REPUBLIC OF CAMEROON REPUBLIQUE DU CAMEROUN

REPUBLIC OF CAMEROON
REPUBLIQUE DU CAMEROUN
Peace- Work- Fatherland
Paix-Travail-Patrie
THE UNIVERSITY OF BAMENDA
UNIVERSITE DE BAMENDA

FACULTY OF ECONOMICS AND

MANAGEMENT SCIENCES (FEMS)
DEPARTMENT OF MANAGEMENT
LEVEL: 500
COURSE CODE:
COURSE TITLE: ADVANCE ENTREPRENEURSHIP
ASSIGNMENT FOR GROUP 11 ON BUSINESS PLAN

DCEMA CATTLE RANCH LLC BUSINESS PLAN

PRESENTED BY:
o
N Names Matricule
1 Ayungsa Honorine Kuoh
2 Binui Ann-Marie UBa19MP250
3 Chuwanzi Jovita Ngiemouh .M
4 Douala Emson .N UBa19MP229
5 Eukeria Tambih UBa19MP262

COURSE FACILITATOR
Prof. VUKENKENG ANDREW

(UNIVERSITY OF BAMENDA)

ACADEMIC YEAR 2019/2020

 TABLE OF CONTENTS
TABLE OF CONTENTS.....................................................................................................i
EXECUTIVE SUMMARY.................................................................................................1
Business Description...........................................................................................................2
1.2 Product we Offer.......................................................................................................3
1.3 Product description...................................................................................................3
1.4 Values.........................................................................................................................4
1.5 Vision.........................................................................................................................4
1.6 Mission.......................................................................................................................5
MARKET ANALYSIS........................................................................................................5
2.1 Sales Forecast.............................................................................................................5
2.2 Market Trends............................................................................................................6
2.3 Competitive Advantage.............................................................................................7
2.4 Sustainability and Expansion Strategy.......................................................................8
PRODUCT DEVELOPMENT............................................................................................8
3.1 Production Plan..........................................................................................................8
3.2 Production Costs........................................................................................................9
3.3 Production Process.....................................................................................................9
3.4 Production Systems..................................................................................................10
MARKETING STRATEGY.............................................................................................10
4.1 Market Segment.......................................................................................................10
4.2 Target Market...........................................................................................................11
4.3 Sales Strategy...........................................................................................................11
4.4 Payment Options......................................................................................................12
4.5 Publicity and Advertising Strategy..........................................................................13
INDUSTRY ANALYSIS..................................................................................................13
5.1 Challenges Facing the Cattle Industry.....................................................................14
5.2 Location and Facility...............................................................................................15
5.3 Labour Force............................................................................................................15
5.4 Milestone Schedule/ Checklist.................................................................................15
Management......................................................................................................................16
 6.1 Roles and Responsibilities.......................................................................................17
6.1.1 Chief Operating Officer:...................................................................................17
6.1.2 General Farm Manager......................................................................................17
6.1.3 Finance officer / Accountant.............................................................................18
6.1.4 Client Service Executive / Front Desk Officer..................................................20
STRATEGY AND IMPLEMENTATION STRATEGY..................................................20
7.1 S.W.O.T Analysis....................................................................................................20
7.1.1 Strength.................................................................................................................21
7.1.2 Weakness..............................................................................................................21
7.1.3 Opportunities.........................................................................................................22
7.1.4 Threat....................................................................................................................22
RISK ASSESSMENT........................................................................................................22
8.1 Critical Risk Factors.................................................................................................22
8.1.1 Financial risks.......................................................................................................23
8.1.2 Health risks...........................................................................................................23
8.1.3 Technological risks...............................................................................................24
8.2 Contingency plans....................................................................................................24
FINANCIAL SEGMENT..................................................................................................24
9.1 Generating Funding / Startup Tanifem and Family Cattle Ranch,LLC...................26
9.2 Records management...............................................................................................27
APPENDIXES...................................................................................................................28
PROJECTED OPENING BALANCE SHEET..............................................................28
Appendix 2.........................................................................................................................28
Projected Income Statement (72 WEEKS)...................................................................28
 EXECUTIVE SUMMARY
DCEMA Cattle Ranch, LLC is a registered and licensed livestock farming
company that will be based in the outskirt of Nkwen-Bamenda. We have
done our detailed market research and feasibility studies and we were able to
secure a hundred acres of land to build our cattle ranch and start our cattle
rearing business.
Our cattle ranch / cattle rearing business is going to be a standard one hence
will be involved in commercial breeding of cows, goats and sheep as well as
to rear 2000 egg laying poultry birds for the purpose of commercial egg
production. While at the same time showcasing our expected financials and
operations over the next two years. Layer chickens are a special species of
hens, which are raised from when they are one day old.They start laying
eggs commercially from 18-19 weeks of age. They remain laying eggs
continuously till their 72-78 weeks of age. They can produce about one kg of
eggs by consuming about 2.25 kg of food during their egg laying period. For
the purpose of producing hybrid eggs layer, consideration will be made
regarding the various characteristics of cock and hen before breeding.
Furthermore, the ranch will sell table egg to customers in its targeted market.
We will also be involved in boarding services, breeding services, dairy
support services, livestock health services, farrier services, and shearing
services as well.
In the nearest future, hopefully within the first five years of officially
running DCEMA Cattle Ranch, LLC, we will start our meat processing plant
and milk processing plant and also start exporting our products to other parts
of the world.
Which is why aside from the fact that we’ve secured the required farming
land for breeding cattle in commercial level, we have also hired some key
employees who are currently undergoing training so as to be able to fit into
the ideal picture of the 21st century cattle rearing business workforce that we
want to build.
We are in the cattle rearing business because we want to leverage on the vast
opportunities available in the livestock farming industry, to contribute our
quota in growing the Cameroon economy, in national food (meat)
production, raw materials production for industries, to export agriculture
produce from Cameroon to other parts of Africa and the world at large and
over and above to make profit.
DCEMA Cattle Ranch, LLC is well positioned to become one of the leading
cattle rearing business in the Cameroon, which is why we have been able to
source for the best hands and equipment to run the business.
We have put process and strategies in place that will help us employ best
practices when it comes to cattle rearing processes, meat and milk
processing and packaging as required by the regulating bodies in Cameroon.
DCEMA Cattle Ranch, LLC is a private registered livestock farming
company that is owned by the DCEMA company. The company will be
fully and single handedly financed by the owner – DCEMA. Before starting
DCEMA Cattle Ranch, LLC, the owners hire a worker that has worked with
some of the leading livestock farm owners in Cameroon like Baba Dampulo
and Ni John Fru Ndi. He has worked in the industry for well over 10 years
before resigning to start his own cattle rearing business.

