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En 2010, Caribbean Export, en collaboration avec la Deutsche Gesellschaft fur Internationale Zusammenarbeit GmbH (GIZ), a lancé le programme modulaire ProNET.

Destiné à l’origine aux entreprises manufacturières qui souhaitent développer leur activité et devenir plus compétitives, avec neuf modules en stratégie d’entreprise, gestion de la qualité, production, développement de produits, gestion des connaissances, gestion des ressources humaines et gestion financière, le Le programme ProNET a depuis été élargi avec un nouveau module axé sur la gestion de l’énergie et les énergies renouvelables.

Le programme est basé sur une méthodologie d’apprentissage expérientiel et est une étude de cas basée sur des exemples pratiques et des devoirs utilisant des techniques telles que le travail de groupe et des exercices d’apprentissage structurés, des discussions ouvertes, des séances de remue-méninges et des travaux sur le terrain.

Nous cherchons maintenant à revoir le cours et à le mettre à jour en fonction de vos besoins.

Si vous avez participé à un cours ProNET, votre contribution est très importante pour nous et vous invite à répondre à cette enquête.

Nous apprécions votre temps et vos commentaires !

La jeune créatrice de mode et entrepreneure des Caraïbes, Christal Oliver, se décrit comme « créative, industrieuse et pleine d’esprit ».

Elle pourrait également ajouter “résilient” à cette liste après avoir réussi à maintenir sa petite entreprise d’accessoires opérationnelle au cours des 12 dernières années malgré de graves perturbations causées par des tempêtes tropicales, une pandémie mondiale et l’éruption du volcan La Soufrière sur son île natale de St Vincent.

Christal et sa petite entreprise ont été naturellement ébranlées par ces événements récents et elle admet que c’est actuellement “une lutte” pour continuer alors que tout reste si incertain.

Elle fait également face à un changement majeur dans sa vie personnelle après être devenue mère pour la première fois en octobre 2020 d’un petit garçon appelé Zephan.

“Je suis 16 mois après la maternité (après l’accouchement)”, dit Christal. “Donc, cela a été un réajustement majeur pour moi personnellement.

«Il y a eu des moments où j’ai fortement remis en question la voie à suivre. Que dois-je faire avec l’entreprise? Est-ce que je travaille seul ou est-ce que je continue tel quel ? Est-ce que je change les produits ? Est-ce que je considère la conception et le commerce plutôt que la conception, la production et la vente ?

“Donc, j’essaie juste de restructurer, et essentiellement de recommencer, ou même de changer de marque, mais même cela a été difficile. L’avenir est tellement plus incertain de nos jours ».

En tant que jeune propriétaire d’entreprise, Christal a évidemment fait face à de nombreuses incertitudes auparavant. En fait, même si elle s’est lancée très tôt sur la voie de l’entrepreneuriat, elle envisageait en fait de devenir pédiatre ou chef.

“L’entrepreneuriat n’a jamais été dans mon esprit”, explique Christal. « Mais, depuis que je suis jeune, j’ai toujours fabriqué ou vendu quelque chose, ou cousu à la main un projet d’artisanat au hasard.

« Puis, fin 2009, je travaillais comme technicienne de laboratoire à mon alma mater (l’école secondaire pour filles St. Vincent). Pendant le temps mort, parce que je ne trouvais aucun sac à Kingstown qui correspondait à mes besoins et à mes goûts, j’ai décidé d’acheter tout le matériel et de fabriquer un sac moi-même. Le produit fini a reçu de nombreux compliments et cela m’a fait réfléchir. J’ai fait un petit investissement dans une machine à coudre domestique Singer, et c’est ce qui m’a amené à trouver un moyen de transformer ma passion en revenus et en opportunités.

Christal avait trouvé sa vocation et dit qu’elle n’a jamais considéré la conception ou la couture comme un «travail», mais au départ, elle ne vendait ses créations qu’à des amis et à sa famille.

« Le démarrage de l’entreprise n’a pas été grandiose du tout », se souvient-elle. “J’ai juste expérimenté avec des tissus et des designs et je me suis entraîné. Je déchirerais les sacs existants pour comprendre les choses. J’ai également fait beaucoup de lectures et de recherches et j’ai vendu la plupart des produits finaux à des personnes proches de moi.

“J’ai même eu du mal à trouver un nom!”.

