Centurion Motor Exchange Business Plan — Strategic Plan
Strategic objectives across the five years and the sequencing of volume, sites and product attachment.
Section 14 of 28
Strategic Plan
Jump to section
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Structure
- 21. Debt Serviceability
- 22. Investment Case and Valuation
- 23. Sensitivity and Scenario Analysis
- 24. KPIs and Management Dashboard
- 25. Conclusion
- A. Appendix A: Scenario Parameters
- B. Appendix B: Year-1 Monthly Projections
- C. Appendix C: Sources and Glossary
Prove one site, replicate once, then build a Gauteng platform
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Where to play
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How to win
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Capabilities required
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Management systems
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Table 14.1: Strategic phases and measurable objectives
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Phase |
Period |
Priorities |
Measurable objectives |
|---|---|---|---|
|
1. Launch & prove |
FY28 – FY29 |
Open Site 1; build sourcing engine; establish bank panel; earn reviews |
58 units/month by FY29; EBITDA-positive from month 6; aged stock < 10% |
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2. Replicate |
FY30 – FY31 |
Open Site 2; group DMS; shared buying and marketing |
1,400 units in FY31; EBITDA R13.3m; term debt reduced to R2m |
|
3. Optimise & position |
FY32 |
Lift F&I and repeat share; evaluate Site 3; prepare for exit or refinancing |
EBITDA R15.4m; net cash R19m; ROIC 35% |
Table 14.2: Strategic priorities by dimension
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Dimension |
Priority |
|---|---|
|
Growth |
Volume from share gains in one corridor, not market growth; 3% annual like-for-like growth from FY30 |
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Competitive strategy |
Focused differentiation: assurance and service in a mid-market band |
|
Product expansion |
Extended warranties and service plans; selective hybrid stock as the used NEV market develops |
|
Geographic expansion |
Site 2 (Midrand) in FY30; Pretoria East and East Rand evaluated after FY32 using the same gate |
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Partnerships |
Fleet lessors for de-fleet supply; banks for finance; independent workshops for after-sales |
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Operations |
Recon turnaround ≤ 5 days; stock days ≤ 45; shared buying desk from FY30 |
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Capital investment |
Leased sites only; capex limited to fit-out, equipment and systems |
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Technology |
Group DMS, pricing analytics and CRM automation in FY29–FY30 |