Business Description
DCEMA Cattle Ranch, LLC is a cattle rearing company that intend starting
small in Nkwen-Bamenda, but hope to grow big in order to compete
favorably with leading cattle rearing and livestock farms in the industry both
in Cameroon and on a global stage.
We are aware of the importance of building a solid business structure that
can support the picture of the kind of world class business we want to own.
This is why we are committed to only hire the best hands in and around
Cameroon.
At DCEMA Cattle Ranch, LLC, we will ensure that we hire people that are
qualified, hardworking, dedicated, customer centric and are ready to work to
help us build a prosperous business that will benefit all the stake holders (the
owners, workforce, and customers ).
1.2 Product we Offer
DCEMA Cattle Ranch, LLC is a licensed livestock farming business that is
committed to cattle rearing, laying poultry birds, meat and milk processing
and packaging for both Cameroon’s market and the global market. We will
also produce related raw materials for industries in commercial quantities
where need arises. We will also ensure that we operate a standard food
processing plant as part of our complimentary business offering.
These are the areas we will concentrate on in our livestock farming business.
If need arises we will definitely add more related animal breeding services to
our list;
 Boarding services
 Breeding services
 Dairy support services
 Livestock health services
 Farrier services
 Sale and export of cotton wool and other dairy products
 Sale of Cattle and milk
 Sale of processed meat (beef) / can – beef (Processed Diary foods, and
can beef etc)
 Shearing services
 Livestock farming related consultancy and advisory services
 Sales of table eggs to meet the demand of customers within our
targeted market. Sales of eggs will generate substantial gross margins
that will allow the business to generate profitable revenue throughout
the course of the calendar year.
1.3 Product description
DCEMA farm will offer quality table eggs and will be gotten from layers to
our target market. We take pride in ensuring quality of our products. We also
offer fertilizer in form of chicken manure. This is mostly used by farmers in
crop cultivation and as an ingredient for feed in fish farming. DCEMA farm
shall produce high quality and freshest eggs and milk to satisfy the taste of
our customers. The products shall be distributed into a number of
distributors supermarkets, public markets, bakeries, restaurants and in
thecompany’s own retail space for easy access for marketing agents and
consumers. In brief our products are;
By-products which are Chicken droppings and Cracked egg shells etc.

 Future products
We plan on supplying cracked egg shells for some detergent companies for
use. These special detergents are used in washing basins and pots.
 Service Description
We plan on servicing our customers by providing home delivery for
customers who are willing to buy in bulk in a week.
 Future services
In the future, we plan on creating a restaurant that has eggs and milk as its
main menu. It will be like a breakfast restaurant. In the future, if this
business gets large enough, we would also like to build our own bakery. A
major ingredient in most baked goods is eggs, milk and we will be funding
that through the farm.
1.4 Values
As we grow as a company, it will become more and more important to
explicitely define the core values from which we will develop our
culture,our brand and our business strategies. These are the core values we
operate on:
 We have the ability to make decisions within our area of responiblity
 Bulid our success on competence and constantly invest in personal
development.
 Exercise our corporate social responsibility.
 deliver quality in all services.
 Our customers, their needs and satisfaction are the starting point of
everything we do.
 Value for the environment and ecosystems.
  Professional, effective and sensitive to innovations and technological
advancement.

1.5 Vision
Our Vision is to become one of the leading cattle rearing business brands
and livestock farming not just in Cameroon, but also internationally. We
intend to make sustainable beef, milk and egg production possible while
improving on our profitability and satisfying the demand of our customers.

1.6 Mission
Our mission is to sell our produce (cattle, beef, egg and milk), byproducts
and processed meat in commercial quantities both locally, nationally and
internationally. We want to build a cattle rearing business that can favorably
compete with other leading livestock farming / cattle rearing brands in the
Cameroon and in the globe.