Olive Art Designs (OAD) est celle qu’elle a finalement choisie ; utilisant son propre nom de famille comme source d’inspiration. Au début, OAD était un projet de passion à combustion lente, mais après 2017, lorsque Christal a décidé de s’engager dans l’entreprise à plein temps, elle l’a progressivement développée en une marque distinctement vincentienne avec une réputation de design supérieur, d’attention aux détails et d’exception. qualité.

L’influence de Christal sur son île en tant qu’entrepreneure ambitieuse a également progressé au fil des ans et s’est encore renforcée en 2019 lorsqu’elle a remporté l’initiative inaugurale Invest SVG “ Pitch it Vincy ” , avec l’aide de l’Agence caribéenne de développement des exportations, qui l’a aidée à travers des ateliers. .

Christal décrit cette expérience comme “l’une des réalisations les plus fières” de sa vie jusqu’à présent. Elle ajoute : « Ce voyage n’a pas été facile, mais il a été très amusant. J’ai appris beaucoup de leçons et il y en a que j’apprends encore.

En ce moment, Christal continue de s’installer dans son rôle de nouvelle maman et garde le doigt sur le pouls avec son autre occupation en tant que co-animatrice de radio du matin sur le “Wake Up Call” sur Xtreme 104.3FM.

Christal dit qu’elle aime être une personnalité de la radio parce que c’est « un travail vraiment amusant mais stimulant ».

Elle déclare : « Bien que le quart de travail ne dure que quatre heures, il y a beaucoup de discussions. Être à la radio me donne l’opportunité d’exprimer mon point de vue, de mieux comprendre nos gens et d’avoir un impact positif. C’est un travail vraiment passionnant qui ajoute à ma croissance personnelle et professionnelle.

En ce qui concerne Olive Art Designs, Christal espère qu’en repositionnant l’entreprise et en utilisant de nouvelles voies de marketing et d’exposition, ainsi que des revenus, elle sera en mesure de garder la marque fraîche et excitante pour elle et ses clients.

Actuellement, Christal emploie une personne « en fonction des besoins uniquement », mais prévoit d’étendre et d’améliorer la productivité et d’augmenter les exportations régionales. Elle s’est tournée vers la production de masques faciaux à cause de la pandémie de COVID-19 et dit que la transition lui a appris l’importance de garder l’esprit ouvert.

Christal ajoute : « Tout n’était pas si mal, car comme il y avait une demande réduite pour un produit, la demande pour d’autres produits augmentait, donc c’était juste une question de changement d’orientation.

«Le problème avec la pandémie était toute l’incertitude qui l’accompagnait, de ce qui allait arriver et le repositionnement constant. Mais je suis heureux de l’expérience pratique que cela m’a apportée, en particulier pour déterminer quelles choses sont vraiment importantes dans la vie et les affaires, et quelles entreprises, ou même modèles, sont les plus vulnérables et comment se positionner au mieux pour tout éventualité.”

Et Christal a ce conseil pour les entrepreneurs potentiels des Caraïbes.

“Votre état d’esprit peut faire la différence entre le succès et l’échec, alors soyez patient et persévérant.”

Elle ajoute : « Inscrivez-vous auprès de votre organisme local de soutien aux entreprises et suivez des cours de courte durée si nécessaire, ou profitez d’ateliers, même s’ils semblent ne pas s’appliquer à vous. N’arrêtez jamais d’apprendre. Il y a toujours quelque chose à apprendre.

« Soyez passionné par ce que vous faites, car cela vous donnera un coup de pouce supplémentaire lorsque vous aurez envie d’abandonner. Planifiez et notez vos objectifs afin de pouvoir mesurer vos progrès et votre réussite. Soyez créatif et continuez à avancer.

Le Suriname – situé sur la côte nord-est de l’Amérique du Sud, est l’un des quinze pays qui composent le CARIFORUM et a accueilli notre équipe de direction cette semaine.

Notre directeur exécutif, Deodat Maharaj, ainsi que Damie Sinanan, responsable de la compétitivité et de la promotion des exportations, ont tenu des réunions de haut niveau avec le ministre des Affaires étrangères, du Commerce international et de la Coopération internationale – Min. Albert Ramchand Ramdin; le Min. des Finances et de la Planification – Armand Achibersing et le Ministre de l’Economie, de l’Entrepreneuriat et de l’Innovation Technologique – Min. Saskia Walden (MBA, CFE) pour présenter la nouvelle orientation stratégique de l’Agence et établir des relations pour soutenir le développement du secteur privé au Suriname.

