Kazakhstan has sought to increase the reach and effectiveness of its export support for firms through the development of digital single windows and portals. However, in their current configuration, these lead to a fragmented and overlapping digital landscape, complicating access to relevant export information for firms, and especially for SMEs. This chapter analyses ways to improve the effectiveness of such tools, with a focus on developing a whole-of-government approach to online trade and export promotion portals, and the development of a single one-stop-shop (OSS) for exporting SMEs.
Diversifying Kazakhstan’s Exports
Institutions, Policies, Infrastructures
Abstract
Kazakhstan has developed several centralised online portals offering capacity-building support and information to exporting firms. For instance, the Single Window for Export-Import Operations, the Kazakhstan Trade Portal, the Trade Facilitation Information Portal, and the ASTANA-1 and Keden customs border portals have been launched in recent years, allowing firms to obtain information on the required e-permits, references, and documents related to exports, as well as to complete certain requests online (Atameken, 2019[1]). QazTrade’s Qazaqstan Export Portal (Exportal) unites its informational and capacity-building support in one single website to help firms looking to initiate or increase exports by addressing potential knowledge gaps (Table 3.1).
Source: OECD analysis.
Nevertheless, the coexistence and overlap of different portals complicates the journey SMEs must make to address their questions and resolve issues. Access to information remains scattered and difficult to find within the institutional internationalisation ecosystem (Table 3.2). Indeed, the different portals sometimes contain overlapping information or provide different information/support, nor are they cross-referenced (Chapter 2). As a result, as the variety and volume of available support for SMEs looking to export has increased and efforts have been made to streamline its provision, firms in Kazakhstan, and in particular SMEs with fewer resources than larger firms, have continued to face significant informational barriers in their export journeys.
Source: OECD Analysis.
The reach of Kazakhstan’s trade and export promotion support offer falls short of its ambition due to an overlay of tools supervised by different authorities. Realising its full potential for exporting firms, and SMEs in particular, would require a unified cross-government approach to online support provision. In the longer-run, this should lead incrementally to the creation of a single national online internationalisation one-stop shop (OSS), supplemented by regional physical points of contact (Box 3.1Box 3.1). Such a tool would help SMEs improve their competitive situation and develop their export competencies, while supporting the government uniting the export promotion system and enhancing the reach and effectiveness of already existing export promotion tools.
Based on recent OECD work, and interviews with public and private stakeholders in Kazakhstan (see Methodology), this chapter focuses on three iterative steps to develop an OSS for exporting SMEs: (i) establishing a supportive institutional framework and unifying all export-related information and services around the OSS; (ii) streamlining existing content before developing an online OSS and a network or regional physical OSS; and (iii) raising awareness of the OSS among SMEs throughout Kazakhstan.
Developing an OSS is an incremental process that needs to be developed simultaneously on- and off line for maximum reach
Creating an OSS is an iterative process, with governments developing them step-by step, usually based on a single or multiple existing portals. As new services are added, an OSS can develop from simply offering information to enabling transactions, from offering standardised services throughout the country to region-specific ones, and from starting off online only to providing in-person locations where users can complete all their transactions (Askim, 2011[2]; OECD, 2020[3]).
While OSS build on the SPOC principle that aims to bring all interactions and requests into a unique space, an OSS usually goes further than a portal, which is frequently limited to providing information, and a single window, which tends to be specific to trade and logistic themes.
OSSs can differ in scope (entire domain of procedures or a specific set), in purpose (informational or transactional), in geographic differentiation (national or regional), and in format (physical or virtual). However, on the latter dimension, successful international experiences (for instance in France, the Netherlands, or Australia) show that the simultaneous development of on- and off line services maximizes the reach and benefit of the OSS for firms and users.
An OSS would fit into Kazakhstan’s wider internationalisation ecosystem
It would unify the export promotion system, creating a single entry door for companies to access information and services, while aiming to reduce both regulatory and administrative burdens by enhancing co-ordination across and within levels of government, creating a user-oriented service, delivering multi-policy services in an integrated way, and joining up government services. Citizens or firms could more easily access information on export opportunities and support, identify the needed steps for exporting, locate administrative procedures and forms, supply information once for multiple purposes, and simply conduct transactions. Public bodies can receive better quality information in the first instance, and improved compliance rates reduce resources needed for enforcement. Moreover, an effective OSS can raise awareness of the possibilities provided by the internationalisation ecosystem, reducing the knowledge gap, strengthening SME export capacity, and stimulating exports throughout the country.