MARKET ANALYSIS
2.1 Sales Forecast
From the survey conducted, we were able to discover that the sales
generated by a commercial livestock farm / cattle rearing business depends
on the size of the ranch, the network of the business.
We have perfected our sales and marketing strategies and we are set to hit
the ground running and we are quite optimistic that we will meet or even
surpass our set sales target of generating enough income / profits from the
year of operations and build the business from survival to sustainability.
We have been able to critically examine the cattle rearing industry cum
commercial livestock farm business and we have analyzed our chances in
the industry and we have been able to come up with the following sales
forecast. The sales projection is based on information gathered on the field
and some workable assumptions as well with respect to the nature of cattle
rearing business that we intend to run.
Below are the projections that we were able to come up with for the first
three years of running DCEMA Cattle Ranch, LLC effectively;
First Fiscal Year-: FCFA40,000,000
Second Fiscal Year-: FCFA65,000,000
Third Fiscal Year-: FCFA80,000,000
N.B : This projection is done based on what is obtainable in the industry and
with the assumption that there won’t be any major economic meltdown that
can impact negatively on household spending, bad weather cum natural
disasters (draughts, epidemics), and unfavorable government policies.

2.2 Market Trends

One of the common trends in the commercial cattle rearing or livestock
farming line of business is that most players in the industry are no longer
concentrating only on farming a particular species of livestock or just
livestock / cattle farming alone.
They now find it easier to run both livestock farming and crop cultivation.
Some even go ahead to include meat and milk processing and packaging
business alongside their product offerings; it helps them maximize profits in
the agriculture industry.
Despite the fact that commercial cattle rearing / livestock farming has been
in existence since time immemorial, that does not in any way make the
industry to be over saturated; commercial cattle farmers are exploring new
technology to continue to improve cattle rearing processes and also meat and
milk preservation and packaging process. The fact that there is always a
ready market for cattle (cows, oxen, bulls, bullocks, steers, heifers and calf
et al) makes the business ever green.
As a matter of fact, one of the new trends in livestock farming industry is
that with the recent advancement in technology livestock farmers can now
improve the various breeds of the animals they are breeding. As a matter of
fact, it is now easier for livestock farmers to comfortably import the kind of
breed of domestic animal they want to breed from any country of their
choice and also advancement in technology has made it easier to cross –
breed different animal.
2.3 Competitive Advantage
It is easier to find entrepreneur flocking towards an industry that is known to
generate consistent income which is why there are more cattle ranches in
Camerron and of course in most parts of the world.
As a matter of fact, entrepreneurs are encouraged by the government to
embrace commercial farming / livestock farming. This is so because part of
the success of any nation is her ability to cultivate her own food and also
export foods to other nations of the world.
DCEMA Cattle Ranch, LLC is fully aware that there are competitions when
it comes to selling livestock and meats all over Cameroon especially in local
markets, which is why we decided to carry out thorough research so as to
know how to take advantage of the available market in and around
Cameroon and in other parts of the world.
We have done our homework and we have been able to highlight some
factors that will give us competitive advantage in the marketplace; some of
the factors are effective and reliable livestock farming processes that can
help us sell our livestock and processed meat and milk at competitive prices,
good network and excellent relationship management.
Another competitive advantage that we are bringing to the industry is the
fact that we have designed our business in such a way that we will operate
an all – round standard commercial livestock farms that will be involved in
diverse areas such as animal rearing and meat, egg and milk processing and
packaging plant. With this, we will be able to take advantage of all the
available opportunities within the industry.
Since the world is fast developing, we intern to create an online plateform
were our customers can order online and the product is delivered to their
house in less than no time.
Lastly, our employees will be well taken care of, and their welfare package
will be amongst the best in the industry meaning that they will be more than
willing to build the business with us and help deliver our set goals and
achieve all our objectives as a standard commercial cattle rearing business
with a meat and milk processing and packaging plant.

2.4 Sustainability and Expansion Strategy

The future of a business lies in the numbers of loyal customers that they
have, the capacity and competence of the employees, their investment
strategy and the business structure. If all of these factors are missing from a
business (company), then it won’t be too long before the business close
shop.
One of our major goals of starting DCEMA Cattle Ranch, LLC is to build a
business that will survive off its own cash flow without the need for
injecting finance from external sources once the business is officially
running.
We know that one of the ways of gaining approval and winning customers
over is to sell our farm produce (livestock and processed beef and milk) a
little bit cheaper than what is obtainable in the market and we are well
prepared to survive on lower profit margin for a while.
DCEMA Cattle Ranch, LLC will make sure that the right foundation,
structures and processes are put in place to ensure that our staff welfare are
well taken of. Our organization’s corporate culture is designed to drive our
business to greater heights and training and re – training of our workforce is
at the top burner of our business strategy.
As a matter of fact, profit-sharing arrangement will be made available to all
our management staff and it will be based on their performance for a period
of five years or more as determined by the management of the organization.
We know that if that is put in place, we will be able to successfully hire and
retain the best hands we can get in the industry; they will be more committed
to help us build the business of our dreams.
 PRODUCT DEVELOPMENT
3.1 Production Plan
We are planning to keep 2000 layer birds for eggs and 500 cows. For 2000
chickens for eggs, each chicken is expected to layat least 1 egg per day. For
the whole day, 2000 eggs will be produced. Beside, for 500 cows, eaach is
expected to to give about 5 liters of milk a day. Therefor for the whole day,
we expect 2500 liters of milk Our production target is to reduce cost of
production by at least 20% in the next 3 years.

