strategic plan-review template

Strategic Plan 2007/2010

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Table of Contents

1 Introduction and Summary...............................................................................31.1 About Oseg Group......................................................................................................3

2 The Goals of Oseg Group...................................................................................3

2.1.1 The Goals of the Oseg Group...............................................................................3

2.1.2 Financial Goals.......................................................................................................3

2.1.3 Customer Goals......................................................................................................3

2.1.4 Internal Processes..................................................................................................3

2.1.5 Learning and Growth.............................................................................................3

3 Strategy Foundations.........................................................................................43.1 Our Mission.................................................................................................................. 4

3.2 Our Vision.................................................................................................................... 4

3.3 Our Values................................................................................................................... 4

4 STRATEGIC PLAN 2007-2010............................................................................54.1 Strategic Goals...........................................................................................................5

4.2 Objectives/Action Plans.............................................................................................5

4.3 Indicators.....................................................................................................................5

4.4 Timeline....................................................................................................................... 5

4.5 Resource Requirements............................................................................................5

4.6 Assumptions and Risks.............................................................................................5

4.7 Challenges to the Objective.....................................................................................5

5 Strengths Weaknesses Opportunities and Threats (SWOT) Analysis 6

6 STRATEGIC PLAN 2007-2010............................................................................8

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1 Introduction and Summary

1.1 About Oseg Group

Oseg Group was established in 2003 as a financial services and outsourcing provider. Over the four years of existence, the company has grown from being a small company to a medium sized company with a staff complement of 50 employees. Oseg group has three strategic business units namely; Debtsolve Botswana, Oseg Direct and Oseg Capital.

Debtsolve Botswana, which is Accounts Receivables Management outsourcers, is the leading Accounts Receivables Outsourcer in Botswana.

Oseg Direct focuses on direct marketing mainly dealing with data base mining for the companies in different sectors.

Oseg Capital focuses on order financing and debt purchasing of charge off accounts.

Other strategic departments within Oseg Group include the Finance Department, and the Information Technology Department.

2 The Goals of Oseg Group

2.1.1 The Goals of the Oseg Group

2.1.2 Financial Goals To increase turnover by 400% while maintaining profit margins of 40% To be listed on Botswana Stock Exchange (BSE) by 2010

2.1.3 Customer Goals To increase customer acquisition through marketing, advertising and launching new products and services To maintain customer retention by 90% through customer service and follow-up

2.1.4 Internal Processes To improve customer management, service management and operations management (to be ISO certified by

improving quality standards) To increase response rate and reduce wastage rate by 100%

2.1.5 Learning and Growth To be the employer of choice

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3 Strategy Foundations

3.1 Our Mission

To provide efficient and innovative global standard customer management and financial solutions for businesses

3.2 Our Vision

To be the leading and globally recognized outsourcing and financial services provider in Africa

3.3 Our Values

Customer satisfaction-We will continually exceed customer expectations

People development- We empower, up-skill and motivate our people to achieve high performance

Social responsibility-We are sensitive to the needs of the community

Innovation and entrepreneurship- We encourage and implement new ideas

Synergy- We promote cross functional and vertical communication

Performance- We are driven by results

Integrity- We establish and maintain high standards of professionalism and trust in our day-to-day functions

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4 STRATEGIC PLAN 2007-2010

4.1 Strategic Goals

These are the milestones that Oseg Group aims to achieve, evolving from the strategic issues.

The SMART goals model was used in setting meaningful goals because they are Specific, Measurable, Agreed-upon, Realistic, and Time-bound.

The dimension below was presented for each of the goals identified as relevant.

2.2 Objectives/Action Plans

Action plans are specific plans of actions Oseg Group will take to “get where it wants to go” or the steps required to reach the organisation’s strategic goals.

