Queensland Organics Strategic and Business Planning September 2011

Vision A profitable and environmentally sustainable organic fertilizers and soil conditioner manufacturer and distributor Provide high levels of customer service to the resellers Qld Organics operates under a business (B2B) model.

Mission To produce a product that is guaranteed to work in a factory that is safe, environmentally aware and by people that care. Put the message out into the market place Remove fear, confusion and mistrust.

Objectives Move from small business to corporate structure Remove seasonality in sales – Direct to growers, target cropping time – Northern Australia/Export Enlarge accessible market Diversify the product range Growth Targets 12/1313/1414/15 Revenue$3.2m$3.8m$4.4m Target EBITDA10%15%17.5%

Strategy 1.Product – Grow market to address seasonality Create the ability to understand the market/customer/grower. Soil test, consultant/s, system for sales team When, how much? Tailor/prescription product for particular market segments (banana/tomato etc.) – Product diversity Mineral range – Develop strategic relationship with Des Gleeson – Test product – Pricing – Place product in the market ProOrganic blends (blend of organic and compound synthetic fertilizer) Low odour/cotton base/lucerne base – Understand the market and need. Golf courses, schools, landscapers – Trials – Pricing – Tailor a product to a need 1.Product 2.Market 3.Sales and marketing 4.HR

Strategy 2.Market – Identify and approach new/non traditional fertilizer consumers to minimise seasonality and increase income – Direct to grower/farmer – B2B marketing – Yates/Bunnings/Masters build relationships to gain exposure in the consumer market place. Yates/Amgrow 1.Product 2.Market 3.Sales and marketing 4.HR

Strategy 3.Sales and Marketing – Develop a B2B strategy – Focus on larger volume customers – Create a demand through concentrating on niche markets and activities Understand customers needs and offer value for money solutions Direct to grower Build key relationships 1.Product 2.Market 3.Sales and marketing 4.HR

Strategy 4.HR – Develop a knowledgeable team culture – Create a quality ethos – Pass the business strategy and initiatives onto the whole team Create a plan for this to happen – Strategy meeting – Review meetings monthly 1.Product 2.Market 3.Sales and marketing 4.HR

Marketing Plan Marketing to develop B2B model Brand consistency Budget for travel and entertainment – $10K/annum – Build collateral(Karen) Brand consistency Case studies Testimonials Product test results Factory and product images Brochures-corporate B2B Signage to support businesses Direct mail No newsletter at this point Continue co-contribution advertising, promote to gain relationship and benefit Identify 80/20 rule (Appendix ) – Identify key accounts, categorise for frequency of contact – Build relationships and communication with all key accounts regularly by phone/ – Key accounts/strategic accounts communicate weekly and face to face Identify and manage (Appendix ) Market Segmentation – Consumer – Mineral fertilizer – Tailored/prescription, direct to grower – Low odour – Contract packing – not to be included in strategy Web – Website – FB/You tube

Sales Plan Account Management – Service existing customers NP/Karen/Rep New Business – Corporate NP – Growers Rep/NP – Determine needs – Soil Test – Agronomic Recommendations – Product Quote – Follow up – Sale Targets – Sales targets per month – Identify and focus on increasing sales in the months from November to June – Minimise the seasonality of the business KPI’s for sales team – Client list into A/B/C clients (Appendix ) – Number of calls to service accordingly Incentives – Create an incentive based scheme to increase sales – Incentive to create new business Internal Sales – Empower to up sell, educate – Incentive to sell new products – Can Karen be given some account to look after and service (Brisbane independents??)