Caribbean Export, avec un financement de l’Union européenne, a apporté son soutien au Suriname. Depuis 2017, quelque 187 personnes du Suriname ont participé aux activités d’exportation des Caraïbes et plus de 147 000 $ US ont été accordés à des entreprises via nos divers programmes de subventions jusqu’à présent. Alors que nous cherchons à créer des entreprises, à transformer des vies pour des Caraïbes plus fortes, l’investissement est une condition essentielle pour réaliser notre vision. À ce titre, la facilitation d’un sommet virtuel sur l’investissement au Suriname a été proposée et pourrait bien être bientôt sur les cartes.

Le Dr Sinanan a également rencontré plusieurs parties prenantes sur le terrain, notamment De Associatie van Surinaamse Fabrikanten (ASFA), Vereniging Surinaams Bedrijfsleven (VSB) et le Suriname Business Development Centre dans le but d’élargir la portée de nos interventions auprès d’un plus grand nombre d’entreprises surinamaises à l’avenir.

Caribbean Export continue de travailler assidûment pour renforcer nos relations avec les principales parties prenantes et favoriser de nouveaux partenariats qui peuvent élargir notre portefeuille de services pour soutenir le développement du secteur privé, la transformation de nos économies et la création d’emplois pour nos populations.

L’entrepreneur saint-lucien Gidden Augustin a toujours rêvé de créer sa propre entreprise après avoir grandi dans la ferme de ses parents et vu son père gérer l’entreprise familiale.

Gidden a d’abord envisagé une carrière d’architecte, mais a été “mordu par le virus informatique” après avoir terminé ses niveaux “A” en 1992 et décroché son premier emploi au conglomérat caribéen JQ Charles Ltd.

“JQ Charles était la deuxième plus grande entreprise de Sainte-Lucie à l’époque après le gouvernement”, se souvient Gidden.

“J’ai travaillé dans le département informatique naissant et j’ai aidé à créer et à déployer le premier système de point de vente pendant que nous informatisions nos processus et que nous abandonnions les caisses enregistreuses à l’ancienne. J’avais un bon patron qui m’a inspiré, travailler avec lui m’a vraiment intéressé à l’informatique.

Quatre ans plus tard, Gidden a quitté son emploi pour étudier l’informatique à l’Université des Antilles. Il a obtenu son diplôme avec mention en 1999 et est retourné chez JQ Charles en tant qu’administrateur système tout en développant son portefeuille de conseil en informatique.

“J’ai en fait dessiné le logo de mon entreprise lorsque j’étais encore employé chez JQ Charles parce que je savais que je ne voulais pas passer toute ma vie à être un employé”, explique Gidden.

« Je faisais du conseil en tant qu’activité parallèle jusqu’en 2005, date à laquelle je me suis lancé à mon compte. Je dois dire que les six premiers mois ont été difficiles, car je n’avais pas de clientèle établie et je me demandais régulièrement « à quoi je pensais ? ». Mais finalement, j’ai eu plus de clients grâce au bouche-à-oreille.

Gidden s’est lentement construit une réputation d’excellence grâce à des recommandations personnelles et a officiellement enregistré son entreprise, appelée « islandTEK », en 2011.

Certains des principaux services d’islandTEK incluent la conception de réseaux câblés et sans fil ; Conception de système PBX ; Installation et maintenance de vidéosurveillance ; assistance informatique sur site et à distance ; Maintenance et réparation d’ordinateurs ; et conseil en informatique et gestion de projet.

Gidden et ses deux employés à temps partiel visent à fournir aux clients « des solutions technologiques à valeur ajoutée de haute qualité qui améliorent leur productivité et leur compétitivité, et stimulent la croissance stratégique de l’entreprise ».

Il ajoute : « Nous fournissons un ensemble de services sur mesure et adapté aux besoins spécifiques des clients. Une partie de notre philosophie est que nous ne sommes pas en concurrence sur les prix, mais sur la qualité. Donc, nous ne sommes pas les moins chers mais quand on propose une solution c’est pour la vie. C’est une solution permanente; pas un écart d’arrêt.

Au fil des ans, Gidden a travaillé avec de grands et petits clients résidentiels et commerciaux, des ministères et des agences internationales.

