Indian School of Business and Computing

To the Academics of Cardiff Metropolitan University, Department of MBA

BUSINESS DEVELOPMENT PLAN

Recruitment agency in Cote d’Ivoire: MECI

Supervisor: Prof Rekha H.

~1~
 ACKNOWLEDGMENTS

The opportunity is given to me to express my thanks and my gratitude to those who have
contributed to the accomplishment of this piece of work. Firstly thank God for the health iron
that I had throughout this academic journey in India. My sincere gratitude to my mentor Prof.
Rekha H. who has help me during the Major Project reorient my way of thinking and help me to
organize an plan my work. A deep thought also goes to the module leader Prof. Nirmaalya
Biswas who always help me handle the pressure and communicate that thirst of learn. Thanks to
my closest friends Yves N’Dja and Gervais Niamba, who have helped me with physical tools to
complete this final project. A thought and the last, the highest, that I address to my parents who
allowed me to achieve it, by giving me their unconditional and daily support.

This piece of work is not my achievement, it’s yours. May God Bless you.

~2~
 TABLE OF CONTENTS

TABLES AND FIGURES

EXECUTIVE SUMMARY

CHAPTER 1: INTRODUCTION

CHAPTER 2: BUSINESS CONCEPT

 Slogan/Motto
 Description of the business

CHAPTER 3: FEASIBILITY RESEARCH

3.1. MARKET RESEARCH

a. Primary data
b. Secondary data

3.2. SERVICE FEASIBILITY

a. Targeted customers
b. Why is it of value?
c. Stakeholders

3.3. INDUSTRY/MARKET FEASIBILITY

a. Industry attractiveness

 Tertiary sector in Cote d’Ivoire

 Product life Cycle
 Competitive analysis
 Entrenchment of Competitors
 Porter’s 5 forces
b. Target market attractiveness

~3~
 Market analysis
 Buyer behavior
 Building loyalty
 Reactions to the service concept

3.4. ORGANIZATIONAL FEASIBILITY

a. Resources
b. Required skills set
c. Sources of advice and support
d.Organizational structure and processes
e. Process flow chart
f. Risk Appetite

3.5. FINANCIAL FEASIBILITY

a. Startup capital
b. Net working capital
c. Sales volumes
d. Assessment of fixed and variable costs
e. Breakeven Analysis

CHAPTER 4: BUSINESS MODELS

4.1. SWOT ANALYSIS

4.2. TOWS MATRIX

4.3. VALUE CHAIN

4.4. BENCHMARKING

4.5. ANSOFF’S PRODUCT/MARKET GRID

~4~
4.6. BUSINESS MODEL CANVAS

CHAPTER 5: BUSINESS PLAN

5.1. PRESENTATION OF THE COMPANY

a. Core values
b. Location
c. History of the company
d. Organizational culture
e. Management style
f. Key success factors
g. The partnership network

5. 2. SEGMENTATION, TARGETTING, POSITIONING (STP)

a. Segmentation
b. Targeting
c. Positioning

5.3. MARKET ANALYSIS

a. Market segments focus

b. Market timing
c. Customer buying decision process

5.4. MARKETING PLAN

a. Internal marketing
b. External marketing
c. Customer relationship management (CRM)
d. Marketing mix
e. Public Relations (PR)

~5~
 5.5. DEVELOPMENT PLAN

5.6. OPERATIONS

a. Business controls
b. Action plan
c. Supply chain management (SCM)

5.7. SUSTAINABILITY

a. Critical Success Factors (CSF)

b. Risk assessment
c. Performance management
d. IT requirements

5.8. FINANCIAL PLAN

a. Financial risk
b. Actionable assumptions
c. Costs drivers
d. Ask and Offer
e. Net Present Value and Internal Rate of Return

REFERENCES

APPENDICES

~6~
 TABLES AND FIGURES
List of tables and figures Page No
Slogan/motto 13
Scale plan 15
Category of persons 17
Willingness of respondents to get temporary contracts 18
Necessity of getting temporary contracts 18
Monthly generated income 19
Prices choice 20
Age of respondents 21
Level of education 21
Product Life cycle 23
Competitors 24
Porter's 5 forces 25
PESTL 27
Tangible resources 29
Estimated revenues 5 years 33
SWOT Analysis 34
TOWS Matrix 35
Value chain 36
ANSOFF'S Product/Market grid 38
Business model canvas 39
Location 41
STP process 44
Market segments focus 45
Overview of the layout pf CRM software sales force 47
Implementation schedule for the business plan 50
SCM 51
Costs drivers 54
EXECUTIVE SUMMARY

A detailed and concise description of MECI is the subject of this entire report. MECI is a new
startup business venture thought of by a young growing Ivorian entrepreneur, Toure Aboubakar,
who holds 10% share of the business and part of the management team, composed with 2 other
members who hold 15% of the stakes. The main shareholder is an Ivorian venture capitalist, 75%
of the stakes but 100% of his determination, time and support is dedicated to the business. We
want to offer to the youth of Cote d’Ivoire and job seekers residing in Abidjan, in the range
between 16 and 55 years’ old. An underdeveloped country where the question of unemployment
is one of the major headache for the government. A situation which leads the government in

~7~
place to set up many structures to finance and help young entrepreneurs, a window of
opportunity that we could have not afford to not take. The rate of employment in Cote d’Ivoire
which is still high with 5.3% according to the Ministry in charge of Promotion of Employment
and Youth, certainly a little better than 2 last years but still insufficient. The more and more
graduate students are coming up and the employment market is becoming increasingly saturated.
The public administration does not have enough jobs offers for them, private companies are
plenty but jobs are still not at hand; especially as most of them are owned by foreigners. The
government of Cote d’Ivoire with the new focus of employment has opened his arms to Ivorian
companies-owned. A thorough market analysis has been conducted to achieve this
implementation and make this new venture successful and sustainable. Already the first year we
project to be able to attract 6600 job seekers means 2% of unemployed people in Abidjan. We
expect the demand to grow at the end of the 5 th year of operations to at least 10% of the national
rate of unemployment. The staff composed with skilled, young and dynamic people is willing to
put extra efforts and diligence to achieve this goal. Competitive advantage will be determined in
MECI by customer service excellence and customer intimacy. The long term aim is to be the hub
for temporary jobs in Abidjan and to do so, the agency need to rise up in the market, win the
market share and outperform the competitors already established. Business models have been
carefully assessed and developed all along the project to achieve it.

CHAPTER 1: INTRODUCTION

Unemployment is a worldwide concern. Statistics of the Global Employment for Youth 2013
conducted by a specialized agency of the United Nations called ILO (International Labor
Organization) shows that the unemployment population worldwide raised by 5 million over to
202 million (PRODOC, ILO, January 2014, Global employment trends 2014, Risk of a jobless
recovery, p9). Guy Ryder, Director General of ILO in the BBC World Business Report TV
program stated that jobs situation still going in the wrong direction and they estimate the
unemployment population increasing to 215 million people in 2018. This conundrum affects
undeniably the four corners of the world but developing countries are less impacted by

~8~
unemployment than poor and underdeveloped parts of the world: North Africa (upper part),
Middle East, East Asia and sub-Saharan Africa. According to World Economic Forum, 357.7
million of youth were not in education, employment or training, 16.7 million in developed
countries and 341 million in developing and poor economies (Youth unemployment visualization
2013, The Challenge of Youth employment).

