​1. Study Objectives and Method

￮ This study aimed to assist Jeollabuk-do in leveraging the current organizational structure and budget of its overseas trade centers (hereinafter referred to as “the centers”) to maximize their business performance while improving their coping skills to navigate trade issues more effectively.

￮ Additionally, this study focused on cultivating the centers’ capabilities for streamlining the process of collecting local information, responding to market changes, and exploring the possibility of expanding their presence in sectors of strategic importance. 

￮ Moreover, this study sought ways to make the centers’ operations more sound and efficient, which would enable Jeollabuk-do to expand its overseas export bases, whenever the need arises, thus fostering its export ecosystems from a long-term perspective.

￮ The research methods adopted include statistical analyses, a literature review, case studies, focus group interview surveys, and expert advisory sessions.

2. Conclusion and Policy Suggestion

￮ To revitalize the centers’ operations, Jeollabuk-do is advised to pursue reorganization that would enable the prioritization of key businesses to overcome the challenges of small workforces and limited budgets and maximize business outcomes based on operational improvements (e.g., changing the centers’ names and improving their reliability as public entities).

￮ First, it is recommended that the following key businesses be pursued: local export support businesses (business partnerships tailored to core corporate competencies, export support centers, and professional interpretation services) and export support businesses for Jeollabuk-do (open export consultations, preliminary market analysis of strategic export items, Jeonbuk product experience groups, and councils created to facilitate Jeollabuk-do’s exports to Vietnam and India).

￮ Second, it is advisable to appoint an official from Jeollabuk-do Business Agency as the center head to improve the center’s reliability as a public entity and introduce a fee-based system for some support projects to improve service quality and enhance project effectiveness.

￮ Third, the current outcome-based evaluation of the centers must give way to continuous process-based customer satisfaction evaluations, with follow-ups, which would help the centers develop long-term exported-oriented strategies while achieving a virtuous growth system by operating expert evaluation groups.

￮ Incorporating this study’s research findings into Jeollabuk-do’s vitalization plans for the centers is expected to substantially improve their performance in export support businesses and pave the way for Jeollabuk-do to foster its export ecosystems. 

￮ Based on its research results, this study presents the following recommendations for the centers to revitalize their operations and successfully implement their business strategies.

￮ First, it is imperative that the centers improve their reliability as public entities to create robust long-term export support roadmaps, ensure sustainable operations, and expand their strategic business sectors. To clearly define the centers’ business scope, their names must be branched under one umbrella name “Jeollabuk-do Export Support Center.” 

￮ Second, it is advisable to introduce multi-dimensional performance evaluation methods to significantly improve business performance. Additionally, Jeollabuk-do must formulate and pursue support policies to foster its export ecosystems, including “region-specific schools for the growth of export companies” and “mentoring programs” that can generate opportunities for sustainable growth.

￮ Third, by taking advantage of its close collaborations with Jeollabuk-do Business Agency, the centers need to cultivate their capabilities as coordinators between Jeollabuk-do and Vietnam and India and operate a council involving local export institutions to support and facilitate Jeollabuk-do’s export businesses.

￮ Fourth, targeting “an integrated export platform for Jeollabuk-do’s exports to Vietnam and India,” the centers are required to serve as a focal point through which players who engage in exports to Vietnam and India work together to address current issues and subsequently devise and implement efficient and effective strategies to tap into new markets.​