L’une de ses réalisations dont il est le plus fier à ce jour a été d’être consultant en informatique pour le Conseil international de cricket (ICC) lors de la Coupe du monde de cricket 2007 et de la Coupe du monde T20 2010 à Sainte-Lucie. Le ministère de l’Agriculture de Sainte-Lucie, St Lucia Distillers Ltd et l’Autorité des ports aériens et maritimes de Sainte-Lucie figurent également parmi les clients d’islandTEK.

L’objectif à long terme de Gidden est de positionner islandTEK comme “la société de services informatiques haut de gamme incontournable de la région”. Il vise également à améliorer ses capacités d’exportation après avoir participé à divers ateliers organisés par l’Agence caribéenne de développement des exportations, y compris le programme « Services Go Global (SGG) » , qui lui a permis de « repenser ma vision de l’entreprise et de créer un projet de plan d’exportation ». .

En 2018, Gidden a été sélectionné par Caribbean Export pour faire partie d’une délégation de trois membres de Sainte-Lucie pour assister à la 8e convention annuelle ALES à Saint-Domingue, en République dominicaine. Cet événement a créé des opportunités de réseautage avec les pays d’Amérique latine et lui a ouvert les yeux sur ce qu’il faudrait pour devenir un acteur mondial dans le secteur des TIC et des services.

Gidden a également été impliqué dans le programme INTERREG Trade Enhancement for the Eastern Caribbean (TEECA) qui est facilité par la Chambre de commerce de la Martinique, la Commission de l’OECO et Caribbean Export.

Il déclare : « La TEECA encourage les entreprises de l’OECO à faire plus d’affaires avec des entreprises dans les territoires des Caraïbes françaises et nous établissons de bons liens avec des entreprises françaises grâce à ce programme.

Malgré un récent ralentissement des projets à grande échelle en raison de la pandémie de COVID-19, Gidden espère que plusieurs initiatives en cours seront lancées en 2022. Il dit que son objectif à court terme pour la nouvelle année est de “revenir dans le noir” et d’embaucher deux autres employés hautement qualifiés.

Le conseil de Gidden aux propriétaires d’entreprises des Caraïbes, surtout en cette période incertaine, est de « garder la foi » et de « n’abandonnez pas ».

Il ajoute : « Optez toujours pour de petites victoires parce que cela maintient votre moral et ne prenez pas « non » pour une réponse, car quelqu’un finira par dire « oui » ! »

Earlier this week, the International Monetary Fund (IMF) revised its forecast for global growth in 2022, projecting a revised figure of 4.4% which is a 0.5% reduction from the estimate it made in October 2021. It is expected that the developing world will be most affected by this contraction.

This news from the IMF comes whilst the coronavirus pandemic continues to take its toll on the global economy and wreak havoc in our region as it enters its third year. Simultaneously, the clock is ticking on action to tackle the climate crisis. The steps we take now will determine how our region will evolve in response to these urgent challenges shaping the global trade landscape.

In short, the world is changing fast and so must we. Given the clear emergence of new powerhouse economies in places like Asia, we need to create new opportunities in these new times, whilst consolidating existing markets.

Since independence, the Caribbean has relied on traditional markets for goods and services, focused largely on the United States (US), European Union (EU) and Canada. According to the International Trade Centre (ITC), the CARIFORUM Caribbean’s (CARICOM and the Dominican Republic) largest export market in 2020 was the US, with an export value of approximately US$10.583 billion, followed by the EU, valued at US$2.8 billion in the same year. We buy more than we sell in these markets, according to ITC data. Consequently, we remain acutely vulnerable to changes in the economies of these major trading partners.

It is evident that Asia is a new global growth pole, with some claiming that this is the Asian century. We have a well-established commercial relationship with China, but there are other big opportunities on the continent. For example, India, like China, belongs to the world’s largest 20 economies or the G20 group. However, our exports to India and a market of over 1.4 billion people amounted to an estimated US$413.4 million in 2020.

Similarly, Indonesia, another G20 country and the world’s fourth largest country in terms of population, with an estimated 270 million people receives a paltry US$23.8 million in exports from CARIFORUM countries, according to the ITC. Both India and Indonesia offer opportunity, as well as the lucrative Japanese market.

Rising Africa offers huge trade potential. Yet, despite historical and cultural ties, in 2020 CARIFORUM countries exported just US$595.4 million to Africa.

