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Art and handicraft festival going to be held in Lalibela

Lalibela will be hosting an Art and Handicraft Festival aimed at diversifying its tourism offerings.
The festival will be held on October 26 and 27 and will feature more than 20 artisans exhibiting diversified portfolios of products ranging from paintings to leather products, and from pottery to jewelry and from textile to beeswax handcrafts.
Lalibela Arts and Handicraft Festival, which is going to be hosted at Geterge Road, is an initiative of a project, “Greening Ethiopia Manufacturing”, financed by European Union and implemented by a collaborative collation Ethiopian Chamber of Commerce & Sectorial Association (ECCSA) of Precise Consult International (PCI), and INOA, a Slovenian company.
Beyond its well-known tourist sites, Lalibela hosts a very old tradition and culture of producing artifacts and handicraft products. As such, the Festival will promote authentic and sustainable handicrafts made by local artisans and to enrich the offerings of the town for international and local tourists.
Lalibela Art and Handicraft Festival is supported by the Lalibela Tourism Office. Opening on October 26, 2019, the Festival will see delegation from the Lalibela city Mayor and the Lalibela Handicraft Cluster members

Ethiopia should learn the boom and bust in East Asia

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Shimelis Araya
In 1989, J. Williamson, a British economist designed ten economic policies used as a standard packages for developing countries. Whatever the merits of these policies, the “Washington consensus”, as he called it due to the huge backing by international and government institutions in the United States, proved not good enough and attracted countless controversies. Almost 25 years, these prescriptions are hammered in J. Studwell’s influential book called How Asia Works. The book loudly explained that half of the Asian region is characterized by most extraordinary developmental success story; the other half ends up with a paper tiger. Why the northeast Asians such as Japan, South Korea, Taiwan, and now China are richer while the southeast counterparts of Thailand, Philippines, Malaysia and Indonesia are relatively poorer? Is the later failed because of their geography or climate or due to wrong-headed economic policies?
Studwell concluded that poor economies can prosper the recipe with just three ingredients. The northeast Asians have been effectively used these recipes and produced the quickest progressions from poverty to wealth that the world has witnessed. The first intervention is to maximise agricultural output through a highly labour-intensive technique. The use of surplus and cheap labour in a poor economy pushes up total yields to the highest possible levels, even though the labour productivity is tiny. The overall benefits of agricultural surplus primes the demand for industrial goods. The second intervention – he called it the next ‘stage’ – is to direct entrepreneurs towards manufacturing. To quicken transformation, there must be a shift of focus towards the expansion of the industrial sector. As the saying goes no more a vegetarian tiger and they gradually shifted the profits from a developed agriculture towards manufacturing. This is due to the fact that manufacturing makes the most effective use of the limited productive skills of the workforce who migrate out of agriculture. In a learning by doing approach, unskilled labourers create value by working in factories. The governments in the northeast Asians initiated and directed technological upgrading through subsidies based on export performance. This is what he called it ‘export discipline’ that took the pace of industrialisation to a level never observed before globally. Finally, it is also mandatory for the state to intervene in the finance sector to direct the precious capital serving smallholder intensification agriculture and manufacturing initiatives in order to accelerate economic transformation. Accordingly, the state’s role is to keep money targeted at a development strategy based on national interests that produces the quickest possible technological learning instead of spending on short-term returns and individual consumption.
To sum up, the northeast Asians restructured smallholder agriculture, focused their modernisation efforts on manufacturing, and use the financial sector to serve these goals. By doing so, they changed the structures of their economies in a manner that is impossible to return to an earlier stage of development. By contrast, the Southeast Asians have begun with the same ambitions for development but failed to adopt similar policy prescriptions in a consistent manner. Despite their long periods of impressive growth – governments did not fundamentally re-organise agriculture, did not create globally competitive manufacturing. In addition, they accepted bad advice from the IMF/WB experts to open up their economy to foreign firms at an early stage, as Studwell argued. The policy inconsistency resulted in unsustainable growth of yield even though they are able to achieve fast growth for a period. Accordingly, the policy choice created – and will probably further widen – a developmental gap across the dynamic Asian region.
Studwell’s explanations are a warning to nations like Ethiopia to learn lessons from history. Only those nations with context-based policies are capable to make it, he argues. The current government has put in place its latest economic plan as it has been called ‘Home-grown Economic Reform’ a month ago. The reform document says ‘the country’s macroeconomic, sectoral and structural problems’ are key drivers for the policy change and context-based prescriptions are needed to cure the economy that suffers with chronic pain. However, some of the economists in the country have forwarded their views that the reform was purposefully designed to resolve the chronic foreign exchange problems by opening up the economy to foreign firms instead of providing a genuine solution to the real economic problems.
Unquestionably, agriculture is the key sector in Ethiopia. However, it has been characterized with a very low productivity mainly due to limited intensification efforts. The goal should be to use the cheap labor to maximize yield per hectare in a smaller intensively farmed plots. Maximizing yields can serve several goals: farmers earn money and spent on local manufacture products; higher food production help saves the foreign exchange spent on food imports; increased supply of food reduces high food inflation that has been for a longer time, and farmers’ savings can be recycled for industrial expansion. In short, the rural abundance creates room for an export-led manufacturing growth. For this, the state must nurture SMEs instead of quickly opening up the economy and forced them to compete with giants. In this regard, for instance, the situation of the likes of domestic cultural cloth producers (ጥበብ አምራቾች) requires urgent action. Domestic producers are forced out of market due to the fake products that are imported from China and also sold at a relatively far lower price. In addition to the impact on culture, it has numerous detrimental effects on local economics. To protect infant domestic producers, the government should highly tax such products and control the considerable sum of foreign exchange spent. As a condition for such support, domestic producers must be obliged to generate foreign currency through exports. Such foreign sales also provide an external test for a further progress. As a last recipe, the government should undertake strict financial control and directed these precious resources towards development activities that have huge national impact instead of spending on imports of luxurious and unnecessary individual consumption. The government should control the forex spent on ‘human-hair’, as an example.
The practical three-step doctrine of Studwell’s piece is less controversial than the Washington consensus packages. Due to its powerful insights, let me invite you to read this vital book.

