AGB202 AGRICULTURAL BUSINESS PLANNING

STRATEGIC AND SCENARIO PLANNING FOR EZA FERTILIZER PRODUCING

COMPANY
ASSIGNMENT I
SUBMITTED ON 10TH FEBRUARY 2023
TO: Dr. Angelique KANGONDO Ph.D.
DONE BY: GROUP 7 MEMBERS

GROUP 7 MEMBERS REGISTRATION NUMBERS

DUSABE MARINE RC2021008
IJWIRYE PLACIDE RC20210014
KAMUGISHA GODFREY RC20210030
MUTESI BETTY RC20210047
RUGIRA ANICET RC20210067
UBAYEHO THADEE RC20210073
UWAMARIYA ALICE RC20210079
 Question 1: Identify Agri-business firm
0. Executive Summary
Our company, Eza fertilizer producing company, located in Bugesera, specializes in high-
quality agriculture and horticulture fertilizers and utilizing cutting-edge technology to meet the
needs of various crops and growing conditions. With a commitment to quality, innovation, and
sustainability, the company has a strong reputation for product quality and customer service
and plans to continue expanding its reach and investing in new products and technologies.
Question 2: Using ABCDE model, prepare a strategic plan that will guide you to
efficiently allocate your resources and to achieve your goals.
1. ASSESSMENT
Environmental Scan
The Rwandan government has implemented policies aimed at promoting sustainable
agriculture, including the use of fertilizers to increase crop yields. Moreover, there is a growing
demand for fertilizers in Rwanda as the country looks to increase its agricultural productivity
and food security and since there is limited domestic production of fertilizers in the country,
with most being imported from neighboring countries, this presents an opportunity for our
company to meet the growing demand for fertilizers.
Background Information and Situation Analysis
In Rwanda, the use of fertilizers is seen as a key strategy to increase agricultural productivity
and improve food security. However, there are several challenges to fertilizer use in the
country, including limited accessibility, affordability, lack of knowledge, and inadequate
distribution systems. The Rwandan government has been working to promote the use of
fertilizers through various initiatives, such as subsidies, education and training programs, and
partnerships with the private sector. Despite these efforts, the adoption of fertilizers remains
limited, particularly among small-scale farmers. Improving access to fertilizers and increasing
farmers' knowledge and use of them is seen as critical to achieving the government's goals of
increasing agricultural productivity and improving food security in Rwanda.
SWOT Analysis
Strengths Weaknesses Opportunities Threats
• Good educational • Dependence on • Growing demand for • Competition from new
background of our volatile raw organic and sustainable entrants in the
experts and material prices. fertilizers. industry.
technologists.
• Competition from • Expansion into new • Economic downturns
• Advanced technology low-cost producers markets, such as that can lead to
in developing emerging economies. reduced demand for
• Cost-effective countries. fertilizers.
production. • Technological
• Stringent innovations • Stringent
• Experience of government that can lead to environmental
Rwandan soil nutrient regulations for improved regulations that can
need. production increase production

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 fertilizer production processes and costs and reduce
and distribution. lower costs. profitability.

2. BASELINE
2.1 Gaps
Below are the significant gaps between our vision and the current reality.
• Finance source
• Not having headquarters in all districts of Rwanda
• High labor cost
• Inexperience customer interaction
• Lack of market data on the Rwandan market
• Low Use of ICT and technology to deliver our services to AI and automatic machines
2.2 Resource Development
• Stronger identity/brand is needed within EZA and in our community
• Internal/external communications network must be strengthened
• Must determine if we want to expand the number of joint ventures and collaborations
• Outside funding sources must be sought to carry on our mission
• Must decide if we want to expand beyond
• Must review current and prospective programs to determine how to proceed—maintain
the current course is to expand, scale back, and eliminate.
3. COMPONENTS
1. Mission Statement
Our mission as a fertilizer production company is to provide innovative and sustainable
solutions that enhance the growth and productivity of agriculture while minimizing our impact
on the environment by utilizing renewable solar energy to support a greener tomorrow. We are
dedicated to producing high-quality fertilizer products that support farmers in achieving their
goals and feeding a growing global population. Through our commitment to research and
development, we strive to continuously improve our products and processes to meet the ever-
evolving needs of the agricultural industry. Our goal is to be a trusted partner for farmers and
to create value for all our stakeholders, including our employees, shareholders, and the
communities in which we operate.
2. Vision Statement
Our vision is to be a leading company in the fertilizer industry both regionally and
internationally, recognized for our commitment to sustainable agriculture and innovative

