Table of Contents

1.0 Introduction.......................................................................................................................... 4
1.1 Definitions of strategy.......................................................................................................6
1.2 Importance of Strategy......................................................................................................7
1.3 Strategic Analysis............................................................................................................. 8
1.4 Internal and External Analysis..........................................................................................9
1.5 PESTLE Analysis........................................................................................................... 10
2.4.1 Pros and cons of PESTLE................................................................................................ 13
2.5 Porter’s Five forces..............................................................................................................14
2.5 Validity of porters five forces.............................................................................................. 16
2.6 Core competencies...............................................................................................................17
3.0 Strategic analysis of Cargills food city Sri Lanka................................................................... 18
3.1 Overview of the organisation...............................................................................................18
3.2 Strategic Analysis of Cargill’s food city (Ceylon) PLC...................................................... 19
3.2.1 PESTLE Analysis............................................................................................................. 19
3.2.2 Porters 5 Forces................................................................................................................ 23
Force.......................................................................................................................................... 23
Level of threats.......................................................................................................................... 23
Impact........................................................................................................................................ 23
Moderate to low.........................................................................................................................23

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 Bargaining power of suppliers for Cargills is demanding force because they have 2000
suppliers who suppliers 20000 products(Annuak report ,2017). Cargills acquired Millers
limited who was the main supplier to Cargills in 2008 and use it as distribution channel in an
optimum manner. similarly, they Acquisition KIST (CPC Lanka) who is the largest
manufacture in Jam. cordial, source and beverages and this lead to sustain more market shares
while putting pressure on their competitors.............................................................................. 23
Cargills has developed a concept as farm to shell where they collect vegetables, fruits, fish.
Meet rice ...etc directly from rural farmers................................................................................23
Bargaining power of customers................................................................................................. 24
Rival of substitutes.................................................................................................................... 24
Rival of new entry..................................................................................................................... 24
Intensity of rivalry..................................................................................................................... 24
3.3.3 Core competencies............................................................................................................26
4.0 Recommendation..................................................................................................................... 27

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1.0 Introduction
Strategy is the process of enduring thinking of higher management of the organization, about the
position of the company and the way of achieving it (Robert,20018). It is important to review
organisational strategy continually because the environment is always changing (Campbell,
Edgar &, George, 2011). Purpose of this report is to analyse and reflect the strategic position of
Cargill’s Food city which operates under retail industry of Sri Lanka. further author will discuss
how Cargill’s can gain strategic position by formulating implementing and executing goals
loyalty.

The overview of this report is to define and discuss the importance of the strategy and describe
strategical analysis using micro and macro environment. Moreover, strategic tools such as
PESTLE, porters five forces and Ansoff Metrix will be define, evaluate and applied for the
chosen company. In the final analysis the findings will be evaluated, and recommendations will
be suggested to improve the competitive position of the organization.

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 1.1 Definitions of strategy

Strategy means fulfilling expectations of the stakeholders using long term opportunities and
allocations of resources and configuration of skills (Johnson, Scholes and Whittington, 2008).
Similarly, Mintzberg, Ashlstrand and, Lampel (2013) stated achieving organizations vision and
Mission according to a plan is known as strategy. Adding to that Kaudi (2009) states
organization can gain more profits by directing the decisions, selections and arrangements. Porter
(1996:1998) spoke about competitive position of the company, which means being unique in the
market, by adding value to the activities compared to competitors do (Nickols,2016). In contest
chandler (1962) suggest strategy as adapting to business long term objectives, causes of actions
and resource allocations(Nicholus,2011). When taking to account, porters and Mintzberg strategy
theories Minzberg are much more persuasive. Porter has a view that being in a competitive
stance and “using different set of activities to deliver a unique mix of value. Whereas
Mintzberg's approach to strategy takes the form of a model and he further solidifies the saying;
that strategy is a combination that involves a Plan, a Ploy, a Pattern, a Position and a Perspective.
This gives a more holistic view to strategy while beholding strategy in multiple viewpoints. In
conclusion it can be simply defined as a tactic that can be used to achieve company goals by
taking precise decisions at right times.