The writer can be reached, araya.gedam@gmail.com

Mekdes Zeleke

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Name: Mekdes Zeleke

Education: BA in Civil engineering

Company name: Evan Decor

Title: Owner

Founded in: April 2007

What it does: Decorating works

HQ: Bole

Number of employees: 8

Startup Capital: 150,000 birr

Current capital: 300,000 birr

Reasons for starting the business: To fulfill my dream

Biggest perk of ownership: Mental satisfaction

Biggest strength: God

Biggest challenging: Managing employees

Plan: To open a big company

First career: Engineer

Most interested in meeting: Genzebe Dibaba

Most admired person: Tugi, Fiancé of Genzebe Dibaba

Stress reducer: Reading the bible

Favorite past-time: Watching movies

Favorite book: Holy Bible

Favorite destination: Dubai

Favorite automobile: Toyota RAV 4

Strategic Planning 2

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Last week we saw how you, who owns a business and employs 50 workers, realised that your business was not moving forward. It stagnated and sales were going down. You are not quite sure what to do next to boost your sales again. Should you advertise, change your product, invest in something else? While these questions keep you awake during the night, you are very busy the whole day trying to keep things going. There is always some crisis to attend to. What seems to be lacking is a longer-term perspective and you don’t find the time and think about your business to develop a business strategy. We also looked at what the benefits could be for you to formalise a strategy and what the process would roughly look like. Basically you, like every other business owner needs to answer the following three questions:
Where am I now?
Where do I want to be?
How do I get there?
Next, we will look what approach could be used to find the answers to these questions and formulate long term objectives. Remember that by not following a formal approach, the business strategy will emerge ad hoc, as the result of a series of decisions at different times. And if decisions are made in the absence of a framework, the different activities of the business will be pulled into different directions, according to personal concerns and preferences. There will be no consistency in the decisions that management takes. Strategy is about means and ends, which will allow you to be more in control of your business, your resources and challenges facing your business. This requires a concentrated effort but will pay its returns in the long term. First you will need to gather information based upon which you can make your strategic decisions later. Information is required from the following points of view:
Context
Resources
Customers
Competition
Products
Stakeholders
Employees
Next follow some questions and guidelines that will help you to gather the information that you need.
The business in context:
How did the business arrive at its current present form? Describe the steps.
What are the main activities of the business?
Which are core activities, and which are side activities?
Why did the business develop the side activities?
What customers groups are served by the business?
What do customers gain by buying your products or services?
What is the image of the business? Check this with customers, suppliers, workers, competitors.
What mistakes has the business made in the past in respect of the needs and expectations of the customers? What can you learn from the mistakes?
Who are the main suppliers and what is the relationship with each one of them?
The business and its resources:
What skills do your workers have? Make an inventory and write them down.
How is the business organised? Are responsibilities defined? Do job descriptions exist? Who reports to whom and about what?
What skills are lacking?
How is information organised within the business? What information system is computerised?
Is financial information summarized and presented to management to gain insight into the financial health of the business and to make strategic decisions?
What other resources are missing for the business to run more efficient and effective?
What procedures may need to be introduced to increase efficient use of resources, for example, performance assessments?
I encourage you to look into these questions and write your answers down. Discuss the issues with your key workers and summarize your findings. Next week we will continue to look into the remaining areas and lay the foundation for devising the business strategy.

ton.haverkort@gmail.com