However, we cannot only look to non-traditional markets in Asia and Africa. We need to look right next door as well and intensify trade with neighbouring countries in Latin America. In 2020, we exported US$4.6 billion, but imported US$8.9 billion the same year. Latin America represents a good possibility for CARIFORUM exporters, particularly in the services sector, including tourism, given that Argentina, Brazil, and Mexico are also G20 countries.

There are some clear steps required to enter or grow in these new markets. For distant and large markets, we need to accept that branding as individual jurisdictions will produce sub-optimal results. Therefore, our countries need to pool resources and promote “Brand Caribbean†or goods and services that are “Absolutely Caribbeanâ€. Having worked in both Asia and Africa, my experience is that with some exceptions, we are simply not well known as individual jurisdictions in much of Asia and Africa. A “Brand Caribbean†positions us much better.

Governments have a vital role to play in advancing the trade and investment agenda of our region. This includes a stronger focus on economic diplomacy, ensuring missions prioritise trade and investment. To make inroads in these new markets, it is essential for us to pool resources and organise joint diplomatic missions with a focus on trade and investment in these countries. The cost of having separate and individual overseas representation is just too high for most of our countries. The CARICOM decision to establish a CARICOM mission in Kenya is a good example and a step in the right direction.

At the end of the day these steps will not yield the maximum results unless we support the establishment of business-to-business linkages with these new markets. Our business support organisations such as chambers of commerce and exporters association have a valuable role to play connecting with their counterparts in Asia and Latin America. It is about businesspeople connecting with their peers. Finally, we need to ramp up our collection of data to give a more in-depth understanding of the trading opportunities in key and niche sectors.

In summary, 2022 must be the year of action. Doing nothing or more of the same cannot be an option. Our people deserve better, and our emphasis must be to create jobs and opportunities for them.

The Caribbean Export Development Agency (Caribbean Export) will finance a marketing consultancy to enhance the competitiveness of Jamaican coffee exporters in the European Union (EU) market.

The initiative was developed following a meeting between Jamaica’s Ambassador to Belgium, H.E. Symone Betton Nayo and Deodat Maharaj, Executive Director of the Caribbean Export.

The first phase of the consultancy will focus on an analysis of the EU coffee market, including market entry requirements and the penetration strategies of other major coffee exporters to the EU. The second phase will focus on developing a targeted marketing strategy for the EU coffee market.

The initiative will address issues raised at a meeting in May 2021 between Jamaican, Belgian and other EU coffee stakeholders about the need for a marketing strategy in the EU. Participants requested that the strategy provides guidance on sustainability, telling the story of the product and ways to appeal to young people, a growing EU consumer base.

The initiative is funded by the European Union under the 11th EDF Regional Private Sector Development programme.

The Jamaica Ministry of Foreign Affairs and Trade will host a launch event for this initiative on 27 January 2022, from 10 – 11 AM EST. The Honourable Kamina Johnson Smith, Her Excellency, Ambassador Symone Betton-Nayo, Deodat Maharaj and other key partners will participate in the event. The consultant, Windward Commodities will present a proposed review of the EU coffee market.

As we enter the festive season and end 2021 under the long shadow of the pandemic and escalating climate crisis, the Caribbean and its people have demonstrated commendable resilience.

Looking ahead, this resilient spirit will be required more than ever if we are to create growth, generate precious jobs and provide opportunity for our people. This is especially needed considering the pandemic and existential threat we face from climate change are not going away. The issue to confront is whether we continue with the same policy prescriptions and approaches. Quite frankly, business as usual has not served us well and will not work in an equally or even more challenging 2022.

To build a resilient Caribbean, business must play a central and important leadership role in both driving economic recovery and creating climate-friendly growth. In essence, a strong and vibrant private sector is core to help manage and solve the challenges we face, which will in turn create opportunities for our people.

From my standpoint, I am aware that we cannot do everything given the already heavy burden carried by administrations across our Region. However, doing more of the same or nothing at all are not viable options. Therefore, as a Region we must build on the core asset of our capable and resilient people so clearly demonstrated in these testing times to realise three practical goals that will help fast-track recovery and lay the basis for a resilient Caribbean.

1. Regional Capital Market

Caribbean countries are just too small to navigate an increasingly complex and challenging global landscape. Consequently, regional integration cannot be an option for small open economies as we have in our Region to survive in a global architecture where the giants are determining the rules of the game. There is indeed strength in numbers from both geopolitical and economic perspectives. I am also conscious of the need and scale to attract foreign direct investment at a level that can create the jobs and opportunity. Pooling our countries as one investment destination in areas such as AgTech or renewables can help achieve the scale required. Simultaneously, we need to facilitate the flow of capital from within the Region, so Caribbean people can have a stake in an enterprise regardless of location.

