Piggery Business Plan

PIGGERY BUSINESS PLAN
Table of Contents
Executive Plan ............................................................................................................................................... 3
Mission, Objectives and Keys to Success ...................................................................................................... 4
Mission ...................................................................................................................................................... 4
Vision......................................................................................................................................................... 4
Core Values ............................................................................................................................................... 4
Objectives ................................................................................................................................................. 4
Keys to Success ......................................................................................................................................... 5
Company Summary ....................................................................................................................................... 6
Products .................................................................................................................................................... 6
Company Ownership................................................................................................................................. 6
Company Structure ................................................................................................................................... 9
Operational Requirements ......................................................................................................................... 11
Housing ................................................................................................................................................... 13
Government Regulations ........................................................................................................................ 16
Management of pigs ................................................................................................................................... 18
Piglets from birth to weaning ................................................................................................................. 18
Sow management ................................................................................................................................... 20
Management during farrowing ............................................................................................................... 21
Record keeping ....................................................................................................................................... 25
Breeding pigs........................................................................................................................................... 26
Nutrition.................................................................................................................................................. 31
Feed requirements.................................................................................................................................. 32
Production Cycle ......................................................................................................................................... 35
Marketing Strategy ..................................................................................................................................... 37
Market Analysis........................................................................................................................................... 40
Demand ................................................................................................................................................... 40
Market Segmentation ............................................................................................................................. 40
Industry Analysis ......................................................................................................................................... 42
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Competition and Buying Patterns ........................................................................................................... 43

SWOT Analysis............................................................................................................................................. 45
PEST Analysis ............................................................................................................................................... 47
Financial Statements ................................................................................................................................... 49
Start-up Costs.......................................................................................................................................... 49
Pro Forma Income Statement ................................................................................................................. 52
Monthly Cashflow Statement ................................................................................................................. 55
Pro Forma Annual Cash Flow .................................................................................................................. 59
Pro Forma Balance Sheet ........................................................................................................................ 60
Breakeven Analysis ................................................................................................................................. 61
Risk Analysis ................................................................................................................................................ 62
Potential Sources of Finance....................................................................................................................... 66
Equity Financing ...................................................................................................................................... 66
Debt Financing ........................................................................................................................................ 67
Top reasons for failure of pig business in Zimbabwe ................................................................................. 71
Glossary ....................................................................................................................................................... 73
Directory ..................................................................................................................................................... 75
Other Business Plans ................................................................................................................................... 77
StartupBiz Zimbabwe Disclaimer ................................................................................................................ 78
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Executive Plan
Our company will be raising live pigs for slaughtering. The end product will be pork which will
be sold to various butcheries, restaurants and abattoirs in Harare. We will raise the pigs at our
farm which is located 20km outside Harare. We will have 20 sows and 2 boars for our project.
We will raise our pigs until they are baconers. They will have a live weight of 100Kg when we
slaughter them.
We expect to sell 180 baconers in the first year and 360 baconers in the second year. Most
important to us is our financial success and we believe this will be achieved by offering high-
quality pork while minimizing costs. We have created financial projections based on our
experience and knowledge of the area. With a start-up expenditure of ZWL$30,113,537.92 we
can generate annual sales of more than ZWL$36 million by the end of the second year, and
produce good net profits.
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Mission, Objectives and Keys to Success
Mission
Our mission is to provide high quality pork and healthy porkers and baconers to customers at
affordable prices. We value our relationships with current and future customers and hope to
communicate our appreciation to them through our outstanding, guaranteed product quality,
personal service, and efficient delivery. Our commitment to our customers and the country
of Zimbabwe will be reflected through honest and responsible business. We will provide a safe,
friendly working environment for our employees.
Vision
To produce high quality of pork that can be marketed to the whole of Zimbabwe
Core Values
 Customer satisfaction
 Commitment to achieving results
 Sustainability
 Corporate Social Responsibility
 Employment Creation
 Innovation
 Integrity
Objectives
 Achieve annual sales of more than ZWL$36 Million
 Create jobs as we expand our operation
 Produce porkers and baconer with superior quality
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 To develop a sustainable farm, surviving off its own cash flow.
Keys to Success
 Purchasing good breeds of pigs
 Giving the pigs high quality feed
 Providing the required medication and vaccination to the pigs
 Good marketing techniques
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Company Summary
Our company will be raising live pigs for slaughtering. We will raise the pigs at our farm which
is located 20km outside Harare. The end product will be pork which will be sold to various
butcheries, restaurants and abattoirs in Harare. We will have 20 sows and 2 boars for our project.
We will raise our pigs until they are baconers. They will have a live weight of 100Kg when we
slaughter them.
Products
Our end products will consist of baconers and high grade pork. We will raise our pigs
systematically, in pens, feeding them with quality, nutritious feeds, till they reach the target
weight.
Company Ownership
You must choose a legal structure for your business, and there are 3 options you might consider.
The structure you choose will depend on the size of your business, along with your personal
circumstances and how much you want to grow the business. Keep in mind that if you need to,
you can change your business structure later on if you find that a new structure will meet your
needs better.
Sole Trader
You can operate your business as a Sole Trader. A sole trader is a person trading on their own.
The sole trader controls, manages and owns the business, is personally entitled to all profits and
is personally liable for all business taxes and debts. As a sole trader you can usually begin the
business without following many formal or legal processes to establish it. You will employ other
people to help run the business.
The advantages of operating your business as a sole trader are that it is a simple set up and
operation, you retain complete control of your assets and business decisions, there are
fewer reporting requirements, and any losses incurred by your business activities, may be offset
against other income earned (such as your investment income or wages). It is also relatively easy
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to change your legal structure if the business grows, or if you wish to wind things up. The
disadvantages are unlimited liability which means all your personal assets are at risk if things go
wrong, and it is also harder to raise the start-up capital when you are alone.
Partnerships
In a partnership, two or more people run a business together. Each partner shares responsibility
for running the business, shares in any profit or loss equally, unless the partnership agreement
states otherwise, and is liable for any debt within the partnership. A partnership is relatively
inexpensive to set up and operate. It is wise to establish your partnership with a formal written
partnership agreement.
The advantage of a partnership is that it is easier to raise the start-up capital, as all the partners
will contribute towards the start-up capital. If 2 or more of the partners are actively involved in
the business, there will be an advantage of skills diversification, whereby one might have
experience in the pig business, and the other experience with marketing issues etc. The
combined skills, experience and knowledge can provide better products and service in the
business. You can also consider a partnership if you are based outside Zimbabwe, and you find
someone in Zimbabwe who will run the business on your behalf. A partnership is also simple
and inexpensive to set up, there are minimal reporting requirements, and you can share
management/staffing responsibilities.
The disadvantages of a partnership include potential for disputes over profit sharing,
administrative control and business direction. Another disadvantage is joint and several liability
of partners, which means that each partner is fully responsible for debts and liabilities incurred
by other partners – with or without their knowledge. Changes of ownership can be difficult and
generally require a new partnership to be established.
Company
A company exists as a formal and legal entity in its own right. It is separate from its
shareholder(s) or owner(s). It’s responsible in its own right for everything it does and its finances
are separate to your personal finances. Any profit it makes is owned by the company, after it
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pays Corporation Tax. The company can then share its profits. It will have to be registered at the
Registrar of Companies. A company is a complex business structure, with higher set-up costs
and administrative costs because of additional reporting requirements.
The advantages of registering your business as a company includes limited liability to the owners
of the business, ability to raise significant amount of capital, and it is also easy to sell and pass
on ownership. A company will require you to open bank account, and as registered company you
will then have access to loans and credit facilities for you business. Operating as a company
increases trading confidence and credibility. Customers and suppliers will feel more confident
and comfortable doing business with you.
The disadvantages include significant set-up costs and maintenance costs, limited or no control
of company affairs, complex reporting requirements and company can't distribute losses to its
shareholders.
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Company Structure
MANAGER/ACCOUNTANT
Pig Keeper
MANAGER/ACCOUNTANT
One person will act as the manger and accountant. This person will be the owner of the business.
The duties will include:
 Staff management, supervises and coordinates activities of all the workers, assigns
workers to duties
 Directs maintenance and repair of facilities and equipment at the farm
 Trains new workers
 Day-to-day operational decisions
 Sourcing the raw materials, marketing the pigs, finding new customers
 Business planning and operations, strategic planning, business management
 Giving employees their salaries
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 Prepare, examine, and analyze accounting records, financial statements, and other
financial reports to assess accuracy, completeness, and conformance to reporting and
procedural standards.
 Analyze business operations, trends, costs, revenues, financial commitments, and

obligations, to project future revenues and expenses or to provide advice.
 Develop, maintain, and analyze budgets, preparing periodic reports that compare
budgeted costs to actual costs.
 Compute taxes owed and prepare tax returns, ensuring compliance with payment,
reporting and other tax requirements.
Pig Keepers
The number of pig keepers needed will depend on the scale of the operation. These workers will
be responsible for taking good care of the pigs. The duties will include
 Feeding the pigs
 Cleaning and disinfecting the pig housing, washing the pigs
 Monitoring the health of the pigs
 Training the boars, arranging the mating of pigs
 Miscellaneous chores which includes include medicating, vaccinating, repairing

equipment, mowing grass, removing caked litter
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Operational Requirements
Land
A large enough area must be available for erecting the necessary pig and other buildings. It is
also important to have land available where manure can be stacked in windrows to dry. The
piggery project requires a gentle sloppy site with well draining soils (e.g. loamy soils) to enable
easy flow of effluence. The plot should be 1 kilometre away from the rivers to avoid possible
contamination of water from effluence. Assessment on the suitability of the plot for pig
production should be conducted. A land measuring 100m x 100m is recommended to
accommodate buildings and structures. It is advisable to locate the project nearer to good roads
as that will help minimize costs and enable the farmer have access to and from the project.
Water
There should be a reliable source of clean water that can be used for both human and animal
consumption, such as boreholes, rivers and dams. In case of inadequate water source, a reservoir
could be constructed.
Management skills and experience

The farmer should have basic skills and experience in pig management as this enhances business
sustainability and competiveness. It is important for the farmer who does not possess the relevant
skills to undergo an intensive training course in pig husbandry.
Market(s)
To ensure freshness of the products after slaughter, the farmer should identify and locate the
project within the vicinity of market outlets such as food processors, local butcheries, retailers,
hotels, wholesalers and individual consumers.
Essential fixed assets
 Land
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 Room or shed where feed can be mixed and stored. Equipment can be stored in the same
room
 Housing for the farmer and his workers, if appropriate
 Pig housing
 Water facilities, including pump, pipes, taps, drinking nipples, reservoir and boreholes
(if necessary)
 Self-feeders
 Feed scale
 Security fence and entrance gate
 Truck
 Roads
Important movable assets
 Truck for transporting pigs and feed
 Ten or 20 pregnant gilts between the ages of 10 and 12 months
 Two or three young boars between the ages of eight and 12 months
 Additional equipment.
Materials for construction

