Strategic Plan 2007/2010

Table of Contents
1 Introduction and Summary.............................................................................3
1.1

About Oseg Group...................................................................................................... 3

2 The Goals of Oseg Group..................................................................................3

2.1.1

The Goals of the Oseg Group..............................................................................3

2.1.2

Financial Goals........................................................................................................ 3

2.1.3

Customer Goals...................................................................................................... 3

2.1.4

Internal Processes................................................................................................. 3

2.1.5

Learning and Growth............................................................................................. 3

3 Strategy Foundations........................................................................................4
3.1

Our Mission.................................................................................................................. 4

3.2

Our Vision.................................................................................................................... 4

3.3

Our Values................................................................................................................... 4

4 STRATEGIC PLAN 2007-2010.........................................................................5

4.1

Strategic Goals........................................................................................................... 5

4.2

Objectives/Action Plans............................................................................................ 5

4.3

Indicators..................................................................................................................... 5

4.4

Timeline....................................................................................................................... 5

4.5

Resource Requirements............................................................................................ 5

4.6

Assumptions and Risks............................................................................................. 5

4.7

Challenges to the Objective.....................................................................................5

5 Strengths Weaknesses Opportunities and Threats (SWOT) Analysis

6 STRATEGIC PLAN 2007-2010.........................................................................8

1
1.1

Introduction and Summary

About Oseg Group
Oseg Group was established in 2003 as a financial services and outsourcing provider. Over the four years of existence, the
company has grown from being a small company to a medium sized company with a staff complement of 50 employees. Oseg
group has three strategic business units namely; Debtsolve Botswana, Oseg Direct and Oseg Capital.
Debtsolve Botswana, which is Accounts Receivables Management outsourcers, is the leading Accounts Receivables Outsourcer
in Botswana.
Oseg Direct focuses on direct marketing mainly dealing with data base mining for the companies in different sectors.
Oseg Capital focuses on order financing and debt purchasing of charge off accounts.
Other strategic departments within Oseg Group include the Finance Department, and the Information Technology Department.

The Goals of Oseg Group

2.1.1 The Goals of the Oseg Group

2.1.2 Financial Goals

To increase turnover by 400% while maintaining profit margins of 40%

To be listed on Botswana Stock Exchange (BSE) by 2010

2.1.3 Customer Goals

To increase customer acquisition through marketing, advertising and launching new products and services
To maintain customer retention by 90% through customer service and follow-up

2.1.4 Internal Processes

To improve customer management, service management and operations management (to be ISO certified by
improving quality standards)
To increase response rate and reduce wastage rate by 100%

2.1.5 Learning and Growth

To be the employer of choice

3.1

Strategy Foundations
Our Mission
To provide efficient and innovative global standard customer management and financial solutions for businesses

3.2

Our Vision
To be the leading and globally recognized outsourcing and financial services provider in Africa

3.3

Our Values

Customer satisfaction-We will continually exceed customer expectations

People development- We empower, up-skill and motivate our people to achieve high performance

Social responsibility-We are sensitive to the needs of the community

Innovation and entrepreneurship- We encourage and implement new ideas

Synergy- We promote cross functional and vertical communication

Performance- We are driven by results

Integrity- We establish and maintain high standards of professionalism and trust in our day-to-day functions

4.1

STRATEGIC PLAN 2007-2010

Strategic Goals
These are the milestones that Oseg Group aims to achieve, evolving from the strategic issues.
The SMART goals model was used in setting meaningful goals because they are Specific, Measurable, Agreed-upon,
Realistic, and Time-bound.
The dimension below was presented for each of the goals identified as relevant.

2.2

Objectives/Action Plans
Action plans are specific plans of actions Oseg Group will take to get where it wants to go or the steps required to reach
the organisations strategic goals.
A list of specific activities that is relevant to the organisation and its capabilities and context that can enable the
realization of a particular strategic goal. It should include different phases of activities including planning, design,
implementation and evaluation

4.2

Indicators
A list of things that will tell Oseg Group if each objective has been achieved (e.g. signing up for more clients by
September 2008)

4.3

Timeline
An identification of the date by which each activity will be completed (e.g. by June 2010)

4.4

Resource Requirements
An identification of the key financial, physical or human resources needed to enable each action to be undertaken

4.5

Assumptions and Risks

An identification of what is assumed to enable each activity to be undertaken (e.g. change in legislation) and of the risks
that might impede implementation (e.g. change in banking act)

4.6

Challenges to the Objective

An identification of challenges both within and outside the organisation that can impede the implementation of the
strategic objective (e.g. change in banking act)

