Priorities of industrially-innovative policy of Republic of Kazakhstan till 2015. 2010-2015

State Program of accelerated industrial and innovative development of the Republic of Kazakhstan (hereinafter referred to as the Program) was developed to implement the decree of the Head of State received on extraordinary XII meeting of NDP "Nur Otan" on May 15,2009, the Messages of the Head of State to people of Kazakhstan "New decade - new economic upturn – new opportunities of Kazakhstan" and also in accordance with the key provisions of the Strategic Development Plan of the Republic of Kazakhstan until 2020, which is the second step in realization of The Development Strategy of Kazakhstan until 2030. The purpose of the Program is to guarantee stable and well-balanced economic growth by means of diversification and improvement of its competitive ability. The Program is a logical continuation of conducted policy on diversification of economy and it contains the main provisions of the Industrial-innovation Development Strategy for 2003-2015, the Program "30 corporate leaders of Kazakhstan" and other program documents in the sphere of industrialization. For the period up to 2015 the main priority of the accelerated industrial policy will be realization of big investment projects in traditional export-orientated sectors of economy with multiplication of new business opportunities for small and medium-sized businesses by means of focused development of Kazakhstan content and following processing. The initiators of big projects promotion will be JSC National Welfare Fund «Samruk-Kazyna» (hereinafter referred to as - JSC «NWF «Samruk-Kazyna»), strategic companies of fuel-energy and metallurgical sectors of economy and also strategic foreign investors.

Simultaneously there must be formation and/or development of the sectors of economy which are not related to raw materials sector, but oriented on internal and then on regional markets (the countries of the Customs Union and Central Asia. The Government will support the initiatives of Kazakhstan medium-sized and small businesses focused on transfer of high technologies, attracting foreign investments for creation of modern import-substituting productions with the prospect of their export orientation development. Development of national innovative infrastructure and support of scientific-technologic projects with prospects of commercialization will continue in order to form the basics of post-industrial economy In general, the Governmental support of diversification economy will be provided by realization of system measures of economic policy on macro-and sectoral levels and also selective support measures of specific sectors of economy and projects. The system measures of economic policy will be concentrated on formation of positive macro-environment and investment climate, improvement measures of productivity and competitive ability of the national economy. The selective measures will be taken on the basis of combined set of measures of financial and nonfinancial support

Of priority sectors and projects. The Government will systematic organize its interaction with business on the basis of formation of effective institutes of cooperation on Republican and regional levels. Necessary course of the industrialization policy up to 2015 will have internal consistency with resources, infrastructural, institutional and technologic restrictions. System character of the mechanisms involved into the Program, stimulating diversification and technologic modernization of economy, will provide:

- creation of positive macro-environment conditions;

- improvement of business-climate and stimulation of investments flow-in;

- mass technologic modernization and development of national innovative system;

- Improvement of human capital quality.Concentration of the resources of the.

- Government and business for development of priority sectors of economy will

- be provided with interactive decision making process of the Government and business, using modern information systems of monitoring and specific instruments of realization.

- The purpose is to guarantee stable and well-balanced economic growth by means of diversification and improvement of its competitive ability. Target codes up to 2015:

Increase of: GDP for no less than 7 trillions of KZT, approximately for 50 % of GDP in 2008, in real terms the growth of GDP will be 15 %; manufacturing industry ratio in the structure of GDP for the level of no less than 12,5 %; non-primary export ratio for the level of no less than 40 % of total export volume; non-primary export volume for the level of no less than 43 % of volume of combined production of manufacturing industry; labour productivity in manufacturing industry no less than in 1,5 times; labour productivity in agroindustrial complex no less than in 2 times from 3 000 USD for one engaged in agricultural industry; share of Kazakhstan content in acquisitions by State bodies and organizations, National control holding, National holdings and companies – of goods for 60 %, services – up to 90 %; share of innovative active enterprises – up to 10 % of the number of operating enterprises

Decrease of: transportation costs ration in the structure of prime cost of non-primary sector for the level of no less than 8 %; GDP energy-output ratio for no less than 10 % of the level of 2008.

Priorities:

- increase of productivity factors as the most important condition of competitive ability growth of the national economy;

- emphasis on attracting investments, mainly direct foreign ones, in creation of new export-oriented high-tech productions;

- development and strengthening of the national innovative system;

- decrease of concentration level of economy and strengthening of the role of small and medium-sized businesses in the industrialization process;

- rational extensional organization of economic potential.