Materials and equipment required for the construction of structures and buildings (farrowing and
growing houses, boar and pregnant sow pens) can be sourced from hard-wares and stores
specializing in selling agricultural products/inputs. Farmers should note that prices for items
required vary greatly depending on where and when they are purchased. Structures like gilt and
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sow pens should be built adjacent to the boar pens as this will enable the farmer to check daily
when sows and gilts could be introduced to boars.
Housing
Good, efficient housing makes management easier and helps the farmer to successfully rear 85%
or more of all the live born piglets to market weight in the shortest possible time. Pigs at
different stages of growth need different environments (temperatures). If they are to produce and
grow to their maximum potential piglets need special protection against very low temperatures.
Growing and reproducing pigs must be protected against high temperatures. The houses must
therefore be built in such a way that the pigs are protected against extreme temperatures and
other bad weather conditions such as cold winds and continuous rain.
The boar pen
Boars are kept separately in their own pen. One boar is kept for every 15 to 20 sows. On a pig
farm with only 20 sows it is advisable to keep at least two boars, namely a young not too heavy
boar for young sows and gilts, and an older boar for older, heavier sows. You will therefore need
two pens. Sows are brought to the boar to be served in the boar pen. This pen should be 9 to 10
m2, with the short side at least 2 m wide so that the boar can easily turn around in it. The floor
should be made of cement and must not be slippery. It should slope towards the sides and to the
front so that urine and waste water can drain into a shallow manure channel at the front of the
pen.
The walls must be of solid concrete or cement plastered brick. Gates can be made of round iron
pipes, with a 20 mm diameter, spaced vertically not further apart than 75 mm. The height of the
gate and also the walls should be 1 400 mm. An under-roof sleep area, about a third of the size of
the pen, must be covered in bedding. Straw, grass or sawdust can be used for this purpose. A
feed trough is placed in the sleeping area in such a way that it does not get filled with bedding.
The trough for each boar should be 450 to 600 mm long, 150 to 200 mm high and 500 mm wide.
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Cool, clean water must be available at all times on the side where the gate is. The pig will also
dung in this area. A small water trough with a ball valve to control the level of the water or
preferably a pig-drinking nipple can be used. The nipple must be placed at a 90° angle with the
vertical and between 550 and 650 mm from the floor. Make sure that the boar pen is well
ventilated and draught free. It is important that the temperature does not rise higher than 22 °C
for long periods. If the temperature rises above 32 °C the boar may become infertile for up to six
weeks. On very hot days boars can be kept cool by sprinkling them with water.
Gilts and dry sows
Gilts should be brought to the boar for the first time when they are 7,5 to eight months old. Dry
sows come onto heat three to seven days after weaning when they have to be served by a boar
again. Therefore, keep gilts and dry sows to be served in pens next to or near the boar so that
they can be checked for heat daily until they are served. Do not keep more than five gilts or sows
in one pen. Gilts and sows should not be kept in the same pen. An area of about 5 m2 per pig is
required. Therefore, to house five pigs a pen with an area of approximately 25 m2 is required.
The construction and specifications (apart from the size) of the sow/gilt pen are the same as that
of the boar pen.
Individual feeding is, however, important to ensure that each pig receives the correct quantity of
feed every time. Enough trough space with partitions that allow the pigs to eat individually is
therefore necessary. Nineteen days after the pigs have been served by a boar they are again
brought into contact with a boar for five to seven consecutive days to make sure that they are
pregnant. If the boar does not serve them again, it can be concluded that they are pregnant and
they can then be placed in the pregnant sow house.
Pregnant sows
Pregnancy lasts 114 to 116 days. Sows are put in the pregnant sow pen about 24 days after
service and are only moved to the farrowing pen seven days before they give birth. They stay in
these pens for about 85 days. The pens can be similar to dry sow pens. Provided the sows are
about the same size, up to five pregnant sows can be kept in one pen. To make sure that each pig
receives the correct quantity of feed, provision should again be made for individual feeding. The
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construction of this pen is also similar to that described for boar pens. At least two and preferably
three pens (to house a maximum of five pregnant sows each) are needed.
Farrowing pens
The farrowing pen is the most important pen on the farm. It has to be designed in such a way that
the right temperature is provided for the sow and her piglets during the first seven to 10 days
after birth, while trampling and overlying is prevented as far as possible.
It is advisable to build a farrowing house (large room) containing five or six farrowing pens. A
five-pen house should be 13,25 m long, and a six-pen house 15,5 m. The width in both cases
should be 4 m. Each pen will be 2 x 2,25 m with a 1 m wide feed passage on the northern side of
the pens and a 1 m wide dung passage on the southern side. The entrance must be on the short
side of the building with a 1 m space between the outside wall and the first pen. The space is
linked to the feed and dung passages.
Each pen must have a farrowing crate where the sow is kept from one week before the piglets are
born until they are weaned when they are 28 or 35 days old. The crate is placed in the pen
allowing a space of about 1 m on the one side and 0,5 m on the other side. The feed trough (500
mm long and 200 mm high) for feed and water is on the feed passage side of the pen. If water is
laid on in the farrowing house a water nipple can be placed above the feeding trough. The
entrance gate is on the side of the dung passage.
A creep area must be provided for the piglets. A steel or wooden box, 600 x 600 mm which is
large enough for the litter to creep into, can be placed next to the feed trough and the feed
passage wall. The creep is important because it helps to reduce deaths as a result of crushing. It
also provides a draught-free area where the piglets heat one another. In this way the creep area
provides the required temperature of 27 to 32 °C for piglets during the first 10 days of life.
The farrowing house must have windows on both sides (on the long wall sides) to ventilate and
cool the house. The temperature where the sow is kept (in the farrowing crate) should preferably
not be higher than about 21 °C.
Weaner and finishing house (growing pigs)

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Piglets are weaned when they are only 28 days old. They must therefore be looked after with
care for at least another four to six weeks until they are 10 weeks old. They must be kept in pens
at a temperature of 17 to 25 °C and draughts and wet conditions should be prevented.
It is advisable to keep the growing and finishing pigs in pens similar to those used for weaners. A
weaner/finisher house with 20 pens must therefore be built. Each pen must be large enough to
house a litter of 10 to 12 pigs, kept in the pen from the age of four weeks until they are sold at a
live weight of 90 to 110 kg. Two rows of 10 pens are built in the house. The building will be 40
m long and 9 m wide. The individual pens, should be 12 m2 or 4 x 3 m with 1 m high concrete
walls, and two 1 m wide dung passages along the north and south walls of the building with a
feeding passage, 1 m wide in the middle between the two rows of pens. The entrance to the
building is again to the short side of the building with a 1 m space between the outside wall and
the first pen linked to the feed and dung passages. The entrance gates to the pens are on the side
of the feed passage. Water troughs or drinking nipples are fixed to the pen walls facing towards
the dung passages.
The pigs will lie down and sleep along the inside wall of the pen where the feed trough is placed.
Growing pigs must have access to feed at all times. It is therefore ideal to use self-feeders. An
effective self-feeder can be set in such a way that feed wastage is restricted to a minimum (feed
is expensive and must not be wasted by the pigs). A long concrete trough built next to the feed
passage wall, can also be used, but usually causes the pigs to waste feed and is therefore not
recommended.
Government Regulations
Pig Registration Facilities

Section 4 of the Animal Health Act (African Swine fever) gazetted 1994,specifies that no pig
may be kept on any place except in facilities approved by the Director of Veterinary Services.
An approved facility means a facility fenced to the satisfaction of the Department so that there
will be no direct contact between domestic and wild pigs or warthogs. In order to achieve this,
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the domestic pigs must be housed in sties, which must be further protected by an outer perimeter
fence. Any units not in compliance with the swine-fever regulations may be closed with
immediate effect, at the discretion of the Veterinary Services Department.
Contact details for pig facility registration: Dr.Gadaga on 0772375315
Veterinary movement permit
A circular, from the Department of Veterinary Department, Division of Field Services stipulates
that with effect from 3 March, 2014 a pig movement permit would be required.
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Management of pigs
Piglets from birth to weaning

Almost 50 % of the pigs that die on a farm die before they are 14 days old. Good management in
the farrowing house, where the piglets are born and kept for the first 28 to 35 days of their lives,
is therefore of the utmost importance. The farrowing pen must be designed in such a way that the
sow cannot lie on top of the piglets. Newborn piglets are very sensitive to cold, draughts, wet
bedding and floors as well as sudden changes in temperature. Ensure therefore that everything
possible is done to prevent piglets from being exposed to these conditions.
A farrowing crate for the sows and a creep area for the piglets should be provided to prevent or
reduce deaths as a result of piglets being trampled by the sow or as a result of cold, draughts, etc.
Make sure that all piglets suckle a teat as soon as possible after birth to take in colostrum. The
first milk produced by the sow immediately after the piglets are born is known as colostrum. It
plays an important role in the protection of the piglets against diseases during the first few weeks
of their lives.
If a sow has more piglets than the number of teats she has, the extra piglets can be placed with
another sow with a smaller number of piglets. This can only be done if the piglets of the sows are
born within a few days of each other.
Sometimes a sow does not accept her own piglets, usually as a result of birth shock (often seen in
sows having their first litter of piglets). If this happens the piglets can be taken away from the
sow for a few hours. If she still refuses to accept them they should be placed with another sow if
possible. Sows that do not accept their piglets or bite them must rather be slaughtered.
If another sow is not available to rear the rejected piglets, they can be reared artificially. It does,
however, take time and hard work, because the piglets do not always grow and perform well.
The following milk combinations can be used to rear piglets artificially:2,5 litres (l) of fresh
cow's milk, 150 ml of fresh cream,125 ml of glucose,1 beaten egg OR 4,5 l of fresh cow's milk
and 0,5 l of cream.
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Feed the piglets small quantities every 2 to 3 hours. Start by giving 50 ml each time they are fed,
so that each piglet takes in 350 ml per day. Gradually increase the quantity to about 100 ml so
that each piglet gets 750 ml at three weeks of age. Provide creep meal in a shallow dish or on the
floor from two weeks onwards to encourage the piglets to eat meal as soon as possible. Fresh,
clean water must always be available in a shallow dish. The piglets should drink water as soon as
possible.
Specific treatment of piglets
Umbilical cord
Disinfect the umbilical cord after birth with an iodine solution or any other suitable disinfectant
to prevent bacterial infection.
Tusk clipping
Piglets have very sharp temporary tusks (or teeth) at birth which must be clipped to prevent
injuries to the teats of the sows during suckling. Use a tusk clipper and do not clip the teeth too
close to the gums. The very sharp temporary tusks (or teeth) of piglets should be clipped
Iron injections
The milk of the sow does not provide enough iron to piglets that are reared on concrete floors.
Piglets must therefore be injected with iron when they are three to seven days old to prevent
them from becoming anaemic which results in poor appetite and growth until they start eating
meal.In order to handle the piglets as little as possible clip the tusks and give the iron injection at
the same time, about three days after birth. Injectable iron preparations for piglets can be bought
and injected into the neck or buttocks
Water and feed
Clean, fresh water placed at the back of the pen where the piglets will learn to dung is very
important. The sooner they start to drink water the better.
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Two to three weeks after birth they will start to nibble on feed placed away from the water near
the creep area. Creep feed is expensive and they will not eat much before weaning, therefore
only small quantities of feed must be given from two to three weeks of age. Increase the daily
quantity gradually when they start eating to prevent wastage.
Sow management
Good management is necessary to produce a maximum number of pigs that can be sold per sow
in one year's time at a maximum profit for the farmer. The management skills of the farmer
determines to a large extent how many piglets are reared, how long it takes to rear them to
market weight and the cost involved.
A farmer with good management skills will:
 Feed his pigs correctly, which means that he will have to know what and how much the
pigs must be fed.
 Build pig houses that are efficient and planned in such a way that management is made
easier.
 See to it that the pig houses and pigs are kept clean under hygienic conditions to prevent
and control diseases.
 Use good breeding material that will breed pigs that are able to grow fast, have carcasses
with well-developed muscles (meat) with as little fat as possible and use their feed
efficiently.
 Supervise daily and keep records so that it will be easy to make sure that everything that
needs to be done is carried out.
Pregnant sows
Sows come on heat every 21 days. A sow served by a boar is not always pregnant. The sow must
be brought to a boar again 19 days after she has been served for three to seven days to make sure
that she becomes pregnant. Sows that come on heat for a second time should again be served.
Sows that regularly come on heat after service by a boar must rather be slaughtered.
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Pregnant sows must be free of internal parasites. Parasite infection will affect the health of the
sow as well as her feed intake. The sows can also infect the piglets. Parasite eggs that are
excreted in the dung can be eaten by the piglets. Deworm pregnant sows 21 to 28 days before
they have their piglets (piglets are born 116 days after service).
Management during farrowing
The farrowing house
Piglets have a low resistance to infections. The farrowing house must preferably be situated
some distance from the other pig houses and a high standard of hygiene must be maintained.
Wash and scrub the farrowing pen properly every time the sow and piglets are removed.
Disinfect the pen and leave it to dry for a period of two to three days before placing a sow in it.
When a sow and her piglets are in a pen it must be kept as dry as possible. Use as little water as
possible for daily cleaning. Dirty and wet bedding must be removed daily.
The sow
Wash and disinfect the sow before putting her in the farrowing pen four to five days before the
piglets are born. Young female pigs (gilts) that are about to farrow for the first time, must get
used to their pen. Therefore, put them in the farrowing crate for a few hours per day from about
10 days before farrowing so that they can become accustomed to it. To prevent sows from
becoming constipated during this period, green feed such as lucerne or a high-fibre feed, such as
bran can be fed. Feed 1 kg bran when they are put in the farrowing crate for the four days before
farrowing.
Farrowing
 The sow becomes restless and starts to "make a nest" with the bedding in the crate when
she is ready to farrow.
 Swelling of the vulva is a sign that she is ready to give birth.
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 Supervision during the birth process is necessary, especially when it is a sow giving birth
for the first time. When the piglets are born, make sure that they do not get entangled in
birth membranes and that they do not suffocate in mucus or amniotic fluid.
 Keep the sow calm so that she does not trample the piglets to death.
 Piglets usually break the umbilical cord which joins them to the sow. If weak piglets do
not break the cord themselves it is advisable to break the cord with the thumb and
forefinger.
During the first week after farrowing it is important to pay attention to the following:
 Check that the sow is not constipated.
 The afterbirth must be discharged from the sow as soon as possible (within one to two
days).
 The sow should not develop a fever as a result of infection.
 Look out for milk fever during the first few (4 to 6) days after farrowing.
 Look out for the development of mastitis that results in hard and inflamed (red) teats.
 Mastitis and a lack of milk (agalactia) can cause the piglets to die of hunger. Immediate
attention by a veterinarian is therefore necessary.
Management during lactation
There is a large difference in the environmental temperature requirements of sows and piglets.
Sows must feel comfortable. Very high temperatures will cause the sows to eat less and lose
weight. Lactating sow (sows with piglets) will produce less milk for the piglets, so that the
piglets will grow slower. If they lose too much weight they will also take longer to come on heat
after weaning, which means a delay before the next pregnancy period.
High temperatures are, however, needed for the piglets, particularly for the first seven to ten days
after birth. A dry, draught-free creep area (or box) where they can lie, is therefore very important
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(see chapter on housing). Diarrhoea can be a problem in piglets. If the quantity of feed fed to the
sow is increased too soon after farrowing, it can cause diarrhoea. If the piglets get diarrhoea, do
not feed the sow for a day. If the condition does not improve a bacterial infection can be the
reason. The piglets should then be treated with antibiotics.
Other management aspects
 Clean cool water must always be available for the sow.