A list of specific activities that is relevant to the organisation and its capabilities and context that can enable the realization of a particular strategic goal. It should include different phases of activities including planning, design, implementation and evaluation

4.2 Indicators

A list of things that will tell Oseg Group if each objective has been achieved (e.g. signing up for more clients by September 2008)

4.3 Timeline

An identification of the date by which each activity will be completed (e.g. by June 2010)

4.4 Resource Requirements

An identification of the key financial, physical or human resources needed to enable each action to be undertaken

4.5 Assumptions and Risks

An identification of what is assumed to enable each activity to be undertaken (e.g. change in legislation) and of the risks that might impede implementation (e.g. change in banking act)

4.6 Challenges to the Objective

An identification of challenges both within and outside the organisation that can impede the implementation of the strategic objective (e.g. change in banking act)

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5 Strengths Weaknesses Opportunities and Threats (SWOT) Analysis

INTERNAL TO THE ORGANISATION EXTERNAL TO THE ORGANISATION

Strengths Opportunities Relatively young, energetic and developable staff

Technology that provides efficiency, productivity and

competitiveness

Good leadership/bottom-up approach to management

Understanding of the industry and ability to tap on opportunities

A recognized brand

Performance driven

Domestic representation

Most experienced end-to-end BPO solutions provider in Botswana

Swift and efficient service provision

Opportunity for growth and expansion

Government policy support for procurement

Government focus on (Public Private

Partnership) PPP

Market interest on outsourcing

Operating in a virgin market

Near shore opportunity for expansion,

especially for loans direct

Selling mobile packages (number portability)

Customer’s demand for better service

Increased competition in financial and

telecommunication sectors

Privatization of public enterprises

Government cost recovery policy

Growth of the mobile telecommunication

industry in Africa (near-shore)

Opportunity for off-shoring (end-to-end

customer management and financial solutions)

Liberalization act of telecommunications

(enables for voice over IP)

Offering consultancy on the customer

management cycle

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P

O

S

I

T

I

V

INTERNAL TO THE ORGANISATION EXTERNAL TO THE ORGANISATION

N

E

G

A

T

I

V

E

Weaknesses Threats

Inadequate skills

No training and development plans

Young staff who are still exploring career options

and have low analytical and comprehension abilities

Poor vertical communication

Absence of an independent Human Resource person

Inadequate management development

Lack of skilled support function manpower

Disorganized service provision (poor cross

functional team work)

Absence of Business Development and Marketing

function

Absence of a performance management system

Gold rush syndrome (new entrants in the

market)

Changing government regulations

Tougher financial regulations on cross-boarder

businesses

Political environment in Africa (can impact

near-shore)

Employment laws (inflexible)

No readily available relevant skills for the BPO

industry

Fluctuation of foreign currencies

Inability to compete with low cost destinations

Natural disasters

Technological viruses

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6 STRATEGIC PLAN 2007-2010

Objectives/Strategic Actions

Indicators Targets

Responsibility

Time line

Resource Requirements

Assumptions and Risks

Challenges to the Objective

Actions recommended

(to counter risks)

Challenges Accomplishments

FINANCIAL GOALS

If we succeed, how will we look to our board, staff, investors, clients and community?

Goal 1: To increase turnover by 400% while maintaining profit margins of 40%

1.1 To reduce controllable costs (e.g. telephone, labour) annually

Reduced costs per head count

BN,LB,MM,LM,RT,MP,DS,PM

Continuous

Better purchasing policies

Purchasing and better utilization of Technology

Appropriate technology

Appropriate control measures

Full utilization of technology

Usage of SKYPE

Goal 2: To be listed on the BSE by 2010

1.1

Objectives/Strategic Indicators Targ Respo Time Resource Assumptions Actions Challenges Accomplishements

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Actions ets nsibility

line Requirements

and Risks


recommended

CUSTOMER GOALS

When we say we are successful, how will our customers/clients experience our value proposition?