Tasks:

- Development of priority sectors of economy, effecting its diversification and improvement of competitive ability;

- Strengthening of social efficiency of development of priority sectors of economy and investment projects realization;

- Creation of positive environment for industrial development;

- Formation of economic growth centers on the basis of rational territorial organization of economic potential;

- Guarantee of effective interaction between the Government and business actors in development of priority sectors of economy.

- The Program is based on the following principles:

- orientation on business initiatives; support of the "breakthrough" projects and clustered initiatives in non-oil and gas sector;

- optimal distribution of risks between the Government and private sector, clear determination of their roles in the industrialization process;

- multiplication of new business opportunities;

- imperativeness relates to the permanent specification in the process of realization of the entry list program depending on the level of working-through projects;

- transparency is the principle of outspokenness of the participants list of the Program, master-plans contents,applicants’ requests, measures of Governmental support, monitoring results of realization of the Program;

- equal access means that native and foreign companies, big, middle-sized and small enterprises can equally participate in the Program;

- competitiveness is the basis of effective projects promotion and prevention of use of non-economic methods; transferness (spreading effect) means that the measures of Governmental support relating to development of normative-legal and normative-technical basis (improvement of business- environment) relate to all subjects of economic activity; succession means that the most effective measures of the Governmental policy specified in already implementing program documents will be implemented while realization of the present Program.

2.Development of business. Business: forms and kinds.

Business development is the creation of long-term value for an organization from customers, markets, and relationships. There is elegance in simplicity, but perhaps this definition leaves you wanting more. At its heart, business development is all about figuring out how the interactions of those forces combine together to create opportunities for growth. But a theorem requires a proper proof, so let’s break that statement down:

Long-Term Value First, what do I mean by “long-term value?” In its simplest form, “value” is cash, money, the lifeblood of any business (but it can also be access, prestige, or anything else a company seeks in order to grow). And there are plenty of ways to make a quick buck for you or your company. But business development is not about get-rich-quick schemes and I-win-you-lose tactics that create value that’s gone tomorrow as easily as it came today. It’s about creating opportunities for that value to persist over the long-term, to keep the floodgates open so that value can flow indefinitely. Thinking about business development as a means to creating long-term value is the only true way to succeed in consistently growing an organization.

Customers The “customers” portion of the definition may be slightly more obvious – customers pay the bills. They are the people who pay you for your products and services, and without them you won’t have any business to develop. But not everyone is a natural customer for your business. Maybe your product doesn’t have the features I’m looking for. Maybe your product is perfect, but I don’t even know your company sells it. Or maybe you’re not reaching me because you’re not knocking on my door.

Markets That’s because customers “live” in specific markets. One way to understand markets is by geography – if I only focus on selling in the U.S. but you reside in London, then you are currently unavailable to me as a customer as I do not currently reach the European market. But customers also “live” in markets that are defined by their demographics, lifestyles, and buying mindset. Identifying opportunities to reach new customers by entering into new markets is one important gateway to unlocking long-term value.Take for example the Pet Owners market. The customers who live there, of course, are people who own cats, dogs, fish, etc. Petco is a company that clearly sells to customers who live in the Pet Owners market. I, on the other hand, do not have a pet. I don’t live in the Pet Owner market. So what if Petco wanted to sell something to me? Then they’d need to find a way to enter into a market where I do live. For example, I have red-hair and pale skin and as such, I am prone to spontaneously combusting when exposed to the sun. Therefore, one market that I “live” in is the Sunscreen Buyers market. If Petco wanted to sell something to me, perhaps they can find a way to enter into that market by offering sunscreen, hats, or sun-reflecting aluminum foil suits. Now, determining whether that’s a good idea or not for Petco to do so is a job for the business development team – and another story for another blog post.

Relationships And then there were “relationships.” Just as the planets and stars rely on gravity to keep them in orbit, any successful business development effort relies on an underlying foundation of strong relationships. Building, managing, and leveraging relationships that are based on trust, respect, and a mutual appreciation of each other’s value is fundamental to enabling the flow of value for the long-term. Relationships with partners, customers, employees, the press, etc. are all critical to the success of any business development effort and as such they demand a bold-faced spot in any comprehensive definition of the term.