Source: OECD analysis, based on (OECD, 2018[4]; World Customs Organisation, 2017[5]; OECD, 2020[3]).
Challenge 2.1: Information for SMEs seeking to internationalise remains fragmented and complicated to access
Kazakhstan has intensified efforts to centralise and digitalise the information and access to export support measures by launching a series of single windows and portals. These efforts have been accompanied by expanded information provision, new accelerator programmes, and broader access to financial assistance (Box 3.2 and Chapter 2). Today, QazTrade’s Kazakhstan Trade Portal (KTP) launched in 2022 and Qazaqstan Export Portal (Exportal) provide the bulk of the internationalisation activities available for firms and SMEs.
The development of online resources for exporting firms has resulted in multiple portals offering different and sometimes overlapping services (Box 3.2). As a result, a lack of clarity for firms about where to find support remains. No clarification is given to SMEs on where they should turn with their internationalisation questions or activities within the patchwork of portals, single windows and other websites, while QazTrade finds that local firms’ lack of competencies and knowledge of foreign economic activity and requirements is a deterrent to the internationalisation of firms (IMF, 2024[6]). For instance, support in such areas as marketing and outreach, capacity-building, advisory services, financial support, and risk management remains split across at least ten major websites (Table 3.1), while both Exportal and KTP include URLs only to some of the relevant websites within the internationalisation framework. The problem is further exacerbated by the duplication of effort between QazTrade and Atameken.
Qazaqstan Export Portal (Exportal) provides information and capacity-building support
QazTrade’s Qazaqstan Export Portal (Exportal) site includes industry and country reviews, a sectoral export barrier navigator with technical regulation, a logistical cost calculator, and statistical information to better inform SMEs looking to export. It also explains how SMEs can secure partial reimbursement for certain marketing and outreach activities abroad, including participation in fairs, organisation of networking events, or foreign translations of product materials. The portal also provides application information for Qaztrade’s Export and E-Commerce Accelerator Programmes, launched in 2020, providing training on how to start exporting and assistance in reaching foreign buyers to selected SMEs. The portal has a relatively wide reach with an average of 500 to 600 daily visitors.
Kazakhstan Trade Portal (KTP) provides step-by-step guidance on cross-border trading procedures for agri-business products
Supported by the EU’s Ready4Trade Central Asia (R4TCA) programme and the International Trade Centre (ITC) under the aegis of the Ministry of Trade and Integration, QazTrade launched the single window Kazakhstan Trade Portal (KTP) in 2022 to act as an intermediary between exporters and government agencies and to contribute to Kazakhstan’s implementation of the World Trade Organisation’s (WTO) Sanitary and Phytosanitary Measures. The single window provides step-by-step descriptions of trade procedures for over 40 types of goods, including 26 for exports, 32 for imports and two for temporary imports. Six types of transport are involved (road, rail, air, sea, sea and road, sea and rail) in the context of exports and imports from and to the Eurasian Economic Union (EAEU) and third countries. The guidance on cross-border trading procedures is for agri-business products in particular, though the aim is to expand the sectors and available procedures online.
Source: (QazTrade, 2022[7]).
There is no unified approach for developing online public support resources
Responsibility for the development of digital trade portals is scattered across several ministries and agencies. The current export promotion landscape involves MTI and MOF, with QazTrade and the State Revenue Committee as the respective implementing bodies, while several other ministries and agencies are also responsible for online export portals (Box 3.2). While most OECD countries have opted for a single point of contact (SPOC) to unify all information or interactions into one physical, digital, or combined space, where one single responsible agency is appointed, in Kazakhstan each agency is responsible for the portal’s conception, implementation, content and back-office environment. OECD interviews suggest that these bodies do not systematically share institutional knowledge, lessons learned and best practices, which seems to be confirmed by the lack of cross referencing of portals.