 Provide enough food for the sow, preferably as much as she wants to eat so that she does
not lose weight while suckling her piglets.
 Inspect the sow's udder regularly (preferably daily) for hard lumps (signs of infection). If
lumps are found, treat the sow immediately.
 Clean the farrowing pen daily.
 Wean the piglets when they are four weeks but not more than five weeks old.
 Wean the piglets by taking the sow away from the litter (piglets). Move the piglets to the
growing pens seven days later.
 Sows come on heat again three to five days after weaning. Therefore, take them to the
boar from three days after weaning once a day until they are served.
 Sows must receive less feed (about 2 kg a day) from the day after weaning.
Management from weaning to slaughter
 Clean water and feed in a trough, preferably a self-feeder must be available to the piglets
after weaning.
 Piglets sometimes tend to eat too much for a day or two after weaning. This can cause
diarrhoea that can be stopped by providing less feed for a few days. If it continues it may
be a bacterial infection and must be treated with an antibiotic. Antibiotics can be mixed
into the feed or given, dissolved in water, by way of a teat attached to a plastic bottle
fastened to the wall or gate.
 It is advisable to treat the litter for internal parasites soon after weaning.
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 Always keep the piglets of the same sow together by moving them to the same growth
pen seven days after weaning. Piglets coming from different litters will fight one another
when placed in the same pen.
 If it is necessary to put pigs from different sows in the same pen, try to put those of the
same size and type together. Do not put one or two new pigs in a large group. Put all the
pigs in a new pen that is unfamiliar to them. Spray the pigs with a solution with a
distinctive smell.
 Growing pigs must grow as fast as possible and therefore they must eat as much as
possible of the right feed mixture without becoming too fat.
 A suitable self-feeder that ensures that every pig can eat as much as it wants, without
wasting feed, is therefore very important.
 Growing pigs can be sold as porkers when they weigh 60 to 70 kg and are between 15
and 18 weeks old, or as baconers when they weigh 86 to 100 kg and are just less than six
months old.
 Transport pigs to the market when it is cool, e.g. early in the morning or late afternoon.
 There must not be too much moving space on the vehicle.
Cannibalism
Conditions in the growing pen that are unfavourable such as cold, draughts, concrete floors
without bedding, lack of enough eating space and poor ventilation can cause stress to the pigs.
Pigs bite one another's tails when stressed. This leads to cannibalism and continued tail biting.
Pigs with injured tails grow slower and may even die if the injuries become more severe. Injured
pigs must therefore be removed from the pen, and the wounds disinfected and treated with an
antibiotic.
To prevent tail biting, make sure that the conditions in the pen are optimal:
 Not too hot or too cold and draught free
 Sufficient clean bedding
 A big enough self feeder
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 Enough clean water
 Not too many pigs in the pen
Record keeping
Keeping records helps the farmer to manage his pigs effectively and to know which pigs to select
for breeding. All breeding animals should be marked permanently by using an ear-number
system so that records can be kept for each animal. Records for each sow for the following
should be kept:
 The date that the sow is served so that it is possible to know when she must come on heat
again if she is not pregnant, or to know whether she is pregnant when she does not come
on heat 20 to 25 days after service.
 The expected farrowing date so that she can be brought to the farrowing house three to
four days before she is due to farrow.
 The weaning date so that the piglets can be weaned on the right date and that the sow is
brought to the boar again for service from three days after weaning. This will also
indicate which sows to cull (those that do not come on heat or those that are on heat again
within about three weeks).
 The age of the sow and how many litters she has had so that sows that get too old can be
culled.
 The litter size (number of piglets) must be recorded. The total number born, the number
born alive, the number born dead and the number of piglets that die between birth and
weaning. These records will give an indication of problems concerning fertility or
disease.
 The records kept will help to select females to be used as sows for future breeding from
big litters and sows that farrow regularly. It is important that sows produce at least two
litters every year.
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Breeding pigs
The successful pig farmer always uses good breeding animals. The piglets that are produced
must grow fast and produce quality carcasses with a high percentage of meat and a small
quantity of fat.
Therefore, when you buy breeding animals, make sure that the pigs come from a farm known to
have pigs of good quality and where the management and standard of hygiene are excellent.
When buying pigs for the first time, it is advisable to take someone along who has the necessary
knowledge and experience.
In the case of a small-scale farm, with 20 or less breeding sows, the following selection and
breeding programme can be used:
 Always buy good (above average) purebred boars. Buy from a farmer of repute who
keeps good records so that the performance of the boar and his parents are known.
 Buy boars from prominent breeds used in Zimbabwe.
 When buying gilts (young female pigs) for the first time, make sure that they come from
a breeder with good pigs and who keeps accurate records. The gilts need not be purebred,
but can be crossbred pigs, e.g. Landrace or Large White sows crossed with boars from the
other breed.
 When at a later stage you want to select your own gilts for breeding, it is important to
apply strict selection measures and to keep accurate records of growth and feed
conversion. If you do not have a record system, it will be advisable to buy replacement
gilts.
 Always buy gilts from the same breeder (farm) and make sure that a breeding plan
(policy) is used. Consult an adviser, if necessary. If pigs are always bought from the same
breeder it is advisable to let him dictate the breeding policy.
Boar selection, management and use
 Select boars that are free from defects.
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 Buy efficient animals that:
- grow faster than average
- have less back fat than the average of the breed
- have eaten less feed than average to reach a specific weight.
 A good boar will reach 90 kg live weight before it is 140 days old, have a P2-backfat
measurement of 15 mm or less, and require only 2,99 kg of feed or less to gain 1 kg in
weight to grow from 30 to 90 kg live weight.
 Buy boars at least four or five weeks before they are used for the first time. This will
allow you time to keep them in quarantine and the boars to adapt to the new environment.
Training and use of young boars
Young boars must be carefully supervised to identify possible problems and to make sure that
they will not injure themselves when serving a sow for the first time.
Important considerations:
 The boar must be at least 8 months old.
 The boar and the sow should preferably be about the same size.
 The boar should work (serve the sow) in his own pen or in a pen that is familiar to him.
 The floor of the pen must not be slippery and all obstructions removed.
 A small sow and not a gilt should be used to train the boar.
Procedures when using a boar:
 The boar should be in the pen a few minutes before the sow is brought into it so that he
can get used to the pen.
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 Stand in the pen with a board ready to prevent the sow to harass the boar or to prevent the
boar to harass the sow, if necessary.
 Do not hurry the boar, let him work at his own time.
 Talk gently to the boar so that he gets used to your presence.
 Do not force the boar to mount the sow, but direct him gently to the rear (backside) of the
sow.
 If the sow is well on heat she will not move around the pen too much. Help the boar by
letting the sow stand with her head to the corner of the pen.
 By adjusting the female's tail, attempt to let the boar insert himself.
 After service, allow the boar to conduct "courtship" under supervision for a few minutes,
but do not allow him to remount.
 If a young boar does not serve the first time, repeat the above procedures every two to
three days if possible. Much patience is needed which will eventually be rewarded by
having boars which are temperamentally good with sows and people and which have no
bad habits.
 Once a young boar starts to serve (work), he should not be used more than twice a week
until he is one year old.
 Older and full-grown boars (mature) can be used three times a week, but preferably not
on consecutive days.
 On a farm with 20 breeding sows at least two boars must be kept, namely a young boar to
serve gilts that come onto heat for the first time, and a full-grown one to serve older and
heavier sows. It is also advisable to have a spare boar available at all times.
 Finally it is important to keep records. The dates when the boar has served a sow as well
as the number of the sow that has been served must be recorded so that infertile boars and
boars that give small litters can be identified and eliminated.
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Replacement of boars
 Boars must be replaced when they become too large to serve most of the sows on the
farm.
 Boars usually have a maximum working life of between 18 and 24 months. This means
they should be replaced when they are 30 to 36 months old.
 It is very important to keep record of the boars' use so that infertile ones can be detected
and replaced as soon as possible.
 A low sex drive (libido) can also be a problem. Some boars are slow workers and are
sometimes reluctant and only now and then willing to work. Attention must be given to
these boars so that they can be replaced if necessary.
Gilt (sow) selection and management
Only the best among the young growing female animals on the farm must be selected and kept
for breeding. Select breeding gilts from sows that produce large litters with above average
growth rate, and carcasses with a low fat content.
The following characteristics should be considered when selecting gilts:
 Strong, straight legs with large, even-sized claws.
 Gilts should walk straight and well, and stand up on their claws without falling over at
the pastern joints just above the foot.
 A well-formed vulva and six well-shaped, prominent teats on each side of the belly. The
teats should start well forward and be spaced evenly to allow adequate suckling for the
piglets.
 A well-developed ham, good length with light shoulders and head.
Replacement of gilts
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If replacement gilts are not available when needed or if they do not comply with the
requirements, the gilts should be bought. It is advisable to buy them from the same farm where
the boars come from, because in this way the previous owner can advise you on the breeding
policy for a small pig farm.
Gilt management before first service
 Gilts are usually selected for breeding at five to six months of age. The pigs not selected
can then be sold as baconers at a live weight of about 85 to 100 kg. The selected gilts are
reared to weigh between 120 and 130 kg at seven and a half to eight months of age when
they are ready to be served by a boar for the first time.
 Gilts have to be in a good condition to produce large litters (eight to 10 or more healthy
piglets) and should not be too fat when they are ready for mating. Therefore, they should
be fed about 2 kg of meal per day from the time of selection until a boar serves them at
the age of eight months. This will also ensure that not too much fat is lost during the
suckling period and that they are in a good condition after weaning their first litter.
 Care and management of pregnant and lactating sows (sows with piglets) are discussed in
the chapter on management.
Culling of sows
Culled sows must be removed from the farm and sold as soon as possible. It does not pay to keep
culled sows on the farm to gain weight before they are sold. As soon as the sow's udder has
returned to normal after weaning it is wise to send her to the abattoir. A replacement gilt can then
be brought into the herd immediately.
Reasons for removing sows from the herd are usually not known beforehand. Therefore,
replacement gilts should always be available so that the number of breeding sows on the farm
always remains the same.
Sows maybe culled for several reasons including failure to get pregnant, abortions, lameness,
poor performance e.g. small litters, old sage, disease and lack of milk.
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Nutrition
Feed is the biggest cost factor in pig production and can amount to 60 to 80 % of the total cost of
production. Correctly fed pigs will ensure:
 efficient reproduction and growth
 efficient feed utilisation
 good-quality meat
 Maximum profit for the farmer.
Pigs must therefore be fed the correct quantity of the right feed mixture. The nutrient
requirements, especially digestible energy and protein, of the various production classes differ.
These production classes and the feed they need are:
 Boars and pregnant sows will receive their own type of feed called Sow and Boar meal.
The exact names differ depending on the company
 Sows with piglets will receive their own type of feed called Lactating sow meal
 Young piglets from day 7 to day 28 will receive their own type of feed called Pig creep
meal
 Young pigs from day 29 to day 70 will receive their own type of feed called Pig Weaner
meal.
 Pigs from day 71 to day 110 will receive their own type of feed called Pig grower meal
 Pigs from day 111 to slaughter will receive their own type of feed called Pig finisher
meal.