Goal 3: To increase customer acquisition through marketing, advertising and launching new products and services

3.1 To have four top banks and four micro lenders participating in loans direct by 2008

Contracts with all retail banks

All retail banks

LB,RD,PM,MP,BDM

31/11/07

People

Time

Uninterested banks

Resistance from banks

Sell more benefits to banks

In depth knowledge of individual banks

3.2 To start the debt purchasing of charge off accounts by end of 2007

Contracts and clients

5 contracts

RT,BN,LM, PSM

31/11/07

Budget A new concept

Rate (%) at which we are buying(buying price)

Educate and build relationships with stakeholders

3.3 To have opened Oseg Capital office in F/Town by 31/01/08, and in Serowe/Palapye area by 31/06/08

Commissioning of the offices

2 offices

RT,BN,PSM,DS,PM,MP

31/07/08

Budget

People

IT infrastructure

Location

Availability of business

Growth of business

Marketing and advertising

Partnership with banks

Co-financing with existing factoring houses

3.4 To have established a 150 seat contact centre by 2010

150 seat contact centre

150 seats

LB,LM,RD,MP,PM,DS,MM

31/06/2010

Budget

People

Assuming growth in the domestic market

Intensive business development in marketing and relationship

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IT infrastructure

Business development.

Access to near-shore and off-shore markets

Risk of competition

management

Increasing barriers of entry through excellent service, technology, people development and maintenance of a strong brand

3.5 To have established representatives in four (4) African countries

Commissioning of offices in 4 African countries

4 African countries

RT,MP,MM,DS,PM,RD,BDM, ops directors

31/07/2010

Budget

IT infrastructure

People

Location

Lucrative market

Managerial and operational skills

Budget

Support from governments

Favorable exchange controls

Training and development

Recruitment

Networking and relationships

Research

3.6 To introduce Instalment Factoring by 2009

Contracts with retail outlets

20 contracts

RT,MP,BN,MM,LM,DS,PM

31/06/09

Budget

IT infrastructure

People

New concept

Product knowledge

Competition from existing companies

Research,

Strong collection back office

Strong branding

In depth understanding of the market

Marketing and advertising

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3.7 To launch SMS campaigns

Commencement of the campaigns

Contracts with companies

2 contracts

RD,PM,DS,MP,MM

31/11/07

People Buy ins from retailers and mobile service providers

Competition

Assumption for services to trigger interest on consumer

Licensing

Research

Goal 4: To maintain customer retention by 90% through customer service and follow-ups

4.1 To acquire CRS internet based reporting module

Installation and signing off of the module

LM,DS,MM,PM,MP

31/03/08

Budget, Active

Website

Security risk

Active website

Implementation

Have water tight user names and passwords

Changing passwords regularly

4.2 To exceed Service Level Agreements (SLAs) by at least 25%

Exceeded SLAs

25% Everyone

Continuous

Smart people

Assumption that the system will be utilized fully

Coming up with appropriate and realistic targets

Have basis for SLAs (they should be SMART)

Educating of clients

4.3 To establish a Marketing/Business Development Function

Marketing and Business Development function

MP,RT,PM,HR

31/07/07

Budget

People

Getting the right skills

Budget

Proper recruitment and training

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Office space


Indicators Responsibility

Time

line




Actions recommended


INTERNAL PROCESSES

To satisfy our customers/clients what should our operational perspectives be? Which processes should we excel at? Which should we improve?

Goal 5: To improve Customer management, Service management and Operations management (to be ISO certified by improving quality standards)

5.1 To design internal service level agreements and internal processes

SLA and process manual

BN, LB, LM, DS, MM

31/08/07

People Time Work extended hours

5.2 To have a quality assurance and training team

5.3 To establish an internal audit department by mid 2008

Quality assurance team

Internal audit department

MP, LB BN, LM

31/07/07,

31/1108

Budget

AMCAT training

People

Assuming that there are people with the right competencies

Assuming we meet growth targets

Observe/train/shadow three people

Meeting targets

5.4 To acquire a new factoring CRM

Installation and sign off of the factoring CRM

RT, MP, MM, DS

31/07/08

Budget

Factoring CRM

Maintenance

Assuming there is enough budget

Getting the right software

Research on existing systems and customization

Oversee the installation and implementatio

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Training

SOUR

Implementation of the system

n

Oseg Capital to increase turnover

5.5 To fully excel at the AMCAT system (utilize other features)

Dialer manager certification

Increase in the usage of AMCAT features

MP, DS, LM, LB, QA manager, RD, PM

LB,LM,QA

31/08/07

Training Assuming that the trainer will be available

Follow up to ensure that the trainer is available (LB)