Recommendation 2.1: Develop a unified cross-government approach to online trade and export promotion tools
Action 1: Unify all export promotion activities within a single existing portal
In the short-term, the government should centralise all existing support in a single online portal. Kazakhstan should further unite available export promotion information in a single existing portal, such as Exportal, so far the country’s most complete online platform, providing export information (trade barrier navigator, country profiles, export guides, industry and regional overviews), consulting services (applications for KazakhExport’s financial support and other export refunds), and information about existing trade accelerator programmes. To benefit from its relatively wide reach, QazTrade could revamp Exportal’s landing page to refer to KTP, QazTrade Academy and other relevant sites, and vice versa for KTP (State Committee on Statistics, 2021[8]), before gradually developing one of the portals to become the SPOC for all export promotion related information and activities, which would be a first step towards an informational OSS. In particular, this would require presenting and linking to services provided by other organisations.
The government can then move incrementally to develop an informational online OSS for export promotion, in replacement of the current Exportal. To do so, it can build upon its experience in designing and implementing its hybrid public service delivery OSS – first piloted in 2005 (Box 3.3). The informational OSS would be the primary resource for exporters, linking to the relevant national and regional support at each stage of the export journey (Box 3.3). For instance, as QazTrade plans to develop new and existing content on Exportal while integrating its information systems with ASTANA-1 and Atameken over the next two years, it can prepare for enhanced integration within its portal or within a new website architecture. Another option could be to shift the content of the enhanced Exportal to the online OSS of the Public Services Centres (PSC), so that it includes an export promotion function, or at least to connect both online tools, so that the PSC OSS also has information available for potential exporters.
Kazakhstan launched an effective hybrid OSS policy model for public services to improve the quality of public services and reduce corruption. Initially led by the Ministry of Justice (MOJ), the Public Service Centres model was established in four successive phases, starting with the pilot phase in 2005 and concluding with the integration phase from 2016 to 2020. Each stage introduced new services and an expansion in OSS geographic and channel reach, starting from MOJ transactions in physical OSSs and expanding to Land Management, Ministry of Finance (MOF), and other bodies’ services in physical and virtual OSSs. Training was introduced to strengthen co-operation among government agencies, and staff went abroad to raise their awareness of and competencies in Public Service Centre delivery fields.
Source: OECD analysis based on (Janenova, 2017[9]).
The government could then eventually move towards the development of a full-fledged online OSS incorporating all available export promotion support (Box 3.4). Alongside Kazakhstan’s informational OSS, other portals, such as the Single Export-Import Window, KTP, Exportal, etc. could initially continue to function as the homepages for e-licensing, certification, documentation, and capacity-building initiatives. Over time, their functionalities should be expanded and integrated into the OSS depending on firm feedback and needs, to allow firms, and in particular SMEs to conduct their internationalisation journey from start to finish within a single online portal. In addition, an effort needs to be made to ensure that the most visited generalist websites (e.g. egov, Astana-1, etc.) clearly reference and link to the online OSS anytime a firm looks for export information.
An integrated cross-government strategy to support SME exports
In 2018, France set out to reform the SME support model to unite around internationalisation, aiming to increase the number of exporters and exports. By uniting the forces of the export promotion agency Business France, the public investment bank Bpifrance, and the Chamber of Commerce and Industry (CCI) under the aegis of France’s Regions and Government Services, the government created the Team France Export (TFE) framework, which relies on three pillars: (i) hybrid physical and virtual one-stop shops in France's regions, (ii) shared digital tools, and (iii) single contact persons in markets abroad.
A hybrid one-stop-shop for exporting firms
France first deployed a digital platform of solutions at the national level, bringing together all offers of export support and export financing, allowing the government to pool functionalities, content, and national partners in a digital OSS. This national base is customised and enriched with content for each region and provides digital tools and innovative solutions adapted to companies according to their profile:
The central online OSS “teamfrance-export.fr” acts as a digital export “supermarket”, gathering all the public and private solutions that firms could access to export.
The online visitor to the OSS can select which region they are active in, with the site subsequently showing the region-specific events and export promotion support programmes available.
In the TFE launch year 2019, 5000 firms started exporting, total exports increased by 3%, and firms receiving support doubled their turnover compared to companies without export support.
Physical support in regions and abroad
Organised into 50 sectoral groups, CCI France has 250 national advisors to help firms in each French region, while TFE’s network of 750 advisors in over 65 countries helps prospect markets and develop business abroad. By April 2022, TFE had supported 27,700 firms, and accompanied 8,128 firms abroad.