3.2 Production Costs

Our fixed costs include;
 Rent for the company retail space.
 Area of about one plot will be allocated for the farm.
 A house will be rented for the storage of equipments.
 Materials for office and store furniture, shelving, a computer, phone, and
tools.
 Long-term assets include a delivery van.
Raw materials used include
 Layers
 Water, Feed

Projected Payroll Payroll Sheet Labor Monthly Salary Salary for 18months
General manager 210,000
Assistant Manager 200,000
Book keeper 100,000
Vetenerian 150,000
Laborers 45,000
Guards 40,000
Total 745,000
3.3 Production Process
We are starting with day-old chicks. (Birds often start dropping their first
egg from the 18th week and have a span of laying for up to 72weeks of age).
Prices of day old layer birds ranges from 610frs to 650frs/Bird. In budgeting
for feeding, a bag of feed cost about 15,117 FRS averagely. This implies that
one bird consumes averagely 12grams of feed daily and 83grams of feed per
week. Therefore, 2000birds will consume 166,000grams (166kg) a week. A
bird at good lay point generate about 25frs/day as gross profit. This implies
that a flock of 2000 laying birds could generate 50,000 FRS profit per day,
and about1,500,000fs/month.

3.4 Production Systems

There are two main production systems of brooding. That is laying cage and
deep litter systems.
a) Battery cage system
With this system, hens are kept in cages throughout their productive
lifespan. Therefore, this system is very capital intensive. Feeding, providing
water, egg collection, removal of litter and cleaning are easier for the poultry
attendants to perform.
b) Deep litter system
This is the system DCEMA farm will undertake. With this system, hens are
restrained in a house with floor space of 8 to 10 birds/m2 to ensure free
movement. The floor will be covered with a 5cm to 10cm deep litter of
wood shavings commonly known as sawdust. After old litter has been
removed out of the house, the floor will be cleaned and disinfected. The old
litter removed will be used as fertilizer by farmers in crop cultivation.

MARKETING STRATEGY
The marketing strategy covers several aspects including pricing policies,
target market, market segment amongst others.
4.1 Market Segment
In Cameroon market, we found out that nearly everybody consumes eggs
and milk in different forms. So, our focus is on the whole market,
individuals, homes and firms that consume milk and eggs in large quantities.
Below is a pie chart representing our target Market segment.

Sales

Hotels $ Rest Bakeries $ Food. J Ratails shops

Homes Individuals Others

4.2 Target Market

Naturally, the target market of those who are the end consumer of livestock
farm produce and also those who benefits from the business value chain of
the agriculture industry is all encompassing; it is far – reaching.
Every household consumes produce from livestock farms be it meat, egg,
milk, and the skin (leather) used for bags, belts and shoes production et al.
So also a large chunk of manufacturing companies depends on livestock
farms for some of their raw materials. In essence a cattle farmer should be
able to sell his or her farm produce to as many people as possible.
We will ensure that we position our business to attract consumers of
agriculture produce not just in Bamenda alone but also other parts of the
Cameroon which is why we will be exporting some of our farm produce
either in raw form or processed form to other countries of the world.
4.3 Sales Strategy
We are quite aware that the reason why some local livestock farms hardly
make good profits is their inability to sell off their livestock to a larger
market. In view of that, we decided to set up a standard meat and milk
processing and packing plant to help us maximize profits.
Over and above, we have perfected our sale and marketing strategies first by
networking with agriculture merchants and companies that rely on raw
materials from the livestock farming industry who are likely to refer become
our customers.
In summary, DCEMA Cattle Ranch, LLC will adopt the following strategies
in marketing our cattle rearing produce;
 Introduce our business by sending introductory letters alongside our
brochure to stake holders in the agriculture industry, companies that
rely on the livestock farming industry for their raw materials, hotels
and restaurants and agriculture produce merchant et al.
 Advertise our business and livestock farms in agro – allied and food
related magazines and websites
 List our commercial livestock farms on yellow pages ads (local
directories)
 Attend related agriculture and food expos, seminars, and business
fairs et al
 Leverage on the internet to promote our business
 Engage in direct marketing
 Encourage the use of word of mouth marketing (referrals)
 Engage in local sensitization campaigns through local media like the
radio so as to target the local population.

4.4 Payment Options

The payment policy adopted by DCEMA Cattle Ranch, LLC is all inclusive
because we are quite aware that different customers prefer different payment
options as it suits them but at the same time, we will ensure that we abide by
the financial rules and regulation of Cammeroon.
Here are the payment options that DCEMA Cattle Ranch, LLC will make
available to her clients;
 Payment via bank transfer
 Payment with cash
 Payment via online bank transfer
 Payment via check
 Payment via bank draft
 Payment via mobile money
In view of the above, we have chosen banking platforms that will enable our
client make payment for farm produces purchase without any stress on their
part.