Feed mixtures can either be bought or the farmer can mix them himself. The latter is less
expensive but it is important to consult an expert on how to mix the feedstuffs that have to be
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included in the mixtures for each of the production classes. The various feedstuffs must be
weighed off correctly before mixing.
Feed mixtures for each of the pig classes must contain the right quantities of the following
nutrients namely:
 digestible energy (DE)
 proteins
 minerals
 Vitamins.
100 % homemade feeds are beyond the scope of this business plan. Should you decide to make
your own feeds, you should first seek expert advice. We are going to use concentrate feeds,
which will be bought from stock feeds companies in Zimbabwe. The concentrate will then be
mixed with maize. It is cheaper to buy concentrate and then mix with maize, compared to buying
straight complete feeds.
Feed requirements
It is important to know how much feed is required for your pigs. Feed is the biggest cost factor
on the farm (60 to 80 %) and therefore the most expensive cost item. The total quantity of feed
that must be fed to the different pig groups must be known if a profit is to be made.
On a well-run pig farm with good-quality pigs kept under good farming conditions the following
guidelines can indicate to the farmer whether the performance of his pigs is adequate.
Sows
 During the dry and pregnant period—2.5 kg/day for 309 days, total feed is 772.5 kg
 During lactation—2 kg/day + 0.45Kg * number of piglets born. E.g. we are assuming a
sow will have 9 piglets, thus the total feed required = 2 + 0.45*9 = 6.05Kg. For 56 days,
total feed is338 kg
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Boars
2 kg/day for 365 days: Total feed 730 kg
Piglets
About 80 g/day for 28 days (Weight of piglets will be 1,5-7 kg for 0-28 days of age): Total feed
2 kg
Weaners
About 800 g/day for 42 days (Weight of weaners will be 7-25 kg for 28-70 days of age), feed for
the period: 34 kg
Porkers
About 1,6 kg/day for 40 days (Weight will be 25-50 kg for 70-110 days of age), feed for the
period: 64 kg
Finisher pigs
About 2.5 kg/day for 60 days (Weight will be 50-100 Kg for 110-170 days of age), feed for the
period: 150 kg
Please note that this is just a guide. The exact amount of feed you have to give to your pigs will
depend on the type and nutrient composition of the feed, which will depend on the company
which produces the feed. You should follow the feeding instructions which you are given by the
company which produces the feed!
Production cost
Feed cost
Feed is always the biggest cost factor on a pig farm and amounts to between 60 and 80 % of the
total production cost. Everything possible must therefore be done to keep feed cost as low as
possible.
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It is important to:
 use well-balanced feed mixtures that are mixed for specific pig groups on the farm (for
example creep feed for piglets and a growth mixture for growers)
 prevent feed wastage
 save on feed cost by mixing your own feed
 buy feed ingredients at the lowest possible price
 Farm with good-quality pigs that have the ability to produce pig meat with a low fat
content and can therefore utilise their feed efficiently.
Other costs
These include:
 Labour
 Transport
 Fuel
 Veterinary costs
 Medication
 Washing detergents
 Slaughter fees
 Repairs and maintenance
 Replacement animals
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Production Cycle
We have 20 sows and 2 boars for our project. On average, a sow gives birth to 9-11 piglets. Due
to mortality of some piglets, we will assume 9 piglets per litter survive. Each sow gives birth
twice a year. Thus
Total baconers per year = 20 * 9 * 2 = 360
We are going to sell our pigs as baconers. They will have a live weight of 100Kg when we
slaughter them. For a pig to reach a live weight of 100Kg, it needs 168 days, which is close to 6
months. For the first year will only be able to sell 180 baconers, and second year 360 baconers.
Price and demand of pork varies throughout the year. To protect ourselves from the risks of low
price and demand, we will evenly distribute the number of pigs to be sold throughout the year.
This means instead of selling 360 baconers at one time, we will sell 27 or 36 baconers every
month (27 every month for 8 months, and 36 every month for the remaining 4 months, giving a
total of 360 baconers). This will ensure that will have a continuous monthly income. Thus we
will arrange the mating of the pigs in such a way that every month, 3 or 4 sows are giving birth.
This will ensure that every month, we will be selling 27 or 36 baconers to the market.
There is an 8 month time lag to our plan. This is because we will sell the first pigs after 8
months. We will buy the first set (3 or 4 gilts) of serviced (pregnant) gilts in the first month, and
they will give birth in the second month. The pigs they give birth to will be ready for slaughter at
the end of the seventh month. Thus we will receive our first income at the end of the seventh
month. We will buy pregnant sows in such a way that pigs will be ready for slaughter every
month from the seventh to the twelfth month. The serviced gilts will be bought over a period of 6
months. We are going to buy 20 sows. 20/6 = 3.333. This means we will buy 4 sows every
month for the first 2 months and 3 sows every month for the next 4 months, to give a total of 20
sows.
The pregnancy of sows lasts 114-116 days, which is 3 months, 3 weeks and 3 days, thus close to
four months. The first set of sows which give birth in the second month, will lactate the piglets
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for a month, and will fall pregnant again in the fourth month. This means they will give birth to
piglets again in the seventh month. Those piglets will reach slaughter weight after 6 months,
which will be the first month of the second year. We will do the same for the other set of sows,
to ensure that every month from the second year, we will be slaughtering pigs.
Thus in the first year, 180 baconers will be sold, from the seventh to the twelfth month. In the
second year, 360 baconers will be sold from the first to the twelfth month, which is the same for
the third year. Thus every month we will be selling an average of 30 baconers.
The fertile period of our boars and sows is about 3 years, thus we will replace all our breeding
stock after 3 years.
Feed
There are 365 days in a year. We have 2 boars. Each needs 2 Kg a day
Total Boar Feed = 365 * 2 * 2 = 1460 Kg
Every year, a sow will give birth twice. A sow lactates for about 28 days. This means every year
it will be lactating for 56 days. For these 56 days it will need 6.05Kg daily. For the remaining
309 days it will need 2.5Kg daily. There are 20 sows.
Total sow feed = 20*56*6.05 + 20*309*2.5 = 22 226Kg.
A pig will need about 250 Kg to reach 100Kg live weight. We will slaughter 360 baconers every
year (except the first year where we slaughter 180 baconers)
Total baconer feed = 360*250 = 90 000Kg.
Total Feed/year = 1460 + 22 226 + 90 000 = 113 686Kg.
To cut feed costs, we will use half commercial feed pellets, and half supplementary/home made
feed to meet the feed requirements of the pigs. Supplementary feed consists of maize, maize
crumbs, grains (eg wheat, sorghum etc).
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Marketing Strategy
Our company will attempt to rapidly achieve awareness in Harare about its business in the first
year. To be successful in this business, you should have many customers. Thus it is of great
importance to have a solid marketing strategy, in order to distinguish ourselves and gain more
customers. Our marketing strategy is based upon the marketing mix, which are the 4 p’s of
marketing, which are product (service), price, promotion and place (distribution).
Product
Our porkers and baconers will be of high quality, and also healthy. The pigs’ appearance will be
very attractive. Customers will be pleasantly surprised at how attentive we are in regards to their
needs. The business operates on the assumption that it will do whatever is reasonably necessary
to keep the customer happy. This reflects the notion that if the customer is kept happy; long-
term profits are ensured.
Price
We will try and minimize our production costs so that we can offer a more competitive price on
the market. We will use feed concentrates which we will mix with our own maize in order to
reduce feed costs. The prices of our products will be determined by the market forces, and we
will not try to lower our prices below the industry’s average as that will affect our profitability.
By using the market’s prices, all our products will be bought, so there is no need to lower our
prices. We will not try to increase our prices above the industry’s average, as we will lose our
customers as the prices are very elastic. We will offer discounts to those who buy in bulky to
gain customer loyalty.
Promotion
We will use various ways of promoting our company so as to gain more customers and increase
general awareness of our farm and the services we offer.
Word of Mouth
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Word of mouth advertising via quality products will be used to market our company. We will
give incentives to customers who refer others to our farm. We will spread the word of our pigs in
our community. We will also use our personal networks to identify new customers. We will talk
to family and friends; inform the local church community; showcase products at community
functions. We will use word of mouth to advertise our pigs to the local butcheries and abattoirs.
We will also reach out to retired producers, as they are a source of potential customers. They
may simply miss eating quality pork and are looking for someone to supply the needs of their
own family, or they may have a list of former customers looking for a new pork supplier.
Community Involvement
Maintaining and enhancing our reputation with families and in the community will be crucial in
obtaining the planned market share growth of this target market. We will be active in our
community, sponsoring events at the community centre for families and residents.
Fliers
Our marketing strategy will include the use of fliers which are going to be distributed to
butcheries, abattoirs, schools, churches, supermarkets, hotels and fast food outlets. These fliers
will be well designed, attractive and very informative, containing our prices, contact details and
products which we sell. We hope to get potential customers from the distribution of fliers. We
will also offer monthly calendars to our customers.
Newspapers
We will place adverts in the Sunday mail so that more people can be aware of farm products.
Placing our advert in the Sunday mail will ensure that our advert will be read the whole week as
it is a weekly newspaper. It will also ensure that we reach all age groups as it is a family
newspaper. It also has a wide coverage in Zimbabwe and it is read by many people.
Public Transport Advertising
We will advertise our farm products on commuter omnibuses which commute from Harare CBD
to different locations in Harare. This will make more people aware of our products.
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Internet Marketing
The company’s website will be a dynamic marketing tool for the company. The website will
provide information about our products for target customers. As the company grows, its
recruiting needs can be addressed by posting carrier opportunities and Frequently Asked
Questions about the company. The goal will be to implement a functional and professionally
designed website that can be adapted to meet the company’s growing needs.
We will link our website to our social media accounts on Facebook, LinkedIn and Twitter. We
will regularly update our website with latest information, promotions and discounts. We will also
ask visitors to subscribe to our site, and receive a monthly newsletter of our company. We will
also advertise our products on many Zimbabwe advertisement websites, and whatsapp
advertising groups.
Place/Distribution
Our farm will be located close to Harare city, which is our intended market. We will supply pigs
to various butchers and abattoirs in Harare.
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Market Analysis
Demand
The average demand of pork per month in Zimbabwe is about 1000 metric tonnes, and it has
been fairly constant since the dollarization of the economy in 2009.
Market Segmentation
Potential customer groups for pork are:
Abattoirs
There are many abattoirs in Harare which slaughter pigs and buy pork. Note that the price of
pork varies throughout the year, as it is affected by factors such as demand and supply.
Hotels and restaurants and fast food outlets
You can supply your pork to hotels and restaurants. They buy pork in bulky to prepare meals for
their customers. By creating and maintaining good relationships with the hotels and restaurants,
you will end up having long term contracts with them. This will create predictable income and
stability for the company. The price for your pork if you are supplying to hotels and restaurants
is usually higher than for abattoirs.
Butcheries
Butcheries are big customers for your pork. Many butcheries buy pork from small scale and
medium scale producers. You will have to negotiate for good payment terms, preferably cash. By
creating and maintaining good relationships with the butcheries, you will end up having long
term contracts with them. This will create predictable income and stability for the company. The
price for your pork if you are supplying to butcheries is usually higher than for abattoirs.
Individuals
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You can sell pigs to individuals or organizations. Individuals buy pork in bulky for various
reasons including for parties and family functions. Selling direct to consumers allows producers
to set a price that covers costs and provides a larger profit.
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Industry Analysis
The producers of pigs in Zimbabwe can be divided into the following segments:
Large Scale Producers