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 1.2 Importance of Strategy
Solid strategic tools to run an organization is more important (Porter,2008). Having effective
strategy led a company to responsibility, competitive focus, valuation, external interaction and
internal management (Taylor & Miroiu; 2002). Thompson, Strickland and Gamble (2007) stated
that operative strategic tool can improve the efficiency of the workforce and pervade the
company vision to the company personnel. Further (Tapera,2014) says this can be done through
imprinting the organizations strategic vision in employees’ mind and convert it to hard objectives
and strategies.
on the other hand, Dyson (2007) elaborate strategy embrace management processes where it
informs, support and figure the decision which can challenge an organization.

But Minzburg (2001) argues that strategy is not only provide direction to the company, but also
analyses external environment to understand the present position of the company and do the
implementation beyond internal analysis in order to take strategic panning formulation and
taking decision.

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 1.3 Strategic Analysis

strategic analysis is the turning point of management process (Barney,1991). Nocera (2000)
came up with an idea having a clear understanding of organisations environment and its
interaction to increase the efficiency and effectiveness of the organization by increasing the
capacity of the company to allocate recourses wisely is known as strategic analysis. Further Price
(2003) says strategy analysis can be described as the study of strengthening the business
standards where it can be divided into two major categories; such as internal and external factors.
These factors may influence to raise the company position and the competitive backgrounds.
Strategic analysis is important to identify the root cause and understand in and out of the
situation of the organization to realize the reasons for changes in the environment (David,2013).
Similarly, it will help to study their impact by uncovering problems to identify the underlying
factors (Sternberg, 2009). This can be concluded as strategic analysis may help to take right
decision when implementing strategies within the organisations by understand internal and
external environment.

Figure 01: Layers of business environment (Johnson, Whittington, Scholes, Angwin & Regnery,
2016)

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 1.4 Internal and External Analysis
strategic analysis can be comprehended under two steps: Internal environment analysis and
external environment analysis (Morden,1993; Evans et al., 2003; Pearce and Robinson, 2011);
internal and external environment is the landscape of the surrounding where an organisation
function.( Kew and Stredwick,2005). Internal environment contains element within the
organisation such as employees, management (houghton,2016) physical assets, capabilities,
competencies and culture which is hold by the organisation (Thomson & Strickland, 2010) where
it named as resource-based view. Craig and Campbell (2011) argues that external environment is
influences to the internal environmental in order to analyse organization requirements and
environmental changes.

As per the view of Chuck(2001) all business events external to the company which has ability to
influence the organisation is known as external environment. further these events have
considerable effect on organisations growth and existence (Pakkanen,2012). Lynch(2006)
explain external environment consist of different factors such as political, sociological,
demographical, global and technological factors and customer preference relevant to the
industry. adding to that Pearce and Robinson (2013) concluded where external environment can
be categorised as remote environment, industrial environment and operating environment. Then
again Rufaidah(2012) explains external environment consist of micro and macro environment.
Being alert on external environment is important because decision makers can have a better
empathetic of the competitive positioning of the organisation and act according to the global
economy (Hoskisson and Hitt,2011); it improves the competitive position, operating efficiency
of the company, and can achieve a good place in global economy (Hunger,2012)

Table 01: comparison of internal environment and externa/l environment (Author develop,2018)

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 External environment Internal Environment
Known as Macro environment which refers to Known as Micro environment which directly
the general environment which influence the dealing with the organization and day today
decision making, performance-…etc activities of the company
Consist of political and legal environment, Consist of competitors, suppliers, employees,
economic, technological, ecological and shareholders, customers.
physical environment.

1.5 PESTLE Analysis

PESTLE environment is referring to the general environment of the organisation (Modern,2007);
this is a common approach when considering business surrounding (Gupta2013) which is an
analysing tool that can have an overall image of the environment which industry operates (Fahey
& King,1977). Further,(Miller,vandome,Mc Brewster,2011) point out that analysing PESTLE is
react to the changes of external environment of the organisation which means having a strong
bong between capabilities and external environment in order to react to changes.

PESTEL is refers to Political, Economical, Social, Technological, Ecological and Legal

(Rapid,2007). Analysing PESTEL factors is more important because it assumes the realities of
the business environment and company can become successful in their operations (Kotler,
Armstron,2004). Moreover, this helps to take right decision for reasons beyond their control
(Rees,2004).

