BUSINESS PLAN
TITLE:
Business focused on the cultivation of
crops in small-scale gardens for
commercial purposes.
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Proposed by: Ngomba
Matricule number:
Department: geography
Faculty: Academic year:2023/2024
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Academic Programme
Plant science
Motivation in taking the programme
1. Critical thinking and problem-solving which enables students to analyze complex spatial
patterns, phenomena, processes and propose solutions
2. Due to Carrier opportunities in various fields like urban planning, GIS analysis cartography,
environmental management, geoscience research
3. Inother to understand the world by understanding the earth physical features, cultural diversity
and insight into various landscape, climate, ecosystem.
Expectations after taking the programme
1. Understanding the world around me by learning different cultures, climate, landscape
ecosystem and their interconnectedness
2. Inform decisions about the future and improve food insecurity
3.To have critical thinking skills and maintain environmental friendliness (degradation free)
The problem
Access to technology, field trips, and other engaging learning resources can be limited in some
schools or regions. This makes it difficult for students to experience geography firsthand and
connect it to the real world.
My innovative solution
Partner with local businesses, organizations and museums to create geography-themed events and
workshops.
By starting a social media campaign to share interesting geographical facts and organizing public
lectures or debates on current geographical issues like climate change
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Table of Contents
LIST OF TABLES..........................................................................................................................iv
LIST OF FIGURES.........................................................................................................................v
EXECUTIVE SUMMARY.............................................................................................................1
I. INTRODUCTION...................................................................................................................2
1.1 Objectives..........................................................................................................................2
1.2 keys to success..................................................................................................................2
II. COMPANY STRUCTURE.....................................................................................................3
2.1 Company History...................................................................................................................3
2.2 Company Ownership..............................................................................................................3
III. GOODS AND SERVICES...................................................................................................4
IV. MARKET ANALYSIS SUMMARY...................................................................................5
4.1 Market Segmentation........................................................................................................5
4.2 Target Market Segment Strategy......................................................................................6
4.3 Vegetable Sector Analysis................................................................................................6
4.3.1 Competition and Buying Patterns...................................................................................7
4.3.2 SWOT Analysis of the Market.......................................................................................7
V. STRATEGY AND IMPLEMENTATION PLAN...................................................................8
5.1 Competitive Edge..............................................................................................................8
5.2 Marketing Strategy............................................................................................................8
5.3 Sales Strategy....................................................................................................................8
5.3.1 Sales Forecasts...........................................................................................................9
VI. MANAGEMENT SUMMARY..........................................................................................10
6.1 Human Resource Plan.....................................................................................................10
VII. FINANCIAL PLAN...........................................................................................................11
7.1 Projected Profit and Loss................................................................................................11
7.2 Projected Cash Flow.......................................................................................................12
7.5 Projected Balance Sheet.......................................................................................................13
APPENDIX....................................................................................................................................14
Appendix 1.................................................................................................................................14
Appendix 2.................................................................................................................................14
Appendix 3.................................................................................................................................14
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iii
LIST OF TABLES
Table: Goods and Services of the company and their characteristics.............................................4
Table: Market analysis (for 2 previous years and 2 future years)...................................................5
Table: channel of distribution % of FCFA Sales.............................................................................6
Table: List of Annual sales..............................................................................................................7
Table: Sales forecast (in thousands of FCFA).................................................................................9
Table: projected profit and loss (in thousands of FCFA)..............................................................11
Table: projected cash flows (in thousands of FCFA)....................................................................12
Table: Projected Balance Sheet (In Thousands of FCFA).............................................................13
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v
EXECUTIVE SUMMARY
Ngomba Market Gardening Crop Production Business aspires to be a leading market gardening
business, delivering high-quality, fresh produce through sustainable practices with the use of good
farming tools and pesticides to fight against tomato blight, worms, insects, that damages these
crops. The business has last for over 8 months with a budget of 20.000.000frs. The land for the
production is ½ hectare . And the awareness of the produce (crops) reaches the customers through
social media, oral communication and posters delivered at moderate prices that can be afforded by
everyone.
Keys to success
1.Laborers will be trained on how to use this agronomic practice on vegetables and other crops to
prod
regulate pests and diseases in other to reach food security
2.Having an understanding of your local market, identify customer needs and preferences, and tailor
your production accordingly
3.Connect with other market gardeners, local farmers, and agricultural extension services.
