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STRATEGY FRAMEWORK FOR SUSTAINABLE ECONOMIC AND INDUSTRY DEVELOPMENT (AND FOR DETERMINING AND PRIORITISING THE ROLE FOR GOVERNMENT). Corporate Strategy and Policy PIRSA, Govt. of South Australia. Notes. Outcome – establishing industry growth targets.

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STRATEGY FRAMEWORKFOR SUSTAINABLE ECONOMIC AND INDUSTRY DEVELOPMENT(AND FOR DETERMINING AND PRIORITISING THE ROLE FOR GOVERNMENT)

Corporate Strategy and Policy

PIRSA, Govt. of South Australia

Notes

overview

Outcome – establishing industry growth targets

Strategy – defining strategy for international competitiveness

PIRSA Program – prioritising

PIRSA intervention

PIRSA Input – recovering fair

costs for PIRSA interventions

Overview

Government Program – determining the

appropriate contribution from Government

Notes

outcome getting to accelerated wealth generation

Economic

Growth

Outcome 1

PIRSA primary focus

Organisational

Health and

‘Footprint’

Outcome 5

with

industry

partners

Sustainable

Economic

Development

Key enabler

Prosperous

Regional

Communities

Outcome 4

Cross Community/Govt agenda

Sustainable

Ecosystems

Outcome 2/3

PIRSA secondary focus

Outcome: Getting to Accelerated Wealth Generation

Inter relationship between

PIRSA outcomes

Notes

each industry requires its own vision and growth targets

High growth

Product innovation

Quality standardisation

New entrants

Slow growth

Margin pressures

Competition for market share

Product and process innovation

New growth

Regeneration

Fragmented

Embryonic companies

Market uncertainty

Immature distribution channels

Decline

Industry concentration

Declining demand and investment

High competition for markets

Unsustainable margins

Exodus of producers and/or concentration of industry

Product/service substitution

Emerging

Growth

Mature

Each industry requires its own vision and growth targets

Typical industry lifecycle characteristics

GROWTH

TIME

Notes

conditions for international competitiveness

Firm Strategy,

Structure and Rivalry

International

Competitiveness

Factor

Conditions

Demand

Conditions

Related and

Supporting Industries

Conditions for International Competitiveness

Porter’s Diamond

Notes

strategy getting to sustainable international competitiveness

Economic

development

enhancements

Porter’s Diamond

Factor

Conditions

(Resource Capacity)

Demand

Conditions

Firm and industry,

rivalry and structure

Related and

supporting

industries

Industry strategy

and structure

Firm rivalry

and dynamism

Productivity

development

enhancements

Market access

development

enhancements

STRATEGY: Getting to Sustainable International Competitiveness

Develop a ready access

to knowledge, skilled

workforce, physical

resources, capital

and infrastructure

Develop a discerning

domestic market

Develop an

industry operating

environment

that encourages

investment and

responsiveness to

markets

Develop a business

culture that encourages

entrepreneurship,

collaboration and

innovation

Build stronger

integration and

cost efficiencies

with operations of

complementary

industries

Leveraging domestic

characteristics into

exports

Land, water, resources

Roads, ports, rail

Courses, graduates

Management resource base

Research and development

Human capital

Positive rewards for entrepreneurship

Competitive industry structure (NCP)

Appropriate mix of rivalry and collaboration between firms

Consumer affairs

Development of

stronger ties

between

businesses

associated with

the value chain

Taxes and charges

Accounting rules

Financial reporting rules

Markets for ‘risk’ capital

Reward systems

Business rules and regulations

Reduce transaction

costs between

industries

Cluster/network

formation

Maintain the sustainable

integrity of the natural

and social environment

Access to

international

markets and market

intelligence

Bio-security

Clean and green

Disease-free status

Bio-diversity

Integrate demand

chains

Assist companies

make informed

choices

Market access

Notes

sectors need to determine their own strategic positioning

Strategy and Structure

Strategy and Structure

Strategy and Structure

Factor

Demand

Strategy and Structure

Demand

Demand

Related Industries

Factor

Re-innovation

driven

Factor

Factor

Demand

Related Industries

Related Industries

Regeneration

Related Industries

Innovation and Investment

driven

Stagnation

Decline

Resource

driven

Emerging

Growth

Mature

Sectors need to determine their own strategic positioning

Typical growth drivers within the industry lifecycle

GROWTH

TIME

Notes

the role government and chance play in building international competitiveness

Firm Strategy,

Structure and Rivalry

Government

intervention

International

Competitiveness

Factor

Conditions

Demand

Conditions

Chance

Related and

Supporting Industries

The Role Government and ‘Chance’ Play in building International Competitiveness

Notes

pirsa programs getting to industry self mobilisation

STRATEGIES

Factor conditions

(Resource capacity)

