Примеры использования Linkage strategy на Английском языке и их переводы на Русский язык
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The formation of a linkage strategy team with adequate skills and resources.
At this point, I would like to stress that we must renounce the so-called linkage strategy.
This gives the linkage strategy team a reason to visit SMEs and the possibility of developing a better local network.
The most important thing is not to make the CD a captive to the linkage strategy because it will prevent progress in the CD.
As a result any linkage strategy will need to be wide-ranging and adaptable to changing circumstances.
Alongside this there will be specific opportunities which can be used to continue engagement of SMEs andbuild experience in the linkage strategy team.
Linkage Strategy Team Establishment of the linkage strategy team is clearly a first step to any actions.
Such an analysis is essential for any linkage strategy- without it, a Government cannot decide how to allocate scarce resources.
Although currently purchasing for Kazakhstan is centralised in Astana,there is scope for the development of local suppliers and for the linkage strategy team to act as an intermediary.
In its linkage strategy, Statistics Netherlands tries to maximize the number of matches and to minimize the number of mismatches.
If such a person does not exist then it will be important that someone from the Linkage Strategy Team in East Kazakhstan should perform this role, liaising with Metro centrally.
Any FDI-SME linkage strategy needs to create institutions and actions which address these issues, which are described in more detail below.
A set of pilot actions which are designed to demonstrate the effectiveness of linkages, develop networking amongst the SME sector, demonstrate to the SME sector the needs of foreign investors, andgive experience to the linkage strategy team.
However, this is important context for the linkage strategy, since the effect of any promotion for diversification will not be felt in the short term.
A publication entitled"Deepening development through business linkages" reviewed three important elements for private sector development(an enabling business environment, access to finance and public- private sector partnerships)that are critical for a linkage strategy.
A set of developmental actions which keep up the impetus of the linkage strategy team, identifying future opportunities and maintaining the engagement of both FDI and SME sectors.
Nonetheless the linkage strategy team should build up capability in all sectors where there may be foreign investment, since it is important to support local SMEs and to maximise the impact of any new FDI.
By choosing a limited number of targets andspending time with them, the Linkage strategy team will learn more clearly what investors need and how this can(and cannot) be supplied by the local SME sector.
Again work here will give the linkage strategy team experience in dealing with larger companies and foreign investors, and acting as an intermediary with local SMEs.
Implications for linkage strategies In none of the three regions are there immediate new FDI investments(nor existing FDI investments in priority sectors) which are likely to have significant expansion.
The linkage strategies need to take account of the scale, nature and distribution of FDI and SME activity in Kazakhstan and anticipated trends and ambitions.
Regional linkage strategies will therefore need to adapt the usage of national funds to local conditions.
Regarding FDI, it is important that any FDI promotion activities are linked to aftercare and linkage strategies, including procedures for handover of contacts and clear allocation of responsibilities.
THE RATIONALE FOR FDI-SME LINKAGE STRATEGIES This chapter explains the rationale for developing FDI-SME linkage strategies.
Clearly it is important that any linkage strategies coordinate with this, and the linkage strategies proposed in this report have been developed against this background, ensuring that the same stakeholders have been engaged in discussions.
However, the projects recommended for the regional FDI-SME linkages strategies are not limited to the priority sectors for future FDI attraction, since it is also important to exploit the full range of existing opportunities.
Currently Kazakhstan is not perceived as an attractive target for foreign investment outside the extractive sectors and therefore any linkage strategies will have to be closely connected with promotional activities.
In this situation, any linkage strategies need to be clearly linked to promotional activities, both because this will be the source of opportunities through new foreign investment and because the existence of linkages and linkage support will assist in promoting the region to potential investors and perhaps changing the image of the country.
International learning models,showing how linkage strategies and actions have been developed in other countries, and their relevance to Kazakhstan.
This in turnmay help focus and direct the development of appropriate linkage strategies with the local supply and R&D base.