Road Map foR SucceSS - Santa Gertrudis Breeders International

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3. Breed Strengths & Opportunities forGrowthWhy are your customers buying Santa Gertrudisgenetics? SGBI breeders were asked to rate the breedtraits in the figure below for level of importance to theircustomers (1 = Unimportant; 2 = Somewhat Important; 3= Important; and 4 = Extremely Important). Developing abrand and creating differentiation in a highly competitivemarket is essential. Crafting marketing and promotionalmaterials that capitalize on genuine breed strengths giventhe diversity among operational goals can be difficult. Buildinga brand is about identifying those things your customersdesire and then continually delivering those thingsbetter than your competition. Membership is closest tothe customer base and can best gage consumer perception.Survey results suggest maternal ability had the highest meanrating score at 3.6 and 96 percent of respondents ratedthis “important” (3.0) or higher. Additionally, weight gain,disposition and efficiency were grouped in the next tier ofimportant breed traits with an average mean rating score ofgreater than 3.3. This finding may provide some insight intothe important breed attributes to highlight when developingmarketing and promotional materials.What major opportunities for growth exist? Respondentswere asked to rate the future opportunities listed inthe figure below for level of importance in order to growand compete in the beef industry over the next five years (1= Unimportant; 2 = Somewhat Important; 3 = Important; 4= Extremely Important). Numerous opportunities will arisein the coming years. This short list is by no means exhaustive.Membership deals directly with these opportunitiesfor growth and can provide valuable insight into which onesrepresent the greatest opportunity. These opportunities forgrowth need to be considered when developing a strategicplan for the entire breed. The results indicate that marketingthe breed outside of the current SGBI circle had thehighest mean rating score at 3.74. With exception to redin color and the SGBI logo, all other future opportunitieswere rated above a 3.0, meaning they represent “important”opportunities to the breed. Clearly, marketing, research andcustomer satisfaction will all be important opportunities tocapitalize on in the coming years.4. SGBI Association ServicesWhat services should SGBI provide in thecoming years? SGBI members had the opportunityto rate their level of importance for the list of potentialservices included in the figure below. These are servicesthat, if provided by SGBI, would contribute to the overallsuccess of the Santa Gertrudis breed in the next 10 years (1= Unimportant; 2 = Somewhat Important; 3 = Important;and 4 = Extremely Important). Associations like SGBI thathave a very diverse membership are faced with the challengeof developing programs that appeal to everyone’s interestsand motives. This can often lead to the development ofmultiple programs that have little impact on the breedas a whole. Ideally, an association needs to identify thehighest leverage points among its diverse membership. Thisquestion was designed to address this problem. The resultssuggest only increasing commercial sales and developinga specific market for Santa Gertrudis genetics had a meanrating score above 3.5 and had more than 90 percent of allrespondents classify it as “important” (3.0) or above. Withexception to enhancing international relations and showring participation, all other potential services were ratedabove 3.0, meaning they represent “important” servicesamong membership. Overall, a number of potential servicesare considered important by the membership, but thesefindings provided valuable insights when determining whereto focus resources and energy in the next Long Range Plan.PAGE 10The Santa Gertrudis Breeders International
IV. Balanced Scorecard ApproachBalanced ScorecardApproachWhy was this approach chosen to develop SGBI’s LongRange Plan? Simple … it works! The balanced scorecard approachhelps us focus beyond financial measures of successby connecting the various “perspectives” of the organization.Financial objectives allow us to complete our goals, butwhat about developing human capital through learning andgrowth, making processes more effective and key stakeholderoutcomes that will ultimately determine success? Byconnecting the various “perspectives,” we avoid planning inpockets and creating a disconnect among different interestgroups. Success is also a function of its simplicity; the entirestrategic plan is synthesized on two sheets of paper. Theeffort required to keep the plan going and alive is reducedsubstantially and focus is crystal clear to everyone in theorganization. In the end, communication is critical to thesuccessful implementation of a strategic plan. This approachsimplifies this aspect.SGBI Strategy MapStep 1 was to develop a strategy map. Strategy maps definewhat the objectives are, provide a framework for building acommunication strategy, and force the organization to thinkabout cause and effect relationships. The process of creatinga strategy map ensures both consensus is reached over a setof interrelated strategic objectives, and outcomes and driversof future performance are identified to create a completepicture of the overall strategic direction.The strategy map built for SGBI will help promote the bigpicture focus and help visually communicate the relationshipamong strategic objectives. The results of both themembership survey and the member focus group discussionswere used to determine the strategic objectives withineach association “perspective” (i.e. stakeholder success,processes, learning and growth, and financial). The map wasbuilt from the top down, keeping in mind the No. 1 objective:“To improve Member/Customer Profitability, Sustainabilityand Satisfaction.” The plan is then powered fromthe bottom up starting with “Increase Revenue Flow,” andas you move up, each objective enables the success of thoseabove it.SGBI Balanced ScorecardStep 2 was to develop a balanced scorecard. The balancedscorecard builds upon the strategic objectives defined in thestrategy map. Essentially, it is a management tool to help theorganization make detailed strategic decisions and measurethe effectiveness of the strategic plan.Within each association “perspective,” several strategic initiativeswere created to help accomplish the strategic objectives.Strategic initiatives are designed to identify activitiesto accomplish objectives. Measures and targets were thenassigned to track success of those objectives. The intentwas not to measure everything, just the right things. Finally,specific SGBI association committees will be charged withdeveloping more detailed action items to achieve the desiredobjectives, initiatives and measures.road map for success | 2013-2017 PAGE 11
Page 2 and 3: 2013-2017Road Map for SuccessFellow
Page 4 and 5: I. Identifying Priorities for Sana
Page 6 and 7: II. SGBI Breeder DemographicsLocati
Page 8 and 9: How do you typically adopt new tech
Page 12 and 13: SGBI Strategy MapImprove Member/Cus
Page 15 and 16: prepared by Ryan D. Rhoades, Ph.D.,

Road Map foR SucceSS - Santa Gertrudis Breeders International

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