FISHERY BLUE LTD

FISH FARMING PROJECT PLAN (FFPP)
DECLARATION
We declare that this project work is an original work submitted by the following
group members who have all actively contributed. Any other work of a similar
nature has been appropriately referenced in this project work
Group members
Name e-mail Number
ABONGWA Abongwacourage58@gmail.com 673 723 911

COURAGE
NFORCHE
CHE ABII-NWI abiisirri32@gmail.com 652 939 872
SIIRI TAFOR
DONFACK borisdonfack496@gmail.com 698 041 253
EPASSO BORIS
FEUTSOP YONTA eu3fye@gmail.com 693 736 119
EEUNICE
HAMAN
PATCHOKE
CHRISTIAN
MPODE ABIGAIL
EWANE
NGUEUKAM
DIEDEU
DANIELLA
NANCY
NSONKWA nsonkwalois@gmail.com 679 770 086
NEHLIE-LOIS
ASABA
NYUYFONI nybebenuel@gmail.com 673 510 111
BENUEL
BIKONGNYUY
MASTER’S 2 ACCOUNANCY CLASS Page i

CERTIFICATION
This is to ascertain that this project work entitled “Fish Farming Project Plan”
is presented by the Master’s 2 Accountancy class and submitted to the
Department of Accountancy at the Siantou University Institute. This work has
been carried out under the supervision of Dr. NANYONGO VERONICA
MULEMA, Director of Siantou Higher Institute of Technology and Industry.
ACADEMIC SUPERVISOR Signature Date
Dr. NANYONGO VERONICA MULEMA
Director of Siantou Higher Institute of Technology and Industry
MASTER’S 2 ACCOUNANCY CLASS Page ii

TABLE OF CONTENTS
DECLARATION..........................................................................................................................................i
CERTIFICATION.......................................................................................................................................ii
CHAPTER 1: GENERAL INTRODUCTION...................................................................................................1
1.1 Executive Summary......................................................................................................................1
1.2 Project Objectives.........................................................................................................................2
1.3 Keys to success.............................................................................................................................8
1.4 Vision of the business...................................................................................................................9
1.5 Mission of the business................................................................................................................9
CHAPTER 2: COMPANY PRESENTATION...............................................................................................10
2.1 Company Summary....................................................................................................................10
2.2 Start-up summary.......................................................................................................................10
2.3 Company Ownership..................................................................................................................12
2.3 Project Management..................................................................................................................12
2.4 Company location and facilities..................................................................................................13
2.5 Company values.........................................................................................................................13
CHAPTER 3: PRODUCTS DESCRIPTION AND INVESTMENT TECHNIQUES..............................................15
3.1 Products..................................................................................................................................15
3.2 Product Description................................................................................................................15
3.3 Competition comparison........................................................................................................15
3.4 Macro environment................................................................................................................16
3.5 SWOT analysis........................................................................................................................17
CHAPTER 4: MARKET PLAN...................................................................................................................19
4.1 MARKETING OBJECTIVES........................................................................................................19
4.2 PRICING......................................................................................................................................20
4.3 FEATURES AND BENEFITS...........................................................................................................21
4.4 STRATEGY...................................................................................................................................22
4.5 OPERATIONAL PLAN...................................................................................................................23
4.6 LEGAL ENVIRONMENT................................................................................................................24
4.7 PERSONNEL................................................................................................................................24
CHAPTER 5: FINANCIAL PLAN...............................................................................................................26
MASTER’S 2 ACCOUNANCY CLASS Page iii
CHAPTER 6: SOCIO ECONOMIC AND ENVIRONMENTAL IMPACT.........................................................35

6.1 Environmental and Socio-Economic Challenges.........................................................................35
6.2 Corporate social responsibility...................................................................................................38
6.3 Health Benefits of Fish...............................................................................................................38
MASTER’S 2 ACCOUNANCY CLASS Page iv

CHAPTER 1: GENERAL INTRODUCTION

1.1 Executive Summary
Fishery Blue Ltd project is a 5-year transformative investment in aquaculture
focused in CAMEROON, YAOUNDE TOWN precisely in Nkoa-bang, which is
intended to be started in January 2022.
We are on the brink of penetrating a lucrative market in a rapidly growing

economy. The current trend towards an increase in the number of entrepreneurs
and competition amongst existing companies presents an opportunity for fishery
blue Ltd to penetrate the market. Our products will be positioned very carefully.
They will be of extremely high quality to ensure customer satisfaction,
supported by impeccable service to our customers. Our primary goal will be to
establish and strengthen our license to trade, which will be bestowed by the
communities in which we function. As fishery blue ltd prospers and grows, these
communities will continue to benefit from birth the value created by Fishery
Blue Ltd and its behaviour as a corporate citizen.
Initial plans are to rear three main lines of products and primarily transforming
bar fish. These products will be sold in different sized containers. These
products shall be extensively distributed to remote, yet extremely viable areas
where the market is appreciative of readily available, good quality fish.
To prosper there is need for fishery blue ltd to be flexible and responsive, to
delight customers by providing them with what they want, when they want it
and before the competition. From product concept to goods dispatch we intend
to ensure that every policy ad procedure, system and process must have the
objective of improving the flexibility and response of the whole company. There
is need for interaction between all functional areas, particularly between
marketing and manufacturing, if the organization is to realize its full potential,
with manufacturing being employed as a strategic weapon.
Fishery Blue Ltd is a new company involved in rearing different species of fish
(bar fish, carp fish and catfish) for selling and transformation. This business will
be located in this area because there is availability of sufficient water to
implement this business. Fishery Blue Ltd will need Five Hundred Million
Francs (500,000,000) FCFA to implement its activities. This amount of money
will be divided in the ratio 40:60, that is owner’s Equity 40% which
ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 1

corresponds to two hundred million (200,000,000) and 60% which corresponds

to three hundred million (300,000,000) for debt capital.
Our marketing strategy will be based mainly on ensuring customers know what
need the product(s) is able to fulfil and making the right product and information
available to the right target customer. Hence, we intend to implement a market
penetration strategy that will ensure that we are well known and respected in our
respective industry. We will ensure that our products’ prices take into
consideration people’s budgets and that these people appreciate the product and
know that it exists, including where to find it. However, these prices will also
take into consideration the cost of production and distribution so as to ensure
that we remain viable and operational. The marketing effort will convey the
sense of quality and satisfaction in every picture, every promotion, and every
publication. Our promotional strategy will involve integrating advertising,
events, personal selling, marketing shall also be undertaken, details of which are
provided in the marketing section.
As we grow, we want to grow right. Initially pursuing organic development and

expansion we intend to undertake vertical integration in the future so as to be in
total control of our raw materials and goods dispatch. For example, we realizing
that we have to be in constant touch with our stakeholders to ensure market
knowledge at all times. This is the nature of the channels we deal with. Also we
intend to build our management team correctly. We need the right people, in the
right palace, at the right time if we are to ensure optimum growth. We intend to
develop our team so that our people can grow as the company grows; a mutually
beneficial relationship. We shall strive to attain our primary goal bestowed by
the community in which we function. As Fishery Blue Ltd prospers and grows,
these communities will continue to benefit from both the value created by
Fishery Blue Ltd and its behaviour as a corporate citizen
1.2 Project Objectives

The main aim of this business is to contribute to national development and food
security. The project contributes to achieving to feed the Future goal of
sustainably reducing poverty and hunger through four objectives, each linked to
one of four project components. These are summarized in Table 1.

Table 1:
No Project Components Objectives

1 Fish Seed Dissemination of improved quality lines of
fish seed
2 Fish Rearing Improving the nutrition and income status
of farm households
3 Fish processing Increasing investment, employment and
fish production through transformation.
4 Commercial Aquaculture Increasing investment, employment and
fish production through commercial
aquaculture and fish processing.
5 Institution and Policy Policy and regulatory reform and
institutional capacity building to support
sustainable aquaculture growth
Within the first five years of activities; fishery blue Ltd objectives are set as
follow:
 Provision of great work environment, treating each other with respect and
dignity.
 Apply high quality standards of excellence to all business processes.
 Develop enthusiastically satisfied customers all the time.
 Contribute positively to our communities and our environment.
 To continuously formalize and measure cross functional working
communication to ensure that the various departments work harmoniously
towards attainment of company objectives.
 To instil a culture of continuous improvement in beating standards of
customer satisfaction and efficiency.
 Fully commit to supporting growth and development in the economy.
 To increase the welfare of the owners
 To increase the standards of living of its employees by paying them
salaries.
 To provide high quality fish to the people of Cameroon.
 To increase the owner’s capital by retaining at least 50% of net profit
 To reduce the problems of malnutrition faced by the citizens.

