Expansion plan and creating of training manual for field employees.

Assignment Taken

2 years expansion plan and Identification & Resolving, all business-related issues And creation of training and skill development manual for field employees

Case Understanding

Chitranjan was working abroad in IT sector. He has having a stable career. He’s fond of doing small gardening activity. He readed old food related traditional books and found that consumption of freshly grown foods is highly benefecial to our bodies. Then he came to India with an innovation for a startup with a concept of FARM-TO-TABLE i.e. ensuring availability of fresh farm products directly to dining table of consumer. He entrepreneured his enterprise in Pune and contracted with nearby village farmers,to get fresh produces. Farmers are hard to convince to perform organic practices instead of chemicals. Main issues is it facing a technology and time barrier to perform a effective delivery on time. He has to expand his business in next 2years in 3 cities. Chitranjan want to expand in the foreign market but have no experience of it. The budget is limited for the expansion. Competitors in the selected region.Technological barrier for producing farm products timely.

BCS Solution Summary

Entrpreneur has to know what factors are constraining him for timely delivery of product . 1. Improve understanding of the sustainability of farming systems and technology, particularly in the context of future demand for food and other agricultural products. 2. Show key trends in farming practices and structures, consumer tastes and agro-food industries and the effects they will have on sustainable farming. 3. look at the roles for governments and markets in stimulating adoption of appropriate technologies that can improve sustainability at the farm level. 4. Identify policy approaches for stimulating the adoption of technologies that can improve sustainability at the farm level. The focus will be on the the adoption of technologies that have the potential to contribute to sustainable farming systems. Technology adoption, however, is a broad concept. It is affected by the development, dissemination and application at the farm level of existing and new biological, and mechanical techniques, all of which are encompassed in farm capital and other inputs; it is also affected by education, training, advice and information which form the basis of farmers’ knowledge. It also includes technologies and practices in the whole agri-food sector that have an impact at the farm level. Finally, it should be borne in mind that most of these new technologies originate outside the farm sector. Then he have to develop a solution about developing a marketing strategy for the company in fast expanding markets. The solution talks in detail about the various important aspects of marketing strategy such as the value proposition,marketing research, the segmentation and the positioning of the company, the promotion of the products etc. The marketing strategy should ensure that the product is getting sufficient shelf space and the traction among customers in the target markets. This is possible through strategic relationships with the supply chain and the customers themselves by positioning the products and promoting them in the right way. Special priority on maximising the target of expansion.

