1 / 30

HOW TO DEVELOP BUSINESS IN THE AGRO-FOOD SECTOR ?

HOW TO DEVELOP BUSINESS IN THE AGRO-FOOD SECTOR ?. A practical management training. WHAT CAN YOU EXPECT. The training Business development in agro-food Management capacity in rural areas Development and quality of the product Financial aspects Internationalization Business cases

felipec
Download Presentation

HOW TO DEVELOP BUSINESS IN THE AGRO-FOOD SECTOR ?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. HOW TO DEVELOP BUSINESS IN THE AGRO-FOOD SECTOR ? A practical management training

  2. WHAT CAN YOU EXPECT • The training • Business development in agro-food • Management capacity in rural areas • Development and quality of the product • Financial aspects • Internationalization • Business cases • The virtual game

  3. THE TRAINING

  4. THE TRAINING Objectives of the training • ENTERPRISING COMPETENCES Company and entrepreneur go through a transition • IMPLICATIONS OF THE DEVELOPMENT OF YOUR BUSINESS ON - Marketing and distribution - Management of the company - Product development and quality of the product - Financial aspects of the development - Internationalization

  5. THE TRAINING Objectives of the training • CASES • VIRTUAL

  6. THE TRAINING THE BUSINESS CASES • The cases are based on the everyday experience of companies in the agro-food sector • The cases illustrate that developing your business covers all aspects of management • The approach is practical • The cases can be done individually or in group • A debriefing in group is to be advised

  7. THE TRAINING TRAINING METHOD QUESTIONING • Use of variety of questions to invite trainees to take part in the discussion and avoid only closed questions (yes/no answer) FEEDBACK • Where are we now and how can we make following (positive) step? • Feedback is not on a person, but on behavior REVIEW • Looking back at the situation in a objective way • Follow up of the process we are going through • Is no evaluation on behavior

  8. BUSINESS DEVELOPMENT IN AGRO-FOOD CONFRONTATION WITH • Environmental issues Use of the (scarce) resources as efficient as possible • Social Issues: The whole social chain should be a winner • Consumer issues The demand-side of the market (the consumer side) takes the initiative • Globalization The world is more and more our market

  9. BUSINESS DEVELOPMENT IN AGRO-FOOD RECONCILIATION OF ECONOMIC • Efficiency • Marketing • Social & environmental expectations

  10. MANAGEMENT PRODUCTION MANAGEMENT What to do to run an efficient agro business? Preparation Production capacity Production planning Packaging and labeling

  11. MANAGEMENT PRODUCTION MANAGEMENT Preparation • Use of sales forecasts • Budgeting • Availability of the equipment • Availability of staff • Abilities of the staff • Operational planning • Level of stock holding

  12. MANAGEMENT PRODUCTION MANAGEMENT Production capacity Production rate is how many pieces can be produced per month Amount of product made per month ---------------------------------------------- No of days of production per month

  13. MANAGEMENT PRODUCTION MANAGEMENT Production capacity Production through put is how many pieces can be produced per hour Amount of product made per month (units) ------------------------------------------------------------------------------------ No of days of production per month x No hours worked per day

  14. MANAGEMENT PRODUCTION MANAGEMENT Production capacity Production rate and through put have to be in accordance • Capacity has to be measured by production line • Role of automation (depends on the type of product) • (Preventive) maintenance of equipment and machinery

  15. MANAGEMENT PRODUCTION MANAGEMENT How to increase production capacity? • Investments • Reduction of the operating costs • Improving internal and external flows • Adaptation of production lines • Changing the lay-out of the production room • Energy reduction • Changing the working process and working periods • Validate waste …

  16. MANAGEMENT PACKAGING AND LABELLING Role of packaging • Protection of the product • Convenience to handle the product • Ecological aspects • Attractiveness (Pack is a way to communicate) • Carrier of necessary information

  17. MANAGEMENT PACKAGING AND LABELLING Role of labelling • Traceability • Food safety • Environmental • Educational

  18. MANAGEMENT THE ENTERPRENEUR AS MANAGER • Priority Management • Planning • Time Management • Operative plans • Dealing with stress • People manager

  19. MANAGEMENT THE ENTERPRENEUR AS MANAGER Priority Management • What are the vital objectives for the company? • The goals or objectives should be SMART(I) S = SPECIFIC M = MEASURABLE A = ACCOUNTABLE R = REALISTIC T = TIMEFRAME I = INSPIRING • Long term projects should have temporary deadlines and evaluations

  20. MANAGEMENT THE ENTERPRENEUR AS MANAGER Planning • What are the steps to take to realize our objectives? What is our plan? • Elements of our plan: Necessary information for those who are involved Actions to be take (to achieve SMART goals) Time table Extra time when a step takes too long • Gantt-charts : useful for long term projects

  21. MANAGEMENT THE ENTERPRENEUR AS MANAGER Time management More time is less time is the objective In the various tasks you have , they are in one of the following fields

  22. MANAGEMENT THE ENTERPRENEUR AS MANAGER Time management More time is less time is the objective It is up to the manager to find the good balance in order to perform efficiently

  23. MANAGEMENT THE ENTERPRENEUR AS MANAGER Operative planning • The different actions have to be planned in the correct order • The Gant-chart is a good tool to help • Planning modules can be interesting • Always plan per fixed period (normally per week) • Rank your priorities in A and B

  24. MANAGEMENT THE ENTERPRENEUR AS MANAGER Dealing with stress • Stress has different sources, which are not always related to the job • There is eustress (good stress) and distress (bad stress) • All changes cause stress as changes mean that we want people to leave their comfort zone • Acute and chronic stress

  25. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management The 3 roles of a people manager are • Leader You have to be vigilant over the lines and objectives of the company • Manager You have to put effort in organizing things • Coach You have to bring people to a higher level

  26. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management Colleagues will be motivated when • There are clear job descriptions • They receive timely and constructive feedback • There is a real team spirit • There is open communication • They have the means and resources to perform their job

  27. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management Colleagues will be motivated when • There are clear job descriptions • They receive timely and constructive feedback • There is a real team spirit • There is open communication • They have the means and resources to perform their job

More Related