Large scales producers of pigs in Zimbabwe have at least 100 sows herd. Each large scale
producer in Zimbabwe produces at least 1800 porkers/baconers per year. The largest producer of
pigs in Zimbabwe is Triple C pig farm, which was established in 1997, and is wholly owned by
the Zimbabwean meat processor Colcom Foods. The company is well known for its brands of
pork products in the whole of Southern Africa. The 210 ha farm has over 2000 sows, making it
the largest pig farm in Zimbabwe. To be able to feed the animals aptly, Triple C has its own feed
mill producing over 600 tonnes of feed per week. The farm has three generators, one generator
powers the mill, and one powers the pig unit and one supplies power to pump water from the 17
bore holes. Triple C has over 300 workers, both men and women, with the women working
mainly in the farrowing houses. Triple C produces over 50 000 pigs annually.
Large scale pig projects in Zimbabwe account for over 45% of the Zimbabwe pork production
and these large scale pig projects accounts for almost 100% of the export market into both
regional and international markets. Most of these projects further process pork into various
products such as pork sausages, bacon, pork loin fillets etc. They operate retail outlets which sell
pork directly to the general Zimbabwean market (individuals, wholesalers, retailers etc). The
products are of high quality as compared to other levels.
Medium Scale Producers

Medium scale producers of pigs in Zimbabwe have between 20 and 100 sows. The medium scale
producers in Zimbabwe are usually located of farms which are closer to cities and towns. The
medium scale producers account for about 20% of the total pork production in Zimbabwe. The
medium scale producers directly sell their products into the market to locally owned butcheries,
abattoirs, retail outlets.
Small Scale Producers
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StartupBiz Zimbabwe
Small scale producers of pigs in Zimbabwe have less than 20 sows. They usually have less than 3
employees, with the owner of the business usually being the manager. Small scale producers
account for about 35% of the total pork production in Zimbabwe.
Most of the small scale producers are located in rural areas and resettlement areas, A1, A2
farms, and farms close to the towns. Health and Safety is a major problem in such kinds of pig
projects as most of them are operated in rural settings which do not adhere to healthy and safety
measures. The small scale projects usually keep pigs for their own consumption. They also sell
the pigs to local butcheries and abattoirs. Some sell to individuals within the area.
Imported Pork
Some of the pork sold in Zimbabwe is imported from countries such as South Africa. In 2012,
the government of Zimbabwe put an import tariff of USD1.50/Kg or 40% of the cost, whichever
is the greater. This measure was put to protect the local pork producers as the imported pork was
cheap. As a result of this tariff, the amount of imported pork significantly decreased. However,
some people are finding ways of smuggling pork into the country without paying duty.
Number of pigs produced in Zimbabwe
The number of pigs slaughtered in Zimbabwe annually is about 170 000.
Competition and Buying Patterns

Customers (abattoirs, butchers etc) consider the quality of pork when buying. Pork meat is
graded into different grades. The highest grade is the porker/baconer. This grade will fetch high
prices. The lowest grade is the manufacturing grade, which will fetch the lowest prices. Some
large butcheries only purchase pork from registered abattoirs, thus it will not be possible for a
producer to sell pork directly to them.
Most butcheries buy pork directly from the producers, but they require that the pigs be
slaughtered at registered abattoirs. It is a requirement in Zimbabwe that pigs should be
slaughtered in registered abattoirs. Butcheries are concerned about quality, and price. They want
a low price so that they can have high profits. The price is usually determined by market forces
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StartupBiz Zimbabwe
(supply and demand) and at any point in time, there will be a generally accepted supplier price of
pork. The customers are willing to establish relationships and enter into long term supply
agreements with suppliers who can reliably deliver the pork to them when they need it. The
demand is much higher for porkers than for baconers.
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StartupBiz Zimbabwe
SWOT Analysis
The following SWOT analysis captures the key strengths and weaknesses within the company,
and describes the opportunities and threats faced by our company.
Strengths
 A large market
 Experienced owner-operator
 Good breed of pigs
 Plenty of water supply
 Location close to market
Weaknesses
 Limited Capital
 High feed costs
 Little negotiation power with customers
Opportunities
 Growing market
 Venture into poultry and cattle rearing thus diversifying risk
 Export market opportunities
 Cheap labour in the market
 Economic growth
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StartupBiz Zimbabwe
Threats
 Disease outbreak
 Decline in pork demand
 Low market prices for pork
 Change in government regulations
 Increase in feed costs
 Pork imports
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StartupBiz Zimbabwe
PEST Analysis
We understand that our business is affected by Political, Economic, Social and Technological
factors. Below we look at how those external factors may affect our business and the
assumptions we have made in making this business plan.
Political
Change in regulations which affect the agriculture sector especially pig farming will affect us.
New legislation may create risks of non-compliance with the law, or create new administrative
burdens. The tax policies of the Government of Zimbabwe will affect the operations of our
business. If the government of Zimbabwe increases the taxes for agriculture companies it will
affect the profitability of our business. Political instability like wars, protests will affect our
business. Changes in employment laws, safety regulations especially those targeted to the
agriculture industry will affect the operations of our business. We expect political stability to
continue in Zimbabwe, and we do not expect any significant changes in the regulations of the pig
farming by the government of Zimbabwe.
Economic
Zimbabwe introduced a new currency called Zimbabwean Dollar in 2019. The rate of the
Zimbabwean Dollar against the US Dollar is not stable, and the Zimbabwean Dollar has been
losing value. This is leading to inflation. Rate of inflation determines the rate of remuneration for
employees and directly affects the prices of our products. The proportion between the inflation
rate and wages/prices is direct. The rate of USD to Zimbabwean Dollar will continue
determining the cost of our inputs, and hence the price of our products and services. Acquiring
forex is a challenge as the official banks are failing to provide enough foreign currency, with
businesses resorting to the parallel market. Economic trends act as an indicator of
the sustainability and profitability of our business in Zimbabwe and will help us determine the
right marketing strategy. The Commonwealth, the European Union, IMF and World Bank are re-
engaging with Zimbabwe, giving hopes that the economy may stabilize with external funding.
The government is trying to implement policies which stabilize the economy.
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StartupBiz Zimbabwe
Social
We expect the population growth will continue in Zimbabwe. This will mean more potential
customers and greater demand. We expect that the current HIV-AIDS campaigns which are
being carried out by the government and Non Government Organisations, will make people more
health conscious, and will lead to a reduction in the cases of HIV-AIDS which will imply a
healthier work force. We expect that the health facilities in Zimbabwe will continue to improve
as the economy recovers, meaning more people will have access to drugs. Certain cultures do not
eat certain foods. For instance, apostolic sects (Vapostori) and Adventist would not even touch
pork.
Technological
Technological improvements can lead to the production of more efficient feed. A good technical
infrastructure would lead to better production, procurement and distribution logistics, resulting in
reduced wastage and lower costs.
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StartupBiz Zimbabwe
Financial Statements
Start-up Costs
Startup Costs
Item Quantity Unit Cost Total
Fixed Assets Purchase
Piggery Housing 29 $187,000.00 $5,423,000.00
Well Construction 1 $212,500.00 $212,500.00
Purchase of Sows & Boars 22 $255,000.00 $5,610,000.00
Total Fixed Assets $11,245,500.00
Working Capital
Commercial Piggery Feed (10 28619 $391.00 $11,190,094.17
months advance)
Supplementary Feed (Maize, 28619 $127.50 $3,648,943.75
grains etc)
(10 months advance)
Veterinary Supplies 202 $850.00 $171,700.00
Transport to Market 180 $935.00 $168,300.00
+ licenses
Salaries $1,020,000.00
Marketing and Advertising $204,000.00
Repairs and maintenance $255,000.00
Other Costs $510,000.00
Reserve Cash $1,700,000.00
Total Working Capital $18,868,037.92
Total Startup Costs $30,113,537.92
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StartupBiz Zimbabwe
Funding Required
Total Startup Capital $30,113,537.92

Loan Required $23,000,000.00
Owner Contribution $7,113,537.92
The table above shows that the total capital required to do this project is ZWL$30,113,537.92.
The owners of the business will contribute ZWL$7,113,537.92of their own funds into the
business. We thus require a loan of ZWL$23,000,000.00.
Loan Repayment
Loan sought $23,000,000.00
Repayment term (Months) 36
Interest Rate per annum 60%
Monthly Repayment $1,389,992.51
The table above shows that we will be making a monthly repayment of ZWL$1,389,992.51for 3
years to repay the loan.
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StartupBiz Zimbabwe
Start-up Costs Assumptions
Pens Construction
Pens Construction
Class of Stock No. of Pens Unit Cost Total Cost
Boars 2 $187,000.00 $374,000.00
Dry Sows 4 $187,000.00 $748,000.00
Farrowing Pens 5 $187,000.00 $935,000.00
Sick Bay 1 $187,000.00 $187,000.00
Fattening Pens 17 $187,000.00 $3,179,000.00
Total 29 $5,423,000.00
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StartupBiz Zimbabwe
Pro Forma Income Statement
Year 1 Year 2 Year 3