Solution

Solution for timely delivery of products, Technologies are increasingly being developed in a global market, applied at the farm level but impacting on sustainability beyond the farm. Both conventional and newer technologies, in particular related to biotechnology, information and precision farming techniques, are global businesses. The dissemination of those technologies is often within the national market, but their application is local. However, the effects on sustainability of farm level adoption extend beyond the farm. With more vertical integration, either through formal ownership structures or contractual relations along the whole food chain, decisions on the adoption of technologies at the farm level often cannot be separated from decisions taken elsewhere in the food chain. Adopting technologies for sustainable farming systems is multi-disciplinary. Taking into account the wider range of objectives related to moving towards a more sustainable agriculture, compared to those targeting farm production, more disciplines are having to work together. Adopting technologies for sustainable farming systems involves uncertainty and tradeoffs. Technologies that can contribute to an economically efficient farm sector and the financial viability for farmers, while improving environmental performance and which are socially acceptable, will provide “triple dividends” to sustainability. Given the scarcity of resources, however, there are invariably trade-offs in achieving these sustainability goals. Moreover, the aims are “moving targets” which must address new issues and changing priorities. Technological developments are rapidly evolving and information on the costs and benefits of adopting technologies in agriculture is often imperfect. Thus, the choices on technology adoption are made in a climate of uncertainty with a large element of “trial and error” in its application, and the speed and extent of adoption varies considerably among farmers. This can have important implications as to the structure of farms and the number of farmers that are able to survive financially in the future. Several factors are facilitating the adoption of technologies for sustainable farming systems. Research and development efforts, the trend towards better education and training of farmers, the shift in the focus of advice, quicker and cheaper means of disseminating and sharing information, availability of financial resources, pressures from consumers, non-government organisations, the media and the public in general are contributing towards facilitating the adoption of sustainable farm technologies. Many policies, including those relating to agriculture, environment, and research and development, are providing a combination of incentives and disincentives to technology adoption. Environmental policies themselves increasingly constrain farmers’ actions, as do zoning regulations, animal welfare standards and public health policies. However, the 9 combination of the many different economic, structural, behavioural and policy factors in a wide range of different situations means that there is no simple or unique explanation as to what leads farmers to adopt particular technologies. Other factors are constraining the adoption of technologies. Often policies are giving conflicting signals which hinder the uptake of technology. Some agricultural policies are encouraging the expansion of agriculture on environmentally fragile land, overexploiting natural resources and not requiring farmers to take account of environmental spill-overs into other sectors. Many support policies get capitalised into the value of land, encouraging a greater intensity of production and influencing the kind of technologies adopted. Some agricultural policies impose environmental constraints on farmers as a condition for receiving support, but at levels higher than otherwise to compensate for environmental damage caused by other agricultural policies. In some countries, the environmental benefits provided by farmers are remunerated, in others they are not. Inadequate levels of education, access to advice and pressures on financial resources for some farmers slow the adoption of some technologies, especially those that require a larger scale of operations and where the initial investment costs required are high. Farmers need to face the right signals for the adoption of appropriate technologies. Farmers will invest in and implement sustainable technologies and farm practices if they expect the investment will be profitable, if they have the right education, information and motivation, and if government policies set clear goals. Agricultural policies can alter, however, the prices facing farmers for their inputs and outputs, which in turn will influence their decisions on investment and can lead to unsustainable farming practices. Where the environmental benefits from employing sustainable technologies are not expected to accrue to farmers, but to people outside agriculture, and where there are no markets for the benefits, levels of adoption could be sub-optimal from a societal perspective. Equally, where the costs of environmental effects of current farming activities are paid by other sectors, farmers will have no incentive to adopt environmentally sustainable technologies. Assessing technologies for farming systems from a sustainability perspective is in its infancy. Until recently, the impacts of farm technologies were assessed according to relatively few, generally clear and measurable criteria: production, productivity, farm incomes, employment and trade. Assessing sustainability is more complex when environmental, social and ethical considerations must be taken into account. It is often not clear what the relationships are between the various elements of sustainability, what should and can be measured, and how the results are to be interpreted so that farmers, policy-makers and other stakeholders can identify with reasonable confidence which sustainable technologies work, which channels can best facilitate their dissemination and adoption in different conditions, and at what cost and benefit. Policy aspects The workshop identified a number of areas that could be considered by policy makers. The overall policy framework needs to be consistent and coherent, in particular in the context of agricultural policy reform, trade liberalisation and multilateral environmental agreements. This requires a more integrated approach in terms of setting objectives for sustainable agriculture, defining research and development priorities, and targeting and 10 implementing policy measures at the appropriate level. For example, where the sustainability issue is local, objectives might best be addressed through local solutions. However, in practice it is a considerable challenge to achieve policy coherence across a range of government, ministries and other institutions. Technologies can help reconcile the necessity for sustainable and profitable food production. The challenge is to identify what technologies work best in specific circumstances, and define and provide the right incentive framework, so as to facilitate the achievement of sustainability goals. Reconciling food production and environmental goals can sometimes be achieved through the adoption of appropriate technologies. Sometimes those goals can be reconciled simply by changing the level, type and location of agricultural production. Reconciling those goals, however, also means that the rights and responsibilities of farmers regarding the adoption of technologies and practices need to be clearly defined and applied (taking into account the current distribution of property rights), and thus the situations under which they are entitled to remuneration (provider gets) or obliged to pay (polluter pays).The attribution of property rights has important implications for the distribution of income, wealth and equity. There is a need for greater follow-up in tracking the adoption of technologies for sustainable farming systems and in the accountability of research efforts and policies for technology dissemination and adoption. Rigorous ex-post assessments of results could help ensure that corrections are made before too much is invested in the wrong technology. This is important as technologies affecting agriculture arise from a wide range of sources; ranking technologies and identifying possible future trends can help the policy making process in moving towards sustainable agriculture.

 

EXPANSION PLANNING: Planning is essential to any business, no matter how large or small your inventory, payroll, and bank account. To be successful a farm operation must know its current position and future plans. Having these plans in your thoughts is not enough! Taking time to formulate ideas, evaluate your business, devise a strategy, and anticipate possible problems will help your business be succesful.

A mission statement succinctly defines your business. It describes what you are trying to accomplish and what you value. It explains “who we are, what we do, where we’re headed.” A mission statement gives you a clear direction for the future and should motivate and compell you. It is the foundation upon which you operate your business. Mission statements must reveal more than a motive of profit. A mission should contain values, activities, and identity of the farm.

Businesses must plan for change and growth by setting goals. Effetive goals have five characteristics. They should be specific, measurable, attainable, rewarding and time bound. If goals have these five characteristics we call them SMART goals. If you set SMART goals, you have a better chance of accomplishing them. Your business plan will have short term goals and long term goals.