Products
1. Tomatoes
2. Vegetables
3. Carrots
4.lettuce
Market
1.Door to door marketing
2.Mile10 and 12 local markets
3.Kumba main market
Fiango market
Management team
1. Mananger (…………….)
2. Laborers
3. Accountant
4.
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I. INTRODUCTION:
Market gardening is a small-scale, intensive agricultural practice which is out for the production
of citrus fruits, lettuce, vegetables, carrots and other sorts of legumes mainly for sales. Ngomba
s market gardening crop production business presents a compelling opportunity to establish a
profitable and socially responsible enterprise. The distribution channels captures greater market
share, implement environmental friendly techniques while generating employment opportunities
and contribute to community development.
1.1 Objectives
1.In other to support my livelihood and contributing to the local economy.
2.In other to promote environmental stewardship by cultivating healthy soil, conserve water, and
promote biodiversity.
3.Creating and encouraging self employment to the local population and reduce over reliance on
public works which is at times frustrating.
1.Explore opportunities to sell directly to consumers through farmers' markets, Community
Supported Agriculture (CSA) programs, or online platforms.
2. Stay updated on industry trends, new technologies, and sustainable practices through
workshops, online resources, and networking with peers.
3.Having an understanding of your local market, identify customer needs and preferences, and
tailor your production accordingly
2
II. COMPANY STRUCTURE
This is a personal business mainly for the production of market gardening crops in medium scale
with the use of tools and pesticides to treat crops so as to letting them free from damage and
promoting the best quality of crops soil. This business has been existing for five months with the
desire to increase food security in the community and personal profit making.This project is
aimed at training the youths over a period of 5 years in market gardening system of agriculture
small business management.
2.1 Company History
Opened in 2024 in molyko buea. With the problem of food shortage and poor diet condition, Ngomba
was inspired to go for market gardening crop in other to solve the problem of food shortage and
malnourishment particularly at local scale.
2.2 Company Ownership
This business is a personal business own by (Ngomba) and her relatives . The business formation has
been chosen as a strategic way for his family members and the general public to gain financial
education and also increase food security to the nation.
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III. GOODS AND SERVICES
In the production of market gardening crops, there are two main categories of goods and services
involved: physical goods and intangible services. Physical good include fertilizers, seeds and
seedlings, irrigation equipment, pest and deseas control products, tools and equipment ( hoes,
shovels diggers, tractors). Intangible service therefore includes labor, knowledge and skills,
marketing and sales
Table: Goods and Services of the company and their characteristics
S/N Goods/Services Characteristics
1 Fertilizers Dard brownish production gotten from serversl
sources like pig style or produced organically use
in maintaining and increasing soil fertility.
2 Seeds and seedlings They are transplants purchased from nurseries or
grown by the market gardener.
3 Pest control products These are o rganic or synthetic products for
managing potential threats to the crops.
4 Farm tools like knives hoes They're sharp objects used in harvesting and
cultivating crops
5 Cupboard boxes These are wooden boxes used in putting crops or
fruits
IV. MARKET ANALYSIS SUMMARY
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IV.1 Market Segmentation
Describe the main customers of the companies
Financial
1.Groceryplan
stores and food retailers who are smaller, independent stores, urban market
2.Restaurants and chefs. Restaurants often seek high-quality ingredients from localsour
3. Home cooks and families who value the freshness, flavor, of locally grown produce
Present:
4. assets:Land, seeds, cutlass, irrigation pipes, water pump, machine, bags, buckets,
Fixed
watering cans, small tractor
Sales forecast: 5.500.000
Seeking funds: Family, loans, issuing of shares
Other funds raising options: online businesses like affiliate marketing, friends, grants
The following table shows details of market analysis
Table: Market analysis (for 2 previous years and 2 future years)
Customer 2022 2023 2024 2025 2026
Crispy fruit 80000 90000 110000 120000 130000
company
Restaurants 70000 750000 90000 144000 160000
and chefs
Grocery store 20000 55000 57000 60000 80000
and retailers
Total 170000 220000 257000 324000 370000
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IV.2 Target Market Segment Strategy
Factors like age, income level, family size, and living location should be analyzed so as to
understand their purchasing power and dietary needs. These customers are very interesting due to
their consistent and high demands of the produce. The customers are always allocated or reach by
cars, Cargo since there is accessibility to their location and also communicated through phones,
media, talking to them face- to- face.
IV.3 Vegetable Sector Analysis
The vegetable annual growing market is typically concentrated in SW which has optimum
growing conditions. About 50% of South West production comes from 800m2 of land.