Underdeveloped and developing countries are struggling fiercely compared to developing

countries because of the weakness of their economies mixed with the fast growing youth
population. The number of young people jobseekers is increasingly increasing but jobs are not
created enough, thus insufficient. More the country economy is weak more the unemployment is
a big question mark and fighting against it is very difficult. In the Middle East and North Africa,
the unemployment rate is the highest in the world due to the low economic growth, observed
ILO, 27th of May 2014, in their report on Global Unemployment Trends 2014. Despite of all the
efforts made by the government, national and international organizations, agencies, educational
institutions, trying to create, provide and give jobs, it’s still insufficient; leading to low economic
growth due to low labor force, constant decrease of buying power of the population which leads
to the increase of poverty rate, uprising, rebellion, insecurity and so on.

Cote d’Ivoire among West African countries not except to the rule. The socio-political crisis
which occurred during 10 years, from 2002 to 2012, (Eric Levron, April 2013, PROJET
BROOKINGS) had put the country down: people lost their jobs, their houses, their goods, their
properties; families had been dislocated, in some companies staff had been reduced due to
economic constraints, etc… Poor people, disoriented and in the quest of job for the young
graduate students, and reconstruction for those who lost everything, they all come to big cities
with the hope to find jobs or business to live and have a place in the society. The biggest cities of
the country these past years have seen the number of their population increase so fast, cities such
as Bouake, Yamoussoukro, Daloa and most Abidjan, the economic city of the Cote d’Ivoire. We
then witnessing has an unprecedented rural exodus. Jobs was not sufficient even before and now
the city is overcrowded and a lot of people are there searching somewhere to sleep without any
job and any hope for a better future.

~9~
MECI as a recruitment agency will act as a temporary contracts provider for unemployed people
and lower class in the society; allow them to have some sources of revenues, be active in life and
avoid idleness.

Scenario chosen

The business plan for this venture will be designed for the scenario case: A new business start-up
as an entrepreneur.

Timescale

The business plan for this new venture will be designed for a 5-year period.

Strategic Intent and Objectives

MECI intends to encourage the spirit of "earn a living" by work and become the Google of
temporary jobs in Ivory Coast.

The objectives we set ourselves to reach that level are:

• Have unemployed percentage in Ivory Coast seeking to contact MECI to get temporary
jobs at least 5% the first year

• Capture and guarantee the percentage of graduate students to seek for temporary
contracts through MECI at least of 75% in Abidjan the first 5 years

• Cover the initial investment and generating profits the first year of operations

• Define the benchmark in the services industry in Ivory Coast for employment in terms of
effectiveness and customer intimacy in 5 years

Structure

The elaboration of this business proposal will be as follows: first a bridge between the idea and
the business proposal will be created. We will explain the business in it and identify the specifics
of it in chapter 2. Next a full scale research will be conducted in chapter 3 to reveal whether the
new business venture might be profitable and sustainable. Key research areas and research
methodologies used for the feasibility research will be defined as well as results of the research

~ 10 ~
will be exposed. The chapter 4 will consist of introducing and explaining business models
applicable to this new venture in order to highlight our core competency and create competitive
advantage and sustainability. Finally, in the chapter 5 a resume of the business proposal where
we will propose a plan to achieve what we intend for this new venture, the risks associated with
and what necessary for the agency to ensure the success of the venture.

CHAPTER 2: BUSINESS CONCEPT

Slogan / Motto: It’s time to move.

MECI
~ 11 ~ It’s time to move
 Figure1: Author (2015)

Description of the business

Its main business is essentially into finding temporary contracts to

unemployed and low class income people. We act as middlemen
between job seekers and potential employers. The agency name
proposed is MECI (Maison de l’Emploi en Cote d’Ivoire) and located
in Abidjan, the largest francophone city in West Africa, the largest city
and the economic capital of Cote d’Ivoire.

The recruitment will be taken with care. We will hire employees with at least an undergraduate
education level and the interviews will be conducted most of the times by the whole management
team. The candidates will be judged mostly on:

 Soft skills (communication skills, friendliness) and appearance

 Technical skills: knowledge of use of internet and social medias
 Awareness of breaking news
 Teamwork spirit

With a young management team, we want to mirror seriousness and professionalism, thus a
dressing code will be designed and established (Appendix)

MECI will be a dynamic and effective key center temporary jobs

Vision provider that inspires people to respect value and promote work
as the only descent way to earn money and a living.

~ 12 ~
 Why do we exist, for whom do we do it and how do we do it?
Our Mission
Ardently working to facilitate obtaining part time jobs we
aim to instill and awaken a moral value: the spirit of work.
Our employees are devoted and passionate about help
young people especially students to temporary jobs to
meet their personal needs.
Our employees’ satisfaction is attained until our customers got the job they need, happy
and give positive feedback.
Our customers are the reason why we exist. Our customer-focused approach, our
devotion to find as soon as possible jobs for the customers and our concern for customer
satisfaction is the essence of MECI
Our shareholders benefit from profitable growth through our superior customer care and
commitment.
Being recognized as industry-leading customer satisfaction and produce superior
operating results.

The primary target is essentially unemployed people and

To whom? students. Unemployed people means those who finished graduate
courses and are still seeking for jobs without finding succeed for
now, of all ages. Eligibility of students will be those who got their baccalaureate and ready to
university: undergraduate and postgraduate. The secondary target, then, are very low income
people, who earns but just enough to survive.

Funding will be provided by 75% by investors: N’Dri Koule

Who is
Kouakou Herve, an Ivorian entrepreneur with 4 years as
involved? Managing Director of a multinational at West African level for
BIAL and now owner of KemuelPHARMA, based in Abidjan.

The management team will contribute to 25% of the invested. Composed with an experienced
woman in telecommunication domain Yapi Epi Marie and 2 MBA graduate students of which
Ben Said Meite, Ivorian living in France who have commercial acumen and negotiation skills;
and myself who have creativity and interpersonal skills, easy touch with people.

~ 13 ~
 After the post electoral crisis of 2012 the new government in
Window of
place is being set up aid centers and youth entrepreneurship
Opportunity education. Ever since decencies the emphasis has been put as
much on employment and encouraging entrepreneurship by young people.

The new recruitment agency is planned to open in the next 5 months.

As expected the first agency will be located in Abidjan in

The scale plan
Cocody. After 3 years we will open a 2nd office in Abidjan in the
district of Yopougon. Then extend in major cities of the country,
from South to North.

Figure2: Author (2015)

After 8 years of operations home we plan to open our doors in neighboring countries such as
Ghana, Togo, and Benin and be present throughout West African; then Central Africa
(Cameroon, RDC, Congo Brazzaville), East and South Africa (Rwanda, Kenya, South Africa).

~ 14 ~
 CHAPTER 3: FEASIBILITY RESEARCH

The preparatory stage is to conduct a feasibility analysis to evaluate the viability and economic
and organizational implications of establishing MECI in Abidjan. The four areas of research are:

- Product/service - Financial

- Market/industry - Organizational

Marketers can obtain the information they need from internal data, marketing intelligence and
~ 15 ~
marketing research (Kotler,2010). For this study we will focus on marketing research by
developing the research plan through primary and secondary data.

3.1. MARKET RESEARCH

a. Primary data

Primary data collection is stated as data collected directly from first-hand experience, by our own
efforts through the use of research tools (Reference book). We use for the study online and focus
groups survey research and a designed questionnaire. The questionnaire has been designed
(Appendix 1) and distributed to 250 Ivorian; the majority living in Cote d’Ivoire and a small part
from diaspora.

Category of persons
100
80
60
40 Category of persons
20
0

Figure3: Author (2015)

Only 200 have been collected and used for analysis and interpretations: 50% of students, 37.5%
of unemployed people, 20% of employees working already in an organization and 5% of
managers. The main aim of this questionnaire of 14 questions is to see the possible outcomes of
getting temporary contracts more easily for unemployed people in Ivory Coast.

i. Almost majority are willing to get a temporary job.