Ultimately, we intend to create a stable business platform that will create

prosperity for all those involved in the business venture at all, and to uplift
unemployed Cameroonians who are prepared to participate in this venture.
Component 1: Improved Fish Seed
The availability of quality seed is pre-requisite for rapid expansion and growth
of aquaculture. fish seed production include egg to spawn production for three
days, spawn to fry nursing for 15-20 days, fry to fingerling rearing for 60-90
days and fingerling to yearling rearing for 8-9 months. Thus, the carp seed may
be categorised at its final size into spawns (6-8mm size), fry (20-25mm size),
fingerlings (100-150mm size) and yearlings (100-200g weight).
The distribution system of carp seed is complex and dynamic. Though some of
the entrepreneurs produce and supply the fish seeds to end users often as a part
of complex network, their supply remains erratic in other parts, particularly in
rural sectors.
Component 2: Fish Rearing

Fish rearing means rearing fish commercially in tanks, ponds or other enclosures
for the purpose of producing food. Commercial fish farming has already
established a profitable business venture through-out the world. Fish is a great
source of food and protein.
The demand and price of fish and fish related products are also increasing
rapidly in accordance with rapid population growth. This is the main reason of
increasing this business around the world.
Component 3: Fish Processing
Preliminary processing of freshwater fish
Requirements related to freshwater fish processing
Freshwater fish processing, like the processing of other food raw materials
should:
 Assure best possible market quality

 Provide a proper form of semi-processed or final product.
 Assure health safety of products.
 Apply the most rational raw processing method.
 Reduce waste to the extent possible.

Due to its chemical composition, fish is a perishable raw material. Fish flavour
and texture change rapidly during storage after death. It is thus advisable in
freshwater fish processing to keep the fish alive as long as possible.
In order to reduce the bacterial processes, immediately on, dead fish should be
beheaded, gutted, washed and chilled in order to inhibit unfavourable enzymatic
and micro biological processes. If fish is not sold fresh, preservation methods
should be applied in order to extend shelf life. These could include freezing,
smoking, heat treatment (sterilization, pasteurization) which renders impossible
the development of harmful micro-organisms and toxins. High quality products
which are safe and satisfy the consumer can be reached by compliance with
processing parameters, from the start of the operation to the distribution of the
final product.
Appropriate processing should enable maximal use and thus contribute to

increased economic profitability. This is a basic approach in this modern
industry. A filleting operation offers a classic example of such an approach in
which, apart from fillets, fish can be produced from waste material and the
remainder sold as animal feed. Thus, the process results in practically no unused
waste material. However, achievement of this goal essentially requires that
mechanization be introduced into processing, albeit on a small scale. At the
same time, it is noted that production of value-added products is obviously the
basis of processing profitability and can be a decisive factor for the survival of
many fish processing plants, especially the small ones.
Fishing, processing, transportation and sale of fish products are linked in a

complete [processing chain. Each has its own importance, but only together can
they form an inseparable process to provide the customers with a top-quality
product.
Handling of freshwater fish before processing.
The quality of the raw material and its usefulness for further utilization in
processing is affected by the fish capture method. Unsuitable fishing methods
e.g. catching too many fish in one haul, costs not only mechanical damage to the
fish, but also create stress and the conditions which accelerate processes which
begin after fish death. In many countries, consumers are used to buying live fish,

however, in Cameroon; consumers are sued to buying dead fish. This project
will therefore provide consumers with the possibility of enjoying fresh fish
which assures the highest quality. This habit takes different forms, e.g. the
consumer buying live fish, for instant carp or bar and processes at home. Very
often, the fish bough live can be partly processed by the shop assistant; for
example, it can be filleted. In some restaurants, the customer can choose the fish
from an aquarium and have it prepared for consumption. Thus, the tradition,
quality, and the resultant price, constitute the reason why the preparation of fish
for transportation and the transportation itself are the preliminary operations of
processing freshwater fish.
However, producers should remember that not all fish are suitable for
transportation alive. Therefore, just after fishing, fish should be sorted and only
those in good condition, healthy and not damaged be destined for sale as live
fish. Fish so classified is first conditioned in water of appropriate quality. The
conditioning process reduces stress, inhibits metabolism and at the same time,
food remains are removed from the alimentary ducts and the oxygen demand
reduced. During the conditioning process, fish is not fed, which further inhibits
metabolism and also limits the excretion of ammonia and carbon dioxide. In the
short conditioning process, 1m3 of water is sufficient for 50-60kg of carp 30-
40kg of bar, 20-25kg of tilapia.
Water provided for conditioning must be properly oxidized. For example, in the
case of 1kg of fish at a temperature of 10oC, the oxygen demand is; carp 45mg,
bar 50mg, tilapia 25mg. young fish need more oxygen than older fish. Oxygen
consumption depends also on the liveliness of fish. The amount of oxygen
dissolved in water depends on water temperature which should be rather low.
But for stenothermal species such as carp, water temperature should not be less
than 10-12o C in the dry season and 5-6oC in the raining season.
Processing of Fish for Quality Improvement and Shelf Live improvement:

Canning
Canning is one of the popular methods of fish preservation and provides a

typical shelf life range from 1-5 years. Canned fish are processed at about 113-
115o C, sealed in airtight containers (sealed tin cans) and heated with a specific
temperature for a specific time. The weakest point of the canned product is in
the centre of the can, where the temperature increase is slower and hence affects

the processed product for the shortest time. The initial quality of the fish is of
high importance for the final product quality and stability, since fish has to be
stored appropriately between harvesting up to the processing point. Biogenic
amines concentration, many histamines is an important quality and safety
indicator for canned fish and depends on factors such as free amino acids,
microbial activity and processing and preservation conditions.
Component 4: COMMERCIAL AQUACULTURE.
Aquaculture is the fastest growing food processing sector in the world,

contributing 1/3rd of global food fish production.
According to FAO, commercial aquaculture refers to fish farming operations

which goal is to maximize profits, where profits are defined as Revenues- Costs.
The economic impact of commercial aquaculture is significant with large
commercial aquaculture farms, providing business profits, employment, and
taxes and generating further investment in the industry. Commercial aquaculture
has the potential to stimulate economic growth and create jobs, assisting in
poverty alleviation as it does so. As many as 35 million people are directly
employed in fishery sectors worldwide, 20% of them in the aquaculture
industry; indirectly the industry supports several times this number.
It is suggested that commercial aquaculture can contribute significantly to food

security, providing employment and income generation to those in developing
countries, for example Cameroon. Furthermore, it provides a reliable supply of
affordable aquatic food products with greater access to markets across the
developing and developed world. The linkage of the commercial aquaculture
sector to local economists is 2-fold; both directly and indirectly, it supports other
sectors through the process and sales of goods and services. It can link through
investment in infrastructure development, human resources and foreign
exchange, all of which support economic growth.
Component 5: Institution and Policy
As a leader in aqua culture feed animal nutrition and agriculture we create high
quality feed with a smaller impact on the planet and now we are stepping up to
do more: working to build a better aqua-nutrition business that will help the sea
food industry reduce its global footprints and help fish farmers lower their
impact too. To deliver on our promise of healthy sea food for future generations

we commit to support the sustainable growth of the global aqua culture industry
by creating better operations in a better workplace with better supply chains.
1.3 Keys to success

The keys to fishery blue Ltd success will undoubtedly be effective market
segmentation through identification of several niche markets and
implementation strategies. Along these lines the company intends to implement
advertising, personal selling and direct marketing strategies aimed at the target
markets. Our advertising marketing will rotate around.
Hence our keys success factors will include the following:
Excellence in fulfilling the promise: we intend to produce and provide

products of uncompromised quality to our customers. This is to meet the needs
and standards of our customers.
Effective and efficient distribution network: the importance of such cannot be

overemphasized in our line of business. We intend to establish an excellent
distribution network that will enable us to rapidly respond to customers’ orders
and be available in remote areas our competitor has not yet exploited.
Assembly technology: to ensure quality fresh fish and canned fish it is essential
to utilize the latest and most efficient assembly technology. Keeping abreast
with technological developments will ensure we gain and maintain, a
competitive utilizing the latest production techniques.
Marketing Know-how: In an increasingly competitive market there is need to
aggressively market our business so as to be continuously at the top of our
prospective and current client’s minds.
Loyalty and dedication: the loyalty and dedication of our employees shall be
essential to the prosperity of the organization. We recognize that corporate
commitment to success should lead to the survival and prosperity of the
products, and ultimately the organization.
Adherence to stringent values and principles: Fishery Blue Plc needs to

acknowledge the fact that the financial and strategic management of the business
will ultimately determine its prosperity and success. Hence, we intend to adhere
to stringent values and principles that will enable such to be achieved.

