CARIBBEAN CONSULTING GROUP:: ACTIVITIES UNDERTAKEN DURING THE QUARTER

9- Strategic plans development for farmers and artisans associations and a medium size enterprise

9.1- Strategic plan for Oganizasyon Akolad Marigot (OAM)

A strategic plan has been developed for OAM with the expertise of Nonais Dérisier Saincelair, an economist with a degree in Social Sciences.

ORE has provided technical assistance to the development of this strategic plan. Meetings, face to face interviews and a one day workshop have facilitated the strategic planning exercise.

Twenty one (21) bananas growers, leaders of OAM including four (4) women have participated to the strategic planning workshop held at Savane Dubois, Marigot on August 6, 2009.

OAM also called AKOLAD by its members was created in 1992 as a community organization based on solidarity among its members.

This organization was mostly involved in community and social activities and environmental projects such as secondary roads rehabilitation, reforestation and watershed protection.

More than 600 farmers are members of AKOLAD.

Their main production is bananas.

Pursuant to their participation to the four (4) seminars on Best Management Practices and the strategic plan workshop, members of this organization has developed a new business driven vision based on entrepreneurship development.

AKOLAD would like to enter the business world in order to serve its members at all stages of production and sale.

The organization will play a key role in developing the businesses of its members by: (i) facilitating access to entrants, seeds, tools and equipments by making purchases in bulk at lower prices; (2) providing marketing, commercialization, transportation and processing services.

AKOLAD new vision is based on business development to improve living conditions of its members and their community.

AKOLAD believe strongly that its members will not be able to succeed in business without technical assistance and training.

The organization will provide specialized technical assistance to its members to solve phytosanitary problems, increase productivity and rentability of their plantations.

AKOLAD also believe that environmental protection can guarantee sustainable agriculture.

The organization decides to reinforce its action to fight against deforestation and environment deterioration.

It is going to look for technical and financial assistance to reinforce its reforestation and watershed protection activities.

AKOLAD new mission is to conduct economic activities for the benefit of its members while protecting the environment.

The organization will help its members in achieving better life conditions by increasing their plantation rentability and productivity.

It will provide them with entrants, tools and equipments, assist them in marketing, selling, processing their products, facilitate their access to credit and technical assistance and participated with them in environment protection.

AKOLAD strategic plan document in French has been submitted to CNFA.

A Creole version will be provided to AKOLAD members.

The strategic plan document includes:

• Analysis of the internal and external environment of the banana value chain covering industry history and functioning, market, consumers, competition, actors
• SWOT analysis of AKOLAD,
  
• Strategic choices of the organization over the long-term
• New vision
• Values
• Mission statement
  
• Slogan
  
• Strategic priorities and objectives

An operational plan for marketing and commercialization has also been developed by the consultant for AKOLAD.

Main activities of this plan are:

• Market study and development of marketing
• Introduction and divulgation of improved banana varieties with higher yields and disease resistance
• Building of a collect and pre-conditioning center
• Recruitment and training of personnel
• Creation and registration of a label
• Training of farmers and workers on banana desert harvest
• Development of business linkages between AKOLAD and an association of madan sara (vendors) ripening and selling banana in Tombgateau
• Transportation
• Packaging, branding and marketing
  

The objective of this plan is to increase AKOLAD members productivity, sales and revenues.

A Creole version of this plan will be prepared.

This plan has been submitted to CNFA.

A paper on the banana value chain prepared by Nonais Dérisier has also been submitted to CNFA.

At the beginning of the next quarter, the MarChE Jacmel office will assist AKOLAD in writing a proposal including a financial plan for the operation of AKOLAD as a Business Services Provider to be submitted to MarChE for a subvention.

This project will enable AKOLAD to fulfill its new mission toward his new business oriented vision.

The MarChE Jacmel office, during the next quarter, will assist madan sarah (vendors) ripening bananas in their organizational and managerial development to reinforce their capacity to buy from AKOLAD and sell more effectively their products.

 

9.2- Strategic plan for Regwoupman Plantè Sidès pou Pwodiksyon ak Komèsyalizasyon Pwodui Agrikòl (REPSIPKPA)

A strategic plan has been developed for REPSIPKPA with the expertise of Nonais Dérisier Saincelair, an economist with a degree in Social Sciences.