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 Factor Description
'Political environment is the company’s home countries in which business
are important external influences on management" said by (Moden,2007).
Political This environment is consist of Laws, government, agencies, (Kotler,2004)
while it controls the government intervention to the organization in areas
like Taxation, labor and trade laws. Meantime government stabilities ,
government policy on current economy, market ethics and trading agree of
government also included to organization’s political situation (Adema &
Rohel, 2010).
There is a enormous influence from the political environment to the
business regulation and sustain consumers ( Elenkov,1997); other business
whereas marketing decision affect the company’s political and Legal
environment (okumus ,2004) and also political decision is impact on
workforce education, employee health and safety and infrastructure quality
of the company (Zhang,Majid,Foo,2010)
Economic Economic factors consist with interest rates, Taxation changes, Economic
growth, inflation and exchange rates which influence to the import and
export rate of goods, company cost capital and day today
activities.(Jobber,2007).
Social social factors focus on factors such as career attitude, consumer attitude
towards local goods and services, Language impact, population growth
(Kotler,2004) age distribution, employee safety , skilled labour
(Morrison,2002).
These factors impact on the demand for the products, availability and
consumers interest of buying goods. (Sridhar,Megeswaran,Ramesh,2016).
Further Schneider & Barsoux (2003) explain social factors affect
companies operations in both micro and macro level.
Technological Technological factors mainly focus to Automation, Technology incentives
R & D activity which can improve the daily of the product and lead to

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 innovation This is benefit for both customers and organization and
influence in outsourcing decision, production efficient, cost, quality and
innovation.
Legal Company needs to set up laws in order to operate the business well.
distribution laws, health laws, employment laws..etc can be included as
legal factors. This is influence to the cost and demand of the company and
need be eye open to the risk involved in legal environment.

2.4.1 Pros and cons of PESTLE

Having a clear idea if market and non-market aspects along with PESTEL analysis is more
important to an organisation (Johnson, Scholes, &, Whittington, 2016). have a clear idea if
market and non market aspects along with PESTEL analysis is more important to an organisation
(Johnson, Scholes, &, Whittington, 2016)
Further having a regular PESTEL analysis can avoid having uncontrol external risk towards the
company. moreover this can anticipate future threats and take actions to avoid or minimize them.
On the Bus environment to changing day by day. therefore tool need to be update accordingly
and it is difficult to anticipate development. further data uses for this analysis are assumptions.

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2.5 Porter’s Five forces
Having a clear idea of competitive forces in the operation environment is one of a common need
of an organisation (Hill & Jones,2009). Porter (1980,1985) introduce a strategic theory to analyse
the market place of the organisation and achieve competitive advantage by competing on the
basis of cost differentiation or focus. Further he explain about a value chain in order to achieve a
completive advantage. (Lindros and Lohivesi,2006) This Theories is important to determine
attractiveness and the potential to earn above average returns. (Hitt et al,2007) reflect the idea as
unattractive fields have a chance to achieve competitive positioning by considering low entry
barrios, buyers and bargaining power of suppliers. Further this model is explaining the low
profitability and variable entries to the firm when comparing with other external analysis tools
(Hills & Jones,2007).

Figure 03: Porter’s Five Forces model. Porter, M.E (1980) Competitive Strategy: Techniques for
analysing Industries and Competitors. New York: The Free Press. pp.4

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13 | Page
 Force Factors affect Discerption
Competitive Competitor competition for market share among the organisations
Rivalry Balance
within the industry is known Internal Rivalry. This is
Industry growth
Rate based on price and non-price dimensions where high price
High fixed costs gain profitability and low price concentrating on high
High exit barrios
Low market share. Can be gain through price discounting,
Differentiation innovation of new products, high quality service and
advertising campaigns. (Porter 2008).
Threat of Scale and Porter (2008) argues there of new entry is directly
entry experience
pointing to the barrier for the relevant firm whereas it is
Access to supply
Expected not actual barrio unless it became threat to the industry
Retaliation profits and drive towards the competition (Anand,2012).
Government action
Differentiation
Threat of The price/ if the substitute is performing with same or similar by
substitutes performers
different means the threat become high and it provide cost
Extra-industry
effects effective and trade off when comparing to original
product (Porter,2008)
Bargaining Concentrated Buyers can impact to the industry by imposing prices or
Power Buyers
negotiating high quality and services, competing with
Low switching
cost competitor which can lead to low profits(Alkhafaji,2003).
Buyer competition buyer group is depending on the attributes of market
threat
situation and most facilitated group within the industry.
Power of Concentrated Suppliers are impact towards the industry by changing
suppliers
suppliers price rates and quality of products. (Dagmar,2001).
High switching suppliers may help to increase the bargaining power.
cost
Supplier power can increase through raise price without
Supplier
competition threat affecting demand, reduce amount supplied, availability of
few substitute and potential to participate
downstream(Management e book,2013)

