2010年-世界发展银行全球_A_Regional_Virtual_Market_Place_for_Middle_East_and_North_Africa___Milestone_Report_13页_1mb

Summary of the Regional Virtual Market Place (RVMP) for Middle East and North Africa - Milestone Report – September 2010

Core Content

The Regional Virtual Market Place (RVMP) is a proposed initiative aimed at fostering regional economic growth and integration in the Middle East and North Africa (MENA) region and its integration with the global market. The project seeks to create an electronic platform that connects buyers and sellers, particularly Small and Medium Enterprises (SMEs), to facilitate trade and reduce market access barriers.

The RVMP is designed to address market failures and information asymmetries by offering a centralized platform where SMEs can market their products internationally, learn about client expectations, and benefit from ratings and reviews similar to eBay. It can be implemented in two forms:

• Relational RVMP: Facilitates contact between buyers and sellers.
• Transactional RVMP: Enables online transactions, including tenders, auctions, secure payments, and tracking of goods.

The project also highlights the importance of additional services such as training, translation, administrative coaching, and business development, which can further support SMEs in their export activities.

Main Findings and Key Points

Familiarity with the RVMP Concept

• 88% of respondents were familiar with the concept of a virtual marketplace.
• This high level of familiarity suggests that the project could benefit from domestic institutional support.

Usefulness of the RVMP

• All respondents believed the RVMP would be useful for SMEs in their countries.
• The potential impacts include:
  • Regional integration
  • Outreach of regional products beyond the region
  • Enhanced competitiveness

Targeted Clients

• The RVMP is seen as a marketing tool for both SMEs and large companies by 76% of respondents.
• This indicates the project has the potential to attract a broader range of participants, including larger exporters, which could lead to faster and more widespread success.

Support and Potential Implementers

• 88% of respondents expressed willingness to support the RVMP.
• The private sector is considered the best implementer, either alone or in public-private partnerships.
• International governmental organizations (e.g., UN Agencies, World Bank, Arab League, EU, WTO) are also identified as potential partners.
• Local governmental agencies and chambers of commerce are also seen as important partners in promoting and facilitating access to the RVMP.

Additional Services

• Respondents identified the following priority services for the RVMP:
  • Transportation services
  • Understanding global demand
  • Assistance with international transactions guidelines
• Other services such as sourcing and pricing, monitoring business activity, quality control, E-learning, and financial and insurance services were also noted.
• Over 82% of respondents believed these services should be subsidized to make them affordable for SMEs.

Relational vs. Transactional RVMP

• A slight preference was given to the relational RVMP.
• Respondents, being governmental institutions, underestimated the benefits of transactional services for SMEs.
• Further consultations are recommended to better understand the productivity gains from transactional services.

Proposed Next Steps

• The World Bank should play an active role in catalyzing the project.
• Country offices are encouraged to:
  • Contact local ministries, investment agencies, and chambers of commerce.
  • Disseminate the project concept to raise awareness and ownership.
  • Identify domestic champions and help validate the RVMP model.
• A public-private partnership is recommended, involving national champions and regional organizations such as the Arab League or networks of chambers of commerce.

Conclusion

The RVMP project is well-received by stakeholders in the MENA region and is seen as a valuable tool for promoting trade and economic integration. The private sector is the preferred implementer, but public support and international collaboration are essential for its success. The need for subsidized services and further consultations on the transactional model remain key considerations for the project's future development.