4.5 Publicity and Advertising Strategy

Any business that wants to grow beyond the corner of the street or the city
they are operating from must be ready and willing to utilize every available
means (both conventional and non – conventional means ) to advertise and
promote the business. We intend growing our business which is why we
have perfected plans to build our brand via every available means.
We know that it is important to create strategies that will help us boost our
brand awareness and to create a corporate identity for our cattle rearing
business. Below are the platforms we want to leverage on to boost our cattle
rearing brand and to promote and advertise our business;
 Place adverts on both print (newspapers and magazines) and
electronic media platforms
 Sponsor relevant community based events / programs
 Leverage on the internet and social media platforms like; Instagram,
Facebook , twitter, YouTube, Google etc to promote our business
 Install our Bill Boards on strategic locations all around Bamenda
 Engage in road show from time to time in targeted neighborhoods
 Distribute our fliers and handbills in target areas
 Contact corporate organizations and residence in our target areas by
calling them up and informing them of Tanifem and Family Cattle
Ranch, LLC and the farm produce we sell
  List our commercial livestock farms in local directories / yellow pages
 Advertise our commercial cattle ranch in our official website and
employ strategies that will help us pull traffic to the site.
 Ensure that all our staff members wear our branded shirts and all our
vehicles and trucks are well branded with our company logo et al.

INDUSTRY ANALYSIS

There have been dramatic changes in both domestic and international

environments in the cattle rearing and livestock industry from the past
decades. The environmental forces are classified into internal and external
forces which include:

When the company have few competitors, it is more likely to get more
profit. For example in Cameroon, competition is today driven by a cost of
manufacturing and the quality of products sold to the customers.
Supplier dynamics: Suppliers of raw materials to the farms are the ones that
affect the costs of poultry products. If there is development of new market
and technology, the price of raw materials will remain low.
There are many opportunities in cattle and poultry industry especially in
Bamenda municipality. There are small numbers of large scale poultry
farmers, and the other ones are small scale business farmers. So this will
make businessmen to vertically integrate in the poultry business.

Cultural and religious forces, however in Cameroon, there are no laws or

cultures that prohibit eating livestock products. This is a good opportunity
for businessmen to develop and expand their poultry farm within the country
without any major challenge.

5.1 Challenges Facing the Cattle Industry

Below are some of the common challenges that are faced by poultry farmers:
Death of animal: In the farm, one or many animal usually die because of
their fragile nature and the weather they are living in. Some factors such as
heat and overcrowding causing that death can be controllable.
Diseases: Pneumonia and other minor diseases are among problems faced by
poultry farmers, but this problem can be solved by seeking a veterinary
doctor

5.2 Location and Facility

DCEMA cattle ranch LLC will be located in the outskirts of Nkwen-
Bamenda; precisely in Ntasen; about 1.5km from below foncha junction on
the road leading to Mubang; which is out of the central town. This unique
location was choosen, after feasibility studies, due to the fact that there is
enough land to accomodate the cattle ranch. Easy access to the farm by our
customers was also considered.
Our facilities will include a layer grow out facility and table eggs production
unit.The production cycle will be made up of 100% layers. The layer grow
out facility will be a deep litter system. This system requires adequate
housing, feeding and drinking equipments. The eggs produced in the table
eggs production unit are infertile and the amount produced depends on the
number of layer birds.
5.3 Labour Force
The company has to employe both skill and unskill labour, but more of skill
labour will by employe in other not to incure damages or break down of a
machine. Intergrating the locals into the company will create employment as
well as the increase in cooporate govenance. For the start, we will have to
employe about 20 expart and 10 labourers.

5.4 Milestone Schedule/ Checklist

ASPECT STATUS
Business Name Availability Check Completed
Business Incorporation Completed
Opening of Corporate Bank Accounts Completed
various banks in Cameroon
Opening Online Payment Platforms Completed
Application and Obtaining Tax Payer’s In progress
ID
Application for business license and Completed
permit
Purchase of All form of Insurance for Completed
the Business
Leasing of farm land in Nkwen Completed
Conducting Feasibility Studies Completed
Writing of Business Plan Completed
Drafting of Employee’s Handbook Completed
Design of The Company’s Logo Completed
Graphic Designs and Printing of Completed
Packaging Marketing / Promotional
Materials
Recruitment of employees In progress
Building /construction of cages and In progress
fence etc
Purchase of the needed working tools, Completed
machines and equipment
Creating Official Website for the In progress
Company
Creating Awareness for the business In progress
(Business PR)
Farm land Treatment, Health and In progress
Safety Arrangement
Establishing business relationship with Completed
key players in the industry (agriculture
farm produce merchants and
transporter / haulage):

Management
At DCEMA Cattle Ranch, LLC, we will ensure that we hire people that are
qualified, hardworking, dedicated, customer centric and are ready to work to
help us build a prosperous business that will benefit all the stake holders (the
owners, workforce, and customers ).
As a matter of fact, profit-sharing arrangement will be made available to all
our senior management staff and it will be based on their performance for a
period of five years or more as agreed by the management of the farm.
In view of the above, we have decided to hire qualified and competent hands
to occupy the following positions; Below is the business structure of
DCEMA Cattle Ranch, LLC;
 Chief Operating Officer
 General Farm Manager
 Administrator / Accountant
 Cattle Ranch Manager / Supervisor
 Sales and Marketing Executive
 Field Employees
 Front Desk Officer