Willingness of respondents to get temporary contracts

~ 16 ~
 Would you like to get a temporary
contract?
Not really interested
10%

Very much
43%

Good idea
48%

Figure 4: Author (2015)

Necessity of getting temporary contracts

Why a temporary contract is it really necessary for

you?
To earn money To increase income
Experiencing something new To pass boredom, too much free time

16% 7%

51%

26%

Figure 5: Author (2015)

The question has been asked and the results that came out from the research on the field prove
that 90% are willing to get part time jobs. For different reasons certainly but the fact is almost
everyone is ready for the concept of temporary contracts. 51% need actually temporary jobs to
get money; means that they don’t earn at all and they want to do something that can help them to
get some cash and assuredly enjoy. Even those with low income want to increase what they
perceived to at least live in the minimal conditions.

ii. Monthly generated income (in XOF CFA; 1 USD=577.25 XOF)

~ 17 ~
 How much do you earn per month? Number of
people
0 145
<25 000 30
[25 000 – 99 999] 5
[100 000 – 249 999] 6
[250 000 – 599 999] 9
[600 000 – 849 999] 1
[850 000 – 1 200 000] 3
>1 200 000 1
Table1: Author (2015)

Statistics above are revealing. 87.5% of the respondents have a reel financial need. 145 people,
72.5% of them don’t have any revenue at all and 15% of them have very low revenues and are
still struggling to survive, not even live: they earn less than 25000 XOF that is below the inter
professional guaranteed minimum wage which is of 60000 XOF in Cote d’Ivoire.

Prices choice

~ 18 ~
 What could be the best suitable price for
fees ?

4000
5000
7000

Figure 6: Author (2015)

Regarding the fees the respondents are willing to pay for our services there are the results
revealed in the chart above: 29.5% want to pay 4000 XOF, 62.5% are willing to pay 5000 XOF
and 8% can afford 7000 XOF.

Respondent’s configuration

We have conducted this survey taking into consideration the profile of the respondents meaning
the gender, the age, the level of education and the place of residence

Gender

Regarding the gender of the respondents the study was conducted with 50/50: 100 men and 100
women.

Age

5 range of age were defined for the respondents:

 16 to 21 years
 22 to 29 years
 30 to 39 years
 40 to 55 years
 55 years and more
Age of respondents

~ 19 ~
 AGE
120
100
80 AGE
60
40
20
0
16 - 21 22 - 29 30 - 39 40 - 55 55+

Figure7: Author (2015)

Level of education

Post- Baccalaureat 1st year 2nd year 3rd year 4th year Master
Secondary e
30 30 30 30 30 30 20
Table2: Author (2015)

Place of residence

In terms of residential geographical factor was left fairly the number of participants in our study,
20 persons in each district of Abidjan: Yopougon, Adjame, Treichville, Koumassi, Marcory,
Plateau, Attecoube, Port-Bouet, Cocody and Abobo.

b. Secondary data

Secondary research represents sources from official government reports, international institutions
reports, articles, reviews. All along the market research and the entire project we have collected
secondary data to add more credibility and value to the work.

Conclusions

In the full knowledge of data collected throughout this market research we can say that there is a
good business opportunity for the unemployed people and students; they show interest and
enthusiasm enough and statistically speaking ready and willing for our business concept.

3.2. SERVICE FEASIBILITY

~ 20 ~
The labor market in Cote d’Ivoire has always been an enigma to anyone. The aim of this
feasibility study service that MECI want to propose to Ivorian’s find out the real gap in the job
market in Cote d’Ivoire and the value proposition of the service concept we want to deliver.

a. Targeted customers

The business is intended for unemployed people, students who are seeking for jobs and very low
income people.

b. Why is it of value?

Putting this project on the site and make it effective is a real opportunity especially for young
Ivorian’s to earn money by getting small contracts that will enable them to meet their own
personal needs (Reference Appendix Questionnaire). Whatever their social status, either seeking
for employment, students or very low income, it will definitely be a financial backing for them.
One major aim of MECI too is to convey the message in the subconscious of everyone that we
must work to earn money.

c. Stakeholders

MECI counts on the keen interest and the devotion of the principal investor of this new venture
(See in Chapter 2), the board management and our very valued customers on which a market
feasibility research will be assessed to validate or not the feasibility of our business.

3.3. INDUSTRY/MARKET FEASIBILITY

The feasibility study for this venture here will be made based upon these 2 questions:

The services industry in Cote d’Ivoire is it attractive? Are the unemployed people an attractive
market in Cote d’Ivoire?

a. Industry attractiveness
Tertiary sector in Cote d’Ivoire

Despite the crisis that has shaken the country these last years the services industry is doing well
in Cote d’Ivoire. Hosting 22 million of people the tertiary sector to which we belong is
expanding at a good rate and weighs 48% of the GDP, one of the most dynamic of the West

~ 21 ~
African region (IMF, 2013) and develops at the same rate as in developed countries. His input to
the economic growth is dominant in the economy of Cote d’Ivoire, representing 62.5% of real
GDP growth for the period between 2000 and 2013. Now the service sector accounts for the
largest share of GDP (52.7%), having recorded the strongest growth in the 2000s, have stated the
World Bank in his report of the Ivorian economic situation, February 16th 2015 at Sofitel in
Abidjan by Senior Economist M.Volker Treichel, program coordinator for Benin, Togo, Guinea,
Burkina Faso and Cote d’Ivoire, in the presence of international institutions, political,
administrative and school officials. statistics detailed by CCI France-Cote d’Ivoire states that it
employs nearly 22% of the workforce in Cote d’Ivoire.

Product life Cycle

It has been explained by Steffens, P.R. (2002) the concept of product life cycle. He argued that 4
clearly phases characterizes the stages a product or service goes through from when it was first
thought of until it finally removed from the market.

Figure8: Author (2015)

The services industry in Cote d’Ivoire is in expanding very rapidly these last years and now
defending market share became the main concern, it is a battle of price wars and sales

~ 22 ~
promotion: this is the mature stage.
MECI is now in the introduction stage. The business concept and the service are newly launched
in the market. Therefore, we will try to build service concept awareness via advertising and
designed marketing strategies. Certainly at this phase the costs incurred can be very high,
especially in that sector which is very competitive.

Competitive analysis
The industry is dominated by 3 major recruitment companies: Agepe, RMO and MCE. Among
the small players some head out of the water such as Africassist, FedAfrica.

Competitors- recruitment agencies in CI

Figure9: Author (2015)

The big players

These are the 3 major competitors in Cote d’Ivoire. According to their mission, their location and
their contacts the agencies are listed below:
AGEPE: provide a boost to government initiatives to promote youth employment.
PLATEAU, BD CLOZEL / IMMEUBLE PERIGNON
YOPOUGON, Siporex
ADJAME, Liberte, petite mosque 220 Lgts
TREICHVILLE, Arras, Gare de Bassam

~ 23 ~
 (+225) 20 21 50 53 / 20 22 80 32; FAX: 20 21 12 86
http://www.emploijeunes.ci

RMO: subcontracting, recruitment, temporary work, training, HR consulting, payroll billing

BIETRY, Rue des majorettes
(+225) 21 21 83 83 / (+225) 21 35 53 13
http://www.rmo-jobcenter.com/fr/cote-d-ivoire.html

MCE: HR advice and management, recruitment, quality approach, temporary work

BIETRY, Abidjan
21351791
http://www.mce-afrique.net

Entrenchment of competitors

We plan, to defend our position in the industry and reach the market, to conduct advertising
campaigns, through telecommunications agencies in Cote d’Ivoire in order to achieve faster and
easier the youth.