1.4 Vision of the business

The vision of fishery blue Ltd is to be the leading company that provides
different species of fresh fishes and canned fish in Cameroon.
1.5 Mission of the business

The mission of fishery blue Ltd is to promote the welfare of people by reducing
the problems of malnutrition faced by people of Cameroon, centre region in
general and its neighbourhood.
Fishery blue Ltd intends to provide the best possible value to our customers who
are care about quality products at affordable prices, and we want every FCFA
spent on our products to be well spent. Hence our value proposition is to sell the
benefit of refreshness and enjoyment to our consumers at reasonable prices.
Internally we intend to create and nurture a healthy, creative, respectful and

enjoyable office and plant environment, in which our employees are
compensated and encouraged to respect the customer and the quality of the
product we produce. In addition, follow-up will be mandatory to ensure
customer satisfaction and make any improvements as recommended by the
customers in future.
We seek a fair and responsible profit, enough to keep the company financially
healthy for the short and long term, and to fairly compensate owners and
investors for the money and risk.

CHAPTER 2: COMPANY PRESENTATION

As it has been stated in the title, this is the business idea of rearing fishes for
selling catfish and bar fish. This is proposed to be done by a company named
Fishery Blue Ltd. This Fishery Blue Ltd is going to operate its activities of
rearing fishes for selling white meats in Western province of, centre region of
CAMEROON, YAOUNDE TOWN; where people are suffering from diseases
due to the lack of nutrient food especially the one from catfish. Fishery Blue Ltd
will encourage people to consume white means meats from fishes as a part of
balanced food which contains the proteins and rich Vitamin D. Fishery Blue Ltd
will promote the welfare of local people in the centre region and its
neighbouring sectors and districts by providing accessible high quality white
meat from fishes rich in Vitamin D. This will enable the people of Yaoundé
Town and its neighbouring districts to get the welfare by buying the quality
white meat at affordable price. From the innovative white meat delivery, the
people of Yaoundé town and its neighbouring districts will benefit from better
accessibility to the balanced food which will bring to them higher growth of
children. The facilities of Fishery Blue Ltd will be land, refrigerators, fishing
pools, motor van, fishing rods; premises, workers, guardians, suppliers,
electricity, etc. The amount required for the start-up of the business is Five
Hundred Million (500,000,000) FCFA.
2.1 Company Summary

Fishery Blue Ltd is a relatively new company providing high quality fresh fish
and canned fish in the local market. Fishery Blue Ltd intends to focus on the
rearing and transformative process of fish production. Interested stakeholders
will be able to observe the rearing and transformative process during the day and
will be offered guided educational tours of the rearing facility.
2.2 Start-up summary

Total start-up capital and expenses (including legal costs, logo design; stationary
and related expenses) came up to approximately 270,000,000FCFA.start-up
assets required and utilized included area ring plant and machinery, vans,
office furniture, personal computers and other office equipment. This figure
comes to 230,000,000FCFA.

START-UP EXPENSES AMOUNT IN FCFA

LEGAL EXPENSES 6 000 000
LAND 40 000 000
CONSTRUCTION OF PONDS 25 000 000
WAREHOUSE 15 000 000
BUILDING 5 000 000
NETS 1 000 000
STATIONERIES 1 000 000
COMPUTERS 2 000 000
HANDLING AND GRINDING EQUIPMENTS 10 000 000
REFRIGERATORS 15 000 000
VANS 90 000 000
PUMPS 5 000 000
AERATION DEVICES 5 000 000
SEINE REELS 7 000 000
FURNITURE 3 000 000
TOTAL 230 000 000
ELEMENT AMOUNT (FCFA)

START-UP FUNDING
START-UP EXPENSES TO FUND 270, 000,000
START-UP ASSETS TO FUND 230, 000,000
TOTAL FUNDING REQUIRED 500, 000,000
ASSETS
NON-CASH ASSETS FOR START-UP 200 000 000
CASH REQUIREMENTS FROM START-UP 26 000 000
ADDITIONAL CASH RAISED 0
CASH BALANCE ON STARTING DATE 4 000 000
TOTAL ASSETS 230 000 000
LIABILITIES AND CAPITAL
LIABILITIES
CURRENT BORROWINGS 0
LONG-TERM LIABILITIES 300 000 000
ACCOUNTS PAYABLES (OUSTANDING BILLS) 0
OTHER CURRENT LIABILITIES (INTEREST FREE) 0
TOTAL LIABILITIES 300 000 000
CAPITAL
OWNER'S EQUITY CAPITAL 200 000 000
TOTAL CAPITAL 200 000 000
TOTAL CAPITAL AND LIABILITIES 500 000 000

2.3 Company Ownership

Fishery blue ltd is a private limited company incorporated at the registrar of
companies through the foresight vision of Ms Siakam and Ms Nsonkwa. Its
fiscal year is the calendar year. Though it has not yet been in existence, it
foresees to realise the potential market for growth given implementation of the
appropriate strategies aided by necessary finances.
NAMES CONTRIBUTIONS SOURCES OF FUNDS

ABONGWA COURAGE NFORCHE 24 000 000 savings, family and friends
CHE ABII-NWI SIRRI TAFOR 24 000 000 savings, family and friends
DONFACK EPASSO BORIS 24 000 000 savings, family and friends
FEUTSOP YONTA EUNICE 24 000 000 savings, family and friends
HAMAN PATCHOKE CHRISTIAN 22 000 000 savings, family and friends
MPODE ABIGAIL EWANE 22 000 000 savings, family and friends
NGUEUKAM DIEUDEU DANIELLA NANCY 20 000 000 savings, family and friends
NSONKWA NEHLIE-LOIS ASABA 20 000 000 savings, family and friends
NYUYFONI BENUEL BIKONGNYUY 20 000 000 savings, family and friends
TOTAL 200 000 000 savings, family and friends
2.3 Project Management

Fishery Blue Ltd intends recruiting 109 workers in order to
support greater numbers of project farmers included in the project and to expand
project outreach and scale up activities. To coordinate the additional project
activities, skilled staff have been recruited and placed in all 10 regions.
The primary promoter of Fishery Blue Ltd is NSONKWA NEHLIE-LOIS ASABA who will
be General Manager and consulting the business’ advisors so as to operate
effectively and efficiently. The company management structure includes the
General Manager, an accountant, the veterinarian, the procurement officer, the
motor van driver, the pond builders and keepers, and the guardians amongst
others.
As the company will rear, transform and sell different kind of fish, it will face
the competitors at the market. The potential competitors of Fishery Blue Ltd are
companies which currently sell the same product and have a large market share.
The fish market is available, and the company intends to start by selling to
families, pubs and restaurants, supermarkets, cold stores and retailers located in
CAMEROON.
2.4 Company location and facilities

Fishery Blue Ltd will be located in Centre Region of Cameroon, Mfoundi
Subdivision Yaoundé Town. The facilities of Fishery Blue Ltd include land,
refrigerators, and hutches, fishing pools, motor van, fishing rods, premises,
workers, guardians, and suppliers, electrical and associated facilities.
2.5 Company values

Our values are critical to our success. They are the strong foundation of our
business. Our services define who we are and set us apart from our competitors.
They underlie our vision of the future. These values include:
 Performance excellence: We act like responsible owners, always

seeking to meet or exceed expectations.
 Teamwork: We act as a team, committed to each other, and bound by
trust and loyalty.
 Integrity: We treat one another and all our stakeholders with dignity
and respect. Honesty, ethical behaviour, and integrity are fundamental
characteristics of our business conduct.
 We intend to conduct our business ethically and transparently
respecting all applicable laws
 We intend to be responsible corporate citizens’ fulfilling our obligation
as integral members of our society, hence our business decisions shall
give appropriate weight and consideration to social and environmental
impacts.
 We intend to provide products of uncompromising quality to meet the
needs of our customers.
 We intend to seek mutually beneficial and enduring relationships in all
the commitments that we make ensuring that they are straight forward
and honest. Hence our communication shall be open and accurate
internally and externally.
 We intend to optimize the creation of wealth to provide fair reward
and recognition for the contribution of stakeholders.
 Ultimately we intend to uphold all the above company values,
promotion our employees and respective third parties engaged by us to
do likewise.

Through promotion and implementation of the above stated company values we

believe that we will be able to attend our corporate and stakeholders goals and
objectives for the benefits of all concerned, in particular the communities in
which we’ll operate.
Promoters
The primary promoter of Fishery Blue Ltd will be The Ministry of Agriculture,
The Ministry of Small And Medium Enterprises holding a strong background in
Entrepreneurship, development and Management. Before starting this business,
the business owners have firstly conducted a market research about various
things to check the feasibility of this business. It is in this case that various
researches have been carried out before starting Fishery Blue Ltd at the first
place in order to predict the successfulness of the business. FISHING
FARMING PROJECT PLAN (FFPP)
Management structure and areas of responsibilities
No Post Responsibilities
To plan, organize, control and coordinate all
1 General Manager
activities
2 Accountant Keeping accounting records
3 Veterinary Follow up of fishes health
4 Procurement officer Selling, purchasing and marketing
5 Drivers Motor van driving
To build ponds and ensure their everyday
6 Pond builders and keepers
working
7 Guardians Security of the whole business
Financial Advisors and Technical Advisors

During the implementation of this business of rearing of fishes for selling white
meats, the advisors will be categorized under financial advisors and technical
advisors. Financial advisors will provide by different business consultants we
will invite in order to teach us how we can manage well our resources. The
technical advisors will be Centre Region veterinary and the two day to day
veterinaries of the business.

