Minister of Finance, Energy and Uganda Development Bank Visit UMA to Discuss Key Manufacturing Bottlenecks

        

UMA Chairman Ms Barbara Mulwana leads Energy Minister on a tour of some of the stall at the UGITF after the meeting

With a directive from H. E Yoweri K. Museveni during his speech as a chief Guest at the 25th Uganda International Trade Fair, the Minister of Finance, Hon. Matia Kasaija, Minister of Energy, Irene Muloni and other officials from ministry of Finance, Uganda Development Bank visited the UMA trade fair from which they were engaged by The Chairman of Uganda Manufacturers Association, Mrs. Barbara K Mulwana with UMA Board members like Mr. Deo Kayemba of ECS, Dr. Martin Kyeyune of Roofings Group, Mr. Richard Mubiru of Southern Range Nyanza and Mr. Aga Sekalala Jnr of Ugachick among others.

Each of the above ministry officials were tasked by the President to come and update the manufacturers on pertinent issues that are impediments to growth of industrialization with capacity utilization at 53%. Some of the issues presented include; high cost of power, high interest rate of borrowing from commercial banks, the delayed infrastructure development of the Industrial parks, Namanve in particular, the need to refinance UDB with more money, the unrealistic service charge demanded from investors on the Namanve Industrial park for no services rendered and the high cost of capital for the manufacturing sector among others.

Hon. Matia Kasaija, Minister of Finance and Economic Planning

Domestic arrears:

The minister emphasized that he had sent out a circular to all accounting officers not to make any procurement without money that will pay the suppliers. He reiterated that he set aside 300Billion to clear any arrears. “Arrears are not only hurting suppliers but also preventing cash from moving around; in the end this cripples production and purchasing power.” He said.

Synergies to reduce on the Informal sector:

He called upon UMA to write a proposal to Ministry of gender to revise the policies for Funds allocated to government Youth Livelihood programmes. He said that cash is most times put to waste and the end result is not achieved. Facilitating the youth groups with equipment for production will enhance the synergy between agriculture and Industrialization that UMA is advocating for.

The Kaveera/plastic bags issue as a setback to industrialization when banned:

Hon. Matia Kasaija said that there should be a legal framework especially in urban centres to minimize littering and poor disposal habits. He also showed concern of the inconsistence in government over the kaveera issue that has had a lot of controversy to date.

Irene Muloni, Minister of Energy and Mineral development

The minister explained all the aspects that need to be intertwined to realize the President’s promise of having power at 5 US cents.

We have re-engaged them and they have appreciated the need to bring the tax waiver of 30% successfully done by government. With the tax waiver, tariff has gone to 10.3 US cents

Refinancing of Bujagali;

She said that they are in “talks” with World Bank and African Development Bank to refinance Bujagali. Refinancing Bujagali will extend the payback period that will bring a drop in cost of power to 8 US cents. However, due to negotiation procedures, Hon. Muloni reported that the initial date that had been set for the electricity reduction of October was pushed to December.

Grow demand:

Hon. Irene Muloni said that there’s a need to grow demand and increase in consumption of power. She said that this is the third option that will see another drop to the 5 US cents. “The ball is in your hands to increase consumption; if you want cheap electricity, you must consume all that is available.” Hon. Matia Kasaija reaffirmed.

Load shedding in some areas of the country:

High power tariffs in Uganda being a topical issue and in her Ministry, she told manufacturers that they have budgeted for $100M to procure bigger substations of up to 132 Voltages to reduce on the load shedding for manufacturers in gazette industrial parks.

Rebate system:

She assured members of a rebate system that is intended to compensate manufacturers who mobilize resources to connect electricity to their premises. She said the money used would be got back through reduced tariff rate on their energy consumption.

An update from the Executive Director, Uganda Development Bank (UDB) - M/s Patricia Adongo Ojangole

M/s Patricia Adongo Ojangole said that they are having a 219 Billion portfolio and are reviewing it to channel funding from Exim Bank India through UDB. She also said that they had applied for a loan from African Development Bank of $30 Million to increase on the money in UDB for industrialists to borrow.