Source: OECD analysis based on (Business France, 2022[10]).
In parallel, Kazakhstan should develop export promotion content and offline OSS resources. Most OSSs involve a combination of physical shopfronts, call centres, and online platforms offering different services depending on the stage of implementation (OECD, 2020[3]). Though Kazakhstan’s OSS may likely be online-only at first, it could over time be complemented by physical OSS in each region, for instance in the existing offices of the PSC (Box 3.4). As online OSS services expand, some programmes may have more online services and information than others. For instance, regional export-related events would be easier to integrate, whereas expanding business opportunities by sector and country will take more time, as it will require building up Kazakhstan’s network and knowledge competencies abroad.
Action 2: Allocate the mandate to develop a one-stop shop for exporting firms to a single institution
The MTI and QazTrade could co-ordinate export promotion activities, setting up the single export portal and then the OSS, in co-ordination with all relevant actors. Doing so would provide greater clarity and enhance the effectiveness of the export promotion framework. As frequent ministerial reassignments and organisational reshuffling can hinder OSS development, stability of leadership and clear mandates should be priority selection criteria for such a body (OECD, 2020[3]). However, as an OSS functions under multiple ministries, crossing agency boundaries, responsibilities among the relevant participating public entities such as the MTI, MOF, and the MNE should be clearly delineated and work should be co-ordinated on a regular basis.
Kazakhstan should reflect the OSS mandates and financing resources in national policy documents. The OSS governance structure and attached financing methods, as well as the mandate of the supervising authority, should be reflected in national policy documents. Since developing an OSS is a protracted and incremental process, it should be embedded in export promotion and SME strategies. It could, for instance, be best placed at the centre of successive Kazakhstan National Export Strategies.
Challenge 2.2: Online trade and export promotion tools insufficiently take into account regional specificities and private-sector feedback
Kazakhstan’s export promotion support is not sufficiently tailored to regional export needs
The overall export diversification approach in Kazakhstan remains vertically driven by the government. Policies mainly reflect cluster approaches that focus on developing exports in designated sectors in specific locations, such as pharmaceuticals in Turkistan, furniture in Almaty, or flour products in Kostanay (ADB, 2021[11]). These approaches frequently take insufficient account of local specificities and lack a more systematic and structured public-private dialogue approach.
Legal set-up empowering regions
The 2015 law on the New Territorial Organisation of the Republic (NOTRe) entrusts new competencies to the regions and redefines the competencies assigned to each territorial authority. The law aims to make the French regions the engines of the country's economic recovery and to simplify and clarify the respective competencies of local authorities. As a result, each region has a primary role in supporting economic development by drawing up its plan for regional economic development, innovation, and internationalisation (SRDEII), which fits within the national plan (SRADDET) to develop regions in a sustainable and equitable manner.
Tailoring the offer to regional specificities
Regions are co-piloting the reform alongside the State as they have taken a central role in supporting exports, resulting in a common export promotion culture between national and regional governments. The public entity Régions de France (representing France’s regions) has linked national and regional development agencies to reinforce the deployment of regional economic development, innovation, and internationalisation plans. It has already launched the development of a map of each region’s assets and economic attractiveness factors. Regional sections of the CCIs, Business France, and Bpifrance nourish the internationalisation strategy and the TFE OSS development with localised insights.
Regional one-stop shops
Since 2019, TFE has united public and private export support authorities at the regional level through 250 local experts employed throughout the network of physical export OSSs (“guichets uniques pour l’export”) active in each region. Each regional OSS gathers dedicated trade and export experts, supporting firms by providing them with information and capacity-building on several aspects of the export journey (including legal support and advice, information about target markets, information about available public support), as well as bridging the information gap with the national level of export promotion support and providing information about local events and customised content for firms depending on the region’s economic specialisation or needs.
Source: Adapted from (Team France Export, 2022[12]).
The export promotion landscape lacks enhanced or targeted regional support, as region-specific measures are not systematically provided. Some region-specific events and informational content exist, usually in the form of capacity-building trainings and seminars, though there is no targeting of SMEs active in certain sectors or regions. However, OECD interviews indicated that there seems to be no specific strategy to gather input on how best to allocate financial resources for export promotion to regions, industries and firms in line with needs and priorities as it is for instance the case in France (Box 3.5).
