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.



ESSENTIAL LEARNINGDangers of Inaction



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.



SELF-ASSESSMENT

-Business Review-

Sales -

ABNLrose from the ashes of Amo Sanders Nigeria Limited 4 years ago ..

.



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



SELF-ASSESSMENT

Opportunities and Challenges



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



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.



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.



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.



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.



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



STRATEGIC PLANStrategic Partnership: Action Plan in Details

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




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.




Training :

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


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POA and Targets setting:


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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

Documents

Amo Byng - Strategic Plan