Private Sector Development, Privatization, and Industrial Policy
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Publication
Assessing the Potential for the Electronics and ICT Manufacturing Industry in Ethiopia
(World Bank, Washington, DC, 2016-09-30)The report includes the analysis of global Information and Communication Technologies (ICT) and electronics value chains, an assessment of Ethiopia’s current and potential participation in these regional and global networks, and an analysis of the country’s competitive positions in specific segments of the sector. The findings of these efforts have been used to provide strategic direction for the development of the sector and to draft an action plan and road map to implement the sectoral strategy in the short, medium, and long term. The analysis shows that the overall electronics and ICT industry is currently playing only a modest role in the Ethiopian economy, with a relatively limited presence of companies and commercial activity. The analysis also illustrates important differences in the competitive position across the various segments analyzed. In conclusion, the analysis has shown that the ICT and electronics industry has potential in Ethiopia, with a presence already emerging in selected segments. -
Publication
Zambia - What Would it Take for Zambia’s Beef and Dairy Industries to Achieve Their Potential?
(World Bank, 2011-06-01)This report is a window into a larger initiative, the jobs and prosperity: building Zambia's Competitiveness (JPC) program. The JPC program is a 'joint venture' between the governments of the Republic of Zambia, the Zambian private sector, the United Kingdom's Department for International Development (DFID), the African development bank group and the World Bank Group. As such, the report represents the collective efforts of many people who engaged in this work at different stages in the process. This report is part of a series produced by the World Bank's Africa Finance and Private Sector Development Unit (AFTFP). This report explores the potential contribution that the beef and dairy industries could make to jobs and prosperity in Zambia, and what it will take to achieve this potential. The Zambian government has been looking to increase growth and job creation, and the prosperity resulting from them, by developing a more competitive and diversified economy. This report explores the potential contribution that the beef and dairy industries could make to the government's ambition and sets out what it will take for the industries to achieve their potential. Two main factors provide Zambia with large potential for developing its beef and dairy industries: the country could sustain more than double its current population of cattle; the demand for beef and dairy products in the domestic and regional markets is likely to increase significantly. However, Zambia's beef and dairy industries are currently underperforming and uncompetitive. -
Publication
Zambia - What Would it Take for Zambia’s Copper Mining Industry to Achieve Its Potential?
(World Bank, 2011-06-01)This report is part of a series produced by the World Bank's Africa Finance and Private Sector Development Unit (AFTFP). This report explores the potential contribution that the copper mining industry could make to jobs and prosperity in Zambia, and what it will take to achieve this potential. Copper has for many years played an important role in Zambia's economy, and the performance of the economy has followed the fortunes of copper mining closely. This report investigates the role copper mining could play in achieving the government's objectives of increasing economic growth and jobs in the future. Although 40 percent of the country has not been geologically surveyed, Zambia is recognized by the international mining industry as having good mineral potential. Zambia possesses 6 percent of known world copper reserves. According to the highly-respected Fraser Institute survey of mining and exploration companies, Zambia ranks 26th out of 79 jurisdictions worldwide for mineral potential. In Africa, only the Democratic Republic of Congo (DRC) and Burkina Faso have appreciably higher mineral potential scores. -
Publication
Africa Region Tourism Strategy : Transformation through Tourism - Harnessing Tourism for Growth and Improved Livelihoods
(Washington, DC, 2011)This paper presents the strategy vision for Africa of promoting tourism. The strategy relies on four pillars: policy reforms, capacity building, private sector linkages, and product competitiveness. Working closely with client countries, implementation of the Africa Region Tourism Strategy, will focus interventions in these four areas in order to address the persistent constraints to the growth of tourism in Africa. Combined, these interventions will enable high-demand tourism products to compete in the global marketplace. The approach is region-wide; it engages staff across the Bank's Africa Region. Implementation will be led by Africa Region s Finance and Private Sector Development Department (AFTFP). The World Bank Group support to the Africa tourism sector is currently 120 million US dollars. It could reach 500 US dollars million by 2015, generating as many as 300,000 direct formal jobs. The report examines the social, environmental, and economic risks associated with poorly managed tourism, and offers recommendations based on years of experience with tourism projects.This review has provided a snapshot of what Bank has been doing to support tourism development, and its alignment with national strategies in sub-Saharan Africa (SSA). The findings from this review are anticipated to facilitate future dialogue and negotiations among tourism stakeholders to increase support for tourism development in the region. -
Publication
Kenya's Tourism : Polishing the Jewel
(Washington, Dc, 2010)Kenya's tourism product lines and its source markets function in a cross-sectoral context, which leads to cross-cutting public and private sector issues. Tourism has played a major role in Kenya's development despite economic jolts from time-to-time by internal and external shocks. In 2006 and 2007 the economy grew rapidly and tourism, after a jolt in early 2008, rebounded thanks to market conditions and some solid marketing. The global recession, of course, has since intervened, and Kenya will have to continue with bold and committed actions if it is to regain its iconic position in world tourism. Value chain analysis of safari, coastal, and business and conference tourism highlights constraints and opportunities. Current tourism enterprises are hampered by significant taxation and regulation. Peaks and valleys in tourism flows have exacerbated already limited access to capital necessary for the sector to be competitive. The key to sustainability lies in Kenya's ability to provide a mix of tourism products -safari, coastal, cultural/heritage and business and conference - while protecting the very assets these products celebrate. -
Publication
South Africa : Enhancing the Effectiveness of Government in Promoting Micro, Small and Medium Enterprise
(Washington, DC, 2007-02)This study focuses in particular on the question of whether incentives and support programs have: (a) been correctly targeted to address the diverse and specific needs of small, especially micro, enterprises; (b) been implemented efficiently by the responsible agencies in terms of their delivery and impact, and (c) have been effective in helping smaller firms access a wider market for their products and services. The findings of the micro-enterprise survey, the review of the various incentive programs and the value chain analyses indicate that: (a) among specific constraints faced by the small, micro and medium enterprises (SMME) sector, the skills gap and the issue of access to finance are of particular relevance; and (b) while the economic rationale that existed in 1995 for SMME support remains valid, there is a need to find cost-effective and well-targeted programs that meet that rationale. The issue of skills development, in particular, is central to the medium-term agenda as a means of raising productivity and, hence, employment in segments of industry - both in the formal and informal sectors. As regards the Department of Trade and Industry (DTI) programs, there is a need to improve the effectiveness of promotion, strengthening selection criteria, and modulate the process of scaling up of individual programs. As regards other incentives, implementation of the Duty Credit Certification Scheme (DCCS) incentives has not been highly effective in ensuring the compliance of beneficiaries with the training and skills development requirements of the scheme; and this will need to be tightened up in the future.