SABIU MAINASIBI FARMS

Business Plan for Poultry

RIMIN HAMZA QTRS, WAILARI KUMBOTSO LGA, Kano, Kano
State.
09033546997
saabba22@yahoo.com

Prepared by

HAMISU IDRIS BAHAGO

February 2020

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EXECUTIVE SUMMARY
The federal government and the central bank of Nigeria (CBN) are currently
joining effort to implement the ban on 40 items from importation into the
country including frozen foods (chicken, fish etc) with action aimed at
encouraging local production of the products where the country has
comparative advantage. Investors all over the country are now investing into
poultry farming business following the increase in demand for frozen products
of chicken. However, with this advancement in poultry farming also means and
advancement in demand of poultry feed(s) also. The business of poultry farming
owes 70% of its output to the availability of feed(s), invariably, no poultry
farming can exist without availability of poultry feeds i.e. increase in the demand
for chicken in Nigeria leads to increase in consumption of feed(s) and equally
leads to increase in the poultry feed production business.
I Have been in the business for the past 10 years having a farm located at Rimin
Hamza qtrs, wailari, Kumbotso LGA, Kano state. I wish to expand my business
and open a branch for distribution and farming in Kano state.
On this basis, I developed this business plan to request for a loan of
N7,584,000.00 from NMFB under the AGSMEIS Loan Programme.

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ABOUT US

OUR VISION
SABIU MAINASIBI FARMS will measure its success by its ability to achieve the
following objectives:
Becoming the "Best and most hygienic poultry producer in the area.
 Turn in profits from the first six months of operations.
 Maintain 50% gross margin ratio.
 Winning the hearts and tastes of our beloved consumers
and establishing a brand image of the company through
heavy marketing campaigns in the first one year.

OUR MISSION
SABIU MAINASIBI FARMS missions are;
1. To provide customers with quality, fresh, and valuable products.
2. To respect all employees and enable everyone to have a say in
company affairs.
3. Quality and service are our number one priority.
4. To contribute to the community through physical and social
programs.
5. Sky limit's poultry farm intends to have the largest poultry farm
products.
6. We plan to increase and expand our production of chicken to
challenge the ever-growing demand for poultry products.
7. The nutritious and protein rich products from our farm would always
be the first choice of our consumers.

OUR OBJECTIVE
Our objective is to create a business model of improving company incomes and
nutrition through improvement and utilization of modern poultry production.

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ABOUT THE BUSINESS
Poultry Farming
Poultry farming is the form of animal husbandry which raises domesticated
birds such as chickens, ducks, turkeys and geese to
produce meat or eggs for food. Poultry – mostly chickens – are farmed in great
numbers. More than 60 billion chickens are killed for consumption
annually. Chickens raised for eggs are known as layers, while chickens raised for
meat are called broilers.
According to the World Watch Institute, 74 percent of the world's poultry meat,
and 68 percent of eggs are produced intensively. One alternative to intensive
poultry farming is free-range farming using lower stocking densities. Poultry
producers routinely use nationally approved medications, such as antibiotics,
in feed or drinking water, to treat disease or to prevent disease outbreaks. Some
FDA-approved medications are also approved for improved feed utilization.
Commercial hens usually begin laying eggs at 16–21 weeks of age, although
production gradually declines soon after from approximately 25 weeks of
age. This means that in many countries, by approximately 72 weeks of age,
flocks are considered economically unviable and are slaughtered after
approximately 12 months of egg production, although chickens will naturally
live for 6 or more years. In some countries, hens are force molted to re-
invigorate egg-laying.
Environmental conditions are often automatically controlled in egg-laying
systems. For example, the duration of the light phase is initially increased to
prompt the beginning of egg-laying at 16–20 weeks of age and then mimics
summer day length which stimulates the hens to continue laying eggs all year
round; normally, egg production occurs only in the warmer months. Some
commercial breeds of hen can produce over 300 eggs a year.
Poultry, kept for their eggs and for their meat, include chickens, turkeys, geese
and ducks. The great majority of laying birds used for egg production are
chickens. Methods for keeping layers range from free-range systems, where the
birds can roam as they will but are housed at night for their own protection,
through semi-intensive systems where they are housed in barns and have
perches, litter and some freedom of movement, to intensive systems where they
are kept in cages. The battery cages are arranged in long rows in multiple tiers,
with external feeders, drinkers, and egg collection facilities. This is the most
labor saving and economical method of egg production but has been criticized
on animal welfare grounds as the birds are unable to exhibit their normal
behaviors.
In the developed world, the majority of the poultry reared for meat is raised
indoors in big sheds, with automated equipment under environmentally
controlled conditions. Chickens raised in this way are known as broilers, and