In a 2020 survey of around 450 enterprises carried out by the Caribbean Export Development Agency and Caribbean Development Bank, businesses across the Region cited lack of access to finance as their biggest constraint. Yet still at the end of 2021, we do not have a regional capital market allowing the free flow of capital across the Caribbean that can give the average citizen a stake in an enterprise in another jurisdiction. Whereas I recognise that foreign direct investment is vital to attract both technology and capital, there is an equally critical role for finance that is already within the Region. Consequently, we need to unlock capital already available in the Caribbean. Advancing a Regional Capital Market in the coming year will have a transformational impact on unleashing precious indigenous financing for business.

2. Improve the ease of doing business in the Caribbean

Quite simply, business cannot help drive recovery and play a leadership role in creating jobs and opportunity in the current business environment. It is difficult to do business in the Caribbean. Apart from Jamaica and St Lucia, the region is in the bottom half of the 200 countries globally assessed by the World Bank in its 2020 Ease of Doing Business Report. We need to look at areas where we can get quick wins such as registering a business. In Singapore, it takes one day. In Mauritius, it is usually not more than one week. Except for Jamaica, Caribbean jurisdictions lag behind the rest of the world, taking weeks or even months to register and start a business. A simple first step is pulling out all the stops to make it easier for national, regional and indeed international enterprises to register and start a business in our Region.

3. Expand non-tourism related services as the next frontier for Caribbean business

Our economies have been historically connected with the production of commodities. As we sought to move away from traditional products such as sugar and rice, tourism became the mainstay of much of the Caribbean. As subsequent natural disasters such as Hurricanes Irma and Maria in 2017 and COVID-19 have demonstrated, this leaves us vulnerable whenever there is a major shock to the global economy. Therefore, the time is now to capitalise on our rich human capital and transition to non-tourism related services.

For example, there is huge potential to grow or break into markets like business process outsourcing and information and communication technology, which saw a 6 percent increase in exports in the pandemic according to the UN Conference on Trade and Development (UNCTAD), valued globally at USD 676 billion in 2020. Creative industries also hold great promise to market the talent of our people in areas such as music and the business of carnival. We at the Caribbean Export Development Agency have identified this as a priority over the next three years. To have a lasting impact, the services sector must receive the support it needs in terms of policy, resources and partnerships.

To effect transformation requires vision backed by action. Building a resilient Caribbean and creating jobs and opportunity for our people cannot be achieved overnight given the multiplicity of constraints we face. At the same time, there are areas we need to treat with the highest priority, hence my three wishes for 2022.

The family business is one of the pillars of the national economy, especially when it is based on strong values and attached to best business practices. Proagro Dominicana is a worthy example of this maxim. It is an industry dedicated mainly to the production of fortified dairy powder products that has successfully managed to overcome the challenges of breaking into a segment of the Dominican market.

In 2005, José Luciano, a Dominican technician who had built up extensive experience working in the agricultural section of important companies, at the time of his retirement, decided to start off a business and, together with his wife Indhira Santana, founded Proagro Dominicana with the aim of marketing domestic agricultural products.

As a production strategy, Proagro has evolved since its inception. Its catalogue of products includes raw materials such as bitter cocoa powder and sugar, aimed at the pastry industry, while strengthening the maquiladora system or the product development system for major national supermarket chains, for whom milk powder, sweet and bitter cocoa, oats, sugar, among others are packaged.

Export, the great dream

Since 2017, Proagro Dominicana has set its eyes on the international market, after participating in a workshop sponsored by the Chamber of Commerce and Production of Santo Domingo, aimed at entrepreneurs having interesting exportable offers to place in international markets.

By the end of that year and early 2018, Proagro was initiating its export strategy in markets as distant as Russia and the United States, or as close as Puerto Rico.

Dominican cocoa, a bargaining chip

The products made with Dominican cocoa are highly recognized worldwide because they maintain characteristics called “fine flavour cocoa”, a quality that is used by Proagro to break into international markets under its brand name, La Criollita. Proagro uses the Hispaniola variety, a cocoa fermented under a Dominican technique that enhances the taste and flavour, and reduces the acidity, making it a “fine flavour cocoa”.