Cameroon Market
Market gardening market is concentrated in several towns in the nation with optimum growing
conditions. Production of market gardening crops is most dominant in hot and wet equatorial
climate of the south west, south, central litoral north west and western region respectively.
Approximately, 70% of market gardening crop like vegetable are grown in western Highlands of
the bamboutous, noun and Santa and other southwest towns around the foot of Mount Cameroon
where sales are done in big urban markets in Douala, Yaounde and export to neighboring
countries like Chad, equatorial guinea, Gabon
Table: channel of distribution % of FCFA Sales
Direct sales(Market) 50%
Wholesaler 20%
Retailers 15%
Restaurants 10%
Households 5%
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Table: List of Annual sales
S/N Products Sales in FCFA
1 Tomatoes 750.000
2 Vegetables 800.000
3 Pepper 200.000
4 Onions 500.000
5 Carrots 400.000
6 Lettuce 700.000
7 Ginger 200. 000
4.3.1 Competition and Buying Patterns
Competitors
1. Informal and subsistence growers
2. Large scale commercial farms
3.small market garden growers
4.Other local mixed cropping farmers
4.3.2 SWOT Analysis of the Market
S/N Elements Characteristics
Market gardening prioritizes freshness and taste, catering to
1 Strength growing consumer demand for local and sustainable grown food.
This gives them upper hand over poorly produce crops
To an extent, p roduction is limited by seasonal fluctuations and
2 Weaknesses vulnerable to extreme weather events, impacting income
stability.
Forming cooperatives or partnerships helps to improve access to
resources, knowledge sharing , and strengthen market presence
3 Opportunities
Price pressure from industrial farms with economies of scale can
be a challenge for smaller operations. Rising input cost like
4 Threads fertilizers, seeds and labor is a huge threat
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V. STRATEGY AND IMPLEMENTATION PLAN
Market gardening thrives on a dance between meticulous planning and flexible adaptation.
It analyzes the local market, choosing high-value crops that flourish in the climate, and
optimizes land use and yield. Intensive cultivation techniques come into play next,
maximizing output from smaller spaces through practices like crop rotation
V.1 Competitive Edge
Outline at least 03 of competitive advantages
1.Direct interaction with customers fosters trust and transparency.
2.They can cultivate a wider range of diverse and specialty crops compared to mass-
market farms, catering to niche preferences
3.Many
V.2 market gardeners
Marketing embrace organic farming methods, water conservation
Strategy
techniques, and soil health-enhancing practices, appealing to environmentally conscious
consumers
Outline seeking
at least 03 ofethically produced
marketing food.
strategies
1.Diversify distribution channels by not relying solely on farmers markets
2.Build brand recognition: Develop a memorable name, logo, and visual identity. Promote
your farm through social, mass media and farm tours 8
3.Identify specific customer segments with unmet needs. Focus on supplying high-quality,
unique, or seasonal crops to restaurants specializing in local cuisine
Strategy
Outline at least 03 of sales strategies
1.Offer value-added products by extending your reach and income by processing some
crops.
2.Promote culinary creativity by offering recipes and cooking tips featuring your produce
on social media, website or printed in recipes
3.Participate in Community events through partnering with local restaurants for farm-to-
table dinners, colaborate with schools for educational food demonstrations
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V.2.1 Sales Forecasts
Outline at least 03 forecast of the most important products
1.Weather condition. Sale forcast indicate that production will be reduced in dry seasons
since there is limited water for irrigation of the crops.
2.Pests situation. Due to the dryness of the dry seasons, an unexpected pests like locusts
may negatively damage vegetable, carrots growth causing losses.
3. Development of customers. Sale forcast indicate that growth will be slow because of
limited time and effort to develop customers and keep a good relationship with customers
of watermelon produce.
Table: Sales forecast (in thousands of FCFA)
2024 2025 2026
Sales in Thousands of FCFA
Wholesalers (these are used for illustration) 800.000 850.000 900.000
Processors 500.000 600.000 750.000
Other farmers 600.000 150.000 800.000
Total sales 1.900.000 2.200.000 2.400.000
Contract sales 100.000 250.000 150.000
Direct sales 600.000 700.000 1.200.000
Farm gate sales 90.000 100.000 120.000
Market sales 1.000.000 900.000 950.000
Sale points 350.000 200.000 150.000
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VI. MANAGEMENT SUMMARY
The business is owned by (Name) and who has laborers involved in the production process. Miss
Ngomba studied in the University of Buea under the faculty of Social and management sciences
reading geography . He has cultivated market gardening crop in an average scales and has
acquired management skills through experience in the field and theories. This experience help
him to see the benefits of this system on human health, food security and decided start a
business that manage pests with the use of organic product.
