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Harvard Case - Feed Green Ethiopia Exports: Stabilizing Product Quality and Price

"Feed Green Ethiopia Exports: Stabilizing Product Quality and Price" Harvard business case study is written by Nicole R.D. Haggerty, Carmen Leung, Jensen Liu, Katherine Tan. It deals with the challenges in the field of Strategy. The case study is 7 page(s) long and it was first published on : Jul 11, 2018

At Fern Fort University, we recommend Feed Green Ethiopia Exports (FGEE) implement a comprehensive strategy focused on product quality stabilization, price optimization, and market expansion. This strategy involves a multi-pronged approach encompassing technology and analytics, supply chain management, organizational structure and design, and marketing, ultimately aiming to achieve sustainable competitive advantage and business growth in the global feed market.

2. Background

Feed Green Ethiopia Exports (FGEE) is a promising start-up in Ethiopia's agricultural sector, specializing in the production and export of high-quality animal feed. The company faces challenges related to product quality consistency and price fluctuations, hindering its ability to compete effectively in the international market. These challenges are exacerbated by Ethiopia's underdeveloped infrastructure and limited access to technology.

The case study focuses on the company's founder, Amanuel, who seeks to overcome these obstacles and establish FGEE as a reliable and competitive player in the global feed market.

3. Analysis of the Case Study

Strategic Analysis:

  • SWOT Analysis:
    • Strengths: FGEE possesses a strong commitment to quality, a dedicated workforce, and access to raw materials.
    • Weaknesses: Lack of consistent product quality, limited access to technology, and underdeveloped infrastructure.
    • Opportunities: Growing global demand for animal feed, potential for market expansion, and increasing awareness of sustainable agriculture.
    • Threats: Price volatility of raw materials, competition from established players, and regulatory hurdles.
  • Porter's Five Forces:
    • Threat of New Entrants: Moderate, due to the high capital investment required and the need for technical expertise.
    • Bargaining Power of Suppliers: High, as FGEE relies on a limited number of suppliers for raw materials.
    • Bargaining Power of Buyers: Moderate, as buyers can choose from multiple suppliers but FGEE offers high-quality products.
    • Threat of Substitutes: Moderate, as alternative feed sources exist, but FGEE's focus on quality and sustainability offers a competitive edge.
    • Competitive Rivalry: High, as FGEE faces competition from both domestic and international players.
  • Value Chain Analysis:
    • FGEE's value chain needs to be optimized to ensure consistent product quality and efficient operations. This includes sourcing, production, packaging, and distribution.
  • Business Model Innovation:
    • FGEE needs to develop a business model innovation strategy that leverages its core competencies and addresses the challenges of the Ethiopian market. This could involve adopting a vertical integration model, controlling the entire production process from farm to export, or partnering with local farmers to ensure consistent quality and supply.

Financial Analysis:

  • FGEE needs to develop a pricing strategy that reflects the value of its high-quality products and ensures profitability. This could involve cost-plus pricing or value-based pricing.
  • Financial forecasting is crucial to assess the viability of FGEE's growth plans and secure necessary investments.

Marketing Analysis:

  • Market Segmentation: FGEE should identify specific target markets within the global feed industry, focusing on segments that value quality and sustainability.
  • Product Differentiation: FGEE needs to clearly differentiate itself from competitors by emphasizing the quality, sustainability, and traceability of its products.
  • Marketing Strategy: FGEE should develop a multi-channel marketing strategy that includes online marketing, trade shows, and partnerships with distributors.

Operational Analysis:

  • Technology and Analytics: FGEE should implement a digital transformation strategy to improve efficiency, optimize production processes, and ensure product quality. This includes investing in information systems, AI and machine learning, and data analytics.
  • Supply Chain Management: FGEE should establish a robust supply chain management system that ensures the traceability and quality of raw materials. This could involve implementing quality control measures, supplier partnerships, and logistics optimization.
  • Organizational Structure and Design: FGEE needs to adopt an organizational structure that supports its growth strategy. This could involve creating dedicated teams for quality control, technology, and marketing.

4. Recommendations

Short-Term:

  1. Implement Quality Control Measures: FGEE should invest in quality control equipment and develop strict quality control protocols throughout the production process. This includes implementing traceability systems to track raw materials and finished products.
  2. Adopt Technology and Analytics: FGEE should invest in information systems to manage data, monitor production processes, and analyze market trends. This can involve implementing AI and machine learning to optimize production and predict demand.
  3. Strengthen Supply Chain Management: FGEE should establish strong partnerships with suppliers to ensure the consistent quality and availability of raw materials. This could involve implementing supplier audits and contractual agreements that emphasize quality standards.
  4. Develop a Pricing Strategy: FGEE should implement a pricing strategy that reflects the value of its high-quality products and ensures profitability. This could involve cost-plus pricing or value-based pricing, considering the premium value of its products.