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genetic improvements have meant that they can be grown to slaughter weight
within six or seven weeks of hatching. Newly hatched chicks are restricted to a
small area and given supplementary heating. Litter on the floor absorbs the
droppings and the area occupied is expanded as they grow. Feed and water is
supplied automatically and the lighting is controlled. The birds may be
harvested on several occasions or the whole shed may be cleared at one time.
A similar rearing system is usually used for turkeys, which are less hardy than
chickens, but they take longer to grow and are often moved on to separate
fattening units to finish. Ducks are particularly popular in Asia and Australia and
can be killed at seven weeks under commercial conditions.

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INDUSTRY ANALYSIS

High population growth and growing income lead to increasing demand for
poultry products in Nigeria. The poultry industry has emerged as the most
commercialized and fastest expanding segment in the animal husbandry
subsector but still faces many problems. Private investment from foreign
countries could help to facilitate this market.

In 2013, six of the ten fastest growing economies in the world were in Africa.
With an average annual growth in gross domestic product (GDP) of 5% in recent
years, this situation is likely to continue (International Monetary Fund 2014). In
Africa, agriculture and agro-industries account for more than 30% of national
incomes on average, as well as for the bulk of export revenues. Nearly three-
quarters of the African population depend on agriculture to secure their
livelihoods.

Due to the high population growth in Africa (World Health Organization 2010)
and growing income, the demand for eggs and poultry meat has significantly
increased in recent years across large parts of the continent. According to
estimates by the USAID (United States Agency for International Development),
this trend is very likely to continue over the next few years. Therefore, the
consumption of poultry and eggs will increase by 200% between 2010 and 2020
for at least some countries in sub-Saharan Africa.

One African country where this trend can clearly be seen is Nigeria. Nigeria is
one of the largest countries in Africa, with a total geographical area of 923,768
square kilometers (Manyong et al. 2005). Its estimated population was 174.5
million people in 2013, and its population growth rate is 3% per annum (USDA
2013). Nigerian economic statistics reveal annual economic growth rates that
averaged over 7% in recent decades, making Nigeria one of the fastest growing
economies in the world (Byerlee et al. 2013). Nonetheless, this growth has not
reduced poverty or created much-needed jobs. Unemployment is still very high,
and more than 60% of the population lives below the poverty line (African
Economic Outlook 2012).

In contrast to the rapid population growth in Nigeria, food production has not
followed suit over the last 50 years (Wiggins and Keats 2013). Nevertheless, the
sector is particularly important in that it has generated employment and
contributed to GDP and export revenue earnings. Hence, agriculture constitutes
one of the most important subsectors of the economy, employing nearly three
quarters of Nigeria’s work force (Phillip et al. 2009; Adene and Oguntade 2006).

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The Nigerian poultry industry in particular has been rapidly expanding in recent
years and is therefore one of the most commercialized (capitalized) subsectors
of Nigerian agriculture (USDA 2013; Adene and Oguntade 2006). The popularity
of poultry production can be explained by the fact that poultry has many
advantages over other livestock. Poultry birds are good converters of feed into
useable protein in meat and eggs. The production costs per unit remain
relatively low, and the return on investment is high. Therefore, farmers need a
relatively small amount of capital to start a poultry farm. Furthermore, poultry
meat is very tender and acceptability to consumers is high, regardless of their
religious beliefs. Also, the production cycle is quite short, so capital is not tied
up over a long period. Finally, eggs, one of the major products of poultry
production, are more affordable for the common person than other sources of
animal protein.