Public-private dialogue seems to remain limited in updating the government’s online export promotion tools
It is unclear if public entities track the impact of available online export promotion tools. QazTrade tracks the number of site visitors to Exportal and KTP, but it is not clear how the impact and outcomes are monitored: how much are firms using these tools, and more importantly how these tools generated additional exports. As a result, it seems unlikely that user feedback is being used to analyse the effectiveness and reach of available online trade and export promotion tools.
The private sector is rarely consulted on the development and update of existing trade and export portals. Public-private dialogue (PPD) seems to occur only on an ad-hoc basis, without systematic regular and formal mechanisms for the private sector to provide feedback on the adequacy of existing tools or their alignment with the needs of exporting businesses. Most recently, Kazakhstan set up the Trade Facilitation Portal working group in co-operation with the International Trade Centre, which consists of 23 members representing 12 public and private bodies, who regularly come together to continuously update the portal (ITC, 2022[13]). However, feedback tools usually implemented by OECD countries, such as user surveys, do not seem to be used by QazTrade or other agencies providing trade and export support.
Awareness-raising initiatives exist for certain export promotion support portals, but remain limited in reach
The launch of recent trade portals has been accompanied by awareness-raising initiatives. For instance, the EU’s R4TCA programme implemented by ITC supported the KTP 2022 launch by organising large-scale events throughout Kazakhstan to familiarise firms with using the portal (Qazaqstan Exportal, 2022[14]), including an inauguration event organised for the R4TCA and ITC-supported QazTrade Academy launch in September. Likewise, the State Revenue Committee accompanied the Single Export-Import Window with media appearances and online training on the portal itself to spread the news and increase platform use (UNESCAP, 2022[15]). Such initiatives help building interest and informing potential users of the platforms and opportunities provided by them, and therefore ensure their effective use by firms after the initial launch.
However, an integrated and continuous outreach strategy across all online export promotion services seems absent. As each agency, including QazTrade, KazakhExport, Atameken, Baiterek, communicates about its own service offer with for instance QazTrade’s website and Telegram channel including regular updates and upcoming events outreach, initiatives do not appear to be aligned. No overarching agenda or calendar of events exists today, nor a single overview of all export-related activities: each body posts its upcoming events only on certain channels without mentioning potentially relevant activities of others in the export promotion system.
Recommendation 2.2: Integrate relevant public and private stakeholders at regional and national level into OSS design and implementation
Action 3: Integrate regions in the development of online and physical one-stop shops
The government should consider institutionalising regional involvement in export and trade promotion. Maximising the effectiveness and reach of the OSS also relies on the integration of the network of export promotion actors across the national and regional level to answer the needs of firms in each sector or geographic area. As France has done, the government could consider more actively involving regional authorities in the definition of economic and export development strategies, and set up physical exporting OSS in each region, on the model of its Public Service Centres (Box 3.3 and Box 3.5). Such regional OSS would provide dedicated support to exporting firms and to firms that wish to start exporting, by ensuring the diffusion of information and access to training at the regional level, and by liaising with the national agencies for export promotion. Due to potential resource limitations, Kazakhstan could initially target high-priority regions before duplicating its activities elsewhere.
The relevant entities should enrich the single website with region-specific content. To support regional diversification and boost exports, Kazakhstan could enrich the SPOC portal, guidelines and supporting websites with customised information, such as direct links and contact information of local government agencies and events at the regional level. While QazTrade, KazakhExport and Atameken already share upcoming and completed events on their social media, doing so in a concerted manner in the revamped site would better target SMEs in the regions. For instance, the tool itself could display personalised online navigation paths facilitating access to content according to the company's profile (export beginner, start-up, occasional exporter or seasoned exporter), geographic location and internationalisation interests determined by a set of simple questions. Services should be delivered in Kazakh and Russian, with online chat and video support functions.