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solutions. We aim to revolutionize the way in which crops are grown, enabling farmers to
produce more food with fewer resources and less impact on the environment. Our products will
be the preferred choice for farmers around the world, and our company will be known for its
ethical and responsible business practices.
3. Values/Guiding Principles
• Sustainability: We are committed to reducing our impact on the environment and
promoting sustainable agriculture practices.
• Innovation: We strive to develop innovative products and processes that enhance the
growth and productivity of crops.
• Customer Focus: We are dedicated to understanding and meeting the needs of our
customers, and to being a trusted partner for farmers.
• Safety: We focus on ensuring the safety of workers, customers, and the wider community
by adhering to strict safety standards in production and distribution.
4. DOWN TO SPECIFIC: ACTION PLAN

Activity Description RESOURCES PERSON IN CHARGE TIME

NEEDED FRAME
Conducting Distribution of Pens, papers, RUGIRA Anicet, 1st -8th
Market research questionnaire in airtime, and Marketing Manager. March
Bugesera district transport fees 2023
to determine will be needed
viability of for this
business idea. activity.

Acquisition of Registration and Registration, MUTESI Betty, Social 10th -17th

legal documents licensing licensing, Relations Manager. March
documents from Transport, and 2023
RICA, RDB, and airtime fees.
RAA.
Acquisition of Temporary house Transport and KAMUGISHA Godfrey, 18th March
Operating rent in initial airtime fees Operational Manager. 2023
Ground. phases of plus 3 months
business. rental
prepayment.
Personnel Identification of Job description UWAMARIYA Alice, 18th -25th
Recruitment skill sets needed adverts, Human Resource March
from employees Examiners, Manager. 2023
and working with interviewers,
recruitment and
agency to hire the Questionnaires.
right personnel.
Machine Crusher, Money for IJWIRYE Placide, Chief 26th March
acquisition screening blender machines Technology Officer. 2023
and packaging purchase and
machines. transportation
costs.

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Installation of all Installation of Human IJWIRYE Placide, 27th March
acquired machines within personnel for Chief Technology Officer 2023
machines manufacturing installation
rooms.
Acquisition of Phosphate, potash, Money for raw KAMUGISHA Godfrey, 27th March
raw material and and other raw materials and operational Manager 2023
packaging materials. packaging
materials materials
purchase
Production and Chemical Raw materials, KAMUGISHA Godfrey, 28TH
packaging engineering of raw machines, and Operational Manager. March -05
materials human April
personnel 2023.

Progress Regular Balance score UBAYEHO Thadee, CEO Every six

Evaluation monitoring of card months
organization MUTESI Betty,
performance and Social Relations
feedback seeking
from customers KAMUGISHA Godfrey,
and stakeholders Operational Manager

Sales and revenue B2B model with Transportation DUSABE Marine, Sales Day in-day
generation Agro based services where Manager. out
models. cooperatives in needed. Operations.
Bugesera and B2C
model with retail
customers.
Progress Transportation • UBAYEHO Day in-day
Evaluation performance services in case Thadee, CEO out
monitoring of bulky • MUTESI Betty, Operations.
and purchase, Social Relations
feedback and Balance • KAMUGISHA Every six
seeking from score card. Godfrey, Operation months
customers al Manager
and
stakeholders

5. EVALUATION

To evaluate organizational performance, a balanced scorecard framework will be used. This is

the strategic performance indicator that will recognize and enhance all internal business
operations and their resulting outcome. This method will mainly focus on the main aspects of
the business which include learning and development, business operations, customers as well

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as financial performance to enhance efficiency. Balance scorecard will be consulted on a 6-
month periodic basis, and it will provide answers to the following key questions:
• Financial: How do we appear to shareholders?
• Internal: At what processes should we excel?
• Innovation: What should we run to grow and prosper?
• Customer: How do our customers perceive us?

Question 3: Use a labeled diagram to explore possible futures or scenarios that may
take place.

SCENARIO PLANNING

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