Despite these positive aspects, poultry production has not been keeping pace
with rapidly increasing domestic consumption. The domestic shortfall is
estimated at 25,000 MT per annum (Rothschild 2002).

This lagging increase in domestic production can be explained by the fact that
most producers in Nigeria still employ traditional rural poultry farming
systems—although an increasing demand for poultry kept under modern and
more hygienic conditions has been observed. Rural poultry farming is by
convention a subsistence system comprising stocks of nonstandard breeds or
mixed strains, types, and ages. A majority of the farmers operate in these
traditional, small-scale structures. Often, these farming systems are
characterized by outdated barn equipment and production techniques and
inadequate hygiene management. In addition, producers suffer from a weak
feed industry and poor market access as a result of inadequate infrastructure
(Adene and Oguntade 2006; Alabi and Isah 2002).

In contrast, commercial poultry farming is characterized by higher demands on

capital and labor, as well as on inputs and technology. Improvements in
breeding, husbandry, and management are needed to increase the efficiency in
chicken production, which will lead to lower production costs (Adene and
Oguntade2006).

But even farmers using more commercial farming systems suffer from numerous
problems. These problems include a low capital base, the resulting lack of equity
capital, inefficient management, technical and economic inefficiencies, infection
with diseases and parasites, high costs for feeds, poor quality of day- old chicks,

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and inadequate extension and training facilities. Thus, there seems to be a large
untapped potential for improvements in poultry production in Nigeria from
both a production and an economic point of view.

To the best of our knowledge, there is hardly any literature so far that examines
the existing market structures of poultry production in Nigeria, analyzes the
potential of emerging new markets, and segments or explores the development
of suitable strategies for the market entry of companies from foreign countries.
Therefore, it is the aim of the present paper to contribute to the closing of this
research gap. To this end, we describe Nigeria’s economic development in
detail, taking into account general economic indicators and the relative
importance of animal husbandry. We pay special attention to the development
of the poultry sector, analyzing in depth the market in laying hens and egg
production, as well as the subsector of broiler production.

Importance of Poultry Products in Sub-Saharan Africa

The challenges of food insecurity and hunger in developing African countries

like Nigeria have caught the attention of experts and governments worldwide
(Emaikwu et al. 2011; FAO 2003). Population growth, urbanization, and income
improvements are the main drivers of increased demand for foods of animal
origin in developing countries (Abdullah et al. 2011; Steinfeld 2003) . The
sufficient supply of animal protein is most critical in the global food basket crisis
(FAO 1995). As a result, growing demand has led to a rise in the production of
foods of animal origin all around the globe, especially from poultry and pigs
(FAO 2010).

Poultry production plays an important role in rural incomes in sub-Saharan

Africa; especially in Nigeria. A country’s economic development is normally
accompanied by improvement in its food supply and the gradual elimination of
dietary deficiencies (WHO/FAO 2003; Thornton 2010). This raises global demand
for animal products, thus offering potential opportunities for animal producers
worldwide (Jabbar et al. 2011). The enforced demand for foods of animal origin
could be satisfied especially by the production of poultry, as these products
have seen the greatest increase in production in recent years (FAO 2011; Speedy
2003; Delgado and Narrod 2002).

For farmers in sub-Saharan Africa, poultry production plays an exceptionally

important role; approximately 80% of rural households are engaged in
smallholder poultry production (Kryger et al. 2010). But, although chicken
production is likely to become the fastest growing agribusiness

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 Factors used in the Analysis of the Nigerian Poultry Market

Political Agricultural policy Corruption

Availability of micro-credits for farmers Governmental structure
Governmental stability

Economic Capital base of farmers Inflation

Economic efficiency of production Infrastructure
Economic growth Input costs
Gross domestic product Market price fluctuation
Importance of agricultural sector Marketing possibilities
Income per capita Profitability
Social-cultural Age structure Household size
Availability of labor Innovation adoption
Management practice and know-
Education level how
Employment rate Membership in co-operative
Extension and training agency Population growth rate
Farming experience Poverty
Health Religious influences

