of the NHL, the Canadian Museum for Human Rights, CentrePort Canada and many other bold initiatives are not only great for Manitoba but they also provide unique opportunities to identify prospects for new trade development. |
| 9. | Cultural
Trade Strategies The diversity of Manitoba provides a unique opportunity to learn from resident Manitobans about their international homes. Market and cultural awareness can sometimes be more accurately represented by a local resident. Also, existing networks that can be used to pursue opportunities will be targeted. |
| 10. | Export
Consortiums Local companies that share a complementary product/service or interest will pursue opportunities to partner to pursue a market. This consortium model can be a platform for companies to pursue export markets in an effective and efficient way. Consortiums can be built for the pursuit of large contracts, joint market representation or joint investment. |
| 11. | Utilize Existing
Trade-enabling
Entities There are number of existing entities that provide trade-enabling support. Examples include Manitoba Trade and Investment, Foreign Affairs and International Trade Canada, the Canada/Manitoba Business Service Centre (a joint federal/provincial entity), business associations and other sector-oriented business matchmaking groups. Where possible, the Council will endeavour to access these services as a means to maximize cost efficiency/reduce redundancy of efforts. |