Porter’s 5 forces

Figure10: Author (2015)

This framework designed by Harvard business school professor Michael E. Porter analyses 5
competitive forces that can shape an industry and helps to determine an industry’s weaknesses
and strengths. It will be helpful to MECI to set our profitability expectations. Here we will use
this for the services industry in Cote d’Ivoire.
~ 24 ~
New entrants: Capital and investment required to set up the venture are costly because it’s a
start up. Restrictions from the government are less and there is an ease of getting patents and
support to establish a new venture because the government highlighted and encourage
entrepreneurship and most by young people.

Rivalry among competitors: There are several of recruitment agencies in Cote d’Ivoire. As we
discussed earlier in competitive analysis the 3 well established and major rivals are Agepe, RMO
and MCE even if Agepe is the well-known because it is a governmental agency, with the
workshop organized for youth and broadcast on national channels.

Substitutes: The possibility of a new service coming up is not negligible but it has to compete
with price comparing to the established ones. In Cote d’Ivoire people tend to prefer and allocate
the service of the most reliable with higher customer care.

Bargaining power of the industry suppliers: Abidjan is the economic city of the country and
there are plenty of companies and organizations, nationals and internationals. Districts such as
Plateau, Cocody, and Marcory are full of restaurants, banks, shops and so on … Of course
unemployment is a big question in Ivory Coast but opportunities are available, but however not
within easy reach.

Consumer’s bargaining power: Price competition is fierce between agencies because

consumers want low prices but expect the best customer service and efficiency.

Environmental analysis

PESTL (See in next page)

~ 25 ~
 b. Target market attractiveness

Market analysis

~ 26 ~
The key targeted customers are the unemployed people and the students. Numbers has been
made public by Agepe, the national governmental agency in charge of questions of
unemployment and promotion of youth employment (3.a. Competitive analysis), stating that the
rate of unemployment to 5.3%, that to say on a workforce of 14.501.981 persons (65% of the
population) there are 430.419 unemployed (Linfodrome.com, 2nd April 2015). According to M.
Zaro, division head at the observatory of employment of Agepe, 7/10 people are long term
unemployed, that is say for at least one year, and the highest in Abidjan (10,9%) and for the
people between 14-35 years the estimations given by Agepe are 7.3% (21st January 2015).
Abidjan is the largest city of the country with 4.707.000 people, 20% of Ivorian population
(RGPH, 2014) which would mean that out of 430.419 unemployed in Cote d’Ivoire 329.490 are
living in Abidjan.

Buyer behavior

The consumer buyer behavior depends on the degree of the buyer involvement (Engel and
Blackwell, 1982) and the degree of differences among brands competing in the market.

Types of buying behavior

High involvement Low involvement

Significant differences Complex Variety seeking
Few differences Reducing unconformity Habitual

In terms of the employment market in Cote d’Ivoire the involvement is high for those who are
seeking for jobs, and deservedly. It’s complex because unemployed people are seeking for the
best recruitment agency to not be cheated, they will go browse on the web to see the website, the
ads on popular websites and look at the reviews, the comments, and the feedbacks of people.
According to the results of the data required the primary research, 62.5% are willing to pay 5000
XOF for the service provided that the agency is reliable.

Building loyalty

We will build loyalty of our customers by giving them with all our efforts and diligence what
they need: job. As Jose Bloemer explained (Journal of Economic Psychology, July 1995, p311-
329), the relationship between customer satisfaction and brand loyalty. If we can find temporary
jobs for our clients, give them a feedback as soon as possible, renew their contracts without delay
too long if the previous one is finished, as the respondents express when we conducted the
survey. More our customers are delighted more loyal they will be. Reciprocity of trust is

~ 27 ~
established then. This will be beneficial for MECI for the propensity to purchase overtime, no
other solution apart from MECI will come to their minds.

Reactions to the service concept

In Cote d’Ivoire people are receptive to all that is new, but instinctively they will compare it to
the existing known agencies to determine the interest they can get by choosing the new service
compared to the established ones.

3.4. ORGANIZATIONAL FEASIBILITY

This part of the research is concerned with determining whether the business has sufficient skills
and resources to bring the service MECI is offering to market successfully.

a. Resources

Tangible resources
Funding Physical Human
*Venture capitalist *Administrative office for lease *1 Manager
*Management team as *Offices supplies *6 internal employees
shareholders *All in one Desktops *1 external employee
*Internet cabling and routers
*Chairs, tables and reception
chairs
*TV, ACs, Telephone
Table3: Author (2015)

b. Required skills set

The management team and the employees are the two entities concerned by this section of the
research.

The management team: the management team is comprised with 3 persons:

Toure Aboubakar: Manager and in charge of Advertising and Marketing

N’Dri Koule Marie Solange, head of Department of Communication and Public Relations

Meite Ben Said, in charge of accounting and finance

The curriculum vitae of each are detailed in (Appendix)

Organizational chart

Toure
~ 28Aboubakar
~
MANAGER, Marketing & Sales
 N’Dri Koule Marie Solange (X) Subordinate Meite Ben Said
Communication & PR Marketing & Sales Finance accounting

(Y) Surbodinate

In addition:

Head of IT division, N’Dri Koule Bartimee holds a Bachelor degree in Computer Science,
graduate of Georgia State University.

The employees: the selection and recruiting process is based on educational qualifications. The
employees should have at least a bachelor degree corresponding to a license in the French
system, without any distinction of programs (commerce, finance accounting, law, philosophy,
computer science, etc.…). We are regarding also personal skills, what we discussed earlier in
Chapter 2 in the description of the business.

c. Sources of advice and support

- Governmental institutions: Ministry responsible for the promotion of employment and

youth, Ministry of national Education
- Training programs planned on customer service quality and excellence
- CEO’s in Abidjan
- N’Dri Koule Kouakou Herve, our main investor
- Ogba, Ivorian entrepreneur living in Germany

d. Organizational Structure and process

In MECI the structure is functional means that the divisions can be split up into functional
departments. A clear definition of tasks and roles assigned to each one of everyone and give also
the management team (Chapter 3, 3.b.).

Strategic decisions and directions are made by the management team composed with N. Koule
Marie S, Ben Meite and myself.

e. Process flow chart

~ 29 ~
 Front side
(1) Customer arrives at the office customer take a seat in any office available agent
greet the customer and offered him a glass of juice  a little chat starts between the
customer and the agentclient express his need and the agent explains how MECI can
help himend of the conversationcustomer leaves.

Backside
(2) As soon as the customer leaves a message is sent via mobile and email to thank him for
coming and give him contact details about MECI
(3) Agent examines the information’s and profile of the customeragent look in the
database and offers available to check any opportunity that match with
(4) A message on mobile phone an email are sent to the customer to tell him opportunities
we found and the location of the placeif needed the customer will get assistance from
one of the agent.

f. Risk appetite

Risk appetite translates risk metrics and methods into business decisions
(Richard Barfield)
Internal stakeholders and external stakeholders have different perspectives of level of risks
involved in the business. To articulate risk appetite, we will have to balance the different views.
MECI intends to direct it to 2 levels: economical and managerial. At the economical point of
view, we will focus more on the total shareholder return on investment target as soon as possible.
Allocation of resources to marketing and PR, training for employees on service quality and
excellence will be higher than any other investment because it’s what will make the difference
and give to MECI a competitive advantage and a rigorous management on finances can help us
to achieve what we desire.
The risk management level begins with the management team. Consistent communication with
day to day discussions will help us to form the link between strategy, target setting and financial
resources.

