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Global Shea Alliance: Strategic and Operational Plan Overview

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  • 1. Strategic and Operational Plan OverviewProduced for Global Shea Alliance General AssemblyMarch 5, 2013
  • 2. Export Shea Butter Value Chain Legend African International Kernel Butter Final Product 90% 45% Mechanical 15% Edible Collectors Traders Fractionators Processors Brands 85% 30% 10% 70% Fractionators Cosmetic Village-based Mechanical Brands Processors 45% Processors 15% Refiners 5% Traditional Uses Ɨ 10% 2.5% Distribution/ FormulationRepresentative Organizations: Village-based Processors – Songtaaba,  African Fractionators – Ghana Nuts, Wilmar SEKAF, Naasakle  Int’l Refiners – AAK, Loders, SRC, Cargill WA Processors – Fludor, Nioto, Ghana Nuts  Int’l Fractionators – AAK, Loders, 3Fs Int’l Processors – AAK  Brands – Nestle, Body Shop, L’Oreal * Note, %’s represent volume of SETs in the shea industry as of 2011; figures do not reflect unrefined shea butter * At present, ~5% of industrially processed total (fractionated/refined) gets used by the cosmetic industry Ɨ 65-75% of harvested shea does not enter the export market and is retained for traditional uses -2-
  • 3. Existing Market Challenges in the Shea Industry Demand Instability  Primarily used as a substitute for cocoa butter, the shea industry’s poor diversification into other markets (including local markets) prevents stability and causes fluctuations in both price and demand based on the movement of cocoa. Inconsistent Quality at Sufficient Quantity  Within shea there are wide differentials in quality and pricing. This variability is a result of many factors including: lack of public trading information, poor aggregation, little to no quality control, government price-regulation, and other external factors. Fragmented Advocacy  The shea industry lacks a unified message representing the collective interests of the various stakeholder groups; historically, advocacy has been pursued by individual stakeholder groups without regard for the impact on the industry as a whole. Rural Poverty  Collected by some of the poorest women in the world residing in extremely isolated areas, the shea industry is marked with numerous economic, social, and environmental sustainability challenges -3-
  • 4. The Global Shea AllianceVision GSA will be the premiere platform to satisfy the strategic interests and practical needs of its members, shea stakeholders large and small worldwide.Mission The mission of GSA is to design, develop, and deliver strategies that drive a competitive and sustainable shea industry worldwide, and improve the livelihoods of rural African women and their communities.Members 175 Members representing 32 countries and include women’s associations, suppliers, brands, development partners, non-profits, and research institutions. 7 Member Executive Committee elected every two years that provides strategic direction and oversight of operations. Board of Advisors provides financial resources and technical support. -4-
  • 5. Strategic Focus of the GSA Sustainability Impact Value Chain Competitiveness  Initiatives that will address rural poverty  Creating a more efficient product to challenges including women’s compete in the global marketplace empowerment and environmental protects the interests of all sustainability. stakeholders. Market Expansion Policy Advocacy  Expansion drives business  Promote policies that establish new opportunities that create employment markets internationally and support for women collectors and increased African shea businesses, communities, income for shea producing and environment. communities. -5-
  • 6. GSA Operational Plan SummaryGoalImplement four key initiatives to achieve maximum impact related to GSA strategic objectivesof market expansion, competitiveness, policy advocacy, and sustainability impact.Development CriteriaMeets private sector needs/interest Integrates with member operationsImpacts multiple strategic objectives Specific activities and timeframesScalability Measurable resultsInitiatives Sustainability promotion – Define GSA as a membership organization that drives sustainability and creates market expansion. Standards and pricing – GSA members define quality standards, publish price information, and enforce standards through membership. Industry promotion – Develop marketing and communication strategy to impact all GSA strategic objectives. National association support – Develop and support national associations to impact competitiveness and policy advocacy in shea producing countries. -6-