5.6 To acquire UPS Installation and sign off

DS,MP,MM

31/09/07

Budget Availability of budget

Delivery time

Ordering in time and follow-up

5.7 To acquire exchange server software

Installation and sign off

DS,MP,MM

31/07/08


Delivery time


5.8 To acquire a higher bandwidth radio link


DS,MP,MM, RT

31/08/07


Delivery time


5.9 To acquire CISCO router Installation and sign off

DS,MP,MM

31/12/07


Delivery time


5.10 To have a data Policy DS,MP, 31/0 People Delivery time Work extended

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protection and security policy

documentation and training

MM, LM,LB,BN,RT,PM

9/07 hours

5.11 To establish a business continuity plan (insurance, disaster recovery)

Implementation and documentation

DS, MP, MM, PM, QA, RT

31/11/07


Delivery time

Availability of a consultant

Work extended hours


5.12 To acquire an Installment Factoring System


DS,MP,MM, RT,BN,LM, PM

31/06/08

Budget

Time

Training on the factoring CRM

Availability of budget

Delivery time

SOUR


Research on the system and the market

5.13 To launch a Website for loans direct

Website going live

PSM,RD,PM,LB,DS

31/11/07

Budget

Consultant

Literature for website

Domain name

Availability of budget and consultant

Book a consultant on time

5.14 To acquire a cheque by phone module(CRS)


DS,MP,MM,LM,PM,BN,LB,PSM

31/01/08


Delivery time


5.15 To acquire a debt purchasing module(CRS)

Installation and sign-off

DS,MP,MM,LM,PM,BN,LB,PSM

31/11/07


Delivery time


5.16 To establish a customer service centre

Customer service center (CSC)

MP,MM,RT,PM,LB,LM,BN,DS

31/07/08

Budget

People

Location

Assuming that there will be enough business to

Research

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IT infrastructure

accommodate a start up of CSC

5.17 To establish voice over IP link

Installation and sign-off

DS,MP,MM ,PM,BN,RT

07/09/07

Budget

Equipment

Availability of budget

Delivery time



Indicators Targets

Responsibility

Time

line




Actions recommended


LEARNING AND GROWTH

To reach our vision, what should our company learn? What should it improve? How should the training and development of our people look like?

Goal 8: To be employer of choice

8.1 To have innovation and creativity focus groups (workout sessions)

Focus groups

Six groups

PM 15/08/07

People

Time

Assuming that we will meet all deadlines

Buy in from staff

Communicate the strategy and operation plans

Ownership from staff

8.2 To reduce attrition

8.2.1 To have a retention strategy

Management

Continuous

People skills

Conducive work environment

Competition

Culture

Internal conflict

Have a sound and transparent PMS system,

Enhance communication

Having clear career paths

8.3 To have a training and development programme

Training and

Human

31/11/07

Budget Availability of a consultant

Follow-up and timely

Needs a dedicate

15

development program

Resource Consultant

Skilled Consultant

Budget

reservations d resource with proper skills and experience

8.3 To have a performance management system (PMS)

8.4 To have a performance based incentive scheme (PBRS)

PMS

PBRS

PM,HR,LB,LM,DS,MM,BN

31/04/08

Budget

Technical system

Managing PMS and PBRS

Education and transparency

Creating the right culture

People were reluctant to signing the contracts-change resistance

Done

8.5 Build an HR function An HR function

MM,PM,RT,MP

31/06/08

Budget

People skills

Proper recruitment

Office space

Budget

Proper planning

Done

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