She noted that 60% of their portfolio was for productive ventures like Agriculture and Industry. “With increased production, more jobs are realized and more revenue collected for the government.” She added.

Hon. Matia Kasaija ended by urging UMA to organize quarterly meetings with his Ministry to better work out issues that affect industrialists. The Minister of Energy, in unison with Kasajia’s idea, pledged full support from her ministry as well such that they all work as a team to help manufacturers.

 


 

A tradeshow like the Uganda International trade fair (UGITF) is a marketing and sales investment. As with any investment you should expect a return on investment. The question is “Are you getting a return on your exhibiting investment?” For most exhibitors, the answer is either “we don’t know” or “no”. When it comes to investing human and capital resources both of these answers are unacceptable. The primary reason why many exhibitors answer this way is the lack of an exhibit measurement process.

The two primary reasons for exhibit measurement are 1.) to justify the investment and 2.) to gather information to make your investment more profitable. A good measurement system can

help you determine whether you should continue exhibiting at a specific show, and if so to what

degree. This can help you identify your exhibit program’s strengths and weaknesses. It can provide benchmarks for comparing show versus show, show versus last show, and even shows

compared to other sales and marketing media. If you’re going to win the game of exhibiting you

must have a score keeping process.

 

The following is a brief discussion of each measurement tool as it relates to measuring specific types of objectives for participating in a trade show;

 

Analyzing Leads

This is generally an automatic first step of any exhibit measurement program. In addition to counting and analyzing the quality of leads, this type of analysis gives some indication of success for new product introductions (number and quality of leads for new products) and effectiveness in entering new markets (number/quality of leads in the new markets). This analysis may also give you an indication of future sales potential by qualifying visitor buying power and intentions.

 

In-Booth Visitor Surveys

These types of surveys are best conducted by personal interview as visitors exit the exhibit. They are often used to evaluate the effectiveness of specific aspects of the exhibit (demos, theaters, booth staff, etc.), but as it relates to objectives they are particularly effective in measuring message recall and retention (both unaided and aided recall). This assumes that visitors have had no prior exposure to messages. Awareness for new product introductions, image and brand enhancement can also be measured using in-booth surveys.

 

Post-Show Attendee Surveys

These surveys are the cornerstone of an effective measurement program. They provide a comprehensive profile of the show audience (for show selection, level of investment, and planning decisions) and they measure the performance of specific aspects of the exhibit compared to competitors (to improve performance). Similar to in-booth surveys, they can be used to measure specific messaging, brand and image enhancement, and new product introduction objectives. They can also identify through analysis of audience and visitor profiles the effectiveness of the show and your exhibit in reaching new markets.

 

Pre/Post Attendee Surveys

A pre- and post-survey technique is the best way to measure message, image, brand, and/or awareness objectives if attendees have had the potential for being exposed to your messages, products or company prior to the exhibition. The pre-show survey conducted just prior to the show establishes a benchmark level of awareness before exposure to your exhibit, and the post-show survey measures the success of your exhibit and related activities in changing awareness, image and/or recall of the message.

 

Sales Conversion Surveys

These surveys measure the dollar volume of sales resulting from leads generated by an exhibit. They are usually conducted approximately three to six months following the exhibition depending upon sales cycles of the products. They also measure purchases from competitors, the degree of influence the exhibit had on the purchases relative to other factors, and the level of follow-up received from salespeople or representatives.

 

Lead Tracking Systems

The ideal and most cost-effective method for measuring sales resulting from leads is a closed loop lead management system. Sales conversion surveys are an alternative for companies that cannot institute a lead tracking system due to lack of management support, channel of distribution structure (i.e., sell exclusively through dealers or distributors), inability to get field sales to report back, etc. Both the sales conversion survey and lead tracking system are bottom-line oriented measurement tools. That is, they measure sales objectives, but give little explanation for results. For example, if sales are poor, is the reason the show, the exhibit, the follow-up or a combination of all factors? A comprehensive post show attendee survey will evaluate the show’s potential and exhibit performance.

