Senwes Scenario June / July 2017 - Page 10

•••• NEW S Role of agri-businesses > CONTINUED FROM PAGE 6 business with the best stakeholder in that specific environment. The producer can no longer afford to do business based on sentiment. Obviously all these stakeholders will use different mechanisms to gain the business of the producer. It goes about his own long-term vision in respect of the customer. How do they serve the interest of the customer? Do they offer special loyalty programmes? How do they invest in their business in order to gain a customer? A range of these normal com­ mercial practices could eventually result in the producer doing busi­ ness with that specific organisa­ tion. Aspects such as price, range and service are also important aspects on which his choice is based. Senwes invested in excess of R200 million in the silo business over the past few years. It is important to invest in the infra­ structure and it is the right thing to do. You have to have a spe­ cific attitude. What is Senwes’ objective? Personnel are really the people who make things work. Personnel are driven by motiva­ tion and not only salary. Such things are timeless. A company is a company for its customers but, it also goes about how you can change the environment, how you can change lives and even more important, how you can change South Africa.” Agri-companies stand before a huge and important choice - they have to be sure about where they are heading and how they should define their objectives. The cus­ tomer has to know that the organ­ isation with which he conducts business, acts in his interest. But how often should one think about this? “On a minute- 8 to-minute basis. However, if you change your goals every minute you will not achieve anything. You have to revisit your goals on a continuous basis.” WHEN DO YOU SAY NO? Strategy goes about what you say “no” to and when you should say “yes”. It is important to know where you are heading. It is important to say no. You have to be able to stand on your own two feet and to know what you can do. It is even more important to know what you can’t do and to say no to what you can’t do. It is easy to say yes, but a lot more difficult to say no. These are the things which define you. To say no means that you have to be sure of the things you want to achieve.” BE FOCUSED ON THE FUTURE You have to look at the future JUN/JUL 2017 • SENWES Scenario from the outset. When I joined Senwes in 2010, I challenged all the strategies for the first eight months. We are now working on a rolling 10-year basis and every year we move ten years ahead. The reality is that businesses have to looked further and further into the future. The legacy which we leave behind is important to me. I want to leave an organisation behind which is better than the one I received. I want to change peo­ ple's lives, I want to change South Africa and for this reason I am willing to take a chance, as I did with Nation in Conversation. CONCLUSION The strategy of a good company is timeless. The methodology may change over the years, but you have to communicate with all concerned - this has never changed.