3.5.FINANCIAL FEASIBILITY

Units are in FCFA

FCFA=XOF
1 XOF=0.0017 $
a. Startup capital

Machinery (Electronics)

~ 30 ~
 6 All-in-One computers 250 000 * 6
3 air conditioners 75 000 * 3
1 TV 150 000
5 phone lines 40 000
Router 15 000
Total: 1 930 000
Equipment
Cabling 60 000
Renovation of the office place 200 000
Furniture
5 office tables 260 000
1 carpet 30 000
1 sofa 100 000
1 salon 250 000
Total 640 000
Promotion and advertisement
Flyers 150 000
Internet ads (YouTube) 750 000
Commercial ads (TV, radio) 700 000
Partnerships 5 400 000
Licenses and patents 2 000 000
Minimal Account for Sarl 1 000 000
Total: 7 600 000
TOTAL: 13 430 000 FCFA

b. Net working capital

The business financial strength has been measured to 15 000 000 FCFA.
c. Sales volumes
This is about expectations about sales generated within a period of 5 years. It will help us to
budget and manage. There is 330 000 unemployed people and 90 600 students in Abidjan.
During the first year we expect to reach 2% of unemployed people means 330 000 *2/100 =
6600 unemployed people; 2% of students means 90 600*2/100 = 1812 students
Estimated number of customers: 6600+1812 = 8412
Fees per unit of people: 5000 FCFA
We estimate an increase of 5% the following year, then 7% the 3 rd year of operations and 15%
the 5th year.

~ 31 ~
We estimate that out of 8412 applicants in the first two years 1/10 will renew their contract, 3/10
the 3rd year and half of the applicants in the fifth year of operations.

Estimated revenues – 5 years’ period

Years April 2016- April 2016- April 2017- April 2018- April 2019-
March16 March 2017 March2018 March 2019 March 2020
Revenue 42060000 44163000 45004200 46000000 48369000
s
Figure11: Author (2015)

d. Assessment of Fixed and Variable costs (monthly)

- Fixed costs
o Salaries = 2600000
o Rent + maintenance =250000
o Monthly bills (Water, electricity, internet) = 175000
Total = 3 225 000

- Variable costs
o Bonuses = 900 000
o Telephone bills = 20 000
o Transportation costs = 80 000
Total = 1000000
Total costs = total fixed costs + total variable costs= 3360000
e. Breakeven analysis

The breakeven analysis reveals at which period the total cost will be recovered and the agency
will start generating revenues.
Breakeven = Fixed cost / (Selling price per unit-Variable cost)
Breakeven=3225000/ (5000-1000) = 806 customers
The costs can be recovered by the 6 next months if we stay committed, determined and focus.

~ 32 ~
 CHAPTER 4: BUSINESS MODELS

4.1. SWOT ANALYSIS

Figure12: Author (2015)

Strengths
i. Training programs for employees on service quality and excellence
ii. Well educated and qualified employees
iii. Interpersonal and communication skills of management team members
iv. 70% of employees are young. Easy touch with young people.
v. Get tips from successful Ivorian entrepreneurs

Weaknesses
i. MECI is new in the business. No experience.
ii. Insufficient funds
iii. Severe budget restrictions

Opportunities

~ 33 ~
 i. Governmental politic focus on education
ii. Seminars and forum organized by government to finance startups created by
Ivorians
iii. Cocody is a good location for the office
iv. Abidjan is the biggest city in Cote d’Ivoire with 4.707.000 people
v. With rural exodus Abidjan is overwhelmed with people from all over the
country who are looking for a social status, a financial well-being
vi. Services industry in Cote d’Ivoire is now taking the field

Threats
i. Political instability
ii. Huge competitors with years of experience

Priorities for action: Focus will be on the opportunities we have in Cote d’Ivoire. The fact that
whilst this past years the accent is put on the creation of national companies because of the
project of emergence of the country. Then insist on the service quality management and take into
consideration the advice of successful Ivorian entrepreneurs’ friends to our main venture
capitalist.

4.2. TOWS MATRIX

TOWS will be the next step analysis after SWOT to think about the options we can pursue. We
will match the external opportunities and threats with our internal strengths and weaknesses.

TOWS Matrix

External Opportunities (O) External Threats (T)

Internal Strengths (S) S(ii)O(i) S(i)T(ii)
The qualifications of MECI Establish and finance training
staff will be push forward programs to help us improve
when we go and ask funding and master the art of serving
to the government because and build customer intimacy
22% of the budget is allocated and loyalty
to education. So proving that S(v)T(ii)

~ 34 ~
 educated Ivorian are willing to Take into consideration and
and have intellect to create a managerial decisions support
startup will be applaud and we get from successful Ivorian
taken seriously by government entrepreneurs can help us to
face the giants of the market
Internal Weaknesses (W) W(ii)O(ii)
We will ask for funding to the
government because they are
on a dynamic of creation of
companies by Ivorian’s, so we
have big chances to get
funding from them
Table4: Author (2015)

4.3. VALUE CHAIN

The value chain here describes the activities within and around MECI. It will help us to find
where to add more value to maximize the company’s profit. We have the primary activities
composed with marketing and sales, the service and human resource management, then the
support activities which are technology and infrastructure.

SUPPORT Technology
ACTIVITIES
Infrastructure
Service Marketing & HRM
Sales
MARGIN
PRIMARY ACTIVITIES

Figure13: Author (2015)

Primary activities
- Marketing and sales: MECI intends to invest a lot in marketing to create the
awareness of the service and the company by distributing flyers all over the city,
exhibitions, commercial ads (TV, Radio), internet ads on Youtube and most visited
~ 35 ~
 sites in Cote d’Ivoire (Abidjan.net, koaci.com, ivoirmixdj.com, etc…), partnerships
with telecommunication agencies such as Orange CI, MTN CI, Moov CI, Green.

- Service: Superior customer service is one of the driving forces of MECI. We are
ready to help and assist our customers in any way to make sure that we give them
what they came for along with a huge sense of satisfaction after getting the contract.

- HRM: The staff of MECI are a very great asset for the agency when we take into
account their qualifications and skills they have developed. Training programs will be
planned to master the art of servicing. Accordingly incentives are planned in the
budget for them for motivation.

Secondary activities
- Technology: It will be a great help for us to minimize the costs of transportation. It
will not be necessary to go everywhere because we could have access to information
via internet. A website and a mobile application will be designed by IT department to
ease the access of MECI for our customers. A database also is needed to register our
customers with all their details and keep track of them.

- Infrastructure: A rigor on planning procedures, finance and information

management will be set up because we want to set apart in the future as a benchmark
for internal process efficiency.

4.4. BENCHMARKING

Benchmarking is the method by which we evaluate our services and processes compared to
others firms. We will identify the highest standards of excellence and then making the
improvements necessary to reach those standards. An international benchmarking have been

~ 36 ~
done, means we chose a company in another industry but reputed for what drives MECI:
customer care service quality.

Case of Apple: The American Consumer Satisfaction Index (ASCI) indicates that within the
personal computers industry Apple is among the few represented in terms of customer service.
According to Apple impeccable customer service was one of the key driving forces which lead
them to make a move: create the retail store. Yoni Heisler, in his publication on May 26, 2015,
stated that the secret weapon of Apple is its incredible customer service.

Does a focus on customer care service quality give them an edge? : Absolutely because Apple is
among the top of the tech firms in this cutting edge era of technology.

4.5. ANSOFF’S PRODUCT/MARKET GRID

The framework is used to identify a company growth opportunities at 2 levels: product/service

and market.

New 2. market 4. Diversification

development
MARKETS Current 1. Market 1. Product
penetration development
Current New

SERVICES

Figure14: Author (2015)

The best strategy for MECI is the product development. We are offering a totally different
service in Cote d’Ivoire: temporary jobs. Within the services industry it will be a source of
differentiation among the agencies which are competing with MECI. MECI therefore will
develop new capabilities:

We will raise in the minds of customers the value of what we are offering to our
customers’ especially young people, not only jobs, but another state of mind as our motto
is explaining so well: it’s time to move.

