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Publication(World Bank, Washington, DC, 2020-06-17) World BankThe Government of Mauritius is implementing the Mauritius Africa Strategy, which is focused on positioning Mauritius as a bridge for investment and trade in order to open new markets in Sub-Saharan Africa (SSA). A cornerstone of this strategy is sharing the successful experience of Mauritius in providing an attractive business environment bundled with good infrastructure and services in order to accelerate investments in trade, services and manufacturing in SSA countries. This technical note is in response to a request from both the MAF and Government of Mauritius and the EDBM and GoM for: i) an update of the current status of the SEZ regime in Madagascar i.e. policy, legal, regulatory and institutional framework and current proposals being considered by the GoM as well as opportunities for improvement, ii) benchmarking Madagascar’s main competitors in the global textile and apparel markets (such as Bangladesh, Ethiopia and Kenya) and comparing their SEZ regimes for textile and garment zones to identify competitiveness strengths and weaknesses and lessons learned, and iii) outline opportunities for successful development of the proposed zone for consideration by both the GoM and the MAF and Government of Mauritius.
Publication(World Bank, Washington, DC, 2017-06) Mihretu, Mamo ; Llobet, GabrielaThe story of how the PVH Corp. (referred to throughout this document as PVH) came to leada group of its top suppliers to build factories and a fabric mill in Ethiopia’s Hawassa IndustrialPark (HIP) is the study of a strong collaboration between a private company looking to optimizeits business model and a government aiming to transform its economy through global strategic repositioning. The success of this story hinges upon the intersection of their goals and a shared vision of development that includes a strong commitment to social and environmental goals.PVH was motivated to invest in Ethiopia to respond to shifts in the global apparel sector, its growing desire to retool its business model and to address its concerns about compliance with social and environmental standards in its traditional sourcing locations. PVH had decided to rethink its business model and to look beyond the horizon towards a new region in which tolocate its manufacturing base. To have better oversight and enforcement, PVH moved to adopta fully integrated vertical supply chain, including direct investment in one of the manufacturingfacilities.Key to Ethiopia’s success in attracting this important investor was the government’s ability and willingness to strategically evaluate its foreign direct investment (FDI) needs and strategy and to take steps to evolve into an attractive location for higher value-added export-oriented investment.This case study explains a private investor’s site selection process. It assesses the elements PVH prioritized when deciding to commit to Ethiopia, and specifically to HIP. The case study further assesses the government of Ethiopia’s strategy, level of readiness, interest, and commitment, and sets out some key challenges that lie ahead for this partnership. The case study is structured in ten sections. Section second offers a brief background on the textile and apparel industry, including an explanation of its value chain. It provides a brief corporate profile of PVH and its current global footprint and business model. Section third describes the site selection process: PVH´s initial explorations in Africa, its consideration of several African countries, and its initial conversations and negotiations with Ethiopian authorities. Section fourth discusses the Ethiopian government’s strategy to attract and expand export-oriented investments, including efforts to bolster the country’s competitiveness. This section attempts to offer some explanation why Ethiopia was the right fit at the right time and its level of readiness to land such an investment. It provides a brief profile of PVH’s Africa point of entry, the HIP. Section sixth covers the challenges that lie ahead for this-project---potential setbacks that will affect not only the consolidation and growth of the textiles and apparel industry in Ethiopia, but also the government’s vision of becoming the “manufacturing powerhouse of Africa.” Section eighth concludes with some key lessons from PVH’s decision to invest in Ethiopia. Such lessons may be relevant to countries or regions interested inattracting FDI and may be of particular interest to other African countries in their quest to attract major investments in the textile and apparel sector.
Publication(World Bank, Washington, DC, 2016-09-30) Zhihua Zeng, Douglas ; Kayonde, SusanThe 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(Washington, Dc, 2010) World BankKenya'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.