ORE has provided technical assistance to the development of this strategic plan. Meetings, face to face interviews and a one day workshop have facilitated the strategic planning exercise.

Twenty one (21) mangoes growers, leaders of REPSIPKPA including four (4) women have participated to the strategic planning workshop held at Savane Dubois, Marigot on September 10, 2009.

Sixty (60) mangoes growers including twelve (12) women from Marigot, Cayes Jacmel and Jacmel are members of REPSIPKA.

They have been selling their products to exporters through a Jacmel and Leogane mangoes growers association, Rasanbleman pou Pwodiksyon ak Komè syalizasyon Mango Oganik Jakmel ak Leogan (RAPCOMOJL) until 2007.

In 2007, they have decided to create their own organization for production and commercialization of agriculture products focusing at first on mangoes and giraumon.

Members of REPSIPKA believe that the mango business is very important for Haïti and can generate revenues improving life conditions for growers.

REPSIPKA mission is to contribute to increase farmers’ revenues for the improvement of their life conditions.  

REPSIPKA main objectives are to:

1. Increase production and sales of francis mangoes in the Southeast department.
2. Increase productivity and profitability through training and technical assistance to farmers and supervision of their production.
3. Facilitate access to exports and local markets for quality products.
4. Contribute in cooperation with other organizations to the development of alternative markets for small growers.

REPSIPKA strategic priorities focus on:

1. Organizing mangoes and other products commercialization for exports and also for the local market.
2. Adding value to the mango value chain through processing.
3. Providing technical assistance to increase production capacity and guarantee products quality.
4. Diversifying its supply capacity though commercialization of other agriculture products such as giraumons and yams for exports and sale on the local market.
   

Main activities to be implemented, in the short term, are:

1. Development and implementation of a marketing and commercialization plan for mangoes and other agriculture products such as giraumons and yams.
2. Building collect centers and a pre-conditioning center.
3. Training and technical assistance to farmers and workers in harvesting, selecting and conditioning mangoes
4. Promotion of organic production and environmental education of farmers
5. Organization of nursery production and grafting in nurseries
6. Top grafting to transform existing non commercial trees into francis mangoes trees

REPSIPKA strategic plan document in French has been submitted to CNFA.

A Creole version will be provided to its members.

The strategic plan document includes:

• Analysis of the internal and external environment of the mango value chain covering industry history and functioning, market, consumers, competition, actors
• SWOT analysis of REPSIPKA,
• Strategic choices of the organization over the long-term
• Credo and vision
• Mission statement
• Strategic priorities and objectives
• Operational plan

First weeks of the next quarter, the MarChE Jacmel office will assist REPSIPKA in writing a proposal including a financial plan for its operation as a Business Services Provider for its members and other farmers to be submitted to MarChE for a subvention.

This project will enable REPSIPKA to fulfill its mission and serve its members.

 

9.3- Strategic plan for Association pour le Développement de l’Artisanat du Sud-est (ADASE)

A strategic plan has been developed for ADASE with the expertise of Nonais Dérisier Saincelair, an economist with a degree in Social Sciences.

Meetings, face to face interviews and a one day workshop have facilitated the strategic planning exercise.

A round table with Moro Baruk of Art Utile, well-knowned painter and artisan Ronald Mevs and Serge Lubin of Cohart has been organized on September 21, 2009.

Its objective was to expose ADASE members to products and designs innovation and new markets perspectives and have them benefit from experiences and best practices of more organized firms and artists.

Twenty seven artisans including eight (8) members of ADASE and Fanm Atizan Jakmèl have participated to the round table and the strategic plan workshop held on September 22, 2009 at the conference room of the town hall.

ADASE has been created in 2003.

Its forty (40) members including seven (7) women are from the city of Jacmel.

Most of them live in the city old center.

Artisans, members of ADASE believe that handicraft can contribute to the improvement of their life conditions and to the economic and social development of the Southeast department.