Firm and industry,

rivalry and structure

Demand

factors

Related and

supporting

industries

Develop a ready

access to

knowledge, skillled

workforce, physical

resources, capital

and infrastructure

Maintain the

sustainable

integrity of the

natural and

social

environment

Develop an

industry operating

environment

that encourages

investment and

responsiveness to

markets

Develop a

business

culture that

encourages

entrepreneur-

ship,

collaboration

and innovation

Develop a

discerning

domestic

market

Access to

international

markets and

market

intelligence

Build stronger

integration and

cost efficiencies

with operations

of

complementary

industries

Persuasion/advice

Market creation

Subsidies/taxes

Legislation and compliance

Trade and market services

Training and education services

Natural resource-based infrastructure project services

Portfolio program management services

Resource regulation planning services

Compliance services

Licensing services

Human and Social Infrastructure

Research and scientific services

Research and scientific services

Research

Education and training

Data and information products and services

Facilitation and planning services

Information distribution

Physical Infrastructure

Developing assets

Incident response services

Natural resource-based infrastructure project services

Incident Response

PIRSA PROGRAMS: Getting to Industry Self-Mobilisation

TYPES OF

GOVERNMENT

INTERVENTION

INDIRECT MARKET

INTERVENTION

DIRECT MARKET INTERVENTION

Notes

pirsa programs getting to optimal market benefits
PIRSA Programs: Getting to optimal market benefits

Prioritising PIRSA

intervention

SIGNIFICANCE OF MARKET FAILURE

Severe

Slight

None

BENEFIT COST

RATIO

Clear role

for PIRSA

Clear role for

private sector

High

Potential role

for PIRSA

Potential role for

private sector

Medium

PIRSA role defined by other policy objectives

Low

Notes

pirsa inputs getting to fair cost recovery
PIRSA inputs: Getting to Fair cost Recovery

Recovering a fair

cost for PIRSA

programs

WHO CAPTURES THE BENEFIT

Public

e.g. Community

Combination

e.g. Industry &

Community

Private

e.g. Firms/individuals

EFFICIENCY

OF

CHARGING

Mix of

mechanisms

Fees and

charges

High

Identity

Attribution

Mechanism

Levy

Medium

Fully tax-payer

funded

Low

Notes

bringing it together a framework for strategic thinking and decision making

Industry, Government,

Universities etc.

“Getting to accelerated

wealth generation”

What are the appropriate

industry growth targets?

Lifecycle model

Industry scorecards

Monash model

Industry, Government,

Universities etc.

“Getting to sustainable

international competitiveness”

What is the strategy mix to build international competitiveness?

Porter diamond

Customer research

SWOT/PEST analysis

State Government

“Getting to industry

self mobilisation”

What is the appropriate

contribution from

Government?

Market failure assessments

Government directions

Accountability framework

PIRSA Groups

“Getting to optimal

market benefits”

What are the priorities for

PIRSA’s intervention?

Market failure analysis

Cost benefit analysis

Risk assessment

Program evaluation

Ministerial directions

PIRSA Groups

“Getting to fair cost

recovery”

What is a fair level of

cost recovery?

Public/private benefit

analysis

Bringing it together – a framework for strategic thinking and decision making

Step

Participants

State Government

policy orientation

PIRSA policy

questions

Analytical

tool

Outcome

Strategy

Government

Programs

PIRSA

Programs

PIRSA

input

Notes

acknowledgements and contacts
Acknowledgements and Contacts:

Corporate Strategy and Policy Branch of PIRSA provides professional economic analyses to assist decision makers within Government. These services typically entail the application of standard economic tools to industry or natural resource problems, analysis of the resultant information and the development of strategy options. These analyses can be done as an input into broader PIRSA or Government submissions or inquiries, such as to PIRSA Executive, Cabinet or the Productivity Commission. Analyses are also done by Corporate Strategy & Policy instigating economic research into issues of strategic importance to the State. These analyses seek to ensure decisions are made by Government in the full knowledge of their economic implications for South Australian primary industries and the State economy.

Contact Us: Location: 17h Floor, 25 Grenfell Street,ADELAIDE, South Australia 5000.

Phone: 08 8226 0516 (Tim Mares)

E-Mail: tim.mares@sa.gov.au