Amo Byng - Strategic Plan
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Transcript of Amo Byng - Strategic Plan
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8/3/2019 Amo Byng - Strategic Plan
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Designed by PATRA CONSULT. 2007
STRATEGIC PLAN FOR THE FEED BUSINESS
2007 - 2017
AMO BYN NIGERIA LIMITED
THE STRATEGIC PARTNERSHIP/ALLIANCE FOCUS
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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.
.. .
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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 Partnershipshave 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 strategicdevelopment 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
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INTRODUCTION
Why a Strategic Plan.
Management of ABNL arrived at a pre-determineddecision 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 welldeveloped 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 LEARNINGDangers 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 -
ABNLrose 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 yearshas underscored the importance of the channel operators in the value chainsystem. Feed distributors have played a significantly increasing role in productand service delivery to end users against the background of limited indistribution infrastructure and reach.
0
50
100
150
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 1020 % of the average monthly purchase of TopFeed Distributor.
Average monthly purchase of the frontlinedistributors with competition is higher.
Field Force Performance Analysis
Top Feed in particular has less number of fieldforce members, barely 30% of the field forcestrength of Amo and Animal care
Animal Care with virtually the same number offield-force strength has other business segmentssuch as Animal Health and Herbal products to
justify the manning.
0
100
200
300
2005 2006 2007
Amo
Top
Others
0
1
2
3
4
2004 2005 2006 2007
Amo
Top
ACKS
Others
Distributors contribution
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.
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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 yearsand 30 in 10years.
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STRATEGIC PLANMajor 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.
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STRATEGIC PLANOther 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.
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STRATEGIC PLANStrategic 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 clarifyingwhat 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 sharingtherefrom.
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
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STRATEGIC PLANStrategic Partnership: Action Plan in Details
Formulate Company-wide policy for internal and External Partnership/Alliances
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STRATEGIC PLANStrategic 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 clarifyingwhat 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 sharingtherefrom.
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STRATEGIC PLANStrategic Partnership: Action Plan in Details
Training :
Technical, customer service and marketing skills empowerment sessions fully footed bt Amo Byng
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STRATEGIC PLANStrategic Partnership: Action Plan in Details
POA and Targets setting:
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STRATEGIC PLANStrategic 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
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IMPLEMENTATION PLAN/ SCHEDULETimeline:
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EVALUATION
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APPENDIX/SCHEDULES
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ATTACHMENTS