T&W Detergent Manufacturing Enterprise

The vision of T&w detergent manufacturing enterprise is to be a leading home care &
personal care company by creating trust worthy, innovative products to increase the life
quality of our consumers, for a clean Ethiopia.

The mission of the enterprise is to be one of the leading companies in home care and personal
care markets and form competition via designing products that fits to market needs and
customer expectations and sustain T&w detergent as a profitable company that our
employees, customers, suppliers, partners and consumers are proud of.

T&W detergent manufacturing enterprise states its strength, opportunity, threat weaknesses
and threats of the project in achieving its objective. The project will design and implement a
strategy to capitalise from its strength, to exploit opportunities, to address its weaknesses and
to design and implement a risk mitigation strategy for the identified threats.

STRENGTH

Access to raw material: The projected is located in central Ethiopia in a close proximity to
the supply of chemicals and other materials.

Better understanding of suppliers and consumers:  The promoters of the project would be
managers at all levels have better understanding and connection to both suppliers (sellers)
and customers. The level of expertise and over five years of joint work experience amongst
the founders of T&w detergent manufacturing enterprise, in the areas of detergent
manufacturing and marketing is strength. What puts us in an even more unique competitive
advantage is our familiarity with the Ethiopian market. 

WEAKNESSES

There manager has no practical experience in production and marketing of similar products
and environmental hazards that can disrupt availability of key ingredients and price
escalation. Some potential customers may underestimate products made in Ethiopia. The age
group of our target market has a very different image of Ethiopia which was formed by
television images of the late 1980's.  This image could adversely affect our brand.

Unknown brand: The product names of the project are new to potential consumers. Some
loyal customers may stick to the brand name that they are familiar with and may not give a
try to the project products.

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OPPORTUNITY
Growing demand:
Growth in detergent consumption can only mean a more sustained consumer interest to our
products. There is a growing demand for healthier environment alternatives driven by the
rapid increase in different transmittable debases.  The recent strong push from governments
and international regulators for avoiding the traditionally popular detergent manufacturing
will work to the advantage.
Fair-trade market access.  The project business model, which targets small holder
households and companies through their organizations for sourcing its main raw materials
will entitled it for Trade Fair certification. Trade Fair certification will attract better price and
good impression and comfort to end consumers.
Incentives:
The Ethiopian government offers generous incentives, for export lead manufacturing
ventures.  This takes in the form of making land available, financing, tax incentives, duty free
import etc.
THREATS

Natural risk, such as weather risk that could impact availability and cost of raw materials.
Lack of infrastructure: Production facilities depend on the availability of uninterrupted
electric power and water supply.
Trade barriers: It is possible that a strong lobby from major western market players can put
barriers against importation of our produce to the consumer market.

The enterprises is planned to accomplish major preparation and installation activities two
years period with the assumption that land and financing will be secured as anticipated. The
project will accomplish preparation activities well ahead of commencement of operation.
Staff recruitment, identification of potential suppliers and customers, contracting with
suppliers and customers will be conducted before commencement of operation.
Organizational system developments including website and ICT installation, operational
procedures and manuals will be available just before the commencement of operation. The
project will have a strong monitoring and evaluation system to ensure that the project is going
on as planned. Generally the objective of the company is mainly focused on targeting
production of quality products for the local market and if possible the company also targeted
export market as an alternative market.

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STRATEGY
The project identifies its marketing mix of product, promotion, pricing and place of
distribution as basic strategies.

PRODUCT

Products are mainly produced targeting local and export market. During the initial stage of
the project, capacities left over from the export market production will be used to produce
different types of detergents and processed materials for local market.

PRICE

The pricing strategy of the project follows the market trend in the detergent products.
Generally, detergent products fetch premium price. The project products are distinct from
other products with the very nature of the ingredients. The price may change in line with
changes in the overall demand and supply dynamics.

PLACE

The enterprise is also planned to distribute the product to some selected restaurant chains. As
capacity grows, major supermarkets will be also anticipated customers. The project will
explore additional market opportunity outside of Ethiopia when it reaches close to full
capacity utilization. These countries are chosen because of the in-depth understanding of the
market by the promoters of this project. For products to be produced for local market will be
distributed through major retailers and the project will not have its own sales outlets which
targets end consumers. Retailers are expected to distribute the products to major
supermarkets and regional retailers.