Pork Sales $36,299,250.00 $72,598,500.00 $72,598,500.00
Cost of goods sold $18,146,845.50 $30,134,395.50 $30,134,395.50
Gross Profit $18,152,404.50 $42,464,104.50 $42,464,104.50
Operating Expenses
Salaries $1,020,000.00 $1,020,000.00 $1,020,000.00
Marketing and Advertising $204,000.00 $204,000.00 $204,000.00
Repairs and maintenance $255,000.00 $255,000.00 $255,000.00
Other Costs $510,000.00 $510,000.00 $510,000.00
Depreciation $1,874,250.00 $1,874,250.00 $1,874,250.00
Interest Payment $12,859,918.96 $9,819,754.79 $4,360,056.74
Total Operating Expenses $16,723,168.96 $13,683,004.79 $8,223,306.74
Net Profit Before Tax $1,429,235.54 $28,781,099.71 $34,240,797.76
Tax (24%) $343,016.53 $6,907,463.93 $8,217,791.46
Net Profit After Tax $1,086,219.01 $21,873,635.78 $26,023,006.30
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StartupBiz Zimbabwe
Assumptions
Number of boars (male) 2

Number of sows (female) 20
Total breeding stock (boars and sows) 22
Selling Price of pork per KG $2,762.50
Variable Costs per Year 1

Quantity Unit Cost Total
Commercial Piggery Feed 34343 $391.00 $13,428,113.00
Supplementary Feed (Maize, grains etc) 34343 $127.50 $4,378,732.50
+ licenses
Total $18,146,845.50
Variable Costs per Year 2 & 3

Quantity Unit Cost Total
Commercial Piggery Feed 56843 $391.00 $22,225,613.00
Supplementary Feed (Maize, grains etc) 56843 $127.50 $7,247,482.50
+ licenses
Total $30,134,395.50
Production Cost per Pig $83,706.65
Operating expenses Per month Per Year

Salaries $85,000.00 $1,020,000.00
Marketing and Advertising $17,000.00 $204,000.00
Repairs and maintenance $21,250.00 $255,000.00
Other Costs $42,500.00 $510,000.00
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StartupBiz Zimbabwe
Revenue/year
Number of pigs sold Year 1 180
Number of pigs sold Year 2 & 3 360
Dressed weight of pig (KG) 73
Selling Price per KG $2,762.50
Revenue from 1 pig $201,662.50
Year 1 Revenue $36,299,250
Year 2 & 3 Revenue $72,598,500
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StartupBiz Zimbabwe
Monthly Cashflow Statement

Year 1
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 TOTAL
CASH
INFLOWS
Equity Capital 7,113,538 - - - - - - - - - - - 7,113,538
Loan Capital 23,000,000 - - - - - - - - - - - 23,000,000
Revenue - - - - - - 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 36,299,250
Total
Receipts 30,113,538 - - - - - 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 66,412,788
CASH
OUTFLOWS
Variable
Costs
Commercial
Piggery Feed 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 1,119,009 13,428,113
Supplementary
Feed (Maize,
grains etc) 364,894 364,894 364,894 364,894 364,894 364,894 364,894 364,894 364,894 364,894 364,894 364,894 4,378,733
Veterinary
Supplies 14,308 14,308 14,308 14,308 14,308 14,308 14,308 14,308 14,308 14,308 14,308 14,308 171,700
Transport to
Market
+ licenses - - - - - - 28,050 28,050 28,050 28,050 28,050 28,050 168,300
Other
Outflows
Salaries 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 1,020,000
Marketing and
Advertising 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 204,000
Repairs and
maintenance 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 255,000
Other Costs 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 510,000
Loan
Repayment 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 16,679,910
Piggery
Housing 5,423,000 - - - - - - - - - - - 5,423,000
Well
Construction 212,500 - - - - - - - - - - - 212,500
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StartupBiz Zimbabwe
Purchase of
Sows & Boars 5,610,000 - - - - - - - - - - - 5,610,000
Tax QPD
Payments - - 34,302 - - 85,754 - - 102,905 - - 120,056 343,017
Total
Payments 14,299,455 3,053,955 3,088,256 3,053,955 3,053,955 3,139,709 3,082,005 3,082,005 3,184,910 3,082,005 3,082,005 3,202,060 48,404,272
SURPLUS /
(DEFICIT) 15,814,083 (3,053,955) (3,088,256) (3,053,955) (3,053,955) (3,139,709) 2,967,870 2,967,870 2,864,965 2,967,870 2,967,870 2,847,815 18,008,516
OPENING
BANK
BALANCE 15,814,083 12,760,129 9,671,872 6,617,918 3,563,963 424,254 3,392,125 6,359,995 9,224,960 12,192,831 15,160,701
CLOSING
BALANCE 15,814,083 12,760,129 9,671,872 6,617,918 3,563,963 424,254 3,392,125 6,359,995 9,224,960 12,192,831 15,160,701 18,008,516 18,008,516
Year 2
CASH
INFLOWS
Revenue 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 72,598,500
Total
Receipts 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 72,598,500
CASH
OUTFLOWS
Variable
Costs
Commercial
Piggery Feed 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 22,225,613
Supplementary
Feed (Maize,
grains etc) 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 7,247,483
Veterinary
Supplies 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 324,700
Transport to
Market
+ licenses 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 336,600
Other
Outflows
Salaries 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 1,020,000
Marketing and
Advertising 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 204,000
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StartupBiz Zimbabwe
Repairs and
maintenance 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 255,000
Other Costs 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 510,000
Loan
Repayment 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 16,679,910
Tax QPD
Payments - - 690,746 - - 1,726,866 - - 2,072,239 - - 2,417,612 6,907,464
Total
Payments 4,066,942 4,066,942 4,757,689 4,066,942 4,066,942 5,793,808 4,066,942 4,066,942 6,139,181 4,066,942 4,066,942 6,484,555 55,710,770
SURPLUS /
(DEFICIT) 1,982,933 1,982,933 1,292,186 1,982,933 1,982,933 256,067 1,982,933 1,982,933 (89,306) 1,982,933 1,982,933 (434,680) 16,887,730
OPENING
BANK
BALANCE 18,008,516 19,991,449 21,974,381 23,266,568 25,249,501 27,232,434 27,488,501 29,471,433 31,454,366 31,365,060 33,347,993 35,330,926
CLOSING
BALANCE 19,991,449 21,974,381 23,266,568 25,249,501 27,232,434 27,488,501 29,471,433 31,454,366 31,365,060 33,347,993 35,330,926 34,896,246 34,896,246
Year 3
CASH
INFLOWS
Revenue 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 72,598,500
Total
Receipts 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 6,049,875 72,598,500
CASH
OUTFLOWS
Variable
Costs
Commercial
Piggery Feed 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 1,852,134 22,225,613
Supplementary
Feed (Maize,
grains etc) 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 603,957 7,247,483
Veterinary
Supplies 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 27,058 324,700
Transport to
Market
+ licenses 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 28,050 336,600
Other
Outflows
Salaries 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 1,020,000
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Marketing and
Advertising 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 204,000
Repairs and
maintenance 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 21,250 255,000
Other Costs 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 42,500 510,000
Loan
Repayment 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 1,389,993 16,679,910
Tax QPD
Payments - - 821,779 - - 2,054,448 - - 2,465,337 - - 2,876,227 8,217,791
Total
Payments 4,066,942 4,066,942 4,888,721 4,066,942 4,066,942 6,121,390 4,066,942 4,066,942 6,532,280 4,066,942 4,066,942 6,943,169 57,021,097
SURPLUS /
(DEFICIT) 1,982,933 1,982,933 1,161,154 1,982,933 1,982,933 (71,515) 1,982,933 1,982,933 (482,405) 1,982,933 1,982,933 (893,294) 15,577,403
OPENING
BANK
BALANCE 34,896,246 36,879,179 38,862,112 40,023,266 42,006,198 43,989,131 43,917,616 45,900,549 47,883,482 47,401,077 49,384,010 51,366,943
CLOSING
BALANCE 36,879,179 38,862,112 40,023,266 42,006,198 43,989,131 43,917,616 45,900,549 47,883,482 47,401,077 49,384,010 51,366,943 50,473,649 50,473,649
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Pro Forma Annual Cash Flow

Opening Balance $0.00 $18,008,515.72 $34,896,246.13
Cash Sales $36,299,250.00 $72,598,500.00 $72,598,500.00

Subtotal Cash from $36,299,250.00 $72,598,500.00 $72,598,500.00
Operations
Additional Cash Received

Equity Capital $7,113,537.92 $0.00 $0.00
Loan Capital $23,000,000.00 $0.00 $0.00
Subtotal Cash Received $30,113,537.92 $0.00 $0.00
Cash Expenditures
Feeds, Vet, Transport, Licences $18,146,845.50 $30,134,395.50 $30,134,395.50
Operating Expenses $1,989,000.00 $1,989,000.00 $1,989,000.00
Subtotal Spent on Operations $20,135,845.50 $32,123,395.50 $32,123,395.50
Additional Cash Spent

Taxes $343,016.53 $6,907,463.93 $8,217,791.46
Loan Repayment $16,679,910.17 $16,679,910.17 $16,679,910.17
Purchase Fixed Assets $11,245,500.00 $0.00 $0.00
Subtotal Additional Cash $28,268,426.69 $23,587,374.09 $24,897,701.63
Spent
Net Cash Flow $18,008,515.72 $16,887,730.41 $15,577,402.87

Cash Balance $18,008,515.72 $34,896,246.13 $50,473,649.00
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Pro Forma Balance Sheet

Long Term Assets
Buildings, Equipment, Breeding $11,245,500.00 $11,245,500.00 $11,245,500.00
Stock
Accumulated Depreciation $1,874,250.00 $3,748,500.00 $5,622,750.00
Total Long Term Assets $9,371,250.00 $7,497,000.00 $5,622,750.00
Current Assets
Cash $18,008,515.72 $34,896,246.13 $50,473,649.00
Other Current Assets $0.00 $0.00 $0.00
Total Current Assets $18,008,515.72 $34,896,246.13 $50,473,649.00
TOTAL ASSETS $27,379,765.72 $42,393,246.13 $56,096,399.00
EQUITY AND LIABILITIES

Equity
Shareholders Capital $8,199,756.93 $30,073,392.70 $56,096,399.00
Total Equity $8,199,756.93 $30,073,392.70 $56,096,399.00
Liabilities
Loan Outstanding $19,180,008.79 $12,319,853.42 $0.00
Other Liabilities $0.00 $0.00 $0.00
Total Liabilities $19,180,008.79 $12,319,853.42 $0.00
TOTAL EQUITY AND $27,379,765.72 $42,393,246.13 $56,096,399.00
LIABILITIES
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Breakeven Analysis
Breakeven Analysis Value