~ 37 ~
 The critical success factors will be for us the quality of customer care service and
customer intimacy. We will keep track of our customers before they come, after the
meeting, when we provide them the job, till the period of contract is expired and after the
end of the contract.

4.6. BUSINESS MODEL CANVAS

Figure15: Author (2015)

Key Key activities Value Customer Customers

propositions Relationships segments

Partnerships Key resources Channels

Cost
structure
Revenue streams

Customer segments: Unemployed people (those who are seeking for jobs), students and
very low income people.
Value proposition: Permanent contracts along with customer service quality.
Channels: Office place, via mobile phone application, via website portal, web presence
via ads.

~ 38 ~
Customer relationships: Customer intimacy and loyalty will be the focus on MECI. We
will support our clients throughout the process of obtaining the contract. For even they
are in agreement and even after the expiry of the contract.
Revenue streams: The price fixed is 5000 FCFA (1$=595.3FCFA). Fair enough for a
serious recruiting agency in Cote d’Ivoire. Along with this reasonable the customers will
be very satisfied when they will be served because we pay more attention to the customer
service.
Key resources: attractive, clean and comfortable office place, remarkable skilled and
talented team management.
Key activities: The most important things we do to operate successfully are problem
solving activities: knowledge management and periodic training programs.
Key partnerships: In order to optimize our business model, reduce risk and acquire
resources we proceed by strategic alliances with telecommunication companies in Cote
d’Ivoire, coo petition with Agepe, our main competitor and develop relationships with
companies headquartered in Abidjan (big or SME’s).
Cost structure: Marketing and sales costs, Public relations, Salaries and incentives of
employees, training programs

CHAPTER 5: BUSINESS PLAN

5.1. PRESENTATION OF THE COMPANY

~ 39 ~
 a. Core values
- Create a culture of integrity: build a sense of integrity in life and make it a
lifestyle
- Develop a sense of professionalism: be diligent and do well in whatever you are
doing
- 3 key words: customer, customer and customer: customer focus oriented, that
all matters: customer.
- Serve with passion and determination: love what you do and inspire others to
love what you love
- Two are better than one: create teamwork and build relationships and
communication among each other
- Search and find: do not give up on any client’s case until you find what he needs
and strive for.

b. Location

Figure16: Author (2015)

Cocody reputed to be the wealthiest district of the entire country because if the number of
personalities and influential people of the country, diplomats and expatriates. In addition to this
90,561 students have been identified under the 2012-2013 school years, stated the Director of the
Scientific and Technological Information (DIST), Kone Tiemoman relayed by koaci.com.

~ 40 ~
Cocody is the district which holds the most of private colleges in Abidjan and the biggest public
university in the country with 64 081 students. With his 5 stars hotels, remarkable places and the
unlimited number of restaurants and attractions, Cocody is very visited by young people of all
ages and a very good asset for us because they are the targeted market. Located in Cocody,
MECI will be easy to access. As you can see in the map above it’s located in the Centre of
Abidjan, then easily accessible wherever you live.

c. History of the company

After generating the idea to set up an agency specialized in temporary contracts, I thought of
forming a strong team who shares the same values and willing to do this new and long walk with
me. N’Dri Koule Solange, in charge of Communication and P.R department has been contacted
and briefed about the business concept and the long term direction of the company. Our team
management member in charge of Finances, Ben Meite, living in Strasbourg in France, longtime
friend, after explanations has agreed without hesitation to join our boat to sail in the same
direction. My own brother, N’Dri Koule Bartimee accepted to take in charge the IT department
and take care of all aspects of the business concerning networking, cabling and database
management. Undergraduate of Georgia State University, he’s doing a Bachelor in Computer
Science, very skilled and comfortable with electronics, I thought of integrate him and be part of
the team. All of them agreed to the idea and promise to be committed and work with serious and
determination.

d. Organizational culture
The employees and the entire staff at MECI share the same values and we have our own
personality. These values affect a lot the people in MECI and provide guidelines and boundaries
of behavior of each and everyone in the agency, the way they act and the way they perform their
jobs. Organizational culture of MECI is composed of two main aspects: emphasis on people and
teamwork. We teach to our employees to place a high value on customers when they are dealing
with them or taking decisions that can affect the customers. Treat the customers with respect.
Also create a positive work environment between coworkers and managers.

e. Management style

~ 41 ~
“Management style is all about the manner in which an organization manages its employees and
their work activities.”
Viviana Ramirez

Closely related to the organizational culture of MECI the style of management is participative
management. MECI employs educated and skilled workers then means that they have necessary
knowledge and the ability to participate to decision making by suggesting ideas. There is no big
gap between management team and employees

f. Key success factors

- Recruiting the best people, with the right skills
- Focus on the customer satisfaction
- Keep practicing being a good communicator
- Involvement and commitment of the shareholders for the success of the business

g. The partnership network

Strategic alliances: we will make strategic partnerships with Orange CI, MTN, Moov CI
and Green. In Cote d’Ivoire the impact of these telecommunication agencies is very big
and most among youth.
External consultants: Our main venture capitalist N’Dri Koule K.H is a partner of
choice because in addition to the funding he is wholeheartedly with the project and gives
precious advices to the agency. Ogba, a successful Ivorian entrepreneur living in
Germany is also willing to help in this project by giving his viewpoints and share his
personal experiences and insights about the business.
The government: We will seek for the support, the assistance and financing of this new
venture from the Ministry in charge of promotion employment and youth.

5.2. SEGMENTATION, TARGETING, POSITIONING (STP)

~ 42 ~
STP is a three-step-approach used to allow managers to formulate a marketing strategy addressed
to specific customer market segments

Figure17: Author (2015)

a. Segmentation

MECI to find more information on segments to identify the buying characteristics looked at
geographic, demographic, socioeconomic, income level of people. Geographically the ideal city
to launch the business is Abidjan because it’s the biggest city and the lung of economic
activities. The demographics of people able to come to MECI to look for temporary jobs are men
and women aged 16-55 years old. The customers requires trust and results from the company.
We divided also according to their social class and their level of income.

b. Targeting

The primary buyers are the people who are seeking for jobs, either they have been graduated and
then start to look for jobs, and also students who are graduating. The secondary buyers are the
very low income middle class people, those people who are hardly find even the minimum to
survive and live in precarious conditions.

c. Positioning

~ 43 ~
MECI’s positioning strategy is to build with customer an intimacy by focusing on customer
service quality and loyalty. This will be a differentiator, a winning differentiator over our
competitors. Implementing mobile application for registration and payment process also is a
bonus for MECI; it will ease the accessibility for customers.

5.3. MARKET ANALYSIS

a. Market segments focus

A level of priority is assigned to the business segments according to our evaluation of the
customers’ needs and the plan of action of MECI.

LEVEL OF PRIORITY PERCENTAGE SEGMENTS

Priority 1 50% Unemployed
Priority 2 30% Students
Priority 3 15% Very low income people
Priority 4 5% Others
Table5: Author (2015)

b. Market timing

A launch of 3 months is required to implement.

c. Customer buying decision process

In Cote d’Ivoire recruitment agencies are dominated by 2 major competitors: Agepe and RMO.
So when it comes to look for job via agency most of the people think the most of those agencies.
They are willing to pay less but they are expecting more. MECI come up with temporary jobs
which is not common at all in Abidjan, customers will then have a look at the agency, check if
we are professional and worthy of trust before even trying. With the presence of many fake
agencies they are now vigilant when a new agency is introduced in the market.

