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22.04.2015
Speaking at the closing session, International Trade Center (ITC) Executive Director Arancha Gonz??lez said the conference, first time held in Africa, reflected the reality of global trade. Gonz??lez noted that this year’s event had been the largest ever WEDF, with more than 1,200 registered participants from 73 countries and commended the Government of Rwanda for having ensured a successful event. Rwanda was ranked as the 3rd most competitive country for business in Africa in the World Economic Forum’s 2013-2014 Global Competitiveness Index Report. In the World Bank’s Doing Business 2014 report, the small East African nation was ranked 32nd out of 189 countries for ease of doing business, up from the 52nd place previously. At WEDF, it became clear that the private sector has become more vocal on policy issues such as trade facilitation and addressing non-tariff barriers, according to organizers.
Several leading business figures called on governments to create an environment more conducive to business and to ensure that business priorities are represented in government policy. Francis Gatare, Chief Executive Officer of the Rwanda Development Board, said they were glad that the ITC chose Rwanda as the host of its inaugural event in Africa and its 50th anniversary. The forum, he said, has come at a significant time in our country’s economic development, when we are doubling our efforts to build an export oriented economy. Gonz??lez said ITC intends to strengthen the partnership with SMEs to address these issues and help them internationalize. Meanwhile, at the Women Vendors Exhibition and Forum, which was held in conjunction with WEDF, around 500 business-to-business meetings led to 44 letters of intent being signed, worth around 5. The agreements included a Brazilian buyer that will sell tour packages that bring tourists to Africa for coffee sampling, eco- tourism, Nollywood, fashion and more.
In her closing remarks Gonz??lez announced that next year’s event would be held in Qatar, in association with Tasdeer, the development agency of the Qatar Development Bank.


A strategic business plan that aligns all activities to an agreed direction is a clear necessity for business excellence. Excellence models describe the key components that work together to deliver organisational success.
A strategic business plan integrates the mission and vision of the company into activities that the leadership team can implement and monitor. Planning and in particular strategic planning creates actionable objectives that can be followed.
All excellence models around the world tells us that the success of an organisation depends on the alignment of operational activities to an overall vision and strategy. The ABEF also provides evaluation and prioritisation guidelines to decide which initiatives will deliver the greatest value to an organisation.
There’s a quote that I once heard from the legendary Les Brown, whom I had the privilege of meeting. You see many of us come up with great ideas, and then we put them to one side as we’re too busy.
17 (Xinhua) — Business and government leaders at the World Export Development Forum (WEDF) in Kigali declared Africa is open for business on Wednesday, at the conclusion of the three-day meeting.
More so, we will continue to create a more favourable environment and double our efforts in export promotion,” he said. A strategic business plan seeks to integrate the key components of excellence models – such as the Australian Business Excellence Framework (ABEF) – and provides the roadmap for continued success. Companies frequently develop inspiring vision statements and captivating mission statements, but leave all of that thought process in the brainstorming session and nothing comes through that directly impacts the company.


Furthermore, excellence models such as the ABEF provide a structure to develop and integrate an organisation’s business plan.
A business plan that is aligned to the ABEF also achieves much more for companies, including being a communication tool that synthesises the plans of the leadership team, a knowledge source about the organisation’s priorities, and a tool to build stakeholder engagement. Strategic business planning enables a high-level view of these various components and how growth impacts them both uniquely and together.
However a strategic business plan encapsulates that vision and mission to steps taken to make those business concepts   well steeped reality. What occurs is that the entirety of the company’s vision is to move from one activity to the next without an over-arching linking strategy in place. A core function of the ABEF is to bring integrity into organisations by aligning planning, prioritising doing, and measuring continuous success. And they’re throwing out the rule book that prevented them from doing something in the past. A leadership team can then manipulate the various strategies to ensure the outcome positions the company properly. Disparate activities tend to lead to a compromised vision arriving the company at a future that has not been planned for.
Your company’s excellence is built upon your strategy, can you afford for it not articulated to your leadership team and stakeholders?



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