ADASE mission is to improve artisans living conditions by:

• Promoting Southeast craft
• Providing training and technical assistance to artisans
• Facilitating artisans access to credit, raw materials and equipments
• Facilitating access to market and organizing income generating activities
• Improving artisans production conditions and capacities
• Providing marketing and commercialization services to artisans
  

ADASE strategic priorities are:

• To develop local market
• To access to niche segments of the international market To improve artisans production capacities and products quality
• To strengthen its organizational structure
• To extend its membership all over the Southeast department

Main activities to be implemented by ADASE, in the short term, are:

• Financing of artisans facilities and equipments
• Purchasing raw materials in bulk at lower prices
• Providing training and technical assistance in product development, design, quality control, packaging
• Recruiting a Director, an accountant and a vendor for its boutique
• Developing a marketing and commercialization unit, improve its boutique and create a web site
• Creation of a carpenter/wood workshop
• Promoting ADASE and recruiting members all over the Southeast department

ADASE strategic plan document in French has been submitted to CNFA.

A Creole version will be provided to its members.

The strategic plan document includes:

• ¥ Analysis of the internal and external environment of the handicraft value chain covering industry history and functioning, market, consumers, competition, actors
• SWOT analysis of ADASE
• Strategic choices of the organization over the long-term
• Credo and vision
• Mission statement
• Strategic priorities and objectives
• Operational plan
• Marketing plan

First weeks of the next quarter, the MarChE Jacmel office will assist ADASE in writing a proposal including a financial plan for its operation as a Business Services Provider for its members and other artisans to be submitted to MarChE for a subvention.

This project will enable ADASE to fulfill its mission.

 

9.4- Strategic plan for Fragrances Continentales S.A. for 2009-2012

Edouard Clément, CBC senior associate, expert in Finances and Investments has assisted the owners of Continental Fragrances in the development of a 2009-2012 strategic plan.

Different meetings have been organized with Frantz Large, vice president and Gaston Michel, Manager of Fragrances Continentales S.A., the only essentials oils distiller in the Southeast region.

Fragrances Continentales S.A. associates and manager have a clear vision of the enterprise existing capacities and its development in the near future.

Despite, difficulties and poor performance for the last three years, they believe in the enterprise mission and values.

Fragrances Continentales S.A. mission is to supply its customers the BEST: “A high quality essence at a competitive price”.

Through its mission the enterprise contributes to:

• Promote essential oils production in Haiti
• Always supply quality products to its customers
• Offer the best at the best price

Its values include:

• Commitment to Total Quality
• Commitment to suppliers life conditions improvement
• Commitment to deep respect for the environment

These values are promoted by:

• Developing of a fair and long-term cooperation between vetiver growers and the enterprise through Association des Planteurs de Vétiver du Sud-est.
• Targeting international customers interested in products including environmental and social value
• Setting up modern management, production and marketing system run by qualified personnel committed to the expansion on the enterprise.

Fragrances Continentales S.A. financial and commercial performances within three years:

• A stable financial situation;
• Vetiver oil with high quality standards and a deep respect for the environment selling to international perfumers particularly Estée Lauder.

Fragrances Continentales S.A. organizational and administrative performances within three years:

• Sound governance of the Board of Directors with members’ tasks well defined and accomplished;
• Marketing department leading company’s strategy and collaborating closely with other departments to meet markets requirements;
• Employees fully committed to the expansion of the company;
• From production to sales company’s meeting international quality standards and norms.

Fragrances Continentales S.A. modernization and expansion rely on three strategic priorities:

• Increasing its production capacity and quality through technology innovation ;
• Improving company governance through recruiting qualified personal and training
• Benchmarking by learning from the two leading essential oils exporters Frager, in les Cayes and Caribbean Flavors, in Port-au-Prince

Fragrances Continentales S.A. strategic plan document has been submitted to CNFA.

It includes:

• Enterprise profile including legal status, organizational structure, current production capacity, products, partners profiles
• Analysis of the internal and external environment of the essential oils value chain covering industry history, international context and market, competition, national situation, actors
• SWOT analysis of Fragrances Continentales
• Strategic choices of the organization over the long-term
• Credo and vision
• Mission statement
• Strategic priorities and objectives
• Development plan

First weeks of the next quarter, the MarChE Jacmel office will assist Fragrances Continentales in developing a financial plan and submitting a proposal for a PPA to MarChE including sustainable farm management support to vetiver farmers groups within Association de Planteurs de Vétiver du Sud-est to develop an environmental friendly production.

 

 

GROUPE CROISSANCE CBC CALENDAR MARCHE RESOURCE

 

@2009 MarChE