 

Press Coverage Analysis

Obtaining press coverage is an objective for a relatively small number of exhibitors by comparison to most other objectives. To measure PR effectively requires tracking the trade, general business and/or consumer press to determine the amount of coverage that is obtained as a result of exhibiting in the show, the tone of the coverage (positive, negative, neutral) and the content of the coverage (were key messages or new products mentioned?).

 

In summary, most exhibitors have multiple objectives for exhibiting that require multiple measurement tools for assessing results. Objectives need to be specific, realistic and measurable, and must be relevant to overall corporate marketing objectives. Measuring meaningful show objectives that are relevant to corporate marketing objectives is the best way to demonstrate the value and importance of exhibitions in the marketing mix.

 

Exhibiting measurement can be as simple or complex as you want to make it. The specific

metrics you use to measure will be determined by your exhibiting objectives.

Here are six basic measurements that every company should be considering:

 

  1. Return on Objectives: What specific goals were you Return on Objectives pursuing and what progress did you make toward those goals?

 

  1. Exhibit Budget versus Actual: What was your total e Exhibit Budget versus Actual exhibiting budget and what did you actually spend?

 

 

  1. Post-show Sales Written show Sales Written show Sales Written: How many orders and what was the total euro amount of orders written after the event? Ideally, you should measure post-show sales at the 90 and 180 day points, unless you have a very long sales cycle. Also take into consideration the frequency of the show.

 

  1. Quantity and Quality of Leads: How many leads did y Quantity and Quality of Leads you capture? How many were A – B – C leads? What is the estimated total sales potential of the leads?

 

  1. Cost per Lead: What was your cost per lead? Divide Cost per Lead total number of leads captured by total show investment to determine this number.

 

  1. Cost per Interaction: What did it cost you to generate Cost per Interaction ate a face-to face contact? To determine this number simply multiply your total lead count by 2.4. This will give you a pretty accurate method way of determining your total booth traffic. Then divide total show investment by estimated total booth traffic.

 

These six basic metrics are all that could and should be measured, but they are a very solid starting point. They will give you a very good picture of whether you are winning the game of exhibiting.

There is one final metric that all exhibitors should attempt to measure – the elusive exhibiting

Return on Investment. To determine ROI accurately you must first be able to track at-show and

post sale revenue. Once you have that, simply follow the formula below:

 

Here is a Return on Investment (ROI) example ‘UGX’:

 Total post-show sales from exhibit leads: 250,000

 Less cost of sales or gross margin: -190,000

 Equals Gross Exhibit Profit 60,000

 Less Exhibiting Costs: 20,000

 Equals Net Exhibit Profit: 40,000

Net Exhibit Profit 40,000/Exhibit Costs 20,000 * 100% = 200% ROI

And there you have it! In this example, every shilling invested in exhibiting is producing a 200%

return on investment. Where else could you invest your money and get that kind of return on

investment? What would it mean to your company and to you personally, if you could convert

your tradeshow program from “expensive appearances” into “profit centres”? You may rest

assured that the information presented provides the most direct path to making tradeshows payoff. It is up to you to now put it to work.

 

Jefferson Davis, president of Competitive Edge is k Jefferson Davis known as the “Tradeshow Turnaround Artist".

Since 1991, his consulting and training services have helped clients improve their tradeshow

performance and results to the tune of over $500M. Mr. Davis is co-creator of the EWEC Online Exhibitor Solution Centre program. He can be reached at 704-814-7355 or

They do not generally have an immediate impact on profits (unless you consider the costs to participate), however, if the exhibit program is well planned, they can play a role in building a company's reputation. That said, trade shows aren't for every company..." Michelle Bruno, exhibition industry expert and principal of content marketing firm Bruno Group Signature Events, told IMT. A small business, in particular, should "look for shows where you aren't just a small fish in a very large pond - smaller shows that might be more vertical or targeted to a very specific industry."

These exhibitions do much more than introduce one person to another of course. We know that the major exhibitions that we work with are global ‘meetings places’ providing a highly cost efficient environment in which very senior management can meet with other senior management to discuss partnerships and joint ventures, to maintain and deepen business relationships and to identify new business opportunities.