Technological Diseases and parasites Level of automation

Drugs and medication Mortality rate of chickens
Farm size Quality of day-old chicks
Flock size Storage facilities
Husbandry systems Technical efficiency of production
Hygienic conditions of poultry
production Use of modern breeds
Vaccination
Ecological Availability of Land Availability of water
Availability of energy Climatic conditions
Availability/Quality of feed

Legal Export regulations Taxation regulations

Import regulations

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MARKET ANALYSIS

The Nigerian poultry industry comprises about 180 million birds – Nigeria has
the second largest chicken population in Africa after South Africa (SAHEL, 2015)
– producing 650 000 tonnes of eggs and 300 000 tonnes of poultry meat in
2013 (FAOSTAT, 2017). Cattle milk production amounts to 585 000 tonnes of
milk per year, that only covers 40 percent of the demand (ASL 2050, 2018). This
brief summarizes available information on how cattle and chicken production
contribute to people’s livelihoods in the different production systems, as
characterized by stakeholders (see Table 1). It relies on data from the Nigeria
General Household Survey (NGHS) 2015/16 of the National Bureau of Statistics,
a representative multi-topic household survey with a focus on agriculture. NGHS
data allows to determine income from different activities, production practices
and consumption patterns, shedding light on cash income and nutrition related
benefits from livestock.

Poultry production systems in Nigeria

Free-range system Farmers keep indigenous chicken flocks, which are left to roam
around and scavenge for food and water. Flocks contain birds
(extensive) of
different species and varying ages. There may be rudimentary
shelter,
though most birds roost outside in trees or nest in the
bushes.
Production is subsistence-oriented, mainly for family
consumption.
This system is present mainly in the northern regions of the
country.
Farmers in semi-intensive poultry systems keep flocks of about
Semi-intensive 50 to
2000 birds, including both improved and unimproved breeds. It
system refers
as small-scale family poultry keeping by house-holds using
family
labor and locally available feed resources, often complementary
to
other farming activities. Housing is not elaborate,
sometimes
wooden/metal cages are used to provide the chicken with
shelter and

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 some commercial feeds are used. The small-scale poultry
producers
tend to sell live birds through informal marketing channels.
Semi-
intensive poultry farms are mainly located in the southern
regions of
the countries.
In intensive systems, farmers keep more than 2000 exotic birds
Commercial of one
species, producing either meat or eggs for the market. This
systems (intensive) system
ranges from medium to large scale commercial enterprises and
high
premium is given to stock breed, feeding, housing and health.
The
more advanced integrated holdings use automated chain
feeding and
watering systems. This system is dominant in the southern
regions of
the country.

Poultry (chicken)

Poultry production in Nigeria

Poultry production in Nigeria amounts up to 454 billion tonnes of meat and 3.8
million eggs per year, with a standing population of 180 million birds. About 80
million chicken are raised in extensive systems, 60 million in semi-intensive
systems and the remaining 40 million in intensive systems (ASL 2050, 2018). As
the NGHS is a household survey, data on commercial systems is limited, with
only three households in the sample reporting production practices that
correspond to the intensive system.

To characterize extensive systems we have analysed data from households that

keep only local breeds, do not purchase feed, and do not market their produce.
Commercial systems include households (farms) that keep over 1000 exotic
broilers or layers. Households ‚in between‛ these two categories represent the
semi-intensive production systems. Table 3 presents summary statistics for the
different production systems:

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 Chicken keeping households in the Nigeria General Household Survey

Average Average Average Vaccination Number Household Chicken

flock number of number rate % in numbers number
size layers of sample (thousand) (thousand)
broilers4
Extensive 12 - - 4% 1247 6 632 78 238
Semi-intensive 54 145 121 13% 204 1 256 68 345
Intensive 2 625 2 671 2 165 100% 3 17 45 156

From the sample we estimate that the 78 million chicken in the extensive (free-
range) system are kept by 6.6 million households; the 68 million chicken in
semi-intensive systems are kept by 1.3 million households; and there are 17
thousand commercial holdings keeping 45 million chicken altogether. In the
sampled households, vaccination rate increases with intensification: only 4
percent of households vaccinate their animals among the free-range chicken
keepers; this ratio is 13 percent among semi-intensive holdings, and all intensive
holdings reported to vaccinate their birds.

