Twin Huts Limited - Strategic Plan Overview
Twin Huts Limited, a company registered in Kenya, shares its SWOT analysis, objectives, vision for 2020, target customers, and more in this strategic plan. Discover its strengths, weaknesses, opportunities, and proposed structure to realize its vision.
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Presentation Transcript
5 YEAR STRATEGIC PLAN VISION 2020 TWIN HUTS LIMITED P. O. BOX 43484 00100, Nairobi, Kenya
KEY HIGHLIGHTS FOR THE 9TH AGM AT PARKLANDS SPORTS CLUB ON 21ST MAY 2016
Table of contents What is Twin Huts? SWOT Analysis Objectives Vision & Mission Values Where are we now? THL vision 2020 How will we get there? How will we know we have arrived? Target Customers Key Performance Indicators (KPIs) Marketing plan Next Steps Proposed Structure to realize the vision
What is Twin Huts? Registered on 1st February, 2006. The name is derived from the StareheTwin Huts. The objective is to giveAlumni economic power In the early days the company invested in shares at the NSE and later moved to real estate in line with her investment policy. The most successful project was the Lavington Project where investors got a dividend of 50% on their initial investment. Pipeline of projects include Gatkeyland(Syokimau), Windsor and Kitengela land. Areas of interest include real estate, investment in companies,JVA,P/E andV/C.
Swot analysis - strengths Talented team with diverse skills. Team Commitment A big market of alumni as well as wider public. Ability to raise funds when needed Potential to identify and exploit good opportunities through our networks. Stable company with a track record Trusted Company Strong capital base
Weaknesses Lack of infrastructure e.g. physical, communication, and marketing Perception that we have not taken advantage of opportunities. Lack of diversification in the investment portfolio Weak brand within client base due to perceived previous performance Low cash liquidity Low capital Low cash liquidity No formal management structure making it difficult to follow up on actions Shallow pipeline of deals and projects giving erratic returns. A very sceptical client base (alumni) making it difficult to mobilise resources quickly for opportunities.
Opportunities Growing middle class a huge opportunity for real estate projects uptake & investment PE funds focus on Kenya that we can partner with. Infrastructure, energy, and other investments Innovative ideas where we can invest in viable projects. Potential for V/C, P/E funds Create a forum to review innovative ideas that we invest in or fund match. Thriving Micro Finance sector Vibrant and financially endowed alumni A rich network for investment opportunities Strong potential shareholder base of 14k. EAC an opportunity for investment e.g. education, housing. Appetite for land and houses is high
Threats A slow down in the middle and up market properties High interest rates will discourage borrowing by both investors and Twin Huts hurting our projects FX depreciation raising inflation affecting our investments Risk of fraud leading to loses New statutory regulation and policies Competition for resources within the Alumni
THL vision 2020 - Objectives 1. To develop a 5 year strategic plan to give a clear direction and ownership to the shareholders, board and management. 2. To develop KPIs & action plans for proper execution of the strategy. 3. To deliver a PBT of Kes 300m, Balance sheet of Kes 3 bn, and 5000 shareholders by the year 2020. 4. To achieve an IRR of 30% for our shareholders. 5. Be the lead investment vehicle/advisor for Starehe and her investments. 6. To become a well recognised Brand in the investment industry.
Vision What's our ambition? To be the preferred investment vehicle for the Starehe fraternity and the wider investing community. Twin Huts Mission Statement To be the best investment company in the eyes of its shareholders, customers, and employees by creating wealth and financial prosperity. We will achieve this by executing projects flawlessly and efficiently while ensuring maximum shareholder returns.
Values We believe in Integrity. Customer focus. Excellence Team work Innovativeness. Professionalism.
Where are we now? Focused on Real estate projects and Joint ventures Completed a number of projects e.g. Kikuyu, Lavington and Windsor successfully Made a profit of Kes 700k in 2014, Kes 6.9m in 2013. Revenues of Kes 1.9m in 2014, Kes 11.1m in 2013. Paid dividends of Kes 5.8m in 2014, None in 2013. No proper structure to support the current aggressive strategy. Capital at Kes 29.5m out of a target of Kes 100m set in 2006. Current assets of approx Kshs 10m as at 31st Dec 2015. Have one full time member of staff for admin and sales.
Where do we want to go by 2020? Have own offices to operate from. Own Estates both residential and commercial Enabling the shareholders to own a plot or home. Private Equity and Venture Capital participation Start a Micro Finance Company
How will we get there? Selecting projects with good returns buy low, sell high. Identifying low cost construction initiatives. Effective and efficient project management Effective capital structure to leverage debt while optimising returns Effective marketing function to market Twin Huts including communication. Use of technology to give us project and operational efficiency. Having in place a qualified management team to complete projects within agreed timelines.
How will we know we have arrived? Key performance indicators (KPI) Balance sheet of Kes 1 bn Profitability of Kes 30m Have own office and staff IRR of 30% p.a. Management structure in place and delivering results for shareholders. Performance Management system in place with SMART KPIs. Positive feedback from shareholders and investors
Action for Twin Huts Immediate: Put in place activity to create sustained cash liquidity Raise sufficient capital Sustain/Improve innovativeness Currently has a narrow focus making it not very competitive. Twin Huts to change this to a broad focus thus targeting To ensure cost efficiency to improve margins and pass benefits to shareholders. Means opening up to wider public for investment purposes.
Target customers Alumni of Starehe (Boys and Girls). OSS Sacco and other saccos Wider public Diaspora Based on projects e.g. for PPPs on energy then customers will be utility companies. Companies that are mismanaged for turn around. Wealthy individuals and entities for Private Equity and VC
Key Performance Indicators (KPIs) Achieve financial results driven by: Revenue Kes 1bn Profitability Kes 30m Capital Base Kes 100m ROI of 30% pa Number of shareholders recruited. Number of projects in the pipeline % conversion of projects from one stage to the next with the aim of having 30% of projects completed.
Key Performance Indicators (KPIs) Having IT system to make operations very efficient Board charter, policies, guidelines, and self evaluation developed and practised. Develop proposal and implement micro lending. Operationalize each of the activities to drive the strategy e.g. land identification. Put in place an investment policy to guide decisions. Achieve management structure including office space, staffing, & targets.
Marketing plan Brand strategy position THL in line with new vision & mission. Develop Products that meet client needs. Product specific Pricing IRR Sales plans quick and long term returns projects to meet needs. Training of staff on selling skills & products. Competitor Activity pricing PR Site visits Events Mbuzis, Founders Day, investment Fora, Exhibition Complaints management Communication plan Social media - Face book, twitter etc Marketing Collaterals Robust Website Monthly ENewsletter Advertising ATL and BTL
Next Steps Draft Strategic plan shared at the Board level and adopted in September 2015. Share strategy document with Shareholders at the 9th AGM in May 2016. Review and harmonisation of the strategy document by the incoming board. Action planning, KPIs and having a tracking system in place to track all actions. Performance management system to be put in place for staff. Structure to be agreed and implemented to ensure 2020 vision is achieved. Development JDs for all roles.
Twin Huts Org Chart proposed CEO Project Manager Bus. Devt Manager Investment Manager Membership liaison Finance Manager RMs *3