VI.1 Human Resource Plan
S/N Titles Names Responsibilities
1 Chief (Ngomba) Run the affairs of the business and makes final
executive decisions
office
2 Financial Mr fred Ensure accurate management of finance
Mananger
3 Operation Mrs lovet Assist for planning, managing and coordinating
mananger the production of the crops
4 Secretary Mrs raisa Works with the CEO to ensure that decisions
general which arrive at the board are implemented
5 Treasurer Mr nkwain He prepared financial reports for each meeting
including information about the companies
viability and stability
1.Explore opportunities to sell directly to consumers through farme
Supported Agriculture (CSA) programs, or online platforms.
2. Stay updated on industry trends, new technologies, and sustai
workshops, online resources, and networking with peers.
3.Having an understanding of your local market, identify customer ne
tailor your production accordingly
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VII. FINANCIAL PLAN
The following section will outline important financial information
VII.1 Projected Profit and Loss
The following table shows the Projected Profit and Loss
Table: projected profit and loss (in thousands of FCFA)
2024 2025 2026
Sales 1900000 2100000 2450000
Direct cost of sales 110000 150000 170000
Other cost of sales 100000 125000 145000
TOTAL COSTS OF SALES 110000 150000 170000
Gross margin 1790000 1950000 2280000
Gross margin % 93.1% 91.7% 92%
Expenses
Payroll 700000 800000 900000
Sales and Marketing and Other Expenses 40000 50000 60000
Depreciation 4000 4000 4000
Mortgage 40000 40000 40000
Utilities 25000 25000 25000
Insurance 25000 30000 50000
Payroll taxes 4000 6000 8000
Other 4000 4000 4000
Aaa TOTAL OPERATING EXPENSES 869,000 939,000 1,091,000
Profit before interests 1,066000 1170000 1408000
Interest expenses 30000 40000 50000
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Net profit 1096000 1210000 1458000
Net profit/sales
7.2 Projected Cash Flow
The following table displays the Projected Cash Flow, including our purchase of new equipment,
and the loan (and principal repayment) related to the farm's expansion.
Table: projected cash flows (In thousands of FCFA)
2024 2025 2026
CASH RECEIVED 2000000 2300000 2550000
CASH FROM OPERATION 700000 800000 800000
Cash sales 1900000 2100000 2450000
Cash from receivables 200000 300000 200000
SUBTOTAL CASH FROM 2400000 2800000 3200000
OPERATIONS
New long term liabilities 500000 550000 600000
Sales of other current assets 100000 150000 200000
Sales of long term assets 1000000 1200000 1300000
New other liabilities 800000 900000 1100000
EXPENDITURES 500000 700000 800000
Expenditures from operations 500000 700000 800000
SUBTOTAL SPENT ON OPERATIONS 1400000 2100000 2400000
Purchase of other current assets 1000000 1500000 1600000
Purchase of long-term assets 400000 600000 800000
SUBTOTAL CASH SPENT
Net cash flow 900000 950000 980000
Cash balance 500000 1150000 1420000
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7.5 Projected Balance Sheet
The projected balance sheet table appears as follows
Table: Projected Balance Sheet (In Thousands of FCFA)
2024 2025 2026
Assets
Current Assets 7600000 8100000 8150000
Cash 4200000 4300000 4000000
Account receivables 2500000 2150000 3000000
Other current assets 2250000 1350000 1500000
16550000 15900000 16650000
TOTAL CURRENT ASSETS
Long term Assets 2000000 2500000 3000000
Long term Assets
Accumulated Depreciation 100000 50000 50000
2000000 2500000 3000000
TOTAL LONG TERM ASSETS
1900000 2450000 2250000
TOTAL ASSETS
Liabilities and Capital 700000 750000 800000
Current liabilities 200000 400000 400000
Account payable 800000 650000 400000
Current borrowing 300000 350000 250000
Other current liabilities
2000000 2150000 1850000
SUBTOTAL CURRENT LIABILITIES
Long term Liabilities 20000 40000 90000
2020000 2190000 1940000
TOTAL LIABILITIES
Paid membership 700000 800000 900000
Retained earnings 300000 350000 400000
Earning 400000 500000 600000
500000 600000 700000
TOTAL CAPITAL
TOTAL LIABILITIES AND CAPITAL 2520000 2790000 2640000
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