6.1 Roles and Responsibilities

6.1.1 Chief Operating Officer:
 Increases management’s effectiveness by recruiting, selecting,
orienting, training, coaching, counseling, and disciplining managers;
communicating values, strategies, and objectives; assigning
accountabilities; planning, monitoring, and appraising job results;
developing incentives; developing a climate for offering information
and opinions; providing educational opportunities.
 Responsible for providing direction for the business
 Creates, communicates, and implements the organization’s vision,
mission, and overall direction – i.e. leading the development and
implementation of the overall organization’s strategy.
 Responsible for signing checks and documents on behalf of the
company
 Evaluates the success of the organization
6.1.2 General Farm Manager
 Responsible for the planning, management and coordinating all farm
activities across the various sections on behalf of the organization
 Supervises other section manager
 Ensures compliance during project executions
 Provides advice on the management of farming activities across all
section
 Responsible for carrying out risk assessment
 Using IT systems and software to keep track of people and progress of
the growth of crops, fishes, birds and animals
 Responsible for overseeing the accounting, costing and sale of farm
produce after harvest
 Represent the organization’s interest at various stakeholders meetings
 Ensures that farming goals desired result are achieved, the most
efficient resources (manpower, equipment, tools and chemicals et al)
are utilized and different interests involved are satisfied. Responsible
for preparing financial reports, budgets, and financial statements for
the organization
 Responsible for overseeing the smooth running of HR and
administrative tasks for the organization
 Defines job positions for recruitment and managing interviewing
process
 Carries out staff induction for new team members
 Responsible for training, evaluation and assessment of employees
 Oversees the smooth running of the daily farming activities across the
various farming sections.

6.1.3 Finance officer / Accountant

 Responsible for overseeing the smooth running of HR and
administrative tasks for the organization
 Defining job positions for recruitment and managing interviewing
process
 Carries out staff induction for new team members
 Responsible for training, evaluation and assessment of employees
 Responsible for preparing financial reports, budgets, and financial
statements for the organization
 Responsible for financial forecasting and risks analysis.
 Responsible for developing and managing financial systems and
policies
 Responsible for administering payrolls
 Ensuring compliance with taxation legislation
 Handles all financial transactions for the company
 Serves as internal auditor for the company
 Cattle Ranch and Animal Manager / Supervisor
 Responsible for managing the commercial breeding of cattle (cows,
oxen, bulls, bullocks, steers, heifers and calf et al)
 Responsible for managing boarding services, breeding services, dairy
support services, livestock health services, farrier services, and
shearing services et al.
 Works closely with the General Manager to achieve the organizations’
goals and objectives
 Sales and Marketing Officer
 Identifies, prioritizes, and reaches out to new partners, and business
opportunities et al
 Identifies development opportunities; follows up on development
leads and contacts; participates in the structuring and financing of new
business
 Writing winning proposal documents, negotiate fees and rates in line
with company policy
 Responsible for handling business research, marker surveys and
feasibility studies for clients
 Responsible for supervising implementation, advocate for the
customer’s needs, and communicate with clients
 Develops, executes and evaluates new plans for expanding increase
sales
 Documents all customer contact and information
 Represents the company in strategic meetings
 Helps to increase sales and growth for the company
 Field Workers / Contract Staff
 Responsible for feeding cattle and other livestock as instructed by the
supervisor
  Responsible for cleaning the cattle ranch
 Change the water in the water trough / trench as instructed by the
supervisor on a regular basis
 Handles farm implements and machines as instructed by the section
manager / supervisor
 Assists in handling the breeding of cattle
 Carries out task in line with the stated job description
 Assist in transport working tools and equipment from the farm and
back to the designated store room
 Handles any other duties as assigned by the farm manager

6.1.4 Client Service Executive / Front Desk Officer

 Welcomes guests and clients by greeting them in person or on the
telephone; answering or directing inquiries.
 Ensures that all contacts with clients (e-mail, walk-In center, SMS or
phone) provides the client with a personalized customer service
experience of the highest level
 Through interaction with clients on the phone, uses every opportunity
to build client’s interest in the company’s products and services
 Manages administrative duties assigned by the cattle ranch manager in
an effective and timely manner
 Consistently stays abreast of any new information on the company’s
products, promotional campaigns etc. to ensure accurate and helpful
information is supplied to clients
 Receives parcels / documents for the company
 Distributes mails in the organization
 Handles any other duties as assigned my the line manager

STRATEGY AND IMPLEMENTATION STRATEGY

Our strategy is based on delivering a strong customer value. The company
will build a strong marketing infrastructure which can eventually reach more
customers. We will use effective advertising tools to promote the business.
7.1 S.W.O.T Analysis
DCEMA Cattle Ranch, LLC do not intend to launch out with trial and error
hence the need to conduct a proper SWOT analysis. We know that if we get
it right from the onset, we would have succeeded in creating the foundation
that will help us build a standard cattle rearing business that will favorably
compete with leading cattle rearing / livestock farms in the United States of
America and in the rest part of the world.
As a cattle rearing business, we look forward to maximizing our strength and
opportunities and also to work around our weaknesses and threats. Here is a
summary from the result of the SWOT analysis that was conducted on
behalf of DCEMA Cattle Ranch, LLC;