PROMOTION

In the first phase products will be made available online both through the project’s own
website and popular channels.  This will be accompanied through active marketing using
trade shows, exhibitions, open markets and small retailers.  Social Medias, radios and local
papers will be used as advertisement channels.

Website: The project will have dynamic and integrated with the server of the project. Clients
will be allowed to process enquiries about the product and also to put their feedbacks. It will
also have end consumer portal for allowing end consumer to access for variety of cooking

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menu and provide feedback and share their experience on the T&w detergent manufacturing
enterprise products.

COMPETITIVE ADVANTAGE

Rivalry among the competitors: The growing demand for detergent and different washing
products created a huge opportunity for new players to enter a market which was traditionally
dominated by few powerful manufacturers. There is no a throat cutting type of competition in
the detergent market. This has been verified by the interest showed by different potential
distributors to be a distributer for T&w detergent manufacturing enterprise products.

Bargaining power of customers: When customers have more options and multiple
alternative suppliers, they may dictate pricing and other terms. In this particular niche market,
where the supply is in short often, customers and consumer have little to dictate terms.

Bargaining power of suppliers: Suppliers of the project are whole sellers, cooperative
unions and traders. As chemicals and other materials are produced in many parts of Ethiopia,
there are many cooperative, unions and traders which are supplying the raw materials. As a
result, the bargaining power of suppliers is very limited. This is not however to underestimate
the increasing bargaining power of suppliers during the months. Threat from new entrant:
When there entry barrier into a certain business is weak, it business attracts new entrants to
come in. The most relevant barrier for this type of investment is access to raw materials.
Chemical supply is available to the required level in Ethiopia than elsewhere. But this doesn’t
warrant sustainable quality and quantity. Nonetheless, foreign investors who can affords the
size of investment and wish to invest in Ethiopia for similar projects will be a threat by
competing for raw material sources and also competition for market.

EMPLOYEE MOTIVATION

There are as many different methods of motivating employees that the company applies today
in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation efforts
will focus on what the employees deem to be important. It may be that employees within the
same department of the same organization will have different motivators. Many organizations
today find that flexibility in job design and reward systems has resulted in employees'
increased longevity with the company, improved productivity, and better morale.

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Giving employees more responsibility and decision-making authority increases their realm of
control over the tasks for which they are held responsible and better equips them to carry out
those tasks. As a result, feelings of frustration arising from being held accountable for
something one does not have the resources to carry out are diminished. Employees with
creative ideas do not express them to management for fear that their input will be ignored or
ridiculed. Company approval and toeing the company line have become so ingrained in some
working environments that both the employee and the organization suffer. When the power to
create in the organization is pushed down from the top to line personnel, employees who
know a job, product, or service best are given the opportunity to use their ideas to improve it.
For all the championing of alternative motivators, money still occupies a major place in the
mix of motivators. The sharing of a company's profits gives incentive to employees to
produce a quality product, perform a quality service, or improve the quality of a process
within the company.

CORRECTIVE ACTIONS FOR PERFORMANCE EVALUATION

Supervisors have a responsibility to consider their employees’ performance and development

Regular conversations should take place throughout the year between supervisors and
employees, and employees are encouraged to seek feedback from their supervisors.
Supervisors should informally alert employees to any performance issues as soon as possible.

Poor work performance or misconduct should be brought to the attention of the employee
promptly by his or her supervisor. Under most circumstances, the employee should be given a
meaningful opportunity to improve his or her work performance. A discussion between the
supervisor and the employee should provide the employee an opportunity to understand the
supervisor's concerns and provide any explanation; such a conversation may resolve the
issue.

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 The number and types of actions depend on the circumstances, and there is no prescribed
sequence. Except in serious cases, some form of written warning or discipline with a
meaningful opportunity to improve should be given before an employee is discharged. Any
written discipline should be given to the employee, and the employee should be informed that
a copy is being placed in the employee’s personnel file.

Progressive disciplinary measures will not apply in the event of a serious offense that
warrants immediate discharge or in other circumstances when the Institute determines that
corrective measures would be inappropriate.  In some cases, it may be necessary for a
supervisor to place an employee on administrative leave, either paid or unpaid, in response to
an allegation of serious misconduct or performance concerns. In such circumstances, the
supervisor should inform the employee that he or she is being placed on administrative leave
pending the outcome of an investigation and/or a determination regarding appropriate
disciplinary action.

Supervisors should consult their departmental Human Resources representative or their