Creating Markets in Kazakhstan : Country Private Sector Diagnostic
The first section identifies the overlaps between Kazakhstan's development objectives and the goals of IFC's new strategy of creating markets for the private sector. Kazakhstan's development objectives are to increase diversification...
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| Format: | Report |
| Language: | English |
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World Bank, Washington, DC
2018
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| Online Access: | http://documents.worldbank.org/curated/en/867531531292103142/Creating-markets-in-Kazakhstan-country-private-sector-diagnostic http://hdl.handle.net/10986/30209 |
| Summary: | The first section identifies the
overlaps between Kazakhstan's development objectives
and the goals of IFC's new strategy of creating markets
for the private sector. Kazakhstan's development
objectives are to increase diversification, employment, and
productivity. These are based on the government's 2030
Strategy and 2020 Plan, as well as World Bank Group (WBG)
country assessments. Operationalizing the IFC 3.0 strategy
requires identifying the markets with the greatest potential
to help meet these objectives. The approach amounts to: (a)
identifying those sectors with the greatest market potential
which, if realized, would have the greatest impact on
development objectives; (b) providing an assessment of what
is preventing the realization of market potential; and (c)
indicating the IFC and WB activities that should be the top
priorities to help meet this double bottom-line of
development impact and market creation. The assessment in
the second section indicates that the sectors with the
greatest unrealized development and market potential are
food-grains, meat and poultry, and cross-Kazakhstan
transport and logistics. The market potential assessment
relies on quantitative tools (multiplier models, product
space and competitiveness benchmarking), expert interviews
and a survey of policy reports. The assessment in the second
section indicates that the sectors with the greatest
unrealized development and market potential are food-grains,
meat and poultry, and cross-Kazakhstan transport and
logistics. The market potential assessment relies on
quantitative tools (multiplier models, product space and
competitiveness benchmarking), expert interviews and a
survey of policy reports. The last section summarizes the
priority horizontal reforms, sector-specific policies, and
promising sectors with the potential for expansion and
greater firm entry. The first part of this section is
intended to inform the high-level dialogue between WBG
management and Kazakhstani authorities. The second part is
essentially the sector-wide measures without which private
sector investments will not be forthcoming, recognizing that
the aim is to create markets and expand private sector
development. The third part identifies promising areas where
private sector actors could play a catalytic role,
recognizing the ease of playing such roles differs by
sector: it is greatest for grains, somewhat less for meat,
and least for transport and logistics. |
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