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2.5 Validity of porters five forces
Porters five forces is a valid to analysis external environment because this is still enduring with
the same strength even after 20 years from the introduction. Kare (1997) pointed out the reason
for this as this model is easy to use and provide comprehensible technique of market force
analysis. As per the view of Downes (1997) this theory explains all the activities from resource
suppliers through organisation to the customer where suppliers and consumers are most
important parties. Further, this has the ability to find key issues of the company such as demine
market attractiveness, provide factors to improve competitive positioning like differentiating and
strategic partnership and can indicate the trends within the organisations with combination of
PESTEL analysis(Recklies,2001). Moreover (Olivia,2002) stated this is a systematic approach to
define current situation of the business and plan strategy.
Besides from the advantages there are some criticism regarding this model. Grant(2002) says
that industry structure will not remain unchanged in the dynamic process of competition hence
there is a limitations due to static character of the model. similarly Faulker and Campbell
(2003,P.249) criticise as industrial environment is continuously changing because of the
competition between companies and strategies they used to overcome within the industry. As a
result, Porter (2008) says this model is made to overcome common drawbacks of mistaking
visible attributes of an industry for its underlying structure. In conclusion this model is not an
invalid for present industries. what need to be done is apply it having a knowledge of its
restrictions and use it as a management tool and technique.

2.6 Core competencies.

Core competence can be defined as the ability of an organisation on understanding how to
coordinate among technology and skills with in the firm to deliver a better service (Prahalad
&Hamel,1990). As per Yang(2015) effective combination of knowledge, technology, resource,
techniques, employee skills and management is described as Core competencies. However
Ljungquist(2007) argues that core competencies are the most difficult thing to achieve within the
firm and they are at the peak of all values that company has. companies might execute better
performances when they conduct better core competencies when compared to their rivals. (hitt et

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al, 2009). There are 4 core competencies which leads to the competitive advantage such as,
competences should be rare, value for the customer, difficult to manipulate or imitate and
non-substitutable. sharing core competetencies of a company is a risk and might be a danger to
the existence of the industy(Haas,2007).
Advantages Disadvantage
guide to choose the stratergic management if a company tag a a wrong product or service
patern ,company culture and values while as a strength it troubleshoot the company
strngthing the company management since it (Rishrosh, no date).
has unique resource.(Prahalad & Hamel,1990)
ability to discover new products, services by Target only the internal factors without
determining core competency as an clear considering external factors. As Prahalad and
strength where it provide opportunity to Hammel(1990) argues development of an
respond quickly for emerging technologies, organisation is depend on experience and
innovations, capabilities of competitors knowledge than external environmental.
(shieh,2011) However company have to fail and leftover
competitive advantage if the external
environment does not taken in to the
consideration.
since this tool reflect the needs and value of over trusting and excessive diversification
customer needs, its automatically improve the make pathway to loss core competencies
efficiency and service quality of products
along with cost reduction while increase the
competitive advantage of the
industry.(Hunger,2012)

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3.0 Strategic analysis of Cargills food city Sri Lanka

3.1 Overview of the organisation

Cargills (Ceylon) PLC was originated in 1844 and in 1983 Cargills establish first supermarket
which is an one of the largest and best modern retailers in Sri Lankan market Today. Their vision
is to be global cooperate role model in community-friendly national development while having a
mission of serve the rural community, customers and stakeholders through co-business
considering three principles; reduce cost of living, enhance youth skills and bridging regional
disparity by enhancing local and global market. Moreover, Dissanayake (2016) states that
Cargills Food City rated as one of the most valuable brands in Sri Lanka. Further he states that it
has 297 stores across the island and command for 50% of market share Cargills Food City owns
the highest number of stores among modern retailers of Sri Lanka.