Revenue structure of chicken production

Revenue structure of different poultry production systems

Live sales
70%
60%
50%
40%
30%

Egg other Slaughtered sales

20%
Extensive
10%
0% Semi-intensive
Intensive

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 Slaughtered

Egg sales
consumption

Source: Authors’ calculations using Nigeria General Household Survey 2025/16,

National Bureau of Statistics
Average revenues from chicken production activities

Average gross
revenue from
chicken production
(NGN)
Extensive 4 513
Semi-intensive 33 697
Intensive 19 171 837

Consumption of chicken meat and eggs

Beyond cash income, poultry keeping contributes to livelihoods through

providing protein and other nourishments from consumption of own
production. Table 6 shows the percentage of households consuming poultry
meat and eggs, the average per capita weekly consumption and the share of
consumption derived from own production. Consumption data are based on a
recall period of 7 days and, as such, they only capture frequent or regular
consumption. In intensive systems of production consumption of meat and eggs
is continuous throughout the year and comes from own production. In other
production systems, there are periods when there is no production and hence
households might purchase poultry meat and eggs. Additionally, some
households receive such products as a gift from neighbours or relatives.

Market Segmentation

Although in the Nigerian populace, there are few taboos, religious or cultural
practices that will prevent the consumption of poultry produce, during the
market segmentation, we found out that nearly everybody eats eggs and meat,

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so we are targeting the whole market, businesses, individuals, homes and firms
that use eggs, meat, dairy product and chicken in large quantities. Specifically
there is a high demand for live chickens for home consumption or as gifts
during festivals like Christmas, Eid-al-fitr, New Year, Easter etc.
Target Market
Our target markets for chicken meat and eggs include but not limited to:
 Hotels
 Restaurants
 Whole sellers
 Individuals
 Suya Spots etc.

Since the business will now be situated in Kano State, Kano Poultry Market is our
target market.

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SWOT ANALYSIS
SWOT stands for strength, weakness, opportunities and threats and we have
made an analysis in each case.
STRENGTH

 Produce high quality eggs enriched with protein

 Relatively good infrastructure systems
 Good marketing system
 Eggs and chicken are not seasonal products and can be eaten any
time of the year
 In this area, the poultry business hasn’t been over-exploited
 Poultry are environmentally friendly

WEAKNESS

 Capital intensive. Starting a poultry business requires a large

capital funding, which we lack.
 Outbreak of disease can ruin entire business in a go
 The smell can be quite disturbing

OPPORTUNITIES

 Market demand
 Expansion into large scale production of byproducts(fertilizer and
detergent)
 Export to neighboring towns
 A large and successful poultry will ensure food security

THREATS

 More competition
 Avian diseases
 High feed ingredients prices
 Threat of import of frozen chicken

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COMPETITION
Competition is not so keen in the markets, however it still exists. The reasons
are;
 Poultry products are not branded products; hence what usually
matters is effective positioning and timing.
 Poultry market is not crowded, it’s a seller’s market.
 Most poultry produce are sold through informal channels.
Competition is usually found within local products and imported ones.
our key competitors include but not limited to:
 Kalambaina Farms
 Talamiz Farms
 MBM Farms

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OUR MANAGEMENT
SABIU MAINASIBI FARMS will be managed by the following key personnel
whom responsibilities are clearly identified. excluding other laborers:

1. MD/CEO
Generally a CEO/MD is authorised and responsible for the management of the
organization and its operations by way of delegated authority from the board,
or as expressed in the organization's constitution. This delegation of authority
generally includes responsibility for:

 Developing business plans, budgets and strategies for consideration by

the board and, to the extent approved by the board, implementing these
plans, budgets and strategies;

 Ensuring the organization's operations and business are within the

parameters set by the board from time to time and that the board is kept
informed of material developments in the organization's affairs,
operations and business;

 Where proposed transactions, commitments or arrangements exceed

threshold parameters set by the board, referring the matter to the board
for its consideration and approval;