Strengths Weaknesses Opportunities and Threats (SWOT) Analysis

INTERNAL TO THE ORGANISATION

EXTERNAL TO THE ORGANISATION

Strengths
Relatively young, energetic and developable staff

Opportunities
Opportunity for growth and expansion

Technology that provides efficiency, productivity and

Government policy support for procurement

competitiveness

Government focus on (Public Private

O
S

Good leadership/bottom-up approach to management

Understanding of the industry and ability to tap on opportunities

Market interest on outsourcing

A recognized brand

Operating in a virgin market

Performance driven

Near shore opportunity for expansion,

Domestic representation

Most experienced end-to-end BPO solutions provider in Botswana

Swift and efficient service provision

T
I
V

Partnership) PPP

especially for loans direct

Selling mobile packages (number portability)

Customers demand for better service

Increased competition in financial and

telecommunication sectors

Privatization of public enterprises

Government cost recovery policy

Growth of the mobile telecommunication

industry in Africa (near-shore)

Opportunity for off-shoring (end-to-end

customer management and financial solutions)

Liberalization act of telecommunications

(enables for voice over IP)

Offering consultancy on the customer

management cycle

INTERNAL TO THE ORGANISATION

N

Weaknesses

Inadequate skills

No training and development plans

Young staff who are still exploring career options

A
T
I

EXTERNAL TO THE ORGANISATION

Threats

market)

and have low analytical and comprehension abilities

Poor vertical communication

Absence of an independent Human Resource person

Inadequate management development

Lack of skilled support function manpower

Disorganized service provision (poor cross

Changing government regulations

Tougher financial regulations on cross-boarder

Political environment in Africa (can impact

near-shore)

Employment laws (inflexible)

No readily available relevant skills for the BPO

industry

functional team work)

Absence of Business Development and Marketing
function

businesses

Gold rush syndrome (new entrants in the

Absence of a performance management system

Fluctuation of foreign currencies

Inability to compete with low cost destinations

Natural disasters

Technological viruses

STRATEGIC PLAN 2007-2010

Objectives/Strategic
Actions

Indicators

Targ
ets

Respo
nsibili
ty

Time
line

Resource
Requirem
ents

Assumptions
and Risks
Challenges to
the Objective

Actions
recommende
d

Challenges

(to counter
risks)

FINANCIAL GOALS
If we succeed, how will we look to our board, staff, investors, clients and community?
Goal 1: To increase turnover by 400% while maintaining profit margins of 40%
1.1 To reduce controllable
costs (e.g. telephone,
labour) annually

Reduced
costs per
head count

BN,LB,
MM,L
M,RT,
MP,DS
,PM

Conti
nuou
s

Better
purchasing
policies

Purchasing
and better
utilization
of
Technology
Goal 2: To be listed on the BSE by 2010
1.1

Appropriate
technology

Full utilization
of technology

Appropriate
control
measures

Usage of
SKYPE

Accomplishments

Objectives/Strategic
Actions

Indicators

Targ
ets

Respo
nsibili
ty

Time
line

Resource
Requirem
ents

Assumptions
and Risks
Challenges to
the Objective

Actions
recommende
d

Challenges

CUSTOMER GOALS
When we say we are successful, how will our customers/clients experience our value proposition?
Goal 3: To increase customer acquisition through marketing, advertising and launching new products and services

3.1 To have four top banks

and four micro lenders
participating in loans direct
by 2008

3.2 To start the debt

purchasing of charge off
accounts by end of 2007

Contracts
with all
retail
banks

Contracts
and clients

All
retail
bank
s

5
contr
acts

LB,RD,
PM,MP,
BDM

RT,BN,
LM,
PSM

31/1
1/07

31/1
1/07

People

Uninterested
banks

Time

Resistance
from banks

Budget

A new concept

Rate (%) at
which we are
buying(buying
price)

3.3 To have opened Oseg

Capital office in F/Town by
31/01/08, and in
Serowe/Palapye area by
31/06/08

Commissio
ning of the
offices

2
office
s

RT,BN,
PSM,D
S,PM,M
P

31/0
7/08

Budget

150
seats

LB,LM,
RD,MP
,PM,DS

Educate and
build
relationships
with
stakeholders

Marketing and
advertising

Growth of
business

Partnership
with banks

People
IT
infrastructu
re

150 seat
contact
centre

In depth
knowledge of
individual
banks

Availability of
business

Co-financing
with existing
factoring
houses

Location
3.4 To have established a
150 seat contact centre by
2010

Sell more
benefits to
banks

31/0
6/20
10

Budget

Assuming
growth in the
domestic

Intensive
business
development in

Accomplishements

,MM

3.5 To have established

representatives in four (4)
African countries

Commissio
ning of
offices in 4
African
countries

4
Afric
an
count
ries

RT,MP,
MM,DS
,PM,RD
,BDM,
ops
directo
rs

31/0
7/20
10

People

market

IT
infrastructu
re

Access to nearshore and offshore markets

Business
developme
nt.