3.2 Strategic Analysis of Cargill’s food city (Ceylon) PLC

3.2.1 PESTLE Analysis

Factor Cause Impact
Political According to the Inland This is a negative impact for cargills
revenue department (2017) whereas the profit of the company went
political taxes has raised up down from 45.6% (nearly 1/2) because
approximately to 12.5% which of cost of finance rise with the VAT
is an high value when implementation. (Businesstimes,2017).
comparing to 2016. Also VAT This has affected to the items like
liability was revised by the vegetables, sea food, and rice and this
government for retail industry has been affected to the profits of
from 50 million rupees per Cargills food city. (Sirimanna,2017)
annum. Further this affect to business and trade
after 3 decades of civil war agreement too which cause a threat to the
srilankan companies can industry.
expand their business in north
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 and east province of the Opportunity to open new supermarket
country outlets an expand the business.

Economical According to the national According to the (Annual report

consumer price index (NCPI) it .2016/2017)high inflation rate has been
is found that food inflation has impact negatively to the customer buying
increased in a slower rate 3.1 power where it reduce the basket value of
when compared to 2015 which the average customer.
is 5.2. Inland revenue report in
2017 shows that value of the
rupees has gone down and
foreign exchange gain has
decreased 2.06 million which
was resulted due to the
economic crisis of the rupee.

Social As per the stats of world bank According to (Tandon,Landes and

indicator population growth Woolverton,2011) population growth is
has arised and rate is 0.93% in impact on high demand for appropriate
2015 (Trading goods,
economics,2017) On the other hand, increase of population
may demand for the dairy products
where consumption getting increase and
its challenge to fulfill customer needs.
But this is an opportunity for Cargills to
earn more profits and promote those
items.
Technological customers are looking for easy this will impact on Cargills food cities
this thing to make their busy current strategies and grant an
life easier. Therefore they are opportunity to retail industry.

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 searching new facilities like
online shopping option.(Lanka provide more value added service to their
Business,2014) As a result customers and strengthen the IT
Cargills food city is planning Backbone which can be consider as an
launch the method of pay strength to an organisation.
phone and paging
projects.(Dissanayka,2016).
Cargills have the largest
IPVPN (except
telecommunication service
provides) wide area network
within the country for 100 of
routers and network
communication links
Legal Group is fully compliant with Having rules and regulations in an
mandatory provisions of the organisation increase the quality of the
company Act No 7 of 2007 brand(Indraratne,2003) as well as
listing where Colombo stock consumer trust will be build
exchange(CSE) in order to up(Truitt,2004).Hence this is an
have best practices on opportunity to prove to the customers
cooperate governance(Annual about the quality of the service.
report,2007). Further Cargills
if certified with ISO
(International organizations
with standardization)9000 for
environment management and
quality management (Cargills
Ceylon PLC: Cargills food
city,2017)

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 Environmental AS per the Knipe(2016)usage This is a threat to the production of
of pesticides in unregulated Cargills as well as whole retail
way in cultivation make harm production.
to the nature. Further Srilankan
government has introduce
environmental protection laws
like Act No 47OF 1980 in
order to prevent from
environmental
pollution(Minstry of Mahavali
devolpment,2012)
The Sri Lankan economy grew
at 4.4% in the year 2016
supported by the industrial
and services sector while the
agriculture sector contracted
by 4.2% compared to
a growth of 4.8% recorded in
2015. The adverse weather
conditions that prevailed
throughout the year as well as
fragile demand for export
commodities led to a
decline in the agriculture
sector.

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When considering above finding it can be clear seen there are opportunities as well as threats
toward the Cargills. However (Rao & Sivaramakrishna, 2008) argues that future will not remain
same as present therefore getting prepared to overcome challengers by prediction the future may
affect in a positive manner to the organisation.

3.2.2 Porters 5 Forces

Force Level of Impact

threats
Bargaining Power
of suppliers Moderate Bargaining power of suppliers for Cargills is demanding
to low force because they have 2000 suppliers who suppliers
20000 products(Annuak report ,2017). Cargills acquired
Millers limited who was the main supplier to Cargills in
2008 and use it as distribution channel in an optimum
manner. similarly, they Acquisition KIST (CPC Lanka)
who is the largest manufacture in Jam. cordial, source and
beverages and this lead to sustain more market shares
while putting pressure on their competitors.

Cargills has developed a concept as farm to shell where

they collect vegetables, fruits, fish. Meet rice ...etc directly
from rural farmers

Moderate increasing of bargaining power of the consumer reduce

Bargaining power
to High the price where gross margin of average item is 2.5% in
of customers
Cargills. when buyers power gets reduce company has to
seek for new volume of sales in order to have better profit.
New arrivals of promotions and communication channels
of competitors enhance the bargaining powers.