Action 4: Develop more collaborative decision-making processes and formalise public-private dialogue mechanisms
The authorities should consult with the private sector to gather input on current challenges and gaps in the internationalisation ecosystem that prevent firms from exporting. Such PPD mechanisms may involve private-sector representatives through individual firm contributions or business associations. For instance, as France has done (Box 3.6), QazTrade could set up focus groups and surveys to better understand the needs and support expectations of firms looking to export. QazTrade, Atameken and smaller business associations could support SME inclusion through dedicated outreach, training and coaching to share their feedback, as well as to offset some of the costs for attending seminars or in-person training. Operational-level staff from bodies who deal with exporting SMEs directly should also provide input in addition to the firms themselves, for instance by replicating the experience of the Trade Facilitation Portal working group.
TFE’s value feedback scheme is an integral part of measuring the effectiveness of its effort. It includes:
Customer focus groups: an external firm gathers 8-12 participants, usually executives of SMEs serviced by TFE, to hold in-depth exchanges on the needs of the SMEs, their appreciation of the current offer of services, and potential new ones.
Bespoke studies and reports: TFE marketing departments conduct targeted analyses and draft reports (e.g.: COVID-19 impact, identification of certain sectoral barriers for SMEs…).
Evaluation forms: automated online evaluation forms are sent to the firm after service delivery.
An Impact barometer: based on qualitative and quantitative measures and surveys, focusing on output-oriented and TFE user-needs based questions and information.
Source: Adapted from (Team France Export, 2022[12]).
As the OSS develops, firms should systematically be requested to provide feedback on their experience once they have used a service on the OSS. Kazakhstan should introduce systematic feedback surveys of visitors to the SPOC portal, as well as online evaluations of services after delivery or use. This could build upon Exportal’s feedback web form. These initiatives would allow agencies to adapt gradually the design and offer of the OSS to the requirements of exporting firms and monitor the effectiveness and reach of the tool.
Action 5: Intensify awareness-raising and capacity-building efforts of existing support
QazTrade should conduct regular campaigns about available trade and export support tools for firms, particularly changes or new additions, through the Internet, media, and workshops (UNESCAP, 2022[15]). As Kazakhstan moves towards an export promotion OSS, it should accompany this evolution with informational events. For instance, it can build upon its experience of the R4TCA project, which supported the two new site launches in 2022, with a national hybrid launch event and regional seminars, as well as the development of its public service centres. As these events promote understanding and help garner interest, it is indispensable to conduct them regularly (Box 3.7) and in all regions to maximise their reach. Finally, particular attention should be paid to do this in collaboration with relevant private sector associations, such as Atameken, to ensure wide reach of such initiatives.
Team France Export (TFE) conducts a wide variety of measures to maximise the reach of the internationalisation ecosystem and OSS:
Export Stimulus Plan: Since the launch of the export stimulus plan in the wake of COVID-19, the government has supported TFE by holding events and activities to promote regional exports as geographically close as possible to the companies, in order to make them aware of the challenges and opportunities in engaging in international development.
Proactive advocacy: 250 international advisors proactively approach firms which have been identified as having export potential.
Event calendar: A calendar of events in France or abroad includes the France Export Program, region-specific events on exports, and access to virtual communities in each territory.
Ambassadors Programme: in November 2022, Business France officially launched the Ambassadors Programme to create a community to inspire other French firms to export. 53 TFE Ambassadors were selected from all firm sizes, sectors and territories to reach 200 by 2024 to share their success stories, strategic vision and challenges with their peers.
Bercy France Export forum: organised at the start of the year by the Ministry of Finance (the supervising authority), the annual forum brings together companies, banks, insurers, TFE members, economic advisors in embassies, and institutional players. The government presents its export achievements and the export financing policy for the upcoming year and showcases the tools and resources available to exporting firms. The presentation is followed by thematic workshops, and geography-specific sessions and one-to-one meetings.
Source: Adapted from (Team France Export, 2022[12]).
Such efforts should be complemented by intensified capacity-building activities to ensure that businesses can use the SPOC informational portal to its full extent. Export strategies and processes are a complex topic, especially for smaller firms lacking the expertise and experience, requiring sufficient support on which opportunities exist and how to best take advantage of them. Current capacity-building efforts could be improved, as KTP only includes a single “how-to” video to explain the portal’s functions and could thereby benefit from a written explanation with examples or infographics on how to use it. QazTrade could draw inspiration from KazakhExport’s infographics on how its services work or written and video instructions on how to use the portal (EOKNO, 2022[16]).
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