Risk of
competition

Budget

Managerial and
operational
skills

IT
infrastructu
re

Lucrative
market

3.6 To introduce Instalment

Factoring by 2009

Contracts
with retail
outlets

20
contr
acts

RT,MP,
BN,MM
,LM,DS
,PM

31/0
6/09

Budget

IT
infrastructu
re

People

Increasing
barriers of
entry through
excellent
service,
technology,
people
development
and
maintenance of
a strong brand
Training and
development

Recruitment
Budget

People

Location

marketing and
relationship
management

Support from
governments

Networking
and
relationships

Favorable
exchange
controls

Research

New concept

Research,

Product
knowledge

Competition
from existing
companies

Strong
collection back
office

Strong
branding

In depth
understanding
of the market

10

Marketing and
advertising
3.7 To launch SMS
campaigns

Commence
ment of
the
campaigns

2
contr
acts

RD,PM,
DS,MP,
MM

31/1
1/07

People

Contracts
with
companies

Buy ins from

retailers and
mobile service
providers

Research

Competition

Assumption for
services to
trigger interest
on consumer

Licensing

Goal 4: To maintain customer retention by 90% through customer service and follow-ups

4.1 To acquire CRS internet

based reporting module

Installation
and signing
off of the
module

LM,DS,
MM,PM
,MP

31/0
3/08

Budget,
Active
Website

Security risk

Active website
Implementatio
n

4.2 To exceed Service Level

Agreements (SLAs) by at
least 25%

Exceeded
SLAs

25%

Everyo
ne

Conti
nuou
s

Smart
people

11

Have water
tight user
names and
passwords

Changing
passwords
regularly

Assumption
that the
system will be
utilized fully

Have basis for

SLAs (they
should be
SMART)

Coming up
with
appropriate
and realistic
targets

Educating of
clients

4.3 To establish a
Marketing/Business
Development Function

Marketing
and
Business
Developme
nt function

MP,RT,
PM,HR

31/0
7/07

Budget

Getting the
right skills

Proper
recruitment
and training

People
Budget
Office
space

Objectives/Strategic
Actions

Indicators

Respo
nsibili
ty

Time
line

Resource
Requirem
ents

Assumptions
and Risks
Challenges to
the Objective

Actions
recommende
d

Challenges

Accomplishments

INTERNAL PROCESSES
To satisfy our customers/clients what should our operational perspectives be? Which processes should we excel at? Which should we
improve?
Goal 5: To improve Customer management, Service management and Operations management (to be ISO certified by improving quality
standards)
5.1 To design internal
service level agreements and
internal processes

SLA and
process
manual

BN, LB,
LM,
DS,
MM

31/0
8/07

People

Time

Work extended
hours

5.2 To have a quality

assurance and training team

Quality
assurance
team

MP, LB
BN, LM

31/0
7/07,

Budget

Observe/train/
shadow three
people

AMCAT
training

Assuming that
there are
people with the
right
competencies

People

Assuming we
meet growth
targets

5.3 To establish an internal

audit department by mid
2008

Internal
audit
departmen
t

31/1
108

12

Meeting
targets

5.4 To acquire a new

factoring CRM

Installation
and sign
off of the
factoring
CRM

RT,
MP,
MM,
DS

31/0
7/08

Budget
Factoring
CRM

Maintenanc
e

Assuming
there is
enough budget

Getting the
right software

Training
SOUR

Research on
existing
systems and
customization

Oversee the
installation and
implementatio
n

Oseg Capital to
increase
turnover

Implementatio
n of the
system

5.5 To fully excel at the

AMCAT system (utilize other
features)

5.6 To acquire UPS

Dialer
manager
certificatio
n

MP,
DS,
LM, LB,
QA
manag
er, RD,
PM

Increase in
the usage
of AMCAT
features

LB,LM,
QA

Installation
and sign
off

DS,MP,
MM

31/0
8/07

Training

Assuming that
the trainer will
be available

Follow up to
ensure that the
trainer is
available (LB)