According to data from the Center for Exhibition Industry Research (CEIR), 88 percent of the attendees at a trade show usually haven't been seen by a member of your company's sales staff in the past year, and 70 percent plan to buy one or more products. On average, 76 percent of attendees ask for quotes and 26 percent end up signing purchase orders. Seventy-two percent of visitors say the show itself influences their buying decisions.

UMAS ROLE IN FACILITATING INDUSTRIALISATION

 

Cont'd from Page 14

UMA's Committee Structure

 

A number of subcommittees are
responsible for studying particular areas
of interest to members. These are:

  • Activities Sub-Committee;
  • Economics Sub-Committee;
  • Finance Sub-Committee;
  • Sectors Sub-Committee;
  • Small Scale Sub-Committee;
  • Trade Fair Sub-Committee.
  • Editorial Board Networking & opportunities Sub-Committee

The Sub-Committees report to the Executive Board, the supreme govern- ing organ of the Association. Services available to members include the
following;

Information Services

 

The Association maintains a modern Information reference Centre at the Secretariat. The Centre facilitates quick response to requests for information on industrial issues. Through both
local and foreign links, UMA provides a wide information resource for members and other interested users and keeps them abreast of developments and trends in the manufacturing sector.
The Centre runs a business matching service to facilitate the formation of joint venture partnerships. Members and the general public are also kept informed about the Association's activities, developments in the industrial sector and related matters through UMA publications which include; a monthly Business Bulletin and The Manufacturer quarterly journal. The Association also publishes an annual Manufacturers Directory to help promote trade and investment between Ugandan firms and their counterparts at home and abroad.

Technological Information Promotion System (TIPS)

The Association hosts the National Bureau office for TIPS, an international business information promotion network. The network makes available to UMA members' and the business community generally daily business information updates at a modest fee. It also provides an outlet for members of the local business community to inform the outside world
of what it can offer.

Trade Fairs & Exhibitions

The Association's trade promotion and development activities take place within the broad framework of the Association's effort and commitment to facilitate enhanced performance of the private sector. In 1992, His Excellency President Museveni laid the foundation
stone for the construction of the Association's permanent Trade Fair Show Grounds at Lugogo near Kampala. The Show Grounds has enabled the Association to organise regular trade fairs to expand existing markets and seek new ones as well for its members. UMA has to date held twenty four (24) International Trade Fairs and many local fairs and exhibitions at the Show Grounds at regional levels. The response of both exhibitors and show goers has been very enthusiastic since. The Association continues to invest substantial resources in improving the Show Grounds infrastructure with the aim of bringing them to international standards.

Business Delegations

UMA has hosted a number of trade and investment delegations from within the COMESA region and further afield. Many private and Government visitors have continued to seek interaction with Ugandan businesses through the Association. UMA has actively participated in trade and investment missions to a number of countries and regions including; India, Scandinavia, Thailand, USA, among others.

Training Programs

The Association has established a fully-fledged training centre at the Secretariat to provide practical training to member companies focusing on topical issues. It has organised various seminars and workshops on important issues. The training programmes include workshops on marketing; quality control and packaging; export strategy; equipment fabrication; business management promotion
and development, entrepreneurship development for potential and existing entrepreneurs.

Regular Luncheons

UMA set up a programme to have regular luncheons every year featuring speakers of interest and importance to the Association. The luncheons provide a unique opportunity for members to interact with one another and to have dialogue with key players in the economy, locally and within the region.

UMA Consultancy & Information Services (UMACIS)
In 1990, recognising the acute need for affordable and high quality consultancy services for manufacturers and other investors, UMA established UMACIS. UMACIS provides business and technical consultancy services and information to investors, manufacturers, and financial organisations.

