Senwes Scenario April / May 2017 | Page 14

•••• NEW S Senwes Strategy with Francois Strydom 2017 IS WELL UNDERWAY AND IT IS TIME TO PUT THE SENWES STRATEGY ON THE TABLE AGAIN TO MAKE SURE OF THE ROAD AHEAD. AUBREY KRUGER The current strategy Firstly, Senwes’ national strategy is aimed at the consolidation of the agri-sector. In other words, more of the same in order to create the benefit of scale. Secondly, it goes about the reorganisation of the underlying portfolios upon consolidation. “When an agri-consolidation is done, the two underlying portfo­ lios are never the same. The objec- tive of consolidation is to reorga- nise in such a manner as to create better efficiency, larger scale and volumes, better focus, geographic and commodity distribution and trademark and risk diversifica- tion,” said Francois. Different aspects to consider SUPPORT The first aspect to consider is the effective deployment of the sup- port services basis. “We are already using service level agreements in our existing joint ventures to improve the efficiency of our support services and to increase cost efficiency. The strategy also involves the facilitation and underwriting of the deployment of better and more effective sup- port services.” CLIENT FOCUS The company’s focus is on client- aimed deployment and service. “The aim of our business is to offer business solutions to clients which will benefit their business- es,” Francois emphasised. “The automatic consequence is to build up and maintain our own busi- ness.” INTEGRATION OF BUSINESS Another aspect is the integration of the business. Francois said: “If you offer client-focused solutions to your client, it means that you also have to rank and prioritise his requirements.” In practical terms the end result is that the individual who is in contact with the client, should not sell his product or service to the client at any cost. He should rath- er determine the priority of the client, which means that the per- son concerned may have to take the client to one of his colleagues instead. SPECIALISATION It is important to remember: “Within the business we are spe- cialised, but when we go to the client, we take the business to the client in a specialised manner. The client has no business with our internal specialisation - he needs a solution for his business.” Why is the externalisation and diversification of the business necessary? The reason why we investigate opportunities across our country's borders includes risk mitigation as well as trademark, company, > CONTINUES ON PAGE 14 12 APRIL/MAY 2017 • SENWES Scenario