5.4. MARKETING PLAN

~ 44 ~
 a. Internal marketing

MECI treats employees as they are internal customers because we want to make our internal
processes and activities capable of adding value to our customers coming from outside. We want
our staff to have a great work experience at MECI. The organizational culture of MECI as
discussed earlier, that focuses on teamwork and customer oriented, make our recruitment process
selective at this point to ensure to bring people that are accessible and willing to work and learn
from others. Compensation system will be set to motivate employees.

b. External marketing

We will interact effectively with our customers via online channels:

- The webpage of the agency will allow users to browse services offering and learn
about the company’s vision and mission, subscribe, participate in forums
- Social networks such as Twitter, Facebook are constantly used by thousands
millions of people. A very good opportunity to reach our customers and see their
feelings, reactions and questions about our services

c. Customer relationship Management (CRM)

Customer relationship management covers all the aspects of interaction between a company and
its customers, whether in sales or in service. MECI will use a CRM software for customer
service purposes to support every customer every day. 24/7 access support with personalized
service and multichannel support, the CRM software will connect all conversations that happen
on social networks, forums or anywhere in the web with the internal knowledge our agents use
every day. It allows customers to get fast answers.

Overview of the layout of CRM software sales force

~ 45 ~
Figure18: Author
(2015)

d. Marketing mix

Product/Service: We provide temporary contracts. It can be either in businesses in the informal

sector, small companies, startups, restaurants, hotels, etc…

Price: We intend to fix the fees to 5000 FCFA. We should be able to compete with our
competitors. The price is not the highest in the marketplace nor the cheapest. It’s reasonable.

Place: The physical location of MECI will be in Cocody, district of Abidjan. A direct payment
method can be used via the webpage or the mobile application for those who don’t want to move
to go there.

Promotion: Promotion is done to create publicity. We plan very huge investment both human
and financial in advertisements in exhibitions, a Facebook fan page, a YouTube channel to post
videos about MECI, visual display and holdings, radio programs. Public relations play also an
important role in the promotion strategy. MECI will sponsor educational programs and activities.
These kinds of social relations will make MECI attractive in the customers’ minds.

~ 46 ~
Physical evidence: The website of MECI will be designed with attractive colors, simple and at
the same time professional. In office a dress code will be rigorously implemented. Every element
of the clothing and physical appearance should give a sense of professionalism and competence.
The office will be always clean, ventilated with a friendly atmosphere.

People:

 Toure Aboubakar is the Founder and Managing Director, responsible of Marketing &
Sales
 N’Dri Koule Marie Solange is in charge of Communication and Public Relations
 Ben Meite Said is in charge of Finances and Accounting
 N’Dri Koule Bartimee is in charge of IT department
 2 subordinates will be hired respectively to assist the Marketing & Sales and the
Communication departments

Process: People who come to MECI for temporary contract, is charge a fee. Then a maximum
period of 2 weeks is defined to give feedback to the customer. We assist and go with the
customer if needs be to the interview. For further details, refer to the flowchart in Chapter 3.

e. Public relations (PR)

Public relations department has been created to create awareness of MECI to customers. We will
hire services of a senior completely PR agency () o help us for campaign planning. We want the
customers to have a good opinion of MECI.

5.5. DEVELOPMENT PLAN

Implementation schedule for the business plan

~ 47 ~
MILESTONES PERSON RESPONSIBLE
Start date Duration
(DD/MM/YY) (Days)

Business/Marketing plan Toure Aboubakar 04/01/16 30

Secure Funding Ben Meite Said 05/01/16 28

Secure name licensing Toure Aboubakar 07/01/16 15

Structure company type N’Dri Koule Solange 07/01/16 15

Accreditation Toure Aboubakar 07/01/16 60

Budgeting and allocation of Ben Meite Said 01/02/16 7

resources

Advertising campaigns Toure Aboubakar 07/03/16 30

Design flyers and prospects Toure Aboubakar 01/02/16 1

Select and order furnishings Ben Meite Said 03/02/16 30

Join chamber of commerce Toure Aboubakar 04/02/16 21

Create employees register N’Dri Koule Solange 06/02/16 1

Installation of electronics, N’Dri Koule Bartimee 07/03/16 2

cabling

Network test and verification of N’Dri Koule Bartimee 08/03/16 1

phone lines and computers

create training programs Management team 14/03/16 21

~ 48 ~
 Hiring of subordinates N’Dri Koule Solange 04/03/16 7

Pre-Opening ( Management Management team 01/04/16 1

team only)

GRAND OPENING 11/04/16

Figure 19: Author (2015)

5.6. OPERATIONS

a. Business controls

We plan to implement Enterprise Resource Planning. It is a bunch of integrated applications, a

very useful management software manage, collect, store, interpret data from the activities of a
company. ERP will be a useful to MECI; it will help the company to streamline operations,
automates and integrate core business processes.

b.Action plan

Payment systems: The customer have the choice to pay either via cash or cheque
Staff operations: A note on rules and regulations of the agency. The employees have to be
there at 8:30 am and leave at 16:30 pm. They can have a coffee, tea or juice and relax a
bit before work starts.
Opening time: 9:00 am; Closing time: 16:00 pm

c.Supply chain management (SCM)

See in the next page

~ 49 ~
~ 50 ~
 5.7. SUSTAINABILITY

a. Critical Success Factors

- Organized and talented team

- Employees involvement
- Management
- Marketing channels
- Promotion and Advertising plan
- Strategic positioning in the services market
- Customer service
- Customer loyalty and retention
- Support from governmental institutions

b. Risk assessment

A risk assessment is an examination of touch points that concerns the customer. When we assess
the flowchart (See in Chapter 3,p) the customer can get unsatisfied because:

- the customer is waiting for too long in the queue and feel neglected
- the agent is not nice with the customer
- after 2 weeks the customer is not receiving any feedback from the agency

How these risks can be managed? This is the point where training programs is the solution.
Training programs on customer service quality to enhance and improve the interaction between
employees with the customer. Training programs on operational efficiency and excellence to
optimize the operations and processes within the organization for performance and also training
on Information Systems to make employees in phase with technology and use of internet to
enhance research results web-based.

c. Performance management

An atmosphere of friendliness, simple and communicative will allow employees to not fear to
approach managers and share what they think of the current business environment or changes in
customers’ attitudes. Managers will give the possibility to employees to plan together sometimes,

~ 51 ~
review the short term objectives of the company. The performance factor is very important
especially in services industry where customers are waiting for results. This is the reason in the
selection process of employees we pay attention to the skills of the candidates, regarding their
ability to communicate with people because they have to go sometimes and meet Human
Resources in companies, their computer based knowledge and familiarity with internet and social
networks. The more they know how to use internet the best results can come out of their research
and because of the huge impact of social networks in all the aspects of business nowadays, the
use of it in a good asset in marketing and promotion.

The performance of the agency will be assessed on revenues generated and number of
applicant’s growth. At the end of the day all the parties involved, the customers, the staff and
managers will be satisfied.

Bonuses will be given when we will achieve breakeven and start generating profits

d. IT requirements

We will acquire the new trend of computers now used in the world: All-in-One desktops. The
hard disk drive is inbuilt in the screen so it gives more space and less maintenance is required. A
network amplifier is required because we need to be always available for customers in case there
is a problem with the mobile operator, disturbances happens. It will be very helpful and
beneficial for us to be available 24/7. We need also hi tech routers with high rate of transmission
regarding the internet connectivity; we want to get high speed data connection to operate and
also serve our customers when they are waiting in the queue.

5.8. FINANCIAL PLAN

a. Financial risk

MECI needs a startup capital of and intends to clear it within 4 months of operations.