A business’s goals can include:

- Production (yields, quality, efficiency)

- Marketing (sales, distribution, percent market share, advertising)

- Financial (profit, net worth, cash flow, cost per unit of output)

- Legal (estate, land preservation) - Personnel (management, employee retainment, hiring, skills)

 

Developing an overall farm strategy is an important component of business development. This strategy includes a number of steps focused on market segments, attributes of those segments, and forming a strategy around the needs of each segment. Formulating a strategy is an ongoing process of discovery and creativity. Strategy formulation is not easy, but it doesn’t have to be hard either. Developing a strategy is a series of steps:

Step 1: Gathering information and market research.

Step 2: Analyzing the external and internal components of your business using the S.W.O.T. analysis.

Step 3: Creating plans of action and identifying areas of competitive advantage.

Step 4: Selecting the best plan that fits your overall farm mission.

Step 5: Implementing and evaluating the strategy

 

S.W.O.T. analysis-The S.W.O.T. analysis is an analytical tool used to collect information and guide the decision making process in order to obtain strategic advantages.

S.W.O.T. is an acronym for:

- Strengths

- Weaknesses

– Opportunities

- Threats

 

Strengths and Weaknesses—

Evaluation of the Internal Environment The internal analysis identifies the strengths and weaknesses of your business. The strengths and weaknesses section is internal to the organization and provides insight into what components are available to provide for competitive advantages. When developing a strategic plan, the competitive advantages will be a key determinant of profitability. Identifying weaknesses allows the organization to develop methods for improvement, and set priorities based upon future organizational direction. Examples of weaknesses include: internal operating problems, inexperience, lack of infrastructure, low worker productivity, old or obsolete technology, worn equipment and facilities, poor financial situation, bad community reputation, or inadequate leadership capacity.

Creating plans of action and identifying areas of competitive advantage.

Selecting the best plan that fits your overall farm mission.

Use the following to develop marketing ideas and ultimately a plan to sell. A separate chart should be used for EACH product/service that you offer:

- Product: Describe your product or service in detail, including product features and benefits.

- Price: Describe your pricing strategy and payment policies.

– Place: Describe how and where you will place your product so customers have access to it and how you will make the sale.

- Promotion: Describe the promotional tools or tactics you will use to accomplish your marketing objectives.

ENTERPRISE BUDGETING-Small farms will often consist of many different enterprises that contribute to the whole farm operation. For instance, one farm operation may have a retail produce market, horse hay sales, and a fall petting zoo. It is important to understand the returns, various costs, and ultimately the profitability of each enterprise versus another. The “Enterprise Budget” enables you to do that. It is important to generate good estimates for sales quantity. Your sales are a factor of yield and price. As you estimate your gross income, remember that income should be based on products sold not total production yield. Production can be affected by harvest lost, damaged goods, transportation loss, storage loss and unsold production. The general term used for this loss is shrinkage. Shrinkage should be considered when entering the quantity of goods sold in the enterprise budget. The enterprise budget separates and allocates the various farm expenses and receipts to a particular enterprise. As a result, you can understand break-even cost and pricing points for that enterprise. It is also helpful to understand the input structure such as shelf space pricing structure, raw material inputs, fixed equipment cost and labor inputs. Operator and family labor costs are an important and often overlooked expense. Be sure to include an expense line in your enterprise budget to address these costs. Often overlooked labor expenses include office work, marketing, repairs and networking. The enterprise budget also forces you to analyze the profitability of each enterprise so the proper enterprise mix for the farm can be achieved. In order for enterprise budgets to be effective, you must have accurate information on each enterprise being planned. This requires careful recordkeeping of existing enterprises and detailed projection of activities of planned enterprises. The budget is calculated based on a one-year time frame for a certain unit of production such as acre or per head of livestock.

 

Financial Statements help you:

- Determine your farm’s solvency, profitability and liquidity

- Make important production, financing, and investment decisions

- Help with credit and lending applications

- Develop budgets for farm enterprises

 

A management plan addresses:

- Are the right people in place?

- Does the farm business have the appropriate mix of skills?

- Do employees display the proper attitudes and behaviors?

- Are employees developing in a suitable way

 

RESOURCE INVENTORY-Gathering and analyzing resources is an efficient and prudent exercise for any farm business. Many small businesses and small farms purchase brand new and sometimes unnecessary equipment, buildings, and machinery. These expensive capital purchases can overextend a business if planning and analysis has not been done.

This section includes:

- Building and facility requirements

- Building and structure inventory

- Equipment inventory

 

(NOTE: As our HR Department Head is having medical emergency and had rushed up, on behalf of him I want to share his manual of training.)