CHAPTER 3: PRODUCTS DESCRIPTION AND INVESTMENT

TECHNIQUES
3.1 Products
Fishery Blue ltd produces and markets several products. There are three main
products currently in its production line.
These are:
1. Catfish
2. Bar Fish (note: bar fish is canned as well)
3. Carp Fish
All products are periodically taking for testing to the national food laboratory for
quality checks so as to ensure that the conform to the required quality standards.
3.2 Product Description

Fishery blue ltd produces product of high quality and impeccable taste. The
company currently produces three main lines of products, namely cat fish, bar
fish, and carp fish. All three have unique properties that will enable them to
excel in the market.
Our current product listing is as follows:
1. Cat fish
Although similar in appearance to other qualities available in the market,
our catfish has a superior flavour and texture that comes with freshness.
2. Bar Fish
This fresh fish will be canned
3. Carp fish
This fish is widely consumed as a substitute for regular meals whenever
available. Up to now it has only been available through importation
3.3 Competition comparison

Identifying competition in terms of companies that fill the same needs that we
do, our competitors are few in our main products lines, though dominant in the
distribution sector in the market. Hence there will be need to strongly
differentiate ourselves from these other businesses. However on a broader scale
our competition comes in several forms:

1. The most significant competition is that of CONGELCAM S.A which the

market leader in the distribution process is arguably. Having been on the
market for a relatively long period time added to the fact that they are
backed by importing fish, technological and human resources acumen.
They have a wide and established distribution network that they utilize to
their advantage. Our key advantage in competition with CONGELCAM
S.A is that we produce our own fish, were also involve in the
transformation of fish into canned fish, we are accessible in remote areas.
We intend to vigorously undertake new channel and distribution
development in addition to deploying aggressive marketing strategies.
Also strategic alliances shall assist in our attainment of goals and
objectives.
2. Other local producers of fish will also constitute our competitors. They
often have access to the local and remote areas and knowledge of these
areas. However the product is not constantly of high standard, which we
shall fully exploit.
3. On larger scale producers of other fishes including maquereaux fish,
morue fish, and sardine fish also constitute completion, but of a generic
nature, as people have to choose between them as food. These products
being marketed in supermarkets are often advertised on an extensive
basis. To this end we intend to implement a strategy that will integrate the
various promotional elements or tools such that our products are well
known and appreciated on the market.
3.4 Macro environment
Technology
Fishery blue ltd will strive to maintain the latest and most efficient
assembly technology so as to ensure quality reared fish and maintain low
production cost ultimately benefiting the consumers. Keeping abreast with
technological developments will ensure we gain and maintain a
competitive advantage utilizing the latest production techniques.
Fulfilment
1. The key fulfilment and delivery will be provided by the principals and
values of the business. The real core value will be the provision of
fresh fish and canned fish, provided by the combination of quality
ingredients, good production technique, hard work and education.

Hence we intend to ensure that the products we produce are always of

high quality and standards and available to the relevant target market.
2. We’ll turn to reliable suppliers and distributors who will assist us in
ensuring that the products are delivered timely and are of the highest
quality. We will also rely on these stakeholders for relevant
information on the market situation (trends, consumer tastes, feelings
and comments amongst other things).
3.5 SWOT analysis

The SWOT analysis provides us with an excellent opportunity to examine and
evaluate the internal strengths and weaknesses of take-out service; it also allows
us to focus on the external opportunities presented by the business environment
as well as potential threats. Next sections explain major strengths, weaknesses,
opportunities, and threats that take-out service should be aware of.
Strengths
Take-out service has a valuable inventory of strengths that would help it to be
successful. These strengths include:
 Location.
 Excellent quality which is not available in the local area.
 Management experience in successfully running of similar business.
 Efficient product preparation equipment and technology.
 Clear vision of the market needs: we know the customers' needs, we are
familiar with the latest technology, and we can offer fish services that
would bring the two together.
 Availability of land
 Committed, qualified and well trained owner
Weaknesses
Strengths are valuable, but it is useful to realize the weaknesses. We have
identified some of our
Weaknesses:
 Cost factor associated with keeping up to date equipment and technology
 We are new
 Start-up challenges
 Limited operating capacity during sales periods
 Expensiveness of fishes food
 Lack of skills in veterinary option

 Insufficient capital
Opportunities
Take-out service strengths and the awareness of its weaknesses will help it
capitalize on emerging opportunities. These opportunities include, but are not
limited to:
 Fast growing population in local area
 No other specialized in delivery of fishing products from our chosen
location
 A large segment of low and middle and high class population, and more
businesses in the area.
 No competitors offer in the surrounding area
 Consumer behaviour changes due to the economic downturn, respectively
an increased preference to buy affordable fishes instead of expensive
meat.
 Positive government incentives in agriculture sector
 Qualified advisors and workers
 Availability of the market
 Availability of good races of fishes to rear
Threats
Threats of our product should be aware of including:
 Slow recovery process of the economy from the current crisis
 Changes in the business environment that might reduce our sales
 Higher taxes in the future
 The commercial property is leased, not owned by our company
 Fixed credit times, higher interest rate, and higher inflation rate than
predicted
 Climate changes
 Diseases of fishes
 New entrance in the same business
 Presence of substitute goods
Our competitive edge will be our product design on the market, product
supply and wide variety within our product and competitor’s product.

CHAPTER 4: MARKET PLAN

Today we are experiencing rapid growth in the economy of unsurpassed nature.
The current drive and emphasis by the government on agriculture presents an
opportunity for fishery blue Ltd to make a valuable contribution towards
achieving this goal. This will result in implementation of modern production
techniques and transfer of knowledge. Having undertaken a thorough and
comprehensive research of the market, we realised that there was a need for a
producer that focuses on producing affordable fresh and canned fish tailored to
satisfying clients’ needs. Though there are fisheries currently in the market,
some of whom have been in existence for a relatively long period of time, we
believe that there is a market need for one that particularly focuses on providing
consumers with fresh and quality canned fish. We intend to provide products of
extremely high quality to all income earning individuals.
At the onset of operation, we intend to aggressively develop relationships with

local and regional fishery coops that will assist the Fishery in maintaining
stringent pricing (through forward and future contacts) so that the Fishery
always has a predictable stream of income.
We also intend to brand certain fish items that we produce. In this instance, the
company will hire a marketing/advertising firm to properly position the
Company’s image and brand so that it can directly sell packaged fish to major
groceries, supermarkets, farmer’s, markets and select retailers around the
Cameroon geographical frame.
The Fishery intends to maintain an extensive marketing campaign that will

ensure maximum visibility for the business in its targeted market. Below is an
overview of the marketing strategies and objectives of Fishery blue ltd.
4.1 MARKETING OBJECTIVES

We intend to develop a relationship with major grocery/seafood wholesalers that
will acquire bulk inventories from us and polish ongoing purchase order
relationships with cooperatives throughout the target market.

4.2 PRICING
Our pricing shall be as in the table below;
Price (CFAF)
Age in Cat Fish Bar Fish Carp Fish
months
Fingerling Up to 1 75 175 200
Juvenile 2 150 250 250
Table size 6 2 250 per kg 3 350 3 500
Brood Stock 8 and above 4 500 per kg 4 650 4 750
The price of the various categories of our fish shall be average prices and
compete on quality and service. Our intended customers really make their
purchase decisions mostly on price, so we are better off remaining average. Our
credit policy shall be cash and on credit, to permit customers pay on future
dates.
ECONOMICS
As stated in our executive summary, we intend to develop the Fishery as a

multi- fish producing farm that will spawn, grow, and distribute its fish to
seafood wholesalers throughout Cameroon. Additionally, it should be noted that
we will join a Fishery cooperative that will assist with the distribution and sale
of the fish.
Facts about the industry;
 The size of the market is as huge as the population of Cameroon because

everybody eats fish, especially bar fish, carp fish and catfish.
 The current demand in Cameroon is high, as Cameroon has a huge
population.
 Cat fish production would grow to such a time when fish processors
would also enter the scene.
 Growth potential and opportunity for a business of our size is unlimited.
However, we are faced with under listed barriers of entry into this market;
 High Capital cost
 High production cost
 High marketing cost

 Consumer brand recognition

 Training and skills
 Unique technology and patents
 Unions
 Shipping costs
To surmount the above barriers, however, we have of course plunged into the
business and begin to eliminate them one after the other for our comfort. Apart
from natural disasters, we do not foresee any adverse effect on our business as a
result of change in technology since we currently almost don’t require top notch
technological systems for a start.
Change in government regulations most likely would favour us as the

Cameroonian government is currently launching campaigns, promoting her
citizens to engage in agriculture, in all its forms.
4.3 FEATURES AND BENEFITS

Fish production shall be within 2 weeks – 1-month orders. This will enable us to
produce and supply any amount demanded by our customers. We shall not be
selling the last grade of fish to our customers rather we will form them
ourselves.
In doing our business, we will be contributing to the reduction of unemployment

by employing as much as will be profitable to us.
Our after-sale services will include delivery, service contracts, and support for
processing, follow ups on stat up fish farms and refund policy.
CUSTOMERS
Our customer base cuts across all religions, ages, gender, social class
educational level, within the geographical frame of Cameroon. For business
customers, we have open markets, restaurants and grocery shops. Cameroon is
yet to witness the entry of fish processing factories; this is one of our goals for
the Fishery.
COMPETITION
Most fish farmers around us depend on imported fish feed with its huge
overhead cost. We intend to formulate our own seed, which will be nutritive
enough but cheaper, translating into higher profits even when we sell cheaper.

