Example of a 4P business plan template

Executive Summary

Description and objectives of 4P partnersDescription of market opportunities

(4P business case)Description of the business modelProposed activities and
targets Budget and sources of funding Implementation plan Financial
analysis Risks analysis Gender equity and social inclusion strategies
Environmental sustainability of production and processing practices Baseline
and M&E indicators

Overview of 4P business partners

Organo Botanica processes and supplies premium quality organic as well as

conventional dried fruits and nuts to Processors, Packers and High-End
Retailers. Our family-owned business is not limited to processing onlywe train
hundreds of apricot producers and take pride in embracing and
promoting fair trade principles and organic farming.

Our fruits are naturally sundried and are native varieties with unique
characteristics such as appealing color, mouth-watering taste and high
nutritional value. Specialists at our HACCP certified facilities, as well as
analysis of product samples by independent certified labs ensure compliance
to safety standards.

We supply our products in bulk as well as in custom packaging and also do

private labelling. Our organic products are certified 100% organic for USDA-
NOP, EU and JAS. Most of our organic fruits and nuts are produced by
hundreds of producers in the remote areas of Gilgit-Baltistan. Organo
Botanica makes a vital contribution to the farm income by paying premium
prices for the produce, minimizing post-harvest losses and imparting skills in
processing. Rural women comprise the overwhelming majority of our
workforce and producers. The orchards are located at the foot hills in nutrient-
rich soils. Watered by the pristine snow-melt streams of Gilgit-Baltistan, our tree-
ripened fruits & nuts are nurtured in a rarefied environment and are an
embodiment of purity and vitality

Description of market opportunities (4P business case)

Global apricot production is estimated at 3.8 million tons with Turkey the
worlds largest producer. Majority of apricots are consumed in producing
countries but a sufficient amount of apricot are being traded in the global
market. This global trade of apricot is increasing day by day so providing an
opportunity for the companies engaged in this business to expand their sales
and revenues.

Organo Botanica (OB) has been exporting organic certified dried apricot to
high end markets of Far Eastern countries and Europe since 2013. OB has
successfully marketed local apricot varieties as specialty product and able to
sells them at premium prices. The demand has steadily increasing about 50%
every year, starting from 4 tons to about 14 tons in last three years. One of the
major reasons for this increase is the uniqueness of the products being
produced in Gilgit-Baltistan. Called the golden eggs of the sun, these
apricots are a summer delicacy. With an incredibly appealing orange color,
naturally perfect sweet-tart balance, and soft chewable mouthfeel, these
dried apricots are simply delectable. One can freely indulge to satiate the
appetite, as all fruits exported by OB have No-Added-Sugar in it. Grown in the
pristine environment, these dried apricots are packed with concentrated
nutrients to energize the body. With sun-drying at low temperature, these
dried fruits retain original flavor and nutritional value.

Beside the sweet varieties of apricots of Gilgit-Baltistan, OB has also identified

international demand for Wild apricot of the area in international markets,
providing an opportunity for the producers of Gilgit-Baltistan to increase their
household incomes.

Considering the increasing market demand for sweet and wild apricot in
international markets of Europe and Japan, the OB is seeking to expand their
operations and upgrade their existing facilities, along with the capacity
building of apricot producers through technical trainings and technology
introduction, so that these interventions will help OB in product development
and product expansion to compete in the markets at national and
international market of Europe and Japan.

We deal with different variety of products such as dried fruits, nuts, oil and
coated nuts. Following are the details of each
A. Dried fruits
 - Apple chips,
- Apricot halves
- Cherry (pitted)
- Dates
B. Nuts
- Almond
- Apricot Kernal
- Pine nut
- Walnut
C. Oil
- Apricot kernel
D. Coated nuts
- Mulberry walnut
- Mulberry Kernel
4P business model

OB is seeking to strengthen its existing infrastructure and expand the business

operations to meet increasing demands in international market for sweet and
wild apricot by engaging 1000 additional apricot producers to meet the
current market demand of 14 tons.

Following steps will be followed to achieve the above objectives;

Step 1:

Detailed profiling of the households producing apricot in Gilgit-Baltistan.

Formation of apricot producing groups at village levels.

Contract agreement between apricot producers and OB.

Mobilization of apricot producer on different aspects such as use of

organic fertilizers, fare rates, drying methods etc.

Transfer of modern tools to apricot producers.

Capacity building trainings to apricot producers on GAP, Pre & Post

harvesting etc.

Step 2:

Upgradation of processing facility, including capacity building trainings

to processing workers.
 Expansion of process horizons.

Increase in staff and workers

Upgradation of transportation facility.

Proposed activities and investments by 4P Partner
Upgrade or establishment of production: required inputs (seeds, pesticides,
fertilizers, labour, etc.) and equipmentSource of extension and technical
advice (public sector, private provider, producers cooperative) Post-harvest
handling (e.g. sorting, grading, packaging) and transport
Product/process certification, research and development
Processing/marketing activities and assetsTraining and capacity building in
organizational and business management Required improvements in public
infrastructure
i. Mapping and selection of farmer
ii. Formation of VPGs
iii. Contract/agreement signing with VPGs
iv. Procurement and installation of machineries/equipment
v. Construction of cold storage, processing hall.
vi. Procurement of refrigerated vehicles
vii. Capacity building of VPGs, processing workers and OB regular staff.
viii. Renewal of organic certification
ix. Promotional and Linkage development activities through exhibitions,
road shows,
x. Awareness campaign sessions to general public to increase the
number of farmers.
xi. Construction of day care center for the feeding mothers
Monitoring and supervision
Since OB is a certified enterprise and its products are being exported to
international market therefore it has a rigid protocol which is being ensured
from collection to finished goods preparation. Close coordination is being
maintained at all layers of the product development. Now the OB is intended
to acquire support from ETI-GB so its scope of operations will be increased in
terms of beneficiaries, processing and volume. Following are details of the
indicators OB is committed to achieve by the next fivers after expansions of its
operations through technical directly to OB and financial support through the
farmers. Besides supervision of the processing level workers the OB doesnt
have any monitoring system which guides the enterprise whether or not its
going on the right track in its operations except the financial management
and controls. If OB get chance to acquire support from ETI, it will have an
monitoring system in place to surveillance at all level of its operations.
Following are some of the main indicators of the OB.

Activity/Indicator Target Lead Responsibility

No of VPGs formed
 Procured and installed xxx equipment

Constructed of cold storage

Procurement of refrigerated vehicles
Capacity building of VPGs
Construction of day care center for
the feeding mothers
No of staff/workers trained
Budget by activity and sources of funding

By 4P partner, activity and expense categorySources of funding (private

company, producers, financial sector, etc.)

Financial analysis

Financial assumptions with and without additional investment

Financing requirement for production Valuation of business (evaluation of in-kind

contribution)

Calculation of net present value and internal rate of return Financing plan and cash
flow estimation

Risks analysis (market, climate, social, political) Gender equity and social
inclusion strategies Environmental sustainability and climate change
resilience (production and processing practices) Baseline and M&E indicators
(business, social, environmental)

Annex: Financial analysis supporting table