  • 7. Sustainability Promotion 2012 Define  Activity: Create working document outlining sustainability needs of the industry Sustainability  Goals: Achieve consensus with members, international brands, and other Platform stakeholders on sustainability objectives  Activity: Establish GSA membership levels and criteria, a base code,ACTIVITIES TIMELINE Define GSA Membership implementation principles, and objectives to measure progress vs. principles Criteria  Goals: Clearly define the GSA brand and value addition for members 2013  Activity: Establish bi-laws, organizational licensing and registration, Secure and Define the trademarks, etc. GSA Brand  Goals: Address legal challenges in preparation for seal rollout  Activity: Develop various marketing seals and application criteria/procedures Seal  Goals: Seals meet the marketing needs of GSA members Development 2014  Activity: Participate in international trade shows and other events to market GSA Seal membership and marketing seals Marketing  Goals: Expand GSA membership and utilization of sealsIMPACT  Industry Impact: By 2014, the shea industry will improve revenues for women’s groups registered under GSA sustainable practices by 10%, protect 60,000 hectares of Savannah, and protect 9,000 employees.  Strategic Objectives Met: Market Expansion, Sustainability Impact -7-
  • 8. Quality Standards and Pricing 2012  Activity: Develop shea nut quality standards based on 2006 Pro Karite project Industry  Goals: Standards are simplified and able to be utilized by GSA membership during Standards daily business transactionsACTIVITIES TIMELINE 2013  Activity: Develop procedures to enforce standards and incorporate into GSA and Standards membership criteria 2014 Procedures  Goals: GSA membership enforces standards  Activity: GSA develops system of collecting price information related to quality Publish standards and publishes data on website for members Price Data  Goals: Provide tool for GSA members to utilize quality standards in the marketplace Education  Activity: Engage national associations and NGO community to disseminate and information on quality standards Marketing  Goals: Promote GSA membership and utilization of quality standardsIMPACT  Industry Impact: By 2014, the industry will improve income for registered women’s groups by 10% and increase production of the highest quality shea nuts by 10%  Strategic Objectives Met: Value Chain Competitiveness, Sustainability Impact -8-
  • 9. Industry Promotion 2012 Industry  Activity: Develop marketing strategy and materials to promote shea in food and Marketing cosmetic products Strategy  Goals: Increase usage of shea in food and confectionary products  Activity: Redesign GSA website to include shea business bio directory, a Website business and academic resources library, up-to-date market info on shea, and Redesign a microsite to market shea in food and cosmetics.ACTIVITIES  Goals: Increased traffic and activity (e.g., downloads, business connections made, etc.) on site 2013 And  Activity: Site selection, prepare content and recruit speakers, promotion, 2014 Annual fundraising, and logistics planning Conference  Goals: Engage stakeholders on state of shea industry, promote all GSA strategic objectives, create business linking opportunities Implement  Activity: Examples include trade show representation, social media Marketing campaigns, print ad campaigns, and promotional videos Strategy  Goals: Attract additional membership and promote shea usageIMPACT  Industry Impact: By 2014, the shea industry will increase exports and regional sales by 5%.  Strategic Objectives Met: Market Expansion, Value Chain Competitiveness, Sustainability Impact, and Policy Advocacy -9-
  • 10. National Association Support 2013  Activity: Assist stakeholders to form national associations in Cote D’Ivoire and National Benin Association  Goals: Form democratic institutions that represent the interests of sheaACTIVITIES TIMELINE Development stakeholders 2014  Activity: Provide technical and financial support to new associations of Cote National Association D’Ivoire and Benin and existing associations in Ghana, Mali, Burkina Faso, Support Nigeria to ensure effective governance and activities to accomplish strategic objectives  Goals: National associations have established democratic procedures, strategic plans, policy advocacy plans, fund raising activities, and project management ability  Activity: Provide ongoing technical support to promote quality shea nuts and GSA Project policy advocacy Collaboration  Goals: National associations effectively manage quality campaigns and achieve policy advocacy goals in their respective countriesIMPACT  Industry Impact: National representative bodies that contribute to the strategic objectives of the GSA.  Strategic Objectives Met: Value Chain Competitiveness, Policy Advocacy, Sustainability Impact - 10 -

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