7.1.1 Strength
 Our strength as a cattle rearing business is the fact that we have
healthy relationships with loads of major players (agriculture
merchants) in the livestock farming industry; both suppliers and
buyers within and outside of Cameroon.
 We have some of the latest cattle rearing machines; tools and
equipment that will help us breed our cattle (cows, oxen, bulls, sheep
etc) in commercial quantities with less stress.
 Aside from our relationship (network) and equipment, we can
confidently boast that we have some the most experienced hands in
cattle rearing / livestock farming industry in our payroll.
 Produce high quality eggs enriched with protein.
 Relatively good infrastructure systems.
 Good marketing system.
 Eggs are not seasonal products and can be eaten any time of the year.
 In this area, the poultry business hasn’t been over-exploited.
 Poultry are environmentally friendly

7.1.2 Weakness
 Our weakness could be that we are a new cattle rearing business in
Cameroon and we may not have the required cash to pump into the
publicity of our business. We are aware of this and from our
 projection will overcome this weakness with time and turn it to a
major advantage for the business.
 Capital intensive. Starting a poultry business requires a large capital
funding.
 Outbreak of disease can ruin entire business within a twinkle of an
eye.
 The smell can be quite disturbing to the environment.

7.1.3 Opportunities
 The opportunities that are available to us cannot be quantified, we
know that there are loads of homeowners, and industries that will
source for cattle (cows, oxen, sheep ), beef, and milk and also
industries that will source for the raw materials from our livestock
farms both in the Cameroon and other parts of the world.
 Expansion into large scale production of byproducts(fertilizer and
detergent).
 Export to neighboring towns.
 A large and successful poultry will ensure food security

7.1.4 Threat
 Some of the threats and challenges that we are likely going to face
when we start our own cattle rearing are global economic downturn
that can impact negatively on household spending.
 Bad weather cum natural disasters (draughts, epidemics),
 Unfavorable government policies.
 The socio-political cresis affecting the region
 High feed ingredients prices
 The arrival of new and the presence of old competitors (a commercial
farm that rear same animals ) as our cattle ranch within same location.

There is hardly anything we can do as regards this threats and challenges

other than to be optimistic that things will continue to work for your good.
 RISK ASSESSMENT

8.1 Critical Risk Factors

Some of the factors that will help us sell our farm produce at the right price
that will guarantee that we make profits is dependent on our strategy while
some of the factors are beyond our control. For example, if the climatic
condition is unfavorable and if there is natural disaster in the location where
you have your commercial livestock farm, then it will directly affect the
prices of your livestock.
Over and above, since we want to get the right pricing for our livestock, we
have ensured that we choose a good location for our cattle ranch, choose a
good breed that will guarantee steady and multiple breeding (prolific
breeds), cut the cost of running our farm to the barest minimum and of
course try as much as possible to attract buyers to our farm as against taking
our livestock or even our produce to the market to source for buyers; with
this, we would have successfully eliminate the cost of transporting the goods
to the market and other logistics.
We are quite aware that one of the easiest means of penetrating the market
and acquiring loads of customers for all our cattle rearing produce is to sell
them at competitive prices hence we will do all we can to ensure that the
prices of our livestock and processed and packaged beef and milk are going
to be what other commercial livestock farmers would look towards beating.
One thing is certain; the nature of cattle rearing business we are involved in
makes it possible for farmers to place prices for their livestock / farm
products based on their discretion without following the benchmark in the
industry. The truth is that it is one of the means of avoiding running into
loss. The easier you sell off your livestock when they are mature the better
for your business.

8.1.1 Financial risks

 Changes in our pricing policies or that of our competitors.
 Fluctuation in revenue from distributors and retailers.
 Timing of costs related to acquisitions or payments

8.1.2 Health risks

Contagious disease and virus outbreak is very deadly; if one of the chickens
should catch the disease, all of them risk being affected and if it's not
recognized and treated early it will lead to the death of all the chickens
which is a great loss for the business. And also some of the diseases are also
contagious to human not just between the chickens which will affect the
workers and also consumers
Disease prevalence varies from one area to the other. The problems that may
trigger disease conditions are direct sunlight on egg trays or nests, poor
ventilated houses and very high temperatures in and outside the poultry
house, which may weaken egg shells resulting in poor egg quality. All these
conditions will be avoided to the best of our abilities.
Another thing we considered during the risk assessment is the mortality of
the chickens which is inevitable since we are dealing with living things. This
can be managed with good management and has been calculated to range
between 5-10%.
8.1.3 Technological risks
Technology is good but they also have their disadvantages. There are
normally problems involved in using technology; the use of the machine that
collects eggs may fail to work or spoil, making the work slow and adding
more cost to the business by repairing it. The cost for electricity is also not
easy and some electric problems can lead to fire outrage and burn the
building causing the loss of assets and perhaps the entire business.

8.2 Contingency plans

As we considered these risks we have also made contingency plans for
unprecedented events or occurrences. As per the health risks, we will have
plans with a veterinary doctor that will have regular checkups with the
chickens while giving them the best environmental conditions.
Another contingency plan we will make is insurance that will protect our
assets. One of the risks we have to face mentioned earlier, the occurrence of
a fire outrage will be curbed by placing fire extinguishers at strategic places.
And in case of financial crises, we may have to resort to getting loans.