Selling Price/Unit $201,662.50
Variable Cost/Unit $83,706.65
Annual Fixed Costs $16,723,168.96
Breakeven point 142
Therefore we must sell a minimum of 142 baconers per year for our revenue to cover all our
costs.
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Risk Analysis
These risks could materially adversely affect our business, financial condition or results of
operations. Additional risks and uncertainties not currently known to us or that we currently
deem to be immaterial also may materially adversely affect our business, financial condition or
results of operations.
Fluctuations in the availability and price of raw materials, especially stock feeds, maize and
soya meal and other inputs could negatively impact our earnings.
Our results of operations and financial condition, as well as the selling prices for our products,
are dependent upon the cost and supply of commodities and raw materials such as stock feeds,
maize and soya meal. Production and pricing of these commodities are determined by constantly
changing market forces of supply and demand over which we have limited or no control. Such
factors include, among other things, weather patterns throughout the world, outbreaks of disease,
the global level of supply inventories and demand for grains and other feed ingredients, as well
as agricultural and energy policies of domestic and foreign governments.
Volatility in our commodity and raw material costs directly impact our gross margin and
profitability. The company’s objective is to offset commodity price increases with pricing
actions over time. However, we may not be able to increase our product prices enough to
sufficiently offset increased raw material costs due to consumer price sensitivity or the pricing
postures of our competitors. In addition, if we increase prices to offset higher costs, we could
experience lower demand for our products and sales volumes. Conversely, decreases in our
commodity and other input costs may create pressure on us to decrease our prices.
Outbreaks of livestock diseases can adversely impact our ability to conduct our operations
and demand for our products.
Demand for our products can be adversely impacted by outbreaks of pig diseases, which can
have a significant impact on our financial results. Efforts are taken to control disease risks by
adherence to good production practices and extensive precautionary measures designed to ensure
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StartupBiz Zimbabwe
the health of our pigs. However, outbreaks of disease and other events in Zimbabwe, which may
be beyond our control, in our own pig farm could significantly affect demand for our products,
consumer perceptions of certain protein products, the availability of livestock for purchase by us
and our ability to conduct our operations. Outbreaks in our own pig farm may lead to the death
of all our pigs. Moreover, the outbreak of livestock diseases, particularly in our pig segment,
could have a significant effect on the livestock we own by requiring us to, among other things,
destroy any affected livestock. Furthermore, an outbreak of disease could result in governmental
restrictions on the import and export of our products to or from our suppliers, facilities or
customers. This could also result in negative publicity that may have an adverse effect on our
ability to market our products successfully and on our financial results.
If our products become contaminated, we may be subject to product liability claims and
product recalls.
Our products may be subject to contamination by disease-producing organisms or pathogens,
such as Listeria monocytogenes, Salmonella and E. coli. These organisms and pathogens are
found generally in the environment; therefore, there is a risk that one or more, as a result of food
processing, could be present in our products. These organisms and pathogens also can be
introduced to our products as a result of improper handling at the further processing, foodservice
or consumer level. These risks may be controlled, but may not be eliminated, by adherence to
good manufacturing practices and finished product testing.
This may lead to increased risk of exposure to product liability claims, increased scrutiny and
penalties, including injunctive relief and plant closings, by Zimbabwe regulatory agencies, and
adverse publicity, which could exacerbate the associated negative consumer reaction. Any of
these occurrences may have an adverse effect on our financial results.
Changes in consumer preference could negatively impact our business.
The food industry in general is subject to changing consumer trends, demands and preferences.
Trends within the food industry change often, and failure to identify and react to changes in these
trends could lead to, among other things, reduced demand and price reductions for our brands
and products. We strive to respond to consumer preferences and social expectations, but we may
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not be successful in our efforts. We could be adversely affected if consumers lose confidence in
the safety and quality of certain food products, or the food safety system generally. Prolonged
negative perceptions concerning the health implications of certain food products or loss of
confidence in the food safety system generally could influence consumer preferences and
acceptance of some of our products and marketing programs. Continued negative perceptions
and failure to satisfy consumer preferences could materially and adversely affect our product
sales, financial condition and results of operations.
New or more stringent Zimbabwean government regulations could impose material costs
on us and could adversely affect our business.
Changes in laws or regulations that impose additional regulatory requirements on us could

increase our cost of doing business or restrict our actions, causing our results of operations to be
adversely affected.
Deterioration of economic conditions could negatively impact our business.

Our business may be adversely affected by changes in Zimbabwe economic conditions,
including inflation, interest rates, consumer spending rates, energy availability and costs and the
effects of governmental initiatives to manage economic conditions. Any such changes could
adversely affect the demand for our products, or the cost and availability of our needed raw
materials, and packaging materials, thereby negatively affecting our financial results.
The loss of one or more of our largest customers could negatively impact our business.
Our business could suffer significant setbacks in sales and operating income if our customers’
plans and/or markets change significantly or if we lost one or more of our largest customers,
including, for example, Koala Park Abattoir. Our retail customers typically do not enter into
written contracts, and if they do sign contracts, they generally are limited in scope and duration.
There can be no assurance that significant customers will continue to purchase our products in
the same mix or quantities or on the same terms as in the past. The loss of a significant customer
or a material reduction in sales to, or adverse change to trade terms with, a significant customer
could materially and adversely affect our product sales, financial condition and results of
operations.
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The prices we receive for our products may fluctuate due to competition from other pig
producers and processors.
The food industry in Zimbabwe is intensely competitive. We face competition from other pig
producers and processors that have various product ranges and geographic reach. Some of the
factors on which we compete include: pricing, product safety and quality, brand identification,
innovation, breadth and depth of product offerings, availability of our products and competing
products, customer service, and credit terms. If we reduce prices but we cannot increase sales
volumes to offset the price changes, then our financial condition and results of operations will
suffer. Alternatively, if we do not reduce our prices and our competitors seek advantage through
pricing or promotional changes, our revenues and market share would be adversely affected.
Extreme factors or forces beyond our control could negatively impact our business.
Our ability to make, move and sell products is critical to our success. Natural disasters, fire,
theft, pandemic or extreme weather, including droughts, floods, excessive cold or heat,
hurricanes or other storms, could impair the health or growth of pigs or interfere with
our operations due to power outages, fuel shortages, damage to our production and processing
facilities or disruption of transportation channels, among other things. Any of these factors could
have an adverse effect on our financial results.
Theft & Vandalism
There is a risk that our pig farm may be subject to theft and vandalism. This could have an
adverse effect on our financial results, as we might end up losing our pigs.
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Potential Sources of Finance
Equity Financing
Equity financing means exchanging a portion of the ownership of the business for a financial
investment in the business. The ownership stake resulting from an equity investment allows the
investor to share in the company’s profits. Equity involves a permanent investment in a company
and is not repaid by the company at a later date.
Personal Savings
Not everybody has savings but if you do, they are a good place to start. If you don’t have savings
yet, now is a good time to start. Your timeline for starting your business may be six months to a
year anyway, so if you start putting money away now, you’ll have at least a starting point from
which to raise more cash. Starting a business is about sacrifice and so you should cut down your
lifestyle as far as possible and save the cash, you’ll be glad you did.
Come up with a savings plan, save a certain percentage e.g. 20% of your salary/income towards
start-up capital for your business. Open a savings account with a reputable bank. Be disciplined.
Cut your expenses. Yes, with proper planning you can do it. Yes, it will take time, but it’s worth
it. A year from now you will wish you had started today.
Friends and Relatives

Founders of a start-up business may look to private financing sources such as parents or friends.
It may be in the form of equity financing in which the friend or relative receives an ownership
interest in the business. However, these investments should be made with the same formality that
would be used with outside investors.
Venture Capital
Venture capital refers to financing that comes from companies or individuals in the business of
investing in young, privately held businesses. They provide capital to young businesses in
exchange for an ownership share of the business. Venture capital firms usually don’t want to
participate in the initial financing of a business unless the company has management with a
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proven track record. Generally, they prefer to invest in companies that have received significant
equity investments from the founders and are already profitable. In Zimbabwe we have few if
any venture capital firms.
Angel Investors
Angel investors are individuals and businesses that are interested in helping small businesses
survive and grow. So their objective may be more than just focusing on economic returns.
Although angel investors often have somewhat of a mission focus, they are still interested in
profitability and security for their investment. So they may still make many of the same demands
as a venture capitalist. Angel investors may be interested in the economic development of a
specific geographic area in which they are located. Angel investors may focus on earlier stage
financing and smaller financing amounts than venture capitalists. Angel investors are hard to
come by in Zimbabwe. To get one, you need strong networking at many business functions
where you can try to befriend the wealthy.
Debt Financing
Debt financing involves borrowing funds from creditors with the stipulation of repaying the
borrowed funds plus interest at a specified future time. For the creditors (those lending the funds
to the business), the reward for providing the debt financing is the interest on the amount lent to
the borrower.
Debt financing may be secured or unsecured. Secured debt has collateral (a valuable asset which
the lender can attach to satisfy the loan in case of default by the borrower). Conversely,
unsecured debt does not have collateral and places the lender in a less secure position relative to
repayment in case of default.
Debt financing (loans) may be short term or long term in their repayment schedules. Generally,
short-term debt is used to finance current activities such as operations while long-term debt is
used to finance assets such as buildings and equipment.
Friends and Relatives

There are a number of pitfalls associated with borrowing from friends and family; on the positive
side, such borrowing arrangements can often be made on more attractive terms than might
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otherwise be available from a more formal source of funding. For example, it may be possible to
borrow either without any form of security against the loan and it may also be possible to borrow
at either a lower rate of interest, or even interest‐free. Repayments may also be possible over an
extended period of time and a detailed business plan may not be necessary.
It is best to keep any arrangement formal, however, and to give your benefactor as much
financial information as possible upfront. You will be responsible for their money and as such it
is in everyone’s interest to manage your money effectively
Banks and Other Commercial Lenders

Banks and other commercial lenders are popular sources of business financing. Most lenders
require a solid business plan, positive track record, and plenty of collateral. These are usually
hard to come by for a start- up business. Once the business is underway and profit and loss
statements, cash flows budgets, and net worth statements are provided, the company may be able
to borrow additional funds. It is usually easier to get loans from local owned banks like CABS,
CBZ, and ZB. You will have to take a personal loan, as they rarely fund start-ups. We do not
advise borrowing money from micro-financial institutions to start a business. Their interest rates
are too high and unsustainable.
Tips for Applying For A Loan