 Identifying and managing operational and corporate risks for the

organization and, where those risks could have a material impact on the
organization, formulating strategies for managing and mitigating those
risks, including for consideration and endorsement

 (as applicable) by the board;

 Managing the organization's financial and other reporting mechanisms,

and control and monitoring systems,

 to ensure that these mechanisms and systems capture all relevant

material information on a timely basis, are functioning effectively and are
founded on a sound basis of prudential risk management;

 Ensuring that the board is provided with sufficient accurate information

on a timely basis in regard

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  to the organization, its operations, business and affairs, and in particular
with respect to the organization's corporate performance, financial
condition, operations and prospects, so as to reasonably position the
board to fulfill its governance responsibilities;

2. FARM SUPERVISOR
This is advanced farm management work in the conduct of general and
specialized farming operations on a large institutional farm. Is work involves
responsibility for planning, coordinating, and directing the operation of a large
institutional farm and its specialized subordinate and related units such as dairy,
poultry, truck garden, field, and orchard, and for the care of livestock and
equipment or for supervising other farm operations of comparable level of
difficulty. Work includes supervision of a large sized group of skilled and
unskilled farm workers. Direction is received from a superior chiefly with regard
to general administrative matters, such as production, purchasing, personnel,
and accounting. This work differs from Farm Foreman II level by degree of
complexity and scope of operations involved.

Coordinates with administrators and research project leaders on work plans and
programs and makes recommendations for improvements, land preparation,
fertilizing, planting crops, cultivation, and harvesting of experimental feed plots.

Determines soil use and rotation of crops.

Inspects dairy, garden, poultry, orchard, and other units; confers with and
advises project leaders on problems; requisitions equipment and materials;
approves work schedules. Plans and supervises the planting, cultivating,
harvesting and storing of field and garden crops on large and complex
institutional farms.

Supervises all operations of one of the larger and more complex institutional
farms.

Makes reports on time, equipment, materials, and production; keeps records

and prepares estimates of needs and Directs the repair and maintenance of
farm buildings and equipment.
3. FARM MANAGER
Looks after the daily planning, organization, supervision and administration of
activities on farm estates.
Farm managers are employed to manage and carry out duties associated with
the day-to-day and long-term management of large commercial farms. It is their

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responsibility to ensure that the farm runs efficiently and profitably. Their day-
to-day activities will depend on the type of farm being managed:
 Livestock (animals)
 Arable (crops)
 Mixed (animals and crops).
 Work activities
 Planning the running of the farm
 Setting budgets and production targets
 Buying and selling animals or produce
 Keeping records of livestock and/or crops and financial records
 Recruiting, training and supervising staff
 On smaller farms, doing practical work such as looking after livestock,
driving tractors and other machinery, spreading fertilizer and harvesting
crops.

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 SALES AND MARKETING PLAN

As defined by the American Marketing Association, AMA, Marketing is the

process of planning and executing the conception, pricing, promotion and
distribution of ideas, goods and services that satisfy individual and
organizational goals. A Marketing plan also is a written strategy for selling the
products/services of a business. It is a reflection of how serious a company is
in meeting the competition head on, with strategies and plans to increase
market share and attract customers.

The technological innovation that characterized the late 20th century has led
to significant development in a variety of new technologies – notably in the
fields of biotechnology, new materials and product development, and
computer and communications technology. Computer and communications
technology, especially, has been subjected to great advancement in the past
twenty years. ICT is central to the acquisition, analysis, storage, retrieval,
manipulation, management, control, movement, display, and transmission of
data and information.

These developments have indeed shaped the world into a global village,
enabling communication and interaction irrespective of time and space. ICT
has opened the world of marketing, giving marketers an array of new and
innovative ways in which they can communicate with their customers.

Product is the platform for attracting customers. All organizations are in the
business for attracting customers.

Operational marketing

Operational marketing occurs at the product distribution and or service

rendering stage, thus in this business, the operational marketing will be
adopted and used. It is in the business comprises of the creation of
communication material. Also, massive advertising which marketers are payed
for (e.g. ads in papers or posters) and publicity will be of great advantage.