Training and Skill Development Manual for Field Employees

This is extremely important for any organisation development.HR helps to make staff policies.HR helps to build great professional development to the staffs by giving adequate training and making strategies in workforce.

Human Resources is said to be the heart any organization. HR personnel’s are the one who deals with pool of emotions in their day to day work. They act as a bridge between the management and the employees. They take care right from recruitment till the retirement process. They are the people who are well connected with the employees. They make up the workforce for the organization.

They act as a driving force for the employees when they are down. Even though the world is moving towards artificial intelligence the need for Human resources will always be there. The report talks about the various roles and responsibility of HR in an organization.  They even take part in the strategic formulation of the company. Thus the HR department play a critical and an important role in every organization.

 

TRAINING AND DEVELOPMENT:

 

    “Job training empowers people to realize their dreams and improve their lives”

Training and development is one of key functions of HR. It is an integral part of Human Resources development activity. As the trend is changing and there is an evolution new things every minute Human Resources who are said to be the crux of any organization has to cope up with change. So every organization is working very strongly towards Training and Development.

 

TRAINING:

Training may be defined as an endeavor aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase the performance or productivity. Training involves change in attitude, skills, Knowledge of a person with the resultant improvement in his behavior. Typically all the organization does proper need analysis priory and comes up with the training plan at the beginning of the fiscal year. Training focuses more on short term needs that is the employee needs in his current job or competency gaps.

 

DEVELOPMENT:

 It focus more on future needs of an employee. Its long term or futuristic in nature. Development concerns itself with preparing people for future roles and responsibilities. It’s like a ladder which helps the employee to grow further and further.

 

 

Employee training and development plan:

1. Delivery boys will be trained on a frequency of 6 months regularly with the updated technology and other requirements for the work.

Delivery boys will be trained on product handling in order to ensure that there no tampering of products during the delivery.

2. There will be different engaging games conducted to impart the importance of customer satisfaction, effective communication, quality assurance and process enhancement to the delivery boys and quality manager.

3. The entire routine of their work will be made into a video format pertaining to their role and shared with them and also given field training regarding the same. Any further doubts and clarifications will be addressed during the orientation program.

4. The IT manager will be provided with training on the technological advancements happening currently in the industry

This solves two problems simultaneously:-

1. This will ensure that the information tracking system is intact and problems regarding the same can be zeroed down.
2. This will also ensure that the right products are being delivered to the respective customers.

 

 Thus training is always different from development. Training is more of short term and focuses on current needs whereas Development focus on long term needs and for growth.

HR Department  Recommendations regarding  Training for Financial  year  2021-22:  The Hr departments recommends the management to conduct the trainings in the way that is mentioned above under, Training plans heading The departments recommends  implementing training programs by bringing in professional experts from the electric vehicles industry.

Retention  plan:The company’s  retention plan includes the plans  one designed to keep the  key employees  where they are and keep  the top performers happy   in the following  manner:

1) Creating Responsibility: One of the most important parts of  the company’s retention plan is holding the  managers responsible for their own turnover rate. Every department head with supervisor responsibilities should have a target turnover rate established, and that rate and the consequences of exceeding it should be clearly spelled out in the plan.

2)Assessing  the Current Turnover Rate:The company should closely monitor the turnover rate of employees to assess the effectiveness of retention plan. It's easy to calculate the retention and turnover rates. The retention rate is simply the number of employees who stay with the firm, divided by the total number of workers. The turnover rate is just the opposite, the number of employees who left the firm.

3) Use Employee Surveys: Knowing what causes employees to leave is important, but understanding why they choose to stay can be just as valuable. Conducting periodic employee surveys is one way to gather this information, and the  retention plan will include sample surveys that managers can use to query their direct reports.

4)Conducting Exit Interviews:The company should also conduct exit interviews. An effective retention plan means digging deep into the data, setting goals for your departmental managers and understanding the reasons why employees are leaving the firm in the first place.

HR Department  Recommendations regarding  Retention for Financial  year  2021-22:  :  The management of the company should implement Retention plans by strictly following the above points.The Hr department suggests use of strategic bonus payouts and use of non monetary rewards like flexible work hours, telecommuting opportunities, training opportunities to give key employees substantial reasons to stay.

 

Our delivery executives are our assets. They exhibit our brand in front of others. So, it is necessary to groom them by proper training, both operational and behavioral. We will allocate a dedicated funds towards it. Also, one person from HR department will be responsible for their trainings round the year.

 

 

 

 

Conclusion

We can do marketing research in different 3 cities identity prospect customers do strategy like hoe to reach product.on time and fresh on these cities do sales promotion like providing free sample our sales executive will meet in society to tell about farm fresh product which is organic and good for health price is very economic for these vegetable & fruits.

Attached File Details