1. HOW TO DEVELOP BUSINESS IN THE AGRO-FOOD SECTOR ?
A practical management training

2. WHAT CAN YOU EXPECT The training Business development in agro-food
Management capacity in rural areas
Development and quality of the product
Financial aspects
Internationalization
Business cases
The virtual game

3. THE TRAINING

4. THE TRAINING Objectives of the training ENTERPRISING COMPETENCES
Company and entrepreneur go through a transition
IMPLICATIONS OF THE DEVELOPMENT OF YOUR BUSINESS ON
- Marketing and distribution
- Management of the company
- Product development and quality of the product
- Financial aspects of the development
- Internationalization

5. THE TRAINING
Objectives of the training
CASES
VIRTUAL

6. THE TRAINING THE BUSINESS CASES
The cases are based on the everyday experience of companies in the agro-food sector
The cases illustrate that developing your business covers all aspects of management
The approach is practical
The cases can be done individually or in group
A debriefing in group is to be advised

7. THE TRAINING TRAINING METHOD QUESTIONING FEEDBACK REVIEW
Use of variety of questions to invite trainees to take part in the discussion and avoid only closed questions (yes/no answer)
FEEDBACK
Where are we now and how can we make following (positive) step?
Feedback is not on a person, but on behavior
REVIEW
Looking back at the situation in a objective way
Follow up of the process we are going through
Is no evaluation on behavior

8. BUSINESS DEVELOPMENT IN AGRO-FOOD
CONFRONTATION WITH
Environmental issues
Use of the (scarce) resources as efficient as possible
Social Issues:
The whole social chain should be a winner
Consumer issues
The demand-side of the market (the consumer side) takes the initiative
Globalization
The world is more and more our market

9. BUSINESS DEVELOPMENT IN AGRO-FOOD
RECONCILIATION OF ECONOMIC
Efficiency
Marketing
Social & environmental expectations

11. MANAGEMENT
PRODUCTION MANAGEMENT What to do to run an efficient agro business? Preparation Production capacity Production planning Packaging and labeling

13. MANAGEMENT PRODUCTION MANAGEMENT Preparation Use of sales forecasts
Budgeting
Availability of the equipment
Availability of staff
Abilities of the staff
Operational planning
Level of stock holding

14. MANAGEMENT
PRODUCTION MANAGEMENT Production capacity Production rate is how many pieces can be produced per month Amount of product made per month No of days of production per month

15. MANAGEMENT
PRODUCTION MANAGEMENT Production capacity Production through put is how many pieces can be produced per hour Amount of product made per month (units) No of days of production per month x No hours worked per day

16. MANAGEMENT PRODUCTION MANAGEMENT Production capacity
Production rate and through put have to be in accordance
Capacity has to be measured by production line
Role of automation (depends on the type of product)
(Preventive) maintenance of equipment and machinery

17. MANAGEMENT PRODUCTION MANAGEMENT How to increase production capacity?
Investments
Reduction of the operating costs
Improving internal and external flows
Adaptation of production lines
Changing the lay-out of the production room
Energy reduction
Changing the working process and working periods
Validate waste …

18. MANAGEMENT PACKAGING AND LABELLING Role of packaging
Protection of the product
Convenience to handle the product
Ecological aspects
Attractiveness (Pack is a way to communicate)
Carrier of necessary information

19. MANAGEMENT PACKAGING AND LABELLING Role of labelling Traceability
Food safety
Environmental
Educational

20. MANAGEMENT THE ENTERPRENEUR AS MANAGER Priority Management Planning
Time Management
Operative plans
Dealing with stress
People manager

21. MANAGEMENT THE ENTERPRENEUR AS MANAGER Priority Management
What are the vital objectives for the company?
The goals or objectives should be SMART(I)
S = SPECIFIC
M = MEASURABLE
A = ACCOUNTABLE
R = REALISTIC
T = TIMEFRAME
I = INSPIRING
Long term projects should have temporary deadlines and evaluations

22. MANAGEMENT THE ENTERPRENEUR AS MANAGER Planning
What are the steps to take to realize our objectives? What is our plan?
Elements of our plan:
Necessary information for those who are involved
Actions to be take (to achieve SMART goals)
Time table
Extra time when a step takes too long
Gantt-charts : useful for long term projects

23. MANAGEMENT
THE ENTERPRENEUR AS MANAGER Time management More time is less time is the objective In the various tasks you have , they are in one of the following fields
Urgent
Not urgent
Important I II
Not important
III IV

24. MANAGEMENT
THE ENTERPRENEUR AS MANAGER Time management More time is less time is the objective It is up to the manager to find the good balance in order to perform efficiently
Urgent
Not urgent
Important I II
Not important
III IV

26. MANAGEMENT THE ENTERPRENEUR AS MANAGER Operative planning
The different actions have to be planned in the correct order
The Gant-chart is a good tool to help
Planning modules can be interesting
Always plan per fixed period (normally per week)
Rank your priorities in A and B

27. MANAGEMENT THE ENTERPRENEUR AS MANAGER Dealing with stress
Stress has different sources, which are not always related to the job
There is eustress (good stress) and distress (bad stress)
All changes cause stress as changes mean that we want people to leave their comfort zone
Acute and chronic stress

28. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management
The 3 roles of a people manager are
Leader
You have to be vigilant over the lines and objectives of the company
Manager
You have to put effort in organizing things
Coach
You have to bring people to a higher level

29. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management
Colleagues will be motivated when
There are clear job descriptions
They receive timely and constructive feedback
There is a real team spirit
There is open communication
They have the means and resources to perform their job

30. MANAGEMENT THE ENTERPRENEUR AS MANAGER People management
Colleagues will be motivated when
There are clear job descriptions
They receive timely and constructive feedback
There is a real team spirit
There is open communication
They have the means and resources to perform their job