Also, strategic marketing for in collision with entertainment industry

practitioners will be used. At the strategic marketing stage, positioning studies
can ‘develop a detailed marketing plan at a very early stage based on the
services rendered. Although market research is central, Poultry Farmers equally
insist on the importance of intuition and experience – personal and shared – in
making decisions. The search for predictability which guides market research

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 has also led to a trend in academic literature whose aim is to identify the
impact of the marketing mix on a Poultry Business Success. film business
success.

Marketing Goals and Objectives

The first year in dealing with a new customer is the most stressful and time
consuming for every business. The subsequent years are faster and
significantly more profitable. We are currently debt free hence the institute is
at operational level with intent to expansion by starting up a fresh farm
located at Darmanawa quarters, Kumbotso LGA, Kano state.

Marketing Strategies
I planned to use the following sources for advertising my products in order to
quickly gain recognition in the market so as to make higher return on
investment.
 Radio
 Television Stations
 Newspapers
 2% discount on competitors price
 YouTube
 Instagram
 Facebook
 Wechat
 and other social media platforms

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 OUR BUSINESS MODEL CANVASS
PARTNERS
Key partnerships and alliances to strengthen or grow your business, reduce risk
Our main partners include:
 Restaurants
 abbatoirs
 farm houses
 Suya spots

KEY ACTIVITIES
 To operate successfully we need to apply the use of highly experienced staffs
with both technical and intellectual skills in our poultry production..

KEY RESOURCES
 What physical, financial, intellectual or human resources do you need?
 Physical: production & distribution equipment & technical skills;
 Financial: funds to increase capital base & outlay;
 Intellectual: capacity building on business skills in the fields of
management, human resources, finance, operations and promotion, sales &
marketing among others.
 Human: Competent and experts with both technical and physical
competency, experiences and skills in the field of Media Services, Audiovisual
digital contents development programs and Business professionals.

VALUE PROPOSITION
 We offer poultry products to our target customers at affordable prices.
 For our corporate consumers we use our research & development and
creative unit to understand their need and provide them with the product
that matches their needs.

CHANNELS
 How will you communicate with & reach your customers
 Through conventional and emerging distribution and feedback platforms
that include GSM, Pay Home TV channels, Social media pages (our) vendors
and partners.

RELATIONSHIPS
 Customer, which without no any business will survive, is a valuable asset in
the products and services delivery of A special unit, our Customer
Relationship Management (CRM) is designed deliberately to provide special

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 services which will build, maintain and strengthen the relationship of our firm
and the customers.

CUSTOMERS
Our customers include but not limited to:
 Hotels
 Restaurants
 Whole sellers
 Individuals
 Suya Spots etc.

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 Summary of Project Budget (Equipment)
S/N DESCRIPTION QTY AMOUNT (N) TOTAL

1 Broiler Chickens 2,000 400 800,000

Point of Lay Chickens 1,176 1,700 2,000,000

2 Battery Cage 20 40,000 800,000

3. Chicken Feeds 1,03 4 3,000 1,494,000

4. Medication and - - 300,000

Vaccine

5. Generator and Tanks 2 150,000 300,000

Sub - Total 1 5,694,000.00

Summary of Project Budget (Working Capital)

S/N DESCRIPTION QTY AMOUNT (N) TOTAL

1. Farm Rent 1 250,000 250,000

2. Salary 12 50,000 600,000

3 Borehole Construction 1 350,000 350,000

4. General Administration 12 30,000 360,000

5. Direct Labour 12 80,000 80,000

6. Utilities 12 12,500 150,000

6. Miscellaneous - 100,000 100,000

Sub - TOTAL 2 1,890,000.00
GRAND TOTAL 7,584,000.00

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CONCLUSION
It can be concluded that with the receipt of this loan, the business will be expanded
to meet the set objectives considering the experience we had in the business and the
financial projections is hereby attached in the spreadsheet. the business will have a
payback period of 5 years as can be seen in the financial forecast. in the sixth year of
the business, we will increase our productivity and strength by 25% of everything.

(Signed)

HAMISU IDRIS BAHAGO

MD/CEO

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