1 / 14

Strategic Planning for Value-Added Agriculture Businesses

Strategic Planning for Value-Added Agriculture Businesses. Lesson 6. Objectives. Explain the fundamental relationship between seller and buyer of a product;

alexis-chen
Download Presentation

Strategic Planning for Value-Added Agriculture Businesses

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Strategic Planning for Value-Added Agriculture Businesses Lesson 6

  2. Objectives • Explain the fundamental relationship between seller and buyer of a product; • Differentiate between the importance of individual customer trust in a seller’s product and the institution-alized trust of food grades and standards; • Identify methods can use to develop a personal brand of trust with their customers; • Describe successful strategies aimed at improving a customer’s trust of a food product and the food supplier. • List and provide examples of the four-step customer service process. 

  3. Preparations • How would you prepare for a soccer game? • What things do you need to do to win? • What do you need to know? • What materials and equipment do you need? • What challenges do you need to plan for? • Where might you encounter discouragement? • What kinds of things are you able to control? • What kinds of things are you unable to control? Strategic Planning

  4. Strategic Planning • The most important management function. • Agricultural businesses can use strategic plans to contend with their environment. • Plans provide direction of purposes and policies that define the business. • Plans are important in laying out a future course of action for the business. • Planning is a continuous process

  5. Answers Provided Through Strategic Planning • Where is the business now? • Where is the business going? • Where should the business be going? • How is the business going to get where it is supposed to be going?

  6. Planning Phase 1Agree to plan •  Cooperative committees agree to the strategic planning process. • They explore the need to plan. • Using resource persons from outside can provide insight and observations. • The committee (directors) must accept responsibility for decisions

  7. Planning Phase 2Fact Gathering • They decide who will be involved and the persons responsible. • Using resource persons from outside can provide insight and observations. • The committee (directors) must accept responsibility for decisions

  8. Planning Phase 3Evaluation A. Create a mission statement. • Define the philosophy and values of the cooperative and how it deals with its environment. • The mission statement should focus on activities the cooperative conducts. • States the needs. • Communicates why the cooperative exists. • The mission statement answers four questions. • What does the cooperative do? • Who are the clients? • Who are its members? • How does the cooperative conduct its self?

  9. Planning Phase 3Evaluation • Don’t confuse a mission statement with a vision statement. • Vision statements tell where cooperatives are going. • Mission statements tell how the cooperative will get there. B. Identify and evaluate the strategic options for the business. • Each option should be described briefly. • Policy questions should be addressed relative to the option. • Determine the consequences of not addressing the option

  10. Planning Phase 4Plan definition • Choose a Strategic Option • Several choices may be apparent and planning committees may have to choose. • Easy choice may not be best choice. • The choice may require a vote of members. • Any new direction must have support of the majority of the membership. • Sometimes to complete a business strategy, simply move ahead. • Other times strategy will require new location, new services, new products

  11. Planning Phase 4Plan definition • An objective is a short-term practical target related to a goal. • Objectives are specific, measurable, and time-bound. • Several objectives may be needed to meet a goal. • Action plans are specific tasks to be performed to achieve objectives. •  Implement the plan(s).

  12. Planning Phase 5Re-evaluation • Continual evaluation to determine how plans measure up

  13. Management’s Role in Strategic Planning • Set the tone and pace for planning. • Analyze the cooperative position. • Proposing objectives. • Provide ideas for possible strategies. • Setting time periods. • Maintaining control of strategic planning procedures. • Developing resources. •  Propose needed changes. • Evaluate strategic plans.

  14. Check for Understanding

More Related