FINANCIAL SEGMENT
When it comes to calculating the cost of starting a cattle rearing business /
commercial livestock farm, there are some key factors that should serve as a
guide. The most important expenses is the construction of the cattle ranch /
cages / fencing as the case may be.
For example, the start – up cost for a fish farm is different from the start – up
cost for mechanized crop farming, so also the start – up cost for poultry
farming is different from the start – up cost of cattle ranch (dairy farm) etc.
As a matter of fact, if you choose to start a mechanized crop farming, then
you should be willing to raise huge capital base to start the business. This is
so because some cultivation machines / equipment can be pretty expensive.
Below are some of the basic areas we will spend our start – up capital in
setting up our cattle rearing business / cattle ranch;
AREA OF EXPENDITURE ESTIMATED
AMOUNT (FCFA)
The Total Fee for incorporating the Business 1500,000
in Cameroon
The budget for key insurance policies, 1,000,000
permits and business license
The amount needed to acquire / lease a farm 6,000,000
land
The amount required for preparing the farm 7,000,000
land (for construction of cattle ranch and
cages / fencing etc)
The cost for acquiring the required working 20,000,000
tools and equipment / machines / fencing etc)
The amount required for purchase of the first 30,000,000
set of cattle (cows, oxen, bulls, bullocks,
steers, fowls, heifers and calf etc)
The Cost of Launching an official Website 300,000
The amount required for payment of workers 25,000,000
for a period of 3 months
Additional Expenditure (Business cards, 1000,000
Signage, Adverts and Promotions

Going by the report from detailed research and feasibility studies conducted,
we will need an average of FCFA82,300,000 to start a standard cattle rearing
/ commercial livestock farming business in cameroon.
However, DCEMA cattle ranch LLC intends to start with a capital of
FCFA100,000,000. Excess funds will therefore be deposited in the
company’s bank account and petty cash till.
9.1 Generating Funding / Startup Tanifem and Family Cattle
Ranch,LLC
No matter how fantastic our business idea might be, if we don’t have the
required money to finance the business, the business might not become a
reality. Finance is a very important factor when it comes to starting a
business such as cattle rearing. No doubt raising start – up capital for a
business might not come cheap, but it is a task that an entrepreneur must go
through.
DCEMA Cattle Ranch, LLC is a family owned business and it will be
financed by the owners of the cattle ranch – Tanifem and family. These are
the areas where we intend sourcing for fund for Tanifem and Family cattle
ranch LLC;
 Generate part of the start – up capital from personal savings and sale
of his stocks
 Generate part of the start – up capital from friends and other extended
family members
 Generate a larger chunk of the startup capital from the bank (loan
facility).
We have to be able to generate about 100,000,000frs (Personal savings
15000,000frs and soft loan from family members 35,000,000frs ) and we are
at the final stages of obtaining a loan facility of 50,000,000frs from our
bank. All the papers and document will have to be duly signed and
submitted, the loan might be approved and any moment soon our account
will be credited.
The finance will be used as follows:
 Development of the farm’s location.
 Purchasing of 2000 day old layer birds.
 Purchase of 500 cows.
 Financing for the first five months of business operation.
 Capital to purchase the group’s equipment.

9.2 Records management

As to records management, each project will have a record book on which
information on the number of stocked live birds, slaughtered and deaths are
recorded. Record keeping will help us to budgetaccurately and make
informed decisions about the poultry. The records will contain information
such as
 All feeds consumed and purchased
 Number of hens purchased
 Deaths and causes
 Vaccination and other veterinary requisites expenses
 Labor and other variable costs
 Number of eggs collected daily
 Number of eggs sold and used for home consumption
 Number of eggs damaged
 Water and feed intake daily.
 APPENDIXES
Appendix 1
PROJECTED OPENING BALANCE SHEET
ASSET (FCFA) LIABILITIES/CAPITAL (FCFA)
Fixed Assets
Farm Development 10,000,000 Equity capital
52,000,000
Warehouse 4,000,000 Short term loan
30,000,000

Current Assets
Cash at hand 10,000,000
Stock 15000,000
Drinkers and feeders 5000,000
Feed 6,000,000
Cash in bank 32,000,000
Total 82,000,000
82,000,000

Appendix 2
Projected Income Statement (72 WEEKS)
FEED 361356
Vaccines 1500000
drinkers 14 2800 39200
feeders 12 1800 21600
cost of sales 3342156
gross Profit 47207844
Operating Expenses rental for land development 5200000
rental of warehouse 1350000
Purchase of generator 250000
Purchase of saw dust 15 2000 30000
water/electricity 216000
interest on loan 2.5% of 2000000 900000
office euipments/stationaries 1000000
distribution cost 216000
marketing cost 800000
Payroll (salaries) 13410000
purchase of cartons 200 2500 500000
purchase of trays 250000
Miscellaneous 2000000
constrution of porehole 1000000
total operating expenses 27122000
Net profit after 72 weeks 20085844

NB
This income statement was calculated based on the assumption that there is
no mortality and everything is being equal. However assuming that the
mortality rate is 20%, net profit after 72 weeks shall be (.8*21885844 =
175086