31/0
9/07

Budget

Availability of
budget

Ordering in
time and
follow-up

Delivery time
5.7 To acquire exchange
server software

Installation
and sign
off

DS,MP,
MM

31/0
7/08

Budget

Availability of
budget

Ordering in
time and
follow-up

Delivery time
5.8 To acquire a higher
bandwidth radio link

Installation
and sign

DS,MP,
MM, RT

31/0
8/07

Budget

13

Availability of
budget

Ordering in
time and

off

follow-up
Delivery time

5.9 To acquire CISCO router

Installation
and sign
off

DS,MP,
MM

31/1
2/07

Budget

Availability of
budget

Ordering in
time and
follow-up

Delivery time
5.10 To have a data
protection and security
policy

Policy
documenta
tion and
training

DS,MP,
MM,
LM,LB,
BN,RT,
PM

31/0
9/07

People

Delivery time

Work extended
hours

5.11 To establish a business

continuity plan (insurance,
disaster recovery)

Implement
ation and
documenta
tion

DS,
MP,
MM,
PM,
QA, RT

31/1
1/07

Budget

Availability of
budget

Work extended
hours

Delivery time

Availability of a
consultant
5.12 To acquire an
Installment Factoring System

5.13 To launch a Website for

loans direct

Installation
and sign
off

Website
going live

DS,MP,
MM,
RT,BN,
LM, PM

PSM,R
D,PM,L
B,DS

31/0
6/08

Budget
Time
Training on
the
factoring
CRM

31/1
1/07

Budget
Consultant

Availability of
budget

Ordering in
time and
follow-up
Ordering in
time and
follow-up

Delivery time

SOUR

Research on
the system and
the market

Availability of
budget and
consultant

Book a
consultant on
time

Availability of
budget

Ordering in
time and
follow-up

Literature
for website
Domain
name
5.14 To acquire a cheque by
phone module(CRS)

Installation
and sign
off

DS,MP,
MM,LM
,PM,BN
,LB,PS

31/0
1/08

Budget

14

M
5.15 To acquire a debt
purchasing module(CRS)

5.16 To establish a customer

service centre

Installation
and signoff

Customer
service
center
(CSC)

Delivery time

DS,MP,
MM,LM
,PM,BN
,LB,PS
M

31/1
1/07

MP,MM,
RT,PM,
LB,LM,
BN,DS

31/0
7/08

Budget

Objectives/Strategic
Actions

Installation
and signoff

Indicators

Targ
ets

Ordering in
time and
follow-up

Delivery time
Budget
People
Location
IT
infrastructu
re

5.17 To establish voice over

IP link

Availability of
budget

DS,MP,
MM
,PM,BN
,RT

07/0
9/07

Respo
nsibili
ty

Time

Budget
Equipment

Assuming that
there will be
enough
business to
accommodate
a start up of
CSC

Research

Availability of
budget

Ordering in
time and
follow-up

Delivery time

line

Resource
Requirem
ents

Assumptions
and Risks
Challenges to
the Objective

Actions
recommende
d

Challenges

Accomplishments

LEARNING AND GROWTH

To reach our vision, what should our company learn? What should it improve? How should the training and development of our people look
like?
Goal 8: To be employer of choice

8.1 To have innovation and

creativity focus groups
(workout sessions)

Focus
groups

Six
grou
ps

PM

15/0
8/07

People

Assuming that
we will meet
all deadlines

Time
Buy in from
staff

15

Communicate
the strategy
and operation
plans

Ownership
from staff

8.2 To reduce attrition

Manag
ement

Conti
nuou
s

8.2.1 To have a retention

strategy

People
skills

Conducive
work
environme
nt

Competition

Culture

Have a sound
and
transparent
PMS system,

Internal
conflict

Enhance
communication

Having clear
career paths
8.3 To have a training and
development programme

8.3 To have a performance

management system (PMS)

8.4 To have a performance

based incentive scheme
(PBRS)

8.5 Build an HR function

Training
and
developme
nt program

PMS

Huma
n
Resou
rce
Consul
tant

31/1
1/07

PM,HR
,LB,LM,
DS,MM
,BN

31/0
4/08

Budget

Skilled
Consultant

Budget

Availability of a
consultant

Follow-up and
timely
reservations

Needs a
dedicate
d
resource
with
proper
skills and
experien
ce

Education and
transparency

People
were
reluctant
to
signing
the
contracts
-change
resistanc
e

Budget

Managing PMS
and PBRS

Technical
system

Creating the
right culture

PBRS

An HR
function

MM,PM
,RT,MP

31/0
6/08

Budget

People
skills

Proper
recruitment

Office space

Budget

16

Proper
planning

Done

Done

17