18 Chapter 1 – Foreign trade representation in a 

changing world

Box 1: What foreign trade representatives need from trade support institutions

ƒƒ A clear statement of what the FTR is supposed to do; what the priorities are and the key performance indicators;
ƒƒ Clear reporting lines so that the FTR does not have several bosses;
ƒƒ An annual programme that gives at least 12 months notice of major trade displays and 4 months notice for trade
missions and appropriate lead-times for all other events;
ƒƒ Budget support sufficient to achieve the key performance indicators;
ƒƒ Support and acknowledgement of the needs of the FTR and his or her family;
ƒƒ A centrally maintained website that the FTR can access to post notices, newsletters and other relevant materials.;
ƒƒ Detailed and updated information on national exporters, either from an exporter directory, a database, or a full-
fledged CRM system linking TSIs and their users;
ƒƒ Organizational support in the home country for all inwards and outwards: missions, displays, other events, and
promoting the Post country to carefully selected, qualified exporters;
ƒƒ A clear set of operational policies for issues such as accepting gifts; the level of support that FTRs are expected to
provide to exporters and a list of services that the FTR will not provide to exporters, such as travel arrangements;
ƒƒ Training programmes for the FTR and for staff;
ƒƒ Minimize demands for reports and simplify procedures;
ƒƒ A clear contract of employment that sets out all the conditions such as salary, allowances, adjustments for
inflation or currency movements, return travel, holidays, reporting responsibilities and budget arrangements;
ƒƒ Absorb enquiries from non-export capable companies, protect the FTR from such enquiries and provide clear
information to exporters about what FTRs will and will not do for them;
ƒƒ A handover programme with the incumbent FTR and directions about introducing the new FTR to important
contacts.

Box 2: What trade support institutions need from foreign trade representatives

ƒƒ Good governance and management of the Post finances, staff and resources;
ƒƒ Post priorities that will deliver the agreed key performance indicators;
ƒƒ Accurate input on the attractiveness of the market for different products and services;
ƒƒ Three-to-six real success stories each year;
ƒƒ Cooperation when tasks are imposed on the TSI with little notice;
ƒƒ Reports submitted on time;
ƒƒ Support for politically important activities, which may have low pay-off ratios;
ƒƒ Maintain web materials about the Post that are relevant, up to date and interesting;
ƒƒ Keep the TSI informed of any pending crises or successes;
ƒƒ Maintain the security of systems and personnel;
ƒƒ Maintain appropriate communication with the media, making no comment on policy issues without prior
approval;
ƒƒ Keep the TSI informed of trade relations issues, import barriers, restrictions and changes;
ƒƒ Provide adequate notice of impending trade missions or buyers-sellers events in the home market;
ƒƒ Maintain good relationships with the rest of the embassy, with allies and other government departments.