Although the fish farmers put together cannot saturate the market as at now
because majority of them are very small -scale farmers’, so competition is too
early to be given consideration in fish production in the Cameroonian context,
but we shall prepare ourselves.
We still envisage indirect competition from meat, other brands of fish, beef,
pork, and more.
NICHE
Our unique corner of the market is just to start producing table size fish and
canned for wholesalers, retailers, restaurants, and open markets.
4.4 STRATEGY
Our marketing strategy will be based mainly on making the right product
available to the right target customers. We will ensure that our products’ prices
take into consideration peoples budgets and that these people appreciate the
products and know that it exist including where to find it. The marketing will
convey the sense of quality in every picture every promotion and every
publication. There is already a sense of segment strategy in the way we define our
target market. We choosing to compete in areas lend themselves to local
competition, service and channel areas that match our strengths and avoid our
weaknesses
Our strategy calls for the development of relationships with suppliers, distributors
and retailers to support our business. Regular visit will be undertaken to these
areas so as to ensure that we are meeting their expectations.
Our strategy shall be a penetrating one. Setting lower prices to encourage more
people to buy our products.
PROMOTION
Advertising: social media platforms like Facebook, Instagram, twitter and others.
Phone calls to customers, text messages to inform on recent updates concerning
the Fishery. We shall also make use of other methods such as dealer incentives,
and referrals.
In addition to advertising, we plan to have graphic image support. This would

include elements like logo design, cards, letterheads, and brochures.

We would computerize our operations, identify loyal customers and then

systematically contact and reward them accordingly.
Promotional budget
We have budgeted 1,000,000 FCFA for promotions.
Proposed location.
A potential location for us in Yaoundé is around Nkoa-bang neighbourhood. The

area is motorable, accessible, convenient and secure.
Distribution channels
Our distribution channel shall be retail for families, wholesale for retailers, agents
and independent representatives.
SALES FORECAST
Except for 10% mortality which is provided for in any animal husbandry outfit,
we forecast 95% sales of our output. We therefore predict an annual growth rate
of 45%.
4.5 OPERATIONAL PLAN

The daily operation of the business is as simple as manually feeding the fish twice
daily, between 6am and 8am, and 5pm and 7pm. While doing this, we will make
sure that a quarter of water flows out and is replaced daily.
4.6 PRODUCTION
 The ponds will be washed, fertilized and stocked with fingerlings. Manual
feeding continues for 6 months when maturity is achieved.
 Aerated water constantly flows through the pond to achieve an artificial
stream. Depending on the age and size of the fish, the right amount of
feed will be used for their feeding.
 Customers will be placed on notice, for the various maturity dates of fish.
 Daily consumption of feed will be noted and accounted for to ensure that
there is always stock in the warehouse and that the Fishery does not run
out of Feed.
 The consultant shall come in handy to assist our product development and
general support of the Fishery.

LOCATION
We would prefer a sloppy topography or location with an adequate drainage

system so that discharging our wastewater would not waterlog the environment.
Access to the location of the Fishery is good and will not pose any problems to
customers.
4.6 LEGAL ENVIRONMENT

The business shall be registered at the Registrar of commerce TPPPCR (Trade
and Personal Property Credit Registrar). The business shall also follow the
necessary requirements for the formation of an agricultural business in
Cameroon.
4.7 PERSONNEL
For a start, the Fishery will require a minimal number of staff. Skilled labour
will be utilized to ensure efficiency at work. Employees’ rights will be respected
according to the Labour Code. Employees will negotiate their salaries by
themselves, or their trade union representatives. With time, the number of
employees will increase, depending on the growth rate of the business. For
specific functions, contractual workers shall be employed to carry on specific
activities.
INVENTORY
The major inventory of this business is fish. The Fishery shall also keep feed
raw material since we intend to formulate and prepare our own feed.
SUPPLIERS
The company intends to obtain the vast majority of its raw materials from local
suppliers. We are committed to fair term of trade and promotion of local
businesses. Hence raw materials may be sourced from local communal and
commercial traders avoiding intermediaries so as to minimize costs ultimately
benefiting the final consumers. The major advantages of doing so being higher
margins, faster payments, and lower risk of payments default. Through the use
of economies of scale we aim to maintain low input and production cost. Hence
we intend to establish good relationships with all our suppliers and hence long
mutually beneficial business relationships. This shall be undertaken through
working closely with suppliers to ensure uninterrupted deliveries.

By-Products
Fishery blue ltd intends to utilize every resource it has to the fullest possible
extent. We realise that there shall be a by-product that will produce from our
production of the main product lines. However not wanting to pollute the
environment and our community at large we plan to utilize by products
whenever possible. This will ensure that our resources are fully utilized.
Fish Feed
SN Fish Feed Rate Per Kg

1 Starter Feed-I 720
2 Start Feed- II 528
3 Production Feed 600
4 Brooder Feed 595

CHAPTER 5: FINANCIAL PLAN

5.1. Start-Up Expenses and Capitalization
The start-up capital to start this business of rearing fishes is Five Hundred
Million (500,000,000) FCFA. This capital will be made of two parts; Equity and
Debt Capital.
Our start-up costs include expenses for the pond building and for expensed
equipment. The start-up costs will be financed by owners’ equity and Debt
capital. The start-up capital will be used for legal expenses, raw material
inventory and equipment, packing and other materials (stationary), insurance,
and cash in hand at start-up, as shown in the table below, most of start-up
expenses are those expenses of first year.
START-UP EXPENSES AMOUNT IN FCFA

LEGAL EXPENSES 6 000 000
LAND 40 000 000
CONSTRUCTION OF PONDS 25 000 000
WAREHOUSE 15 000 000
BUILDING 5 000 000
NETS 1 000 000
STATIONERIES 1 000 000
COMPUTERS 2 000 000
HANDLING AND GRINDING EQUIPMENTS 10 000 000
REFRIGERATORS 15 000 000
VANS 90 000 000
PUMPS 5 000 000
AERATION DEVICES 5 000 000
SEINE REELS 7 000 000
FURNITURE 3 000 000
TOTAL 230 000 000

5.2. Fishery Blue Ltd Forecasted Profit and Loss Account (2022-2026)
FISHERY BLUE LTD
PROFIT AND LOSS ACCOUNT AS 31/12/20XX
2022 2023 2024 2025 2026
TARGETED SALES 375 000 000 543 750 000 788 437 500 1 143 234 375 1 657 689 844
Cost Of Goods Sold 50 000 000 0 0 0 0
GROSS PROFIT 325 000 000 543 750 000 788 437 500 1 143 234 375 971 000 000
Other Income 35 000 000 65 000 000 70 000 000 100 000 000 30 000 000
Less Operating Expenses:
 Salaries and wages 107 510 000 109 660 200 109 660 200 112 072 724 112 072 724
 Packages 4 800 000 52 000 000 56 000 000 62 000 000 65 000 000
 Fishing rods 600 000 1 000 000 2 000 000 3 500 000 5 000 000
 Hoes 240 000 100 000 100 000
 Machetes 54 000 100 000 100 000
 Knives 24 000 50 000 50 000
 Fishes food 20 000 000 30 000 000 40 000 000 55 000 000 65 000 000
 Hutches building 1 200 000
 Digging fishing pools 6 000 000 2 000 000 1 000 000 1 000 000
 Electricity 4 800 000 6 000 000 8 000 000 10 000 000 12 000 000
 Advertising fees 1 600 000 2 000 000 3 000 000 5 000 000 7 000 000
 Freezer vehicle fuel 3 000 000 5 000 000 8 000 000 10 000 000 12 000 000
 Drugs for fishes 1 200 000 3 000 000 5 000 000 6 500 000 7 000 000
 Other transports 1 600 000 2 000 000 3 500 000 5 000 000 6 500 000
 Depreciation for refrigerators 1 500 000 1 500 000 1 500 000 1 500 000 1 500 000
 Depreciation for Freezer vehicle 9 000 000 9 000 000 9 000 000 9 000 000 9 000 000
 Other Depreciation 6 400 000 6 400 000 6 400 000 6 400 000 2 400 000
 Insurance 2 400 000 2 400 000 2 400 000 2 400 000 15 000 000
 Pipes 1 000 000 15 000 000 18 000 000 18 000 000 2 500 000
 Hyper nets 2 000 000 500 000 1 500 000 2 000 000 300 000
 Pipes joints 180 000 100 000 200 000 300 000 4 500 000
 Transport 2 400 000 2 500 000 3 000 000 4 000 000 30 000 000
 Other expenses 13 600 000 13 600 000 18 600 000 20 600 000 1 000 000
Depreciation of Canning machine 1 000 000 1 000 000 1 000 000 1 000 000 15 000 000
Other elements used in the canning process 6 000 000 8 000 000 8 000 000 10 000 000 15 000 000
Total operating expenses 198 108 000 270 660 200 307 010 200 345 522 724 388 772 724
interest 18 000 000 14 806 865 11 422 141 7 834 335 4 031 260
earnings after interest 143 892 000 323 282 935 540 005 159 889 877 316 608 196 016
Less tax (33%) 47 484 360 106 683 369 178 201 702 293 659 514 200 704 685
Net Profit 96 407 640 216 599 567 361 803 456 596 217 802 407 491 331
5.3. Fishery Blue Ltd Forecasted Opening Balance sheet 2022

