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AMO BYN NIGERIA LIMITED

STRATEGIC PLAN FOR THE FEED BUSINESS


THE STRATEGIC PARTNERSHIP/ALLIANCE FOCUS

2007 - 2017
Designed by PATRA CONSULT. 2007

TABLE OF CONTENTS

Page Forward List of Tables List of Schedules List of Appendices 1.0 Executive Summary 2.0 Self - Assessment 3.0 Business Environment 4.0 Strategic Vision 5.0 Strategic Plan 6.0 Financial Plan 7.0 Evaluation 8.0 Implementation Schedule Appendix Schedules

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FORWARD

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LIST OF TABLES AND SCHEDULES

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EXECUTIVE SUMMARY

Amo Byng Nigeria Limited (ABNL) started from the scratch in 2003 with financial and credibility challenges. The company promoted itself as a new customer friendly brand backed by market penetration campaign and pricing strategies. It recorded a moderate ..% growth in sales over 2 years from 2003 in 2Sales performance has recorded virtually a flat growth between 2005 and 2007 subject to limiting effect of the raw material and market vagaries . New Initiatives are being evolved and would be driven by strategic action plans to .. Against the background of the existing the overall strategic business plan, major changes in resource acquisition, product definition and repositioning, service delivery, value chain delivery structure and performance target would be embarked upon to significantly position ABNL to achieve .. Vision.. Mission. Sales ..% market share target. .. .

Designed by PATRA CONSULT. 2007

EXECUTIVE SUMMARY

Strategic partnership with a carefully selected, recruited ..is core to the new vision

This is against the background of the fact that cross-firm and cross-Institution Partnerships have become imperative for the following reasons Core Competency Business Models need Partners

Customer-Supplier Strategic Partnerships Rapidly Changing Technology & Knowledge Required for Global Market Access Increased Interdependence--problems require joint action of firms, community groups, government.

The following principles of Partnership shall be the structure guiding our strategic development of long term business alliance with selected Accounts.

1. Trust and Respect 2. Shared Vision 3. Negotiated Change 4. Joint Implementation and Governance 5. Learning and Adjustment

Designed by PATRA CONSULT. 2007

INTRODUCTION Why a Strategic Plan.

Management of ABNL arrived at a pre-determined decision to break the cycle of the run of the mill performance recorded in the last four years since it started operation, to strategically reposition the company and expand the frontiers of a well developed service and value chain delivery system where strategic partnership with carefully selected and well groomed corporate level distribution Accounts, who are expected to be virtual extensions of ABNL, would leverage a tremendous sales explosion plan for the company businesses.

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ESSENTIAL LEARNING
Dangers of Inaction

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SELF-ASSESSMENT Who are we, and Where are we coming from.

ABNL rose from the ashes of Amo Sanders Nigeria 4 years ago and commensed operation May 2003.

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SELF-ASSESSMENT -Business Review

Sales ABNL rose from the ashes of Amo Sanders Nigeria Limited 4 years ago ..

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SELF-ASSESSMENT -Distributors Vs Direct Contribution

Contribution of the direct business and trade segment to sales over the years has underscored the importance of the channel operators in the value chain system. Feed distributors have played a significantly increasing role in product and service delivery to end users against the background of limited in distribution infrastructure and reach.

150 100 50 0 2004 2005 2006 2007 Distributors Direct Total

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SELF-ASSESSMENT Opportunities and Challenges

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BUSINESS ENVIRONMENT -Competitive Analysis

Trade Analysis Comparative analysis shows that average monthly purchase of Amo Byng Distributor is 10 20 % of the average monthly purchase of Top Feed Distributor. Average monthly purchase of the frontline distributors with competition is higher.

300 200 100 0 2005 2006 2007 Amo Top Others

Field Force Performance Analysis Top Feed in particular has less number of field force members, barely 30% of the field force strength of Amo and Animal care Animal Care with virtually the same number of field-force strength has other business segments such as Animal Health and Herbal products to justify the manning.

Distributors contribution

4 3 2 1 0 2004 2005 2006 2007

Amo Top ACKS Others

Field-force Strength

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STRATEGIC VISION Possibilities Unbound : Plan 2017

Vision:

Mission

Build alliance relationships and double our sales strength Shift to the idea of cooperation and collaboration for increased success and profits. Learn how to adopt The Total Organizational Partnering System strategy and tactics into your organization's culture.

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN Possibilities Unbound : Plan 2017

Strategic Priorities:

Strategic Goals:
Double sales through distribution channel in the first year and sustain a 20% growth over the next 5 years. Achieve monthly sales of 6000 Metric tons (MT) contribution from strategic partners in five years on progressive basis. Recruit 20 corporate level partners over the next 5 years with capacity to move 300 tons per months Increase market share from current 4% to 10% in three years and 20% in five years and 30 in 10years.

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STRATEGIC PLAN
Major Strategies for strategic partnership

Develop strategic partnership with net worth customers. Embark on corporate level enlistment/recruitment of 20 net worth Accounts Develop core range of consolidated customers and extend/give more value to motivate higher channel performance Strengthen partners structurally and technically to facilitate/enhance third party complementary efforts to cascade customer value downstream. Regulate the Channel operators through minimum requirements for partnership and collaboration.

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Other Major Strategies

Develop a second to none technical team with core competence in customer support services. Amo sales/technical team shall develop field force for strategic partners.

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan
Formulate Company-wide policy for internal and External Partnership/Alliances Specific standards and values for staff and strategic partners should be clarified as a policy thrust. A Partnership Steering Committee shall be put in place to this effect Strategic Partners Forum The first effort at introducing the new initiative shall be at a forum which shall be used to clarifying what we are going to do and for what is expected of strategic partners The forum shall specify the requirements for the partnership drive and the value sharing therefrom. Training : Technical, customer service and marketing skills empowerment sessions fully footed bt Amo Byng POA and Targets setting: Joint Meetings: Strategic partners shall be invited to regular forum for idea and strategy sharing. Strategic Meetings Annual Sales Meting Award Ceremonies

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan in Details

Formulate Company-wide policy for internal and External Partnership/Alliances

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan in Details

Strategic Partners Forum The first effort at introducing the new initiative shall be at a forum which shall be used for clarifying what we are going to do and for what is expected of strategic partners The forum shall specify the requirements for the partnership drive and the value sharing therefrom.

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan in Details

Training : Technical, customer service and marketing skills empowerment sessions fully footed bt Amo Byng

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan in Details

POA and Targets setting:

Designed by PATRA CONSULT. 2007

STRATEGIC PLAN
Strategic Partnership: Action Plan in Details

Joint Meetings: Strategic partners shall be invited to regular forum for idea and strategy sharing. Strategic Meetings Annual Sales Meting Award Ceremonies

Designed by PATRA CONSULT. 2007

IMPLEMENTATION PLAN/ SCHEDULE


Timeline:

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EVALUATION

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APPENDIX/SCHEDULES

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ATTACHMENTS

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