“The experience we have had in Russia, which is a fairly demanding market, as well as in Miami and the Bronx in the United States, is that the public attaches importance to the taste and flavour of this product, generating an immediate sale,” explained Indhira Santana, general manager of Proagro Dominicana.

“We work together with the National Confederation of Dominican Cocoa Producers (CONACADO), one of the largest associations in the country, which has a membership of more than 40 thousand small cocoa producers and has a very important social impact, since they, together with Rizek and Roig, are the largest local cocoa exporters. Twenty percent (20%) of their production remains in the country, and producers like us make a difference,” said Santana.

“Caribbean Export came to our aid at the most opportune time”

Proagro Dominicana is part of the group of ten companies selected by Caribbean Export Development Agency (Caribbean Export) under the Haiti-Dominican Republic Binational Cooperation Programme, funded through the 11^th European Development Fund, which provides for a Binational Value Chain Strategy for the cocoa sector with the aim of maximizing the export potential of both nations.

The support of the European Union (EU) has been a key part of Proagro’s opening up to the international market. “This support comes to us at a time when we were not exporting, because we made the last export in 2019 and after the pandemic we stopped exports,” explained Indira Santana.

As Santana stated, Caribbean Export helped to identify which competencies were necessary for Proagro to be able to export successfully. “The Agency provided us with technical assistance to update our business plan and to be able to establish how Proagro’s conditions were from a financial perspective. They financed a consultant who carried out a feasibility study and a financial performance analysis to prepare us for the export market”.

According to Proagro’s general manager, the feasibility study funded by Caribbean Export became the springboard for the company to launch itself and have the right vision of what needed to be done. “A strategic work plan for export was created and concrete targets were set to achieve, with the result that exports made up 8% of the company’s sales budget.”

Taking advantage of all opportunities

Laura Marrero, international trade fair coordinator at Proagro, explained that “the experience of exporting to Miami and New York in 2017 and 2018 showed us how our products, especially La Criollita, were accepted by the Hispanic consumer, as well as the American consumers who were aware of organic products from the Caribbean”.

In 2021, trade fairs were started in a face-to-face manner. The first fair in which they participated was “Dominican Taste Festival 2021”, held in New York from July 24 to 25, organized by ProDominicana and the Dominican Embassy in the United States. Proagro received financial support from Caribbean Export to participate in the fair.

As a result of this fair, Proagro will export to the United States the first shipment of some ten pallets, and another container of 20 pallets is planned for December 2021. “We are doing fine now. The brand will not be by itself, but will be accompanied by a marketing strategy and the experience that we have garnered from the mistakes we made before.”

Dominican pride and enthusiasm at the Russian fair

With the strategic and financial support of Caribbean Export, Proagro participated in WorldFood Moscow, held in Russia from September 20 to 23, 2021. This fair became an area of great potential for the export of Dominican products, especially cocoa by-products.

As a result of its participation in WorldFood Moscow, Proagro reactivated its business contacts, which had started in 2019. “During the Moscow fair, there were many opportunities for starting business negotiations. We made contacts with representatives in Russia of other Dominican companies, and we have already sent them a proposal. We are currently in the closing phase of the process for arranging the first shipments we will make to Russia,” added Indhira Santana. 

Confident in the future

Proagro is currently working on establishing distribution strategies in the United States. Exports are estimated to increase and continue growing for the next year. “The sales projection we have is that from 2022 we ship a container of our products every month.” A container is equal to 20 pallets, about 1,400 boxes, which would be 22 tons of consolidated products.

As a result of the assistance from Caribbean Export, Proagro Dominicana is preparing to set up a Proagro subsidiary in Miami or New York and one in Russia. “That is our goal for the near future, which will allow us to make our products 30% cheaper to the overseas consumer, and give us control over the distribution chain of our goods in those countries,” stated Indhira Santana.

In the community of Las Lajas, in the municipality of Altamira, Puerto Plata, five women, at the time belonging to the now defunct Ana Idalia Navarro Mothers’ Club, agreed to seek ways of generating income without having to be employed. Silvia García, Benita Canela, Milagros Marte, France Altagracia Capellán and Ana Cecilia García, decided in 1990 to sell handcrafted chocolate.

They would go from house to house to offer their cocoa balls. The profits were about 500 pesos per month (equivalent to about 38 dollars at the time), on average 100 pesos for each, an income that helped sustain their homes, and, most importantly for the women, they were able to devote time to raising their children.