ASSETS AMOUNT (FCFA)

NON-CASH ASSETS FOR START-UP 200 000 000
CASH REQUIREMENTS FROM START-UP 26 000 000
ADDITIONAL CASH RAISED 0
CASH BALANCE ON STARTING DATE 4 000 000
TOTAL ASSETS 230 000 000
LIABILITIES AND CAPITAL
LIABILITIES
CURRENT BORROWINGS 0
LONG-TERM LIABILITIES 300 000 000
ACCOUNTS PAYABLES (OUSTANDING BILLS) 0
OTHER CURRENT LIABILITIES (INTEREST
FREE) 0
TOTAL LIABILITIES 300 000 000
CAPITAL
OWNER'S EQUITY CAPITAL 200 000 000
TOTAL CAPITAL 200 000 000
TOTAL CAPITAL AND LIABILITIES 500 000 000

5.4. Fishery Blue Ltd Forecasted Balance sheet (2022-2026)

FISHERY BLUE LTD
BALANCE SHEET AS AT 31/12/20XX
AMOUNT IN FCFA
ASSETS 2022 2023 2024 2025 2026
Fixed Assets
Legal Expenses 6 000 000 6 000 000 6 000 000 6 000 000 6 000 000
Land 40 000 000 40 000 000 40 000 000 40 000 000 40 000 000
Construction Of Ponds 25 000 000 25 000 000 27 000 000 28 000 000 30 000 000
Warehouse 15 000 000 15 000 000 15 000 000 15 000 000 15 000 000
Building 5 000 000 5 000 000 5 000 000 5 000 000 5 000 000
Nets 1 000 000 1 000 000 1 000 000 1 000 000 1 000 000
Stationeries 1 000 000 1 000 000 1 000 000 1 000 000 1 000 000
Computers 2 000 000 2 000 000 2 000 000 2 000 000 2 000 000
Handling And Grinding Equipments 10 000 000 10 000 000 10 000 000 10 000 000 10 000 000
Refrigerators 15 000 000 15 000 000 15 000 000 15 000 000 15 000 000
Vans 90 000 000 90 000 000 90 000 000 90 000 000 90 000 000
Pumps 5 000 000 5 000 000 5 000 000 5 000 000 5 000 000
Aeration Devices 5 000 000 5 000 000 5 000 000 5 000 000 5 000 000
Seine Reels 7 000 000 7 000 000 7 000 000 7 000 000 7 000 000
Furniture 3 000 000 3 000 000 3 000 000 3 000 000 3 000 000
Total Fixed Assets 230 000 000 230 000 000 232 000 000 233 000 000 235 000 000
Current Assets
Inventory Of WIP ( Work In Progress) 266 000 000 190 000 000 220 000 000 240 000 000 265 000 000
Account Receivables 60 000 000 70 000 000 85 000 000 90 000 000
Cash And Bank 4 000 000 27 000 000 35 000 000 50 000 000 60 000 000
Total Current Assets 270 000 000 277 000 000 325 000 000 375 000 000 415 000 000
Total Assets 500 000 000 507 000 000 557 000 000 608 000 000 650 000 000
Current Liabilities 0
Suppliers 0 40 000 000 45 000 000 55 000 000 70 000 000
Long Term Liabilities 300 000 000 246 781 080 190 369 025 130 572 246 67 187 661
Owner's Equity 200 000 000 200 000 000 200 000 000 200 000 000 200 000 000
Legal Reserves 964 076 2 165 996 3 618 035 5 962 178 4 175 413
Optional Reserves -964 076 18 052 924 118 012 941 216 465 576 308 636 926
Total Liabilities + Capital 500 000 000 507 000 000 557 000 000 608 000 000 650 000 000
5.5. Statement of Cash

Flows (Direct Method IAS 7) AMOUNT IN FCFA

For the Year Ended

31/12/200x
2022 2023 2024 2025 2026
1 CASH FLOWS FROM OPERATING ACTIVITIES:

1 243 234 1 001 000
CASH RECEIPTS FROM CUSTOMERS 410 000 000 608 750 000 858 437 500 375 000
CASH PAYMENTS TO SUPPLIERS 84 598 000 113 000 000 144 350 000 168 450 000 176 700 000
CASH PAYMENT TO EMPLOYEES 107 510 000 109 660 200 109 660 200 112 072 724 112 072 724
OTHER OPERATING CASH DISBURSEMENT 6 000 000 8 000 000 8 000 000 10 000 000 15 000 000
CASH GENERATED FROM OPERATIONS 211 892 000 378 089 800 596 427 300 952 711 651 697 227 276
INTEREST PAID 18 000 000 14 806 865 11 422 141 7 834 335 63 384 585
NET CASH FLOW FROM OPERATING
ACTIVITIES 193 892 000 363 282 935 585 005 159 944 877 316 633 842 690
2 CASH FLOWS FROM INVESTING ACTIVITIES:
PAYMENTS OF FIXED ASSETS 230 000 000 0 2 000 000 1 000 000 2 000 000
NET CASH FLOW FROM INVESTMENT
ACTIVITIES 230 000 000 0 2 000 000 1 000 000 2 000 000
3 CASH FLOWS FROM FINANCING ACTIVITIES:
PAYMENT OF DIVIDENDS 96 407 640 196 380 646 240 172 481 373 790 047 64 962 263
NET CASH FLOW FROM FINANCING
ACTIVITIES 96 407 640 196 380 646 240 172 481 373 790 047 64 962 263
1 319 667
NET INCREASE/DECREASE IN CASH 520 299 640 559 663 582 827 177 639 363 700 804 953
5.6. Amortization schedule

The company envisages long-term liabilities of 300,000,000fcfa at the rate of
6% per annum. The following table illustrates the payment scheme:
AMORTIZATION SHEDULE
PERIODS LOAN AT START INTEREST AMORTIZATION ANNUITY LOAN AT END
1 300 000 000 18 000 000 53 218 920 71 218 920 246 781 080
2 246 781 080 14 806 865 56 412 055 71 218 920 190 369 025
3 190 369 025 11 422 141 59 796 779 71 218 920 130 572 246
4 130 572 246 7 834 335 63 384 585 71 218 920 67 187 660
5 67 187 660 4 031 260 67 187 661 71 218 920 0
5.7. Personnel plan

