1) Can we begin with a brief review of the history of American Chambers of Commerce Abroad (AmChams)?  When were the first AmChams set up and why? What were the key dates in the network's history?

The oldest American Chamber of Commerce (AmCham) abroad is AmCham France, which was founded in 1894.  Interestingly, this AmCham predates the formation of the U.S. Chamber of Commerce.  In the U.S., the idea of a national institution to represent the unified interests of U.S. business first took shape when President William Howard Taft, in a message to Congress on December 7, 1911, addressed the need for a "central organization in touch with associations and chambers of commerce throughout the country and able to keep purely American interests in a closer touch with different phases of commercial affairs." Four months later, on April 12, 1912, President Taft's vision became a reality when a group of 700 delegates from various commercial and trade organizations came together to create a unified body of business interest that today is the U.S. Chamber of Commerce.

2) Did AmChams form a network from the start or was it developed over the years?

AmCham networks developed over the years.  Quite a few of the largest ones were created during World War I.

3) What do AmChams represent today? (key figures, geographical coverage). 

Today, we have 105 accredited American Chambers of Commerce operating in 91 countries around the globe.  Of course, we have AmChams in the mature economies where U.S. economic relations stretch back over 100 years, as in France — but we are seeing new AmChams in emerging economies from Baku to Baghdad and Kosovo to Fiji.

4) What are AmChams' missions throughout the world?

Broadly speaking, AmChams advance the interests of American business overseas. They are, in essence, the voice of American business.  AmChams are voluntary associations, and while they are primarily made up of American companies and individuals doing business in a particular country, many also include firms and individuals of that country who do business with the United States. In some countries they are the only organizations representing foreign investors, and in these cases members may also include companies from third countries.  AmChams engage in different activities depending on the interests of their members.  Some focus on lobbying, some on organizing events and conferences, while others facilitate networking among members.  But the core mission remains – to represent the U.S. investment community.

5) How are these missions coordinated on a network level (and regional), and what role do you play in this?

Every AmCham determines for itself its mission and objectives.  However, there are four regional organizations in Asia, Europe, the Gulf Countries, and Latin America and the Caribbean who help develop regional objectives.  Usually these regional umbrella organizations meet at least twice a year in the region, and once a year they come to Washington, D.C., where we facilitate meetings for them at the Chamber and with the Administration and U.S. Congress.  The extent of the U.S. Chamber's role in these regional umbrellas differs by region.  For example, for the Association of American Chambers of Commerce in Latin America (AACCLA), the U.S. Chamber hosts the secretariat and works jointly on policy issues, programs and initiatives.  On the other end of the spectrum is our relationship with the European Council of American Chambers of Commerce (ECACC), where we participate in the regional meetings and assist with their meetings in Washington, but they maintain a separate secretariat. 

6) What weight do AmChams carry in policies on international affairs at the US Chamber of Commerce?

The policies and objectives of the U.S. Chamber are determined by our International Policy Committee (IPC).  The chair people of the regional umbrella groups that I mentioned earlier are honorary members of our IPC and can have a direct impact by participating in these meetings.

7) Do all AmChams have the same organizational structure? Are some more developed than others and if so, why and in what respect?

AmChams have the same basic organizational structure.  They are governed by an elected voluntary Board of Governors, and nearly all have a professional staff to manage the day-to-day operations of the AmCham.  The U.S. Chamber's accreditation guidelines for AmChams lay down principles relating to the representation of U.S. companies on the board to ensure that these "American" chambers keep their core focus on American companies and business ties with the United States.  We call this "keeping the 'Am' in AmCham."

Of course, some AmChams are more developed than others.  Older AmChams and AmChams with larger revenues can offer a wider variety of services and publications and hold bigger events and conferences. But bigger does not always mean better—many smaller AmChams offer an excellent set of services to their members.

8) Could you tell us about some AmChams that play a key role in the policies on international affairs at the U.S. Chamber of Commerce?

I'd like to give you a recent example, although there are many more.  We have launched a new initiative focusing on Central Asia, the Caucasus, and Turkey called the Eurasia Business Platform.  In November 2006 we brought together, for the first time, our seven affiliated AmChams in this region for a roundtable in Istanbul, Turkey, to discuss what should be the top overarching business priorities in this region.  It was a big success — these AmChams, in cooperation with our staff, developed a set of key policy priorities that we are now taking up with our members here in the United States, with U.S. government officials and with international organizations.

9) And could you give us a few examples of success that you consider are a direct result of work by AmChams?

AmChams successfully lobby their host governments on a wide variety of issues every day in every part of the world.  The board of the AmCham in São Paulo, Brazil, was very concerned last year that the U.S. Congress would refuse to extend Brazil's trade benefits under the U.S. Generalized System of Preferences, which was scheduled to expire at the end of 2006.  The AmCham mounted a series of lobbying missions to Washington that took the case directly for GSP renewal – with Brazil's continued participation – to the Congress.  This was an important and, in the end, successful effort that added to the U.S. Chamber's own advocacy in a useful way and won the AmCham kudos in Brazil.

10) What are the prospects for AmChams in the immediate future?  Do you think more AmChams should be set up? In which regions?

AmChams continue to do important work all over the world.  The issues that foreign investors face are becoming more complex, and this is reflected in the types of committees that we see AmChams setting up, e.g., protection of intellectual property rights, financial services, and rule of law issues.  Many AmChams in the European Union manage two tracks of issues—purely host government issues and issues arising from implementation of laws that are made in Brussels and then transposed into law in their host country.  It's enough to keep AmChams busy for a very long time. 

I can't say whether or not more AmChams should or should not be set up.  As I mentioned earlier, AmChams arise when a group of American investors decide it is time to formalize an organization in order to represent their interests as a group.  As I noted, this has been done in over 90 countries around the globe, and in most of the other 100 or so sovereign territories, it may be that the U.S. investment community has not yet reached critical mass.  When they are ready — we are more than happy to help them with the process of becoming part of our global federation.