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罗兰贝格-strategy proposal(Agrena)
罗兰贝格-strategy proposal(Agrena)
罗兰贝格-strategy proposal(Agrena)
- Strategy workshop -
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Agrana - Strategy Guidelines
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Agrana’s mission clearly expresses the company’s goals
Our group is committed to the To become the market leader in the
Romanian sugar market. Romanian market in terms of
- Quality
We will lead this market based on - Market share
To create value [added] to:
long-term partnership with our - Shareholders
customers, suppliers and farmers. - Customers
- Employees …
- Consumers
The commitment of our team is to To develop partnership with
satisfy our consumers and - Customers
- Suppliers/Farmers
shareholders by offering them
value to their products and lives.
Guiding rules
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The sugar market will grow in line with the GDP in the future years
200
100
0
1999 2000* 2001* 2002* 2003* 2004*
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Agrana addresses both industrial and households market segments, its goal
being to become market leader in both segments
Sugar market
Industrial 40%
consumption
Agrana’s target
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"No profit without customer" – Fulfillment of customer’s requirements creates
growth
• Services/delivery • Availability
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Agrana face serious competition from other sugar producers, especially from
Pfiffer, who has recently introduced the “Diamant” brand
No sales force
• No adequate S & D system
(just started)
• No sales/pricing policy
Pfiffer
Marquentere
Speculators /
X Traders
Low price
Better
agricultural Very good
links quality Brand/paper
bag
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The SWOT Analysis outlines major achievements as well as possible risks
with major implications for Agrana’s future
Strengths
Strengths Weaknesses
Weaknesses
• Packaging (product diversification)
• Top management
• No brand
• Vision
• Lost farmers links
• Largest player in the market
• Lack of customer understanding/market
• Experience in sugar production
• orientation
Quality of product
• Unstable quality
• Product availability through the year
• Water treatment/environmental issues
• Good image/tradition with industrial customers
• Equipment inefficiency
• Open-minded orientation
• Coordination/communication between
• Market aggressivity
• companies
Cost-cutting orientation
• Organization/HR problems
• Core business orientation
• 2nd level management with limited flexibility
• Pro-active sales approach
Opportunities
Opportunities Threats
Threats
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Agrana will reach full national coverage by using different promotion vehicles
and a well defined price strategy
Product Price
• For industrial customers the price is established as:
average market price + X%
• National coverage
Marketing Strategy
• Print media
Promotion Place
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Agrana’s main objective is to meet its customers’ needs
Product
• Branded sugar
• Cubic sugar
• Powder sugar
End-users
• Brown and candle sugar (imported from Austria and packed in Romania)
• Packed sugar in 0.5 kg, 1 kg and 2 kg (family packs) for specific high consumption periods e.g.
Christmas
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Agrana will employ two distribution channels, in order to reach efficiently
both
industrial and end-user customers
1 2
Industrial Customers
Super/Hyper markets
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Agrana’s established sales target can be reached only by processing both raw
and sugar beet extracted sugar
• 30 - 35 tons per ha
• 40,000 ha for Agrana Group
• Agrana can manage 1.8 tons of sugar beet
per plant
• For a 12% purification from the 40,000 ha of
Agrana Group, a quantity of 170,000 tons of
sugar can be obtained from sugar beet
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Serious investments are required in a number of “sensitive” areas:
raw material supply, manufacturing process, logistics
Raw material/sugar beet Manufacturing process Logistics
Investments required
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In order to become successful, Agrana must start building “one team” as core
of its organization
Improve
communication &
coordination
Career development
plans
Build corporate culture
and share the same values
Job rotation/self
development
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As an indispensable tool in today’s business world, Agrana will integrate its IT
structure, preparing the transition toward its e-age
Agrana’s needs
• E-commerce (B2B)
• EDP team
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Service improvements and a tailored banking strategy are top priorities for
Agrana’s financial department, who must fully support Agrana Romania to
become financially independent
• Controlling
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To develop further the strategic concept, six teams were formed to detail
Agrana’s top priority areas
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Agrana’s management will combine it’s experience and knowledge with
strategy and vision in order to obtain a deeper strategic image that will be
presented end of September
The teams should break down the objectives into yearly targets, should detail the
respective strategies, outline the related benefits and risks as well as estimate the
required investments and expenses budgets.
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Attendees of Agrana Romania Strategy Workshop (1)
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Attendees of Agrana Romania Strategy Workshop (2)
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Moderators of Agrana Romania Strategy Workshop
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ARGENTINA CZECH REPUBLIC GREAT BRITAIN PORTUGAL UKRAINE
Roland Berger y Asociados S.A. Roland Berger & Partner GmbH Roland Berger & Partners Ltd. Roland Berger & Partner Lda. Roland Berger & Partner GmbH
International Management Consultants International Management Consultants International Management Consultants International Management Consultants International Management Consultants
Tte. Gral. J.D. Peron 346 - Piso 5° Vsehrdova 2/ 560 12 Stratford Place Edificio Monumental 19 Panasa Mymogo Str.
1038 Buenos Aires CS-110 00 Prague 1 - Malá Strana GB-London Av. Fontes Pereira de Melo, 51-4° E 252011 Kiev
Fax
rb addresses
Phone ++54-11-43 42 14 98
++54-11-43 45 57 58
Phone ++420-2-57 31 11 61
Fax ++420-2-57 31 11 63
W1N 9AF
Phone ++44-2 07-2 90 48 00
P-1050 Lisbon
Phone ++351-21-3 56 76 00
Phone ++380-44-2 90 43 30
Fax ++380-44-2 90 43 46
Fax ++44-2 07-4 99 99 38 Fax ++351-21-3 52 43 60
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