Other programmes

The Association has been involved in projects funded by USAID under PRESTO, UNDP and British Government. In the USAID project Entrepreneurship Development Programme meant to improve entrepreneurial skills for practicing entrepreneurs meds installed at the secretariat after four workshops. This is an international programme which highly rated by participants and will continue to be offered by the Association. Under the UNDP Project the Association is implementing two components:

(a) the business skills component which promotes the entrepreneurship among the youth and leaders of society;
(b) the consultative group component strengthens the participation of manufacturers in the formulation of policies which affect them. In the project supported by the British Government manufacturers have been supported to improve the quality of their products, minimmise
production loses, and improve management systems. The Association appreciates and encourages these collaboration need to work in collaboration and in consultation with Government as well as other stake holders. UMA has actively worked with Government towards the reform and improvement
of policies that affect the development of the private sector.

The Way Forward

In reviewing past activities, and setting in motion new initiatives aimed at strengthening the Association, UMA will continue to address issues related to the changing role of the private sector in Uganda and in the world. Uganda needs to attract both international and local investors and to promote trade within
our regional markets. Ugandan manufacturers therefore, on their part, have to improve the utilisation of their capacity as well as their overall efficiency. The Association, in collaboration with government as well as other private sector representatives, will continue to work towards increased private investment, and a stronger private sector in Uganda, and the region.

 

ARTICLE ONE

The impact of UGITF since its inception!!

The Association's trade promotion and development activities take place within the broad framework of the Association's effort and commitment to facilitate enhanced performance of the private sector.

To vitalize this; in 1992, His Excellency President Museveni laid the foundation stone for the construction of the Association's permanent Trade Fair Show Grounds at Lugogo near Kampala. The Show Grounds have since; enabled the Association to organise regular trade fairs to expand existing markets and seek new ones as well for its members. UMA has to date held twenty four (24) International Trade Fairs and many regional fairs and exhibitions in the country i.e; Mbale and Mbarara. The response of both exhibitors and show goers has been very enthusiastic since. The Association continues to invest substantial resources in improving the trade fair experience with trending innovations where need be.

The Uganda International Trade fair has made a significant contribution to many businesses through introducing vendors to buyers and ensuring that industry players maintain contact with industry developments. This year’s trade fair is a celebration of success with companies that have toed the line with exhibiting since its inception in 1992.

In assessing its catalytic impact, the UGITF has been pivotal in providing return on investment. Companies highly invest in the stall space; facilitation of the sales team and preparation of promotional material; in order to achieve the desired return on investment, companies that set align their objectives, do realize their respective return on investment within the trade fair and even after the show. An achievement to this is manifested with the ever growing number of both exhibitors and attendees over the 24 years.

The positive impact of exhibiting at a trade show isn't confined just to the event, according to data from the Center for Exhibition Industry Research (CEIR),  as 87 percent of show goers will pass along some of the information they obtained at the show, and 64 percent will tell at least six other people about it. Therefore from a sales perspective, the UGITF is highly cost-effective - it costs 22 percent less to contact a potential buyer at a show than through traditional field sales calls.

Of course, the fact the Uganda International trade fair offers a lot of chances for boosting business doesn't guarantee success. Companies that exhibit need to have a well-planned exhibit program; once in place; the UGITF plays an ultimate role in building a company’s reputation.

Therefore, to maximize the value of the UGITF, it is important to find the strategies that are best-suited to promoting your company/organisation and making an impact on the market. This can be done through planning your own pre-show promotion, selecting strategic space, making provision for prospective Clients’ Contacts, follow up prospective clients among others.

Over the years, the UGITF has been an important brand awareness channel. This however may generally not have immediate impact on profits but gradually, they are realized.

CONCLUSION

In summary, most exhibitors have multiple objectives for exhibiting that require multiple measurement tools for assessing results. Objectives need to be specific, realistic and measurable, and must be relevant to overall corporate marketing objectives. Measuring meaningful show objectives that are relevant to corporate marketing objectives is the best way to demonstrate the value and importance of exhibitions in the marketing mix.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Uganda International Trade Fair - UGITF

OCTOBER 3 -10(Dates to be confirmed ) 2018

UGITF is a well-established multi-sectoral trade event that has in the last twenty four; (24) years provided a unique platform for marketing products and services

 See Details

 

 

2017 Tradefair Awards

Uganda Manufacturers’ Association
P.O Box 6966, Lugogo Show Grounds
Kampala
Tel: +256 414 221 034 /287615
Fax: +256 414 220 285

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