Long-Term:

  1. Expand Market Reach: FGEE should pursue market development strategies to penetrate new markets and increase brand awareness. This could involve participating in international trade shows, establishing partnerships with distributors, and leveraging online marketing platforms.
  2. Vertical Integration: FGEE should consider vertical integration to gain control over the entire production process, from sourcing raw materials to exporting finished products. This could involve investing in farms or partnering with local farmers to ensure consistent quality and supply.
  3. Develop a Sustainable Business Model: FGEE should prioritize environmental sustainability by implementing practices that minimize its environmental footprint. This could involve adopting sustainable farming practices, reducing waste, and promoting responsible sourcing.
  4. Build a Strong Brand: FGEE should develop a strong brand identity that emphasizes its commitment to quality, sustainability, and traceability. This could involve creating a compelling brand story, investing in brand marketing, and building strong customer relationships.

5. Basis of Recommendations

These recommendations are based on a comprehensive analysis of FGEE's current situation, considering its core competencies, external customers, competitors, and attractiveness in the global feed market. The recommendations are aligned with FGEE's mission to provide high-quality animal feed while contributing to the sustainable development of Ethiopia's agricultural sector.

  • Core Competencies: The recommendations leverage FGEE's existing strengths, such as its commitment to quality and its access to raw materials.
  • External Customers: The recommendations address the needs of international buyers who value quality, sustainability, and traceability.
  • Competitors: The recommendations aim to differentiate FGEE from competitors by emphasizing its unique value proposition and its commitment to sustainable practices.
  • Attractiveness: The recommendations are expected to improve FGEE's profitability and market share, making it a more attractive investment opportunity.

The recommendations are based on the following assumptions:

  • Growing Global Demand: The global demand for animal feed is expected to continue to grow in the coming years.
  • Technological Advancements: The availability of technology and analytics will continue to improve, enabling FGEE to optimize its operations and enhance product quality.
  • Government Support: The Ethiopian government will continue to support the development of the agricultural sector and facilitate exports.

6. Conclusion

By implementing these recommendations, FGEE can overcome its current challenges and establish itself as a leading player in the global feed market. The company's focus on quality, sustainability, and technology will enable it to achieve sustainable competitive advantage and business growth in the long term.

7. Discussion

Alternative options not selected include:

  • Mergers and Acquisitions: This could provide FGEE with access to technology, infrastructure, and established market channels, but it carries significant risks and requires careful due diligence.
  • Outsourcing: FGEE could outsource certain operations, such as production or logistics, to reduce costs and focus on core competencies. However, this could compromise quality control and lead to dependence on external providers.

Key risks and assumptions:

  • Market Volatility: The global feed market is subject to volatility, which could impact demand and pricing.
  • Competition: FGEE will face intense competition from established players with deep pockets and extensive resources.
  • Regulatory Changes: Changes in government regulations could impact FGEE's operations and profitability.

8. Next Steps

To implement these recommendations, FGEE should develop a detailed strategic plan with clear milestones and timelines. This plan should include:

  • Short-term: Implementing quality control measures, adopting technology and analytics, strengthening supply chain management, and developing a pricing strategy.
  • Medium-term: Expanding market reach, pursuing vertical integration, and developing a sustainable business model.
  • Long-term: Building a strong brand and establishing FGEE as a leading player in the global feed market.

FGEE should also establish a project management team to oversee the implementation of the strategic plan and ensure that all stakeholders are aligned.

By taking these steps, FGEE can overcome its current challenges and achieve its ambitious goal of becoming a leading exporter of high-quality animal feed from Ethiopia.

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Case Description

In mid-2015, the managing director of Feed Green Ethiopia Exports PLC (FGE), one of Ethiopia's leading export companies, faced a pivotal decision. FGE specialized in herbs and spices, and the price of one of FGE's major products, paprika, had skyrocketed in the past six months. As a result, FGE had sustained a massive loss. This problem had taken a toll on FGE's profitability, and the company's future was on the line. The managing director needed to mitigate this problem and prevent it from occurring again. He saw three alternatives: FGE could maintain the status quo, operate its own farm in one of two locations, or purchase its spices directly from local farmers. Maintaining the price and quality of the products and providing excellent customer service were the company's main priorities, regardless of which option it chose.

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