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 Moderate supermarket chains such as keels and arpico leds the
Rival of substitutes
to low customer to put more pressure. however quality of those
products are low comparing to Cargills and challenge is
not enough to do a change.
low Cargills has retained for as market leadership through
Rival of new competitive advantage with low cost and high CSR over
entry past 26 years and it is difficult for new comer to compete
retail sector in sri Lanka. Moreover capital requirement to
start a retail outlet is moderate because weekend
infrastructure has been changed with the civil war and that
open doors for retailers (Euromonitor International, 2014).
On the other hand exist barriers are low for retailers since
owner has the possibility of selling it to a new investor
(Perera,2009)
High Though size and the number of competitors is considered
Intensity of as the external factors in the environmental analysis,
rivalry Cargills also might have to depend on the rivals, where
they have to be keen on the advertising campaigns,
inventing and introducing new products and services to
the market, price changes, promotion campaigns. As an
example, Cargills use the famous celebrities like Sanath
Jayasooriya for their branding. This kind of advertising
campaigns might lead the customers to trust on their
goods and services purchased.

Porters competitive Forces Model for Cargills

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23 | Page
3.3.3 Core competencies
Core competencies Cause
Ethical Behavior Cargills has maintaining reputation for business ethics by adhering to
the government rules as well as internal rules. (Annual report
2016/2017)
Adding to that Cargills follow up zero based tolerance policy for illegal
activities, bribery and corruption. (Annual report 2015/2016).
Strong cooperation Cargills has develop a concept as "farm to shell" where directly collect
with Farmers organic food from rural farmers in order to produce fresh items to
consumers.
Adding to that Cargills has an ongoing project as "Sarubima programme
where 50 cents for every unit of purchasing is given back to community
of farmers to empower the them. (Annual report,2016/2017)
Attractive Cargills use real feelings and emotions of farmers and attractive colors
advertising in their commercials and advertisement attract customer hearts
Moreover, they have shortlisted in world retail advertising award
programme under traditional media selection for its Real value
campaign (Cargills Ceylon PLC: Cargills Food City, 2017).
Selling healthy Cargills launched programmed 2015, engaging 2,374 small and
items to customers medium dairy farmers towards their production and enhance the quality
by maximizing the hygiene of animal health and hygiene.(Annual report
2017). Further they acted to enhance the public health and nutrition
standards of its products through adhering to all approved food and
regulation. Moreover Cargills has started partnership with ministry of
agriculture and department of agriculture in 2014 with the intention of
minimize the usage of fertilizer and chemicals to make sure the
consumer health (Annual report,2015)
Environmental to avoid high percentage of wastage Cargills using sacks in
Friendly behaviors transportation of vegetables and fruits rather than using crates.

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 Meantime they have showed 35% as their waste percentage which is a
minor amount.(The island,2003)
As a summery it can be say that Cargills has tangible and intangible resources which can
differentiate among competitors.

4.0 Recommendation
Recommendation Resource Cost Feasibility Impact
Needed
Issue Lack of using Technology Knowled High Moderate Profit will get
Counter Adapted new technology such ge increased.
measure as pay on Id for online Money
shopping. Market them
targeting the people who are
work in officies.
Issue Lack of trained employees and a Low High Increase the
poor leadership efficiency of
Counter Reduce the turn over of the employees
measure employees by giving good and proved
package for their service and good service to
give rewards and recognition the customers
for their service.
Organise Management trainee
programme and extract the
young spirit who has the
capability of becoming a leader
while adding strong leadership
qualities to their heads.

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 Issue Drop of service level (courtesy, New Low High Increase the
price disparities) Techniqu service qulity
Counter Analise and understand the the es and can attract
measure areas and time period where the T&D more customers
service level has gone down programs
with facts and figures. And
organize training programmes
to develop positive mind set
towards their customers
Issue Lack of offers for products and
loyalty card holders
Counter
measure
Issue
Counter
measure

CSR PROJECTS

Today named the Cargills Sarubima fund, it provides scholarships for needy children from the
community, to provide resources for learning and advancement, to provide farmer insurance and
to meet community infrastructure needs. Our focus is to engage the communities that work with
us to charter their own course of development. Therefore decisions on how collection would be
disbursed are made jointly by Cargills and the Community. (Praphrase)

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