After their efforts they managed to form an association, which they called Ana Idalia (Lala) Navarro, in honor of the leader and member of the former Club, through which they could generate employment and contribute to the development of the community. Prior to the first year, it received aid of 500 thousand pesos (about 3,750 dollars at the time) from the Spanish organization for development cooperation, Intermon, an affiliated of the Oxfam confederation. With this contribution they bought the land where their facilities are currently operating, and machinery: a mill to grind cocoa, a crusher and a stainless steel table. The product formerly called Ana Idalia Chocolate became Chocolala.

This economic boost strengthened production capacities and expanded the range of distribution of the cocoa balls. In addition, two other products, derived from maize (corn), were incorporated: The classic gofio (a snack made from toasted corn and ground with sugar) and gofio with cinnamon, which would later reach the gondola displays of the supermarkets of the Centro Cuesta Nacional, CCN, one of the most important commercial chains in the country.

By 2013, the number of women in the company had increased from five to 12, and its natural product portfolio totaled seven, thanks to the consultancy of the Institute of Innovation in Biotechnology and Industry, IIBI, and the economic and technical support of the Japan International Cooperation Agency (JICA). In that year, Chocolala had access to a “soft” loan through a business support programme, which allowed it to expand its machinery inventory as well as its productive capacity.

“Before Chocolala, the only option we had was to work in family homes, doing domestic work in Santiago and Puerto Plata, away from our children. Now we work here, we take money home without being away,” says Nelfi García, the general manager.

Quality standards for export

One of the characteristics of Chocolala products is the care with which the raw material is chosen and the high levels of food safety. The cocoa variety used is the Hispaniola variety. It is less acidic than the Sanchez variety, and it produces a seed with a fruity flavor.

Chocolala is part of a group of five Dominican companies, selected by Caribbean Export in the Haiti-Dominican Republic binational cocoa/chocolate value chain project, funded by the European Union, EU, through the 11th European Development Fund.

Cooperation with the EU has enabled Chocolala to obtain a vertical powder packing machine, improving the efficiency of the packing process and measurements, and it has also enabled access to technical assistance for the process of obtaining export records, ultimately improving competitiveness.

Invaluable contribution

With the vertical powder packing machine, the products have been able to reach the retail sector (grocery stores or rum shops), as it has a dosing screw conveyor, with programmable pre-cutting and a packing capacity of 40 bags per minute. In spite of that, the General Manager emphasizes training in administrative procedures and levels of efficiency in the production value chain. This donation has also enabled the company to respond to its growing demand, and thus to hire more permanent employees, which to date total 20 (16 women and 4 men).

Women with leadership skills

In Chocolala, producing chocolate and other items derived from cocoa and maize is not only an opportunity for work, but an expression of inclusion and pay equity exercise. “Sometimes, when we have large orders, the spouses come and help us. They become a part of our work, in order to be able to complete it”, assures Nelfi, who notes that this attitude demonstrates the important role within the family of the work that women do.

They also created the Ecological Trail, a space to promote tourism, where visitors come into contact with the cocoa plantations and the natural attractions of the area. This undertaking has also created new sources of work.

Benefits that impact everyone

A fund has been created with part of the resources produced by the routes of the Ecological Trail, from which loans with very low interest rates are provided to the collaborators, if they have special needs.

On the other hand, a part of the company’s profits is earmarked for the Association to buy essential goods, so that the members may obtain them at wholesale price.

In addition to helping the members, the Association provides assistance to vulnerable communities. Many have had their houses repaired or have been given assistance to alleviate deficiencies typical of their condition.

The next frontier: The international market

The initiative of those five women who dreamed of a livelihood within their community 30 years ago is now a consolidated company that has drawn more than an exclamation of surprise from the unbelievers who only saw illusions during the years of hard work. These aspirations today are the building blocks in which an average of 24 quintals (2.4 tons) of cocoa are processed weekly for the production of products, the raw material being brought from community producers. Previously, they did not exceed more than two quintals per week.

The women of Chocolala have responded with creativity and with the right attitude to the lack of opportunities in a rural community in which traditionally the woman has only had two options: being a housewife or going to work in Santiago or Puerto Plata. Now, with the support and technical consultancy of Caribbean Export and allies such as the European Union, Chocolala has a firm eye on the export trade.