Tarlton Beetroot Business Plan — Strategic Plan
Strategic objectives across the five years and the sequencing of hectares, packhouse and channel access.
Section 17 of 37
Strategic Plan
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company, Structure and Stage of Development
- 4. Customer Problem, Value Proposition and Monetisation
- 5. Products, Portfolio and Unit Economics
- 6. Industry Analysis
- 7. Market Analysis and Sizing
- 8. Customer and Channel Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model: Agronomy and Production
- 13. Operating Model: Post-Harvest, Packhouse and Logistics
- 14. Water, Energy and Land: The Three Binding Constraints
- 15. Management and Organisation
- 16. Strategic Plan
- 17. SWOT Analysis
- 18. Risk Analysis and Register
- 19. ESG and Development Impact
- 20. Implementation Roadmap
- 21. Financial Assumptions
- 22. Projected Income Statement
- 23. Projected Balance Sheet
- 24. Projected Cash Flow
- 25. Capital Expenditure and Working Capital
- 26. Funding Requirement and Structure
- 27. Break-even Analysis
- 28. Debt Serviceability
- 29. Investment Returns and Valuation
- 30. Sensitivity and Scenario Analysis
- 31. Phase 3: Processing Optionality
- 32. Key Performance Indicators and Management Dashboard
- 33. Conclusion and Investment Recommendation
- A. Appendix A: Monthly Projections, Year 1
- B. Appendix B: Detailed Assumptions Register
- C. Appendix C: Glossary
Where to play, how to win, and what has to be built — stated as choices rather than aspirations.
Table 25 Strategic choice cascade
|
Choice |
The Company’s answer |
What is deliberately excluded |
|---|---|---|
|
Where to play |
Gauteng and adjacent metropolitan fresh vegetable demand, served from the Tarlton–Magaliesburg irrigation district. Beetroot as the anchor crop with a rotation block of sweetcorn, cabbage, butternut and green beans. |
Export markets; other provinces; permanent crops; open-field dryland production; contract growing for third parties. |
|
How to win |
Certified, continuous, cold-chained supply from a single traceable origin, sold direct to formal retail at a premium to market realisation. |
Competing on cost against large integrated growers; competing on price at the municipal market auction; building a brand at consumer level. |
|
Capabilities required |
Water entitlement; 62 hectares of arable land; an integrated packhouse and cold chain; GLOBALG.A.P. certification; two retail category relationships; agronomic depth in root crops. |
Processing capability, which is explicitly deferred to Phase 3 and unfunded; own logistics beyond a single refrigerated truck; own retail presence. |
|
Management systems |
Monthly planting and harvest scheduling against a rolling 52-week supply commitment; traceability from block to pallet; covenant and cash monitoring at weekly frequency during Years 3 and 4. |
Complex ERP; multi-site management structures. |
Strategic objectives, measurable
Table 26 Five-year strategic objectives and measures
|
Objective |
Year 1 |
Year 3 |
Year 5 |
Verification |
|---|---|---|---|---|
|
Beetroot output, tonnes |
75 |
632 |
2,215 |
Weighbridge and dispatch records |
|
Retail share of volume |
0% |
28% |
46% |
Sales ledger by channel |
|
Blended net realisation, R/kg |
5.70 |
7.28 |
8.76 |
Sales ledger |
|
Unit cost, R/kg |
4.84 |
4.60 |
4.26 |
Management accounts |
|
EBITDA, R million |
(1.47) |
(2.18) |
5.79 |
Audited or reviewed accounts |
|
Weeks of the year with dispatch |
26 |
44 |
50 |
Dispatch records |
|
Certification status |
LocalG.A.P. |
GLOBALG.A.P. |
Maintained |
Audit certificate |
17