1.Look objectively at the future of your business. What do you need funding for? Do you need
short-term or long-term funding? How are you going to generate the money needed to repay the
loan?
2. Be confident when you seek a loan. You are selling a business proposition and the lender
should make a profit from lending you the money. You have to convince the lender that they are
not taking a huge risk. Have plans ready to show how you would cope if a risk arises.
3. Approach your bank to see if they would be prepared to consider lending you money against
the securities you can offer. You will need to prepare a proper application, including a business
plan.
4. Get together the following information for your application:
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 How much money do you need?
 What type of loan do you want?
 When will you need the money?
 What will you use the money for?
 How will you repay the loan? Have copies of any contracts that you have negotiated.
Detail your projected income and ALL of your costs.
 How long do you want the period of the loan to be?
 What security can you offer in return for the loan? You might need to get independent
and realistic valuations of the assets offered.
 Personal information should include your age, education, experience and personal worth,
together with a statement of your personal financial needs. Consider what funds you will
need to cover your living costs while you are setting up your business.
 Information about your business should be included in your business plan. Include a short
history of your business, your plans for the future, current and past years’ accounts if it is
an existing business, and a cash flow projection for both existing and new business
ventures.
 Also include information about funds that you already have and amounts owing to you.
List your assets and liabilities, bank balances and other deposits or investments.
 What is your previous borrowing history? What other commitments do you already have?
List any loans, hire purchase and leasing agreements.
5. Present the information in a bound document if you can – ideally make three copies: two for
the bank and one for your files. Include copies of all relevant documents and contracts. If your
accountant prepares the documents for you, make sure that you get an explanation of everything
that is included so that you can answer any questions put to you by the bank.
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Be absolutely honest with your claims. Do not exaggerate your earnings; do not downplay your
expenses or conceal your shortcomings. You must get your loan solely on the basis of merit
because your venture is viable. Above all, do not delude yourself by being overly optimistic.
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Top reasons for failure of pig business in Zimbabwe
Poor Breeding Stock
One must be able to source breeding stock which are healthy and have the right genetics. Cheap
is expensive. Do not fall into the trap of buying poor quality breeding stock because it is cheap.
That will cost you a lot, as the piglets born may not be healthy and may not have the right
genetics needed for growth.
Management Problem
An incompetent management may not be able to operate a profitable pig farm. The managers of
the farm must know what they are employed to do and posses the ability to do it. Some pig farm
managers fail to recognize the peculiarity of pig rearingin their management style, thereby
preparing good ground for losses in the venture. Many managers do not recognize the need for
timely planning and control in running the farm.
Poor feeding condition and wastage of feed
The pigs need to be fed well in the pens in order to produce maximum meat. The pigs must be
fed with the appropriate feed. Those who attempt to make home-made feeds without consulting
experts are endangering their business.
Marketing
A marketing plan is absolutely necessary for successful commercial pig farming, as any farmer
ignorant of his or her marketing needs is bound to run into serious losses and eventual failure. It
will be ridiculous to start pig production without knowing when, where, how and to whom to sell
the pigs as they are produced. We cannot talk of profit if the meat has no ready market. Also,
pigs not sold at the appropriate time will be fed at an extra cost that may make the business
unprofitable. Therefore, adequate marketing strategies are needed to sell all the pig products at
the appropriate time and prices.
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Security
Your farm should be secure so that the pigs won’t be stolen.
Housing
Pigs need minimum space and convenient place to grow well and produce maximally meat. If
they are overcrowded they won’t do well, and some may die. Pigs are sensitive to housing type,
and you can’t place all your pigs in one sty. Failure to follow the recommended housing
structures is a recipe to disaster.
Inability to prevent, detect and control disease
It is often said that prevention is better than cure, as far as disease are concerned and this is a true
statement and relevant one to pig farming. A pig farmer should know how to prevent pig disease,
as well as how to cure them. If he or she does know anything about preventive measures, the
services of consultants in the field should be engaged for good result.
Lack of Technical Know-how
It is regrettable that many people and organizations have ventured into pig farming without
technical knowledge. Knowledge of pig farming techniques is required before anyone can
operate the business profitably. Make sure you attend a workshop for pig farming before you
start the business, or visit someone who is doing it.
Ignoring the role of livestock consultants
There are always practicing experts in every profession or occupation who function as
consultants. They are there to proffer solutions to problems that exist in such professions at a
minimum cost. Where a livestock farmer doesn’t have adequate technical and managerial
experience, he or she can consult experts for necessary advice to bridge the gap. Even where the
farmer thinks he or she has all it takes to run a farm successfully, there may be need to seek the
services of experts in the field, as it is usually said that two heads are better than one.
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Glossary
Anthelmintic drug remedy against worms
Anaemic animals with a shortage of blood
Baconer a pig ready for slaughter at 90-100 kg live weight
Capital items items with money value
Cannibalism pigs bite other pigs
Congenital inherited
Creep area area where baby piglets lie and eat away from the sow
Colostrum milk of a sow directly after she gives birth
Deficiency shortage
Diarrhoea watery manure
Environment temperature, wind, rain in a specific area
Farrow a sow giving birth
Finisher growing pig during the period before slaughter at 90/100 kg live weight
Dung manure
Gilt a young female pig selected for breeding
Hernia rupture
Nutritional value value of feed for production
Lactating sow a sow suckling a litter of piglets
Gastrointestinal tract food channel
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Placenta afterbirth fluids and membranes
Porker a pig ready for slaughter at 60 kg live weight
Post-mortem after death
Scours watery manure
Sow a female pig that has already had piglets
Unpalatable feed that pigs do not like
Utilisation of feed use of feed by a pig to grow
Umbilical cord the cord that attaches a newborn piglet to its mother
Wean to remove piglets from mother's milk supply
Weaner a piglet that has been taken away from its mother
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Directory
This is just a directory. We do not endorse any of these companies, and we are not affiliated to
them in any way.
Piggery Equipment, veterinary products, disinfectants e.t.c.
Veterinary Distributors Cnr 4th and Kenneth Kaunda, Harare. 0242 793753, 793 183, 0771 054-
10
Farm and City Centre, Cnr 4th and Robson Manyika, Harare
Wimpat Marketing Hardware & Vet, Cnr 2nd and South Avenue, Harare. 0774 830 726, 0772
526 696
Shalom Agrochemicals Cnr 2nd and South Avenue, Harare. 0242 700950
Fivet Poultry & Livestock Centre, Cnr Robson Manyika& 4th Street
HARARE Tel: + 263 772-139-125 + 263 772-139-126 Email: poultry1@vetprod.com
For more about Fivet and contact details of other branches check their website
http://www.fivetanimalhealth.com/contact-us
Feeds
Fivet Poultry & Livestock Centre, Cnr Robson Manyika& 4th Street
HARARE Tel: + 263 772-139-125 + 263 772-139-126 Email: poultry1@vetprod.com
For more about Fivet and contact details of other branches check their website
http://www.fivetanimalhealth.com/contact-us
AgriFoods, 0242-756100-5, 0712 632 333/5, 0712 620 567, Kenneth Kaunda Avenue, Harare
National Foods, 0731 706 442, Kenneth Kaunda Avenue, Harare
ProFeeds (0242 ) 661048, 666960
Novatek, 0778 055 433, 0771 452 991
Feedmix, 81 R.Manyika Road, Harare, 0771 186 889, 0242 446 131/2/5, 0775 139 317
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Pig Industry Board
The Pig Industry Board (PIB) is a parastatal under the Ministry of Agriculture, Mechanization
and Irrigation Development. These guys will prove to be of great help in your business. They sell
breeding stock, and building plans for construction of your pens. After buying the plans, you can
just find any builder who can build your pens according to the plan. They also have an abattoir.
You can also be a member and receive updates about the on-goings in the pig industry. You can
consult them on a variety of issues, they have a lot of experience in the pig industry. They also
offer trainings for how to do pig production.
Pig Industry Board,www.pib.co.zw, 0772 234 651, +263 772234650, 024214 2394/ 5. They
have offices in Harare and Bulawayo.
Abattoirs
These companies slaughter and/or buy your pigs
Koala Park Abattoir, Seke Road, along the Harare-Chitungwiza road, 0774 986 460
Farmers Union
Zimbabwe Farmers Union, 5 Van Praagh Avenue Milton Park, +263 242-251861-7
+263 771564554 http://www.zfu.org.zw
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Other Business Plans

Contact us or visit our website www.startupbiz.co.zw to purchase other business plans which
include:
 Cattle Pen Fattening Business Plan
 LP Gas Retail Business Plan
 Supermarket Business Plan
 Auto Spare Parts Business Plan
 Hardware Shop Business Plan
 Potato Farming Business Plan
 Butchery Business Plan
 Tomato Farming Business Plan
 Goat Farming Business Plan
 Cabbage Farming Business Plan
 Clothing Boutique Business Plan
 Liquor Business Plan
 Peanut Butter Business Plan
 Taxi Business Plan
 Pig Production Business Plan
 Broiler Poultry Production Business Plan
 Layers Egg Production Business Plan
 Roadrunners/Free range chickens/Indigenous Chickens Production Business Plan
 Tilapia Fish Farming Business Plan
 Rabbit Farming Business Plan
 Kombi Public Transport /Commuter Omnibus/Mini-Bus Business Plan
 Trucking Business Plan
 Fuel Tanker Transport Business Plan
 Pre-school/Nursery school/Early Child Development (ECD) Centre Business Plan
 Fast Food Restaurant Business Plan
And many more.
Page 77
StartupBiz Zimbabwe
StartupBiz Zimbabwe Disclaimer
We shall not be held liable for the accuracy of information or any omissions from this Business
Plan. The information contained in the plan will require careful scrutiny, verification and due
diligence efforts from the Recipients of the plan. Any person or entity seeking to make an
investment in the business should not rely on the information set forth in the plan as complete. In
addition, the analyses contained herein do not claim to be appraisals of the assets, or the
valuation of any entity. We make no guarantees regarding any benefits received from
investment, nor the legal, tax or accounting effects of any transaction. We accept no
responsibility or liability for loss or damage whatsoever suffered or incurred by any other person
resulting from the use of, or reliance upon, the data or information contained herein. In
furnishing the Business Plan, we undertake no obligation to provide Recipients of the Business
Plan with access to any additional information, explanations or to update this Business Plan or to
correct any inaccuracies that may be contained herein.
Copyright of the business plans is owned by StartupBiz Zimbabwe. Purchaser will only use the
business plans for personal purposes, and they will not use any purchased or free item for
reselling purposes. You may make archival copies and customize the business plans only for
your personal use and not for resale or public sharing. The business plan and any customized or
modified version of the business plan may NOT be sold, distributed, published to an online
gallery, hosted on a website, WhatsApp Group, Facebook Group, or placed on a public server.
Unauthorized reproduction or distribution of the business plans or any of its contents in any form
or under any circumstances without our prior written consent is prohibited.
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Piggery Business Plan

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PIGGERY BUSINESS PLAN

Competition and Buying Patterns ........................................................................................................... 43

Mission, Objectives and Keys to Success

 Commitment to achieving results

 Corporate Social Responsibility

 Create jobs as we expand our operation

 Produce porkers and baconer with superior quality

 To develop a sustainable farm, surviving off its own cash flow.

 Giving the pigs high quality feed

 Providing the required medication and vaccination to the pigs

 Good marketing techniques

 Directs maintenance and repair of facilities and equipment at the farm

 Trains new workers

 Day-to-day operational decisions

 Business planning and operations, strategic planning, business management

 Giving employees their salaries

 Analyze business operations, trends, costs, revenues, financial commitments, and

 Feeding the pigs

 Cleaning and disinfecting the pig housing, washing the pigs

 Monitoring the health of the pigs

 Training the boars, arranging the mating of pigs

 Miscellaneous chores which includes include medicating, vaccinating, repairing

Management skills and experience

Essential fixed assets

 Housing for the farmer and his workers, if appropriate

 Security fence and entrance gate

Important movable assets

 Truck for transporting pigs and feed

 Ten or 20 pregnant gilts between the ages of 10 and 12 months

Materials for construction

The boar pen

Gilts and dry sows

Weaner and finishing house (growing pigs)

Pig Registration Facilities

Veterinary movement permit

Piglets from birth to weaning

Specific treatment of piglets

Water and feed

A farmer with good management skills will:

Management during farrowing

The farrowing house

 Swelling of the vulva is a sign that she is ready to give birth.

 Check that the sow is not constipated.

 The sow should not develop a fever as a result of infection.

Management during lactation

Other management aspects

 Clean cool water must always be available for the sow.

Management from weaning to slaughter

 Not too hot or too cold and draught free

 Sufficient clean bedding

 A big enough self feeder

 Enough clean water

 Not too many pigs in the pen

 Buy boars from prominent breeds used in Zimbabwe.

Boar selection, management and use

 Select boars that are free from defects.

 Buy efficient animals that:

- grow faster than average

- have less back fat than the average of the breed

- have eaten less feed than average to reach a specific weight.

Training and use of young boars

 The boar must be at least 8 months old.

Procedures when using a boar:

Total sow feed = 20566.05 + 203092.5 = 22 226Kg.