We intend to compensate our personnel well to retain their invaluable expertise
and to ensure job satisfaction and enrichment through delegation of authority.
Our compensation will include health care and bonuses. As an equal opportunity
employer, we respect the diversity and human rights of our workers and strive to
achieve optimal productivity while realising the full potential of each employee.
Fishery blue recognises our employees contribute fundamentally to the
company’s long-term prosperity. We intend to enhance our capacity to attract
and retain people of quality through benefits such as housing and family
educational grants.
Employee health shall be of extreme importance. Compliance with relevant

legislation is a minimum target in our organisation. We also intend to minimize,
if not totally eliminate the number of isolated incidents of intimidation in the
work place so as to ensure that production and distribution are not materially
affected and sound relationships are maintain between employee and employer
and employees as a whole.
PERSONNEL PLAN
FCFA FCFA FCFA FCFA FCFA
Function Number 2022 2023 2024 2025 2026
General Manager 1 3 000 000 3 060 000 3 060 000 3 121 200 3 121 200
Assistant General Manager 1 2 700 000 2 754 000 2 754 000 2 809 080 2 809 080
Branch Managers 7 18 900 000 19 278 000 19 278 000 19 663 560 19 663 560
Admninstrative Workers 7 12 600 000 12 852 000 12 852 000 13 109 040 13 109 040
Procurement Officer 2 3 000 000 3 060 000 3 060 000 3 121 200 3 121 200
Production Officer 2 3 600 000 3 672 000 3 672 000 3 745 440 3 745 440
Marketing Officer 4 6 000 000 6 120 000 6 120 000 6 242 400 6 242 400
Finance Officer 7 10 500 000 10 710 000 10 710 000 10 924 200 10 924 200
Research And Development Officers 2 3 000 000 3 060 000 3 060 000 3 121 200 3 121 200
Engineers 2 3 000 000 3 060 000 3 060 000 3 121 200 3 121 200
Cashier 4 3 360 000 3 427 200 3 427 200 3 495 744 3 495 744
Drivers 15 11 700 000 11 934 000 11 934 000 12 172 680 12 172 680
Security Guards 10 5 400 000 5 508 000 5 508 000 5 618 160 5 618 160
Seasonal Workers 15 3 750 000 3 825 000 3 825 000 3 901 500 3 901 500
Laborers 30 17 000 000 17 340 000 17 340 000 17 906 120 17 906 120
Total 109 107 510 000 109 660 200 109 660 200 112 072 724 112 072 724
Depreciation schedule
Assets were depreciated using the straight line method. Their rates correspond to
their various lifespans. The following schedules represent the various assets
depreciation expenses.
Depreciation Schedule
Fixed Assets: transport
equipment (van)
ORIGINAL Depreciation Accumulated Net book
PERIOD VALUE (OV) expense depreciation value
2022 90 000 000 9 000 000 9 000 000 81 000 000
2023 90 000 000 9 000 000 18 000 000 72 000 000
2024 90 000 000 9 000 000 27 000 000 63 000 000
2025 90 000 000 9 000 000 36 000 000 54 000 000
2026 90 000 000 9 000 000 45 000 000 45 000 000
2027 90 000 000 9 000 000 54 000 000 36 000 000
2028 90 000 000 9 000 000 63 000 000 27 000 000
2029 90 000 000 9 000 000 72 000 000 18 000 000
2030 90 000 000 9 000 000 81 000 000 9 000 000
2031 90 000 000 9 000 000 90 000 000 0
Fixed Assets: Refrigerator

ORIGINAL VALUE depreciation accumulated net book
PERIOD (OV) expense depreciation value
2022 15 000 000 1 500 000 1 500 000 13 500 000
2023 15 000 000 1 500 000 3 000 000 12 000 000
2024 15 000 000 1 500 000 4 500 000 10 500 000
2025 15 000 000 1 500 000 6 000 000 9 000 000
2026 15 000 000 1 500 000 7 500 000 7 500 000
2027 15 000 000 1 500 000 9 000 000 6 000 000
2028 15 000 000 1 500 000 10 500 000 4 500 000
2029 15 000 000 1 500 000 12 000 000 3 000 000
2030 15 000 000 1 500 000 13 500 000 1 500 000
2031 15 000 000 1 500 000 15 000 000 0
Fixed Assets: handling and

grinding equipment
2022 10 000 000 2 000 000 2 000 000 8 000 000
2023 10 000 000 2 000 000 4 000 000 6 000 000
2024 10 000 000 2 000 000 6 000 000 4 000 000
2025 10 000 000 2 000 000 8 000 000 2 000 000

2026 10 000 000 2 000 000 10 000 000 0
Fixed Assets: Computer

equipment
2022 10 000 000 2 000 000 2 000 000 8 000 000
2023 10 000 000 2 000 000 4 000 000 6 000 000
2024 10 000 000 2 000 000 6 000 000 4 000 000
2025 10 000 000 2 000 000 8 000 000 2 000 000
2026 10 000 000 2 000 000 10 000 000 0
Fixed Assets: pumps and

aeration devices
ORIGINAL VALUE Depreciation Accumulated net book
PERIOD (OV) Expense Depreciation value
2022 10 000 000 2 000 000 2 000 000 8 000 000
2023 10 000 000 2 000 000 4 000 000 6 000 000
2024 10 000 000 2 000 000 6 000 000 4 000 000
2025 10 000 000 2 000 000 8 000 000 2 000 000
2026 10 000 000 2 000 000 10 000 000 0
Fixed Assets: seine reels

2022 7 000 000 1 400 000 1 400 000 5 600 000
2023 7 000 000 1 400 000 2 800 000 4 200 000
2024 7 000 000 1 400 000 4 200 000 2 800 000
2025 7 000 000 1 400 000 5 600 000 1 400 000
2026 7 000 000 1 400 000 7 000 000 0
Fixed Assets: furnitures

2022 3 000 000 600 000 600 000 2 400 000
2023 3 000 000 600 000 1 200 000 1 800 000
2024 3 000 000 600 000 1 800 000 1 200 000
2025 3 000 000 600 000 2 400 000 600 000
2026 3 000 000 600 000 3 000 000 0


CHAPTER 6: SOCIO ECONOMIC AND ENVIRONMENTAL

IMPACT
6.1 Environmental and Socio-Economic Challenges
Cameroon, like many other countries, faces a myriad of environmental and
socio-economic challenges that include:
(i) land degradation

(ii) deforestation
(iii) loss of biological diversity
(iv) regular droughts that affect both livestock and crop production sectors
(v) lack of farm inputs
(vi) limited skills in aquaculture, livestock and production
(vii) monoculture cropping practices that limit diversity and enhances
vulnerability and poverty
(viii) weak links to agro-processing, limited markets and distribution
systems
(ix) Poor supply of farm inputs and limited market for farm produce.
The range of possible positive impacts:
(i) Improved incomes and social wellbeing

(ii) Improved national income and reducing trade imbalance
(iii) Creation of employment opportunities through fish processing
(iv) Improved nutritional and food security in the country
(v) Improvement of environmental conditions through catchment
management activities
(vi) Improved infrastructure through development and repairs of road
networks
(vii) Capacity building targeting local communities, youth empowerment,
the management of natural resources, value addition and fish
processing and entrepreneurial skills.
A range of direct negative impact and proposed mitigation measures
1. Contamination of water in the ponds from the run-off from cultivation

activities and destruction of spring sources: contamination of pond water

from agricultural activities and the destruction of the spring sources and run-
offs will be mitigated against by:
(i) Protection and conservation of spring sources and vulnerable habitats
(ii) Create buffer zones at the spring sources as well as at the pond sites
(iii) Soil and water conservation practices such as afforestation, agro-
forestry programmes, terracing, grass planting etc. to minimise run-
offs
(iv) Public education and sensitization to create awareness and sensitivity
towards environmental management
(v) Where necessary and where possible, consider cementing to avoid
infiltration and loss water before reaching the ponds.
2. Removal of vegetation due pond construction: there is anticipated
increase clearing of vegetation during the construction of ponds, road,
market and fish processing infrastructure. To mitigate against vegetation
loss,
(i) Where possible , the clearing of vegetation , particularly of indigenous trees
needs to be avoided as much as possible during construction, and the
clearing needs to be carried out only where necessary
(ii) Where clearing is done land should be landscaped and reclaimed by planting
more trees and other forms of vegetation
(iii)Where erosion may be occur due to vegetation loss, erosion control
measures need to be put in place
3. Ponds may be a source of water borne disease: diseases such as malaria
and bilharzia may be common place due to the proliferation of mosquitoes
and bilharzia parasites. This challenge will be mitigated against by:
(i) Public awareness and education of such diseases
(ii) For malaria, people must be encouraged to sleep under mosquito nets
(iii)For bilharzia people must be educated to avoid direct contact such as
working into the ponds
(iv)Where possible and necessary, carry out spraying with recommended
insecticides
(v) Involve public health and education.
4. Environmental pollution: fish feeds, hormones and other chemicals used
for treatment of fish may contaminate the natural water systems from the
ponds is drained and released into the natural water systems. Mitigation
could include:

(i) Treatment of such water by ensuring adequate time for biodegradation

of the chemicals used
(ii) Ensure use of right chemicals and hormones
(iii) Minimize regular contacts between such water and the natural water
systems
(iv) Involve public health education.
5. The fish pods acting as death traps through accidents involving (and
even adults) and livestock:
(i) Ensure the pond sites are fenced off to prevent children and livestock
accessing them easily
(ii) Even where they are fenced put warning signs
(iii)Carry out public awareness and education as a means against accidental
deaths by drowning
6. Introduction of new diseases through imported fish fingerlings:
introduction of new species can endanger the survival of local fish species.
Imported species may if not well handled, become invasive which may
result in the loss of local resistant gene pool. mitigation may include:
(i) Ensure adequate laboratory test before new fish fingerlings are
introduce into the country
(ii) Enhance control and checks at points of entry
(iii) Ensure screening and treatment prior to introduction of new
fingerlings.
7. Attraction of new biological species into the area: Establishment of
aquaculture in the new areas most likely attract new species of fauna,
principally predators which will include snakes, monitor lizards, birds of
prey etc. The establishment of ponds may also attract other forms of aquatic
faunal and floral other species some of which may be dangerous to human
beings and livestock. Mitigation will include:
(i) Regular checks and control of predators and dangerous species
(ii) Good management of the ecosystem
(iii) minimise the proliferation of dangerous fauna and flora through
controls
8. Soil compaction and destabilisation of the geological balance: The use of
heavy machineries and increased traffic during the construction work within
the project area is likely to lead to compaction of the soil structure which
may lead to reduced soil infiltration capacities and subsequently resulting in
increased run-off. The increased run-off may lead to soil erosion and
subsequently gull formation. It may also affect soil water balance and the
general hydrological cycle. To mitigate against the compaction:
(i) Minimize heavy machinery movements and other equipment and
away from designated transportation and operational areas.
(ii) Unnecessary vehicular and machinery movements should be avoided
as much as possible
(iii) Reclaim and vegetate excavation sites once work is completed to
reduce run off.
6.2 Corporate social responsibility

Fishery blue ltd intends to be involved in a wide range of social responsibility
engagement programs to invest back into the community in which we operate.
Through our social responsibility program we can assist in improving people’s
lives. If we contribute to development in a sustainable way we need to support
projects that communities bring to us, rather than strictly creating our own
solutions for our communities. This is because if we impose our solution and
drive a project it is an artificial response, and the risk is that the project will then
always ‘belong’ to us. Whenever the project comes up against a new challenge,
we will be expected to fix it, and will be forced to stay in a situation where we
have to look after the same few projects forever. Rather we intend to fund
several projects that belong to, and will be driven by, the community and
become sustainable. However, before we commit ourselves to projects we intend
to ensure that skills will be transferred, communities are involved and the
projects will be able to become self-sustaining. We know that we cannot address
all the development needs of our society. Where we can, we assist and
sometimes form partnerships so as to increase capacity.
We intend to be involved in the following activities:
1. Community
2. Education
3. Health
4. Environment
5. Arts and culture
6.3 Health Benefits of Fish
Fish is very nutritious and is among the healthiest foods in the planet. It is rich
in nutrients such as protein, vitamins and mineral. It is also a great source of

omega 3 fatty acids, which are incredibly important for your body and brain.
Here we are trying to describe more about the top advantages of consuming fish
 Fish is high in many important nutrients. It is rich in high quality proteins,

iodine and various vitamins and minerals
 Some fish also pack omega-3 fatty acids and vitamin D
 Consuming fish regularly is safe for heart patients
 Omega-3 fatty acids are essential for brain and eye development and some
fish are a great source of omega-3 fatty acids.
 Regular consumption of fish is very important for controlling memory
and consumption. People who eat fish on a regular basis have grey matter
in their brain centres that control memory and emotions.
 Omega-3 fatty acids in fish may also combat depression.
 Consuming fish regularly is also beneficial for reducing the risk of type
1diabetes and several other auto-immune conditions.
 Some studies shows that students who eat more fish have a lower risk of
asthma
 People who eat more fish have a lower risk of Age-Related Macular
Degeneration (AMD), a leading cause of vision impairment and
blindness.
 Fish is no doubt delicious and very easy to prepare. You can prepare fish
in a number of ways including baked and fried.
Advantages of fish farming business
The legal structure of Fishery Blue Ltd is a Company; business owner level of
education is Professional Bachelor Degree of Technology. The business owners
had the following trainings: trainings on Entrepreneurship taken place at Siantou
University Institute, Industrial attachment taken place at Mbalmayo on fish
rearing, the business owners today are students wishing to undergo a Master’s
Program in an Accounting related field.

APPENDICES
Fish species: Bar Fish
Fish species: Carp Fish

Fish species: catfish
The construction of the ponds
a)

The ponds for the rearing process
Catching the various fishes
a)
b)
Fish transformation process
a)
The canning process

a)
b)
c)
d)
Finished products
a)
b)
c)

REFERENCES
Cruz, E. M. and Z. H. Shehadeh. 1980. Preliminary results of integrated pig-fish and duck-
fish production tests, p. 225-238. In R.S. V. Pullin and Z. H. Shehadeh (eds.) Integrated
agriculture-aquaculture farming systems.ICLARM Conference Proceedings 4,258 p.
International Center for Living Aquatic Resources Management, Manila, and the Southeast
Asian Center for Graduate Study and Research in Agriculture, College, Los Baks, Laguna,
Philippines.
Lovshin, L. L., A. B. Da Silva and J. D. Fernandez. 1974. the intensive culture of the all-male
hybrid of Tilapia homorum (male) x T. nilotica (female) in Northeast Brazil. Paper presented
at the FA01 CARPAS Symposium on Aquaculture in Latin America. Montevideo, Uruguay,
26 Nov.-2 Dec., 1974, FAO, CARPAS/6/74/SE 22. 18 p.
Nugent, G. G. 1978. Integration of the husbandry of farm animals and fish with particular
reference to pig raising in tropical areas. In C. M. R.
Pastakia (ed.) Report of the proceedings-fish farming and wastes. Institute of Fisheries
Management and the Society of Chemical Industry, London. Pastakia, C. M. R., Editor. 1978.
Report of the proceedings-fish farming and wastes. lnstitute of Fisheries Management and the
Society of Chemical Industry, London. PCARR. 1976.
The Philippines recommends for pork production. Philippine Council for Agriculture and
Resources Research (PCARR). Los Baiios, Laguna, Philippines. Pullin, R. S. V. and Z. H.
Shehadeh, Editors. 1980. Integrated agriculture-aquaculture farming systems.
ICLARM Conference Proceedings 4,258 p. International Cenlc for Living Aquatic Resources
Man- agement, Manila, and the Southeast Asian Center for Graduate Study and Research in
Agriculture, College, Los Baiios, Laguna, Philippines. Wohlfarth, G. W. and G. L. Schroeder.
1979. Use of manure in fish farming-a review. Agricultural Wastes
The integrated animal fishing project
FAO Aquaculture newsletter
Fish farming -Wikipedia
Fisheries biology research
Internet-Google

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FISH FARMING PROJECT PLAN (FFPP)

Name e-mail Number

ABONGWA Abongwacourage58@gmail.com 673 723 911

MASTER’S 2 ACCOUNANCY CLASS Page i

ACADEMIC SUPERVISOR Signature Date

Dr. NANYONGO VERONICA MULEMA

Director of Siantou Higher Institute of Technology and Industry

MASTER’S 2 ACCOUNANCY CLASS Page ii

CHAPTER 6: SOCIO ECONOMIC AND ENVIRONMENTAL IMPACT.........................................................35

MASTER’S 2 ACCOUNANCY CLASS Page iv

CHAPTER 1: GENERAL INTRODUCTION

We are on the brink of penetrating a lucrative market in a rapidly growing

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 1

corresponds to two hundred million (200,000,000) and 60% which corresponds

As we grow, we want to grow right. Initially pursuing organic development and

1.2 Project Objectives

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 2

No Project Components Objectives

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 3

Ultimately, we intend to create a stable business platform that will create

Component 1: Improved Fish Seed

Component 2: Fish Rearing

Component 3: Fish Processing

Preliminary processing of freshwater fish

Requirements related to freshwater fish processing

 Assure best possible market quality

 Reduce waste to the extent possible.

Appropriate processing should enable maximal use and thus contribute to

Fishing, processing, transportation and sale of fish products are linked in a

Handling of freshwater fish before processing.

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 5

Processing of Fish for Quality Improvement and Shelf Live improvement:

Canning is one of the popular methods of fish preservation and provides a

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 6

Component 4: COMMERCIAL AQUACULTURE.

Aquaculture is the fastest growing food processing sector in the world,

According to FAO, commercial aquaculture refers to fish farming operations

It is suggested that commercial aquaculture can contribute significantly to food

Component 5: Institution and Policy

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 7

1.3 Keys to success

Hence our keys success factors will include the following:

Excellence in fulfilling the promise: we intend to produce and provide

Effective and efficient distribution network: the importance of such cannot be

Adherence to stringent values and principles: Fishery Blue Plc needs to

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 8

1.4 Vision of the business

1.5 Mission of the business

Internally we intend to create and nurture a healthy, creative, respectful and

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 9

CHAPTER 2: COMPANY PRESENTATION

2.1 Company Summary

2.2 Start-up summary

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 10

START-UP EXPENSES AMOUNT IN FCFA

ELEMENT AMOUNT (FCFA)

ACCOUNTANCY PROJECT GROUP 7 MEMBERS Page 11

2.3 Company Ownership

NAMES CONTRIBUTIONS SOURCES OF FUNDS

2.3 Project Management

2.4 Company location and facilities

2.5 Company values