When operating a business, you will often find yourself in need of a Business Agreement Form or other type of Business Forms. Here is a breakdown of some types of standard Business Forms.

Corporate Forms If you are establishing a corporation, you may need several related forms, including forms to create Articles of Incorporation (also called Certificate of Incorporation in Delaware), Corporate Bylaws, Stock Certificates and other such items.

General Business Forms In your day-to-day business activities, you will need many forms including a General Contract for Products, General Contract for Services, Nondisclosure Agreement, Release of Liability and many others.

Employment Forms Hiring and maintaining employees requires numerous forms. It is important to come to an agreement with employees, contractors and consultants at the time of hire. A written agreement should be made stipulating compensation, duties and terms. There are many Employment Agreement forms that you can use to make sure that your company and its employees are in concurrence.

Financial Forms Several financial forms such as a Bill of Sale, Equipment Lease Agreement, License Agreement and several others will come in handy when operating a business.

There are at least six different types of business you could choose to start:

1. Sole trader – the oldest form of trading there is, it’s also the simplest and the most common type of businessyou’ll find. The clue is in the name – meaning that you are solely responsible for everything the business does and you’re often known as the proprietor. This is the usual form for small shops and businesses that provide services such as beauticians, hairdressers, photographers, gardeners and so on. When you start out in business, most often you use your own money to fund the venture. However, as you start to grow, you may need to find funding elsewhere. When this happens you may want or need to enter into another kind of business model:

2. Partnership – these are made up of two or more people and any profits, debts and decisions related to the business are a shared responsibility. These are common for practices that offer services such as accountants, dentists, doctors, solicitors and so on.

3. Company – the correct name for this is a joint stock company and it’s made up of a number of people who put their money together to form a ‘joint stock’ of capital. These people are more commonly known as shareholders and, as the name suggests, they each own a share of the business and each expect a share of the profits too.Each shareholder puts money into the company and receives a portion of the company – shares – equivalent to what they put in. Despite each shareholder owning a piece of the company, in law it is seen as a legal entity – the same as an individual – that is entirely separate from the shareholders or members, as they are sometimes known. It can be sued, make a profit or loss, be held responsible for its employees’ actions and go into liquidation – the term used for companies that go bankrupt.

Private Limited Companies Most small businesses are private limited companies with the shares only available privately, for example, to family members. The shares are not available to buy publically so they cannot be traded on the stock market.

Public Limited Companies Being a Public Limited Company (PLC) is much more complex and is usually reserved for larger companies. To be called a PLC a company must have, amongst other things, more than one director and a trading certificate from Companies House. PLCs can sell their shares on the stock market so anyone can buy them. Whilst it is easier to raise money using this method it also means that the company accounts are in the public domain. The company must also be audited and make certain information available to Companies House. Plus, PLCs can be bought out by other shareholders.

4. Franchises A franchise involves you using another company’s successful business model to create your own shop, restaurant etc. Essentially, you buy the franchise and trade off the good name of the company you’ve bought into. For example Subway – you’d find a suitable location, Subway would provide you with their livery, food products and use of trademark. You make money because customers are already familiar with Subway; so you have an instant customer base. Franchises are for a fixed period of time – from five to 35 years – and cover a certain location known as a ‘territory’. You’ll have to pay fees to the franchisor:royalties for using the trademarkfees for the training and advice received There are specific and complex laws relating to franchise contracts so entering into one is something that needs to be thought about very carefully.

Workers Co-operatives This is a truly egalitarian form of business that is formed to meet the mutual needs of the workers. Each person – from the managing director to the shop floor assistant – is equally important. All decisions are taken democratically and any profits are shared equally or ploughed back into the business. Co-operatives follow seven guiding principles:

- Voluntary and open membership

- Democratic control

- Member economic participation (financial interest)

- Autonomy and independence

- Education, training and information

- Co-operation among co-operatives

- Concern for the community

6. Limited Liability Partnerships (LLPs)LLPs are a relatively new form of business as they’ve only been around since 2001. They are intended to benefit professional partnerships such as lawyers, accountants and the like, who are restricted from forming limited companies due to restrictions from their professional bodies. LLPs operate in much the same way as limited partnerships and allow the members to limit their personal liability if something goes wrong with the business.

Date: 2015-01-29; view: 841