The risk of failure and closing may be due to a poor market analysis and a failed advertising
campaign, which will result in few numbers of customers. This case scenario is a motivator for
the management team and the employees to put serious in it, diligence and results-oriented.

~ 52 ~
 b.Actionable Assumptions

All the data and calculations made are based on the following assumptions:

- the market share will increase by 2% the next year of operations

- the market share will reach the 15/% of market share after a year period
- Increase of sales by 2%
- Variable costs increase by 10% each year

c.Cost drivers

Cost drivers

Salaries
Rent
Bills
Bonuses
Telephone bills
Transportation costs

Figure19: Author (2015)

The chart above is showing clearly that salaries and bonuses are the major costs drivers. Then
rent comes into the 3rd position and bills and transportations. These are the major costs because
they are elements very important and fundamental to MECI.

~ 53 ~
 d. Ask and Offer

To the business to launch and operate we ask for 20 000 000 FCFA. We promise to our venture
capitalist 40% of interest and 15% of generated profits over the next 15 years.

e. Net present Value and Internal Rate of Return

Figure20: Author (2015)

NPV is 89943587 as mentioned above in the figure, which means we should probably put money
in the venture instead of running after a bank loan.

IRR is 10.44723%, means that we can proceed with the project.

~ 54 ~
 REFERENCES

1. Eric Levron (2013), La mise en perspective des questions de genre et de moyens

d’existence des populations deplacees et retournees en Cote d’Ivoire entre 2002 et 2012,
Edition Brookings Project-LSE on internal deplacement, p2 [Available at:
https://www.google.ci/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0CCAQFjABahUK
EwjNqLO4gZjIAhUMT44KHa6FDrg&url=https%3A%2F%2Ffanyv88.com%3A443%2Fhttp%2Fwww.brookings.edu%2F~
%2Fmedia%2Fresearch%2Ffiles%2Fpapers%2F2013%2F04%2Flivelihoods-gender-
cote-divoire-levron%2Fcote-divoire-case-study-april-
2013.pdf&usg=AFQjCNFkqeHOSyZg0LA3GRXu3n_I6Szgfw&sig2=f_5O_4tp_ie2_P-
LAWqZWw&bvm=bv.103388427,d.c2E]

2. Gerben Van Den Berg, Marcel Van Asen, Key Management Models:The 60+models
every manager needs to know (English) Edition, Person India, 2nd Edition

3. GerryJohnson, Kevan Scholes, Richard Wittington, Exploring Corporate Strategy,

Edition Practice Hall, 8th Edition

4. Jonatan Berk, Peter DeMarzo. (2010), Corporate Finance

5. Jonhson, J., Scholes. Whittigton R. (2011), Exploring Corporate Strategy, Pearson

Education, 9th Edition

6. Ministry in charge of Budget, Report of Law of Finance on Budgeting, p38

7. Ministry in charge of Promotion Employment, Report on the number of students in the

city of Abidjan
[Online] Available from: http://koaci.com/cote-d%E2%80%99ivoire-universites-publiques-
etudiants-recenses--84281.html, (Accessed on) 15th October, 2015

~ 55 ~
 8. Narayan Rangaraj, G. Raghuram, Mandyam, Supply Chain Management for Competitive
advantage, Mcgraw Hill Education, 1st Edition, pp 103-106
9. Philip Kotler, Prafulla Y Agnihotri and Ehsan UI Haqe, Principles of Marketing: A south
Indian Perspective, Pearson India, 13th Edition, p95-98

10. Philip T Kotler, Gary Armstrong. (2010), Principles of Marketing, Edition Pearsons, 15th
Edition

11. Report on customer targeting, 2014

[Available at https://milksfavouritecookie.wordpress.com/2014/09/21/segmentation-targeting-
positioning/]

12. Richard Chasse and F. Robert Jacob, Operations Management: For Competitive
Advantage, 11th Edition

13. Roberta S. Russell, Bernnard W. Taylor, Operations Management: Creating value along
the supply chain, 7th Edition

14. Russell & Taylor, Operations Management, Wiley India Pvt Ltd, p826

15. Steffens, P.R. (2002), The Product Life Cycle Concept:Buried or Resurrected by the
Diffusion Litterature?

16. Stephen Ross, Randolph W. Westerfiel. (2012), Corporate Finance, Edition Pearsons
Series, France, 10th Edition

17. Thomas L.Wheelen, Concepts in Strategic Management and Business Policy: Toward
Global Sustainability, Pearson India, 13th Edition

~ 56 ~
 APPENDICES

Appendix 1

Questionnaire

This following questionnaire pertains to a project of establishing of a recruitment agency. The

intent of this study is to know what people in Ivory Coast think of the possibility of getting
temporary jobs and the possible outcomes of it. The questionnaire will take approximately 5
minutes to fill out at your convenience.

All the information you provide will be held in confidence; apart from the context of the
study on which we are working none of these information will be made public in any
case.

1. What is your gender?

[ ] Male
[ ] Female

2. What is your age?

[ ] 16-21
[ ] 22-29
[ ] 30-39
[ ] 40-55
[ ] 55+

3. What is your marital status?

[ ] Single
[ ] Married
[ ] Separated

4. Define your level of education

[ ] I have post-secondary education

[ ] Baccalaureate
[ ] 1st year College Diploma

~ 57 ~
 [ ] 2nd year College Diploma
[ ] 3rd year College Diploma
[ ] 4th year College Diploma
[ ] Master degree

5. Where do you live exactly in Abidjan?

[ ] Yopougon
[ ] Adjame
[ ] Treichville
[ ] Koumassi
[ ] Marcory
[ ] Plateau
[ ] Attecoube
[ ] Port-Bouet
[ ] Abobo
[ ] Cocody

6. How much do you earn per month?

[ ] I’m not earning yet

[ ] 10 000 – 25 000 XOF
[ ] 25 000 – 100 000 XOF
[ ] 100 000 – 250 000 XOF
[ ] 250 000 – 600 000 XOF
[ ] 600 000 – 850 000 XOF
[ ] 850 000 – 1 200 000 XOF
[ ] 1 200 000 XOF +

7. Would you like to get a temporary contract?

[ ] Very much
[ ] Good idea
[ ] Not really interested

8. What could be the possible reasons why getting temporary contracts is difficult?
(Multiple responses allowed)

~ 58 ~
 [ ] Time constraints
[ ] No such opportunities
[ ] Unawareness of recruitment agencies
[ ] Many corrupted agencies
[ ] None of the above

9. Why a temporary contract is it really necessary for you?

[ ] To earn money
[ ] To increase income
[ ] Experiencing something new
[ ] To pass boredom, too much free time

10. Which payment method is convenient to you?

[ ] Per hour
[ ] Per day
[ ] Per week
[ ] In fifteen
[ ] Per month

11. How long minimum do you expect a feedback from us for job interviews or getting
the job for you?

[ ] 7 days
[ ] 10 days
[ ] 15 days
[ ] 1 month

12. What could be the best suitable price for fees?

[ ] 4000 XOF
[ ] 5000 XOF
[ ] 7000 XOF
[ ] None of the above

13. After the end of the contract what do you want us to offer you more?

[ ] Renew the contract with the same

~ 59 ~
 [ ] Find another contract for you
[ ] Either renew or find a new one

14. Give a few reasons why getting permanent contracts for graduate students could be
helpful?

................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................
................................................................................................................................................

Thanks for your support.

Appendix 2

Income statement

Years 1 2 3 4 5

Particulars
Sales 42060000 44163000 45004200 46000000 48369000
Variable 1000000 1200000 1400000 1600000 1800000
Costs
Contributio 41060000 42930000 43604200 44400000 46569000
n
Fixed costs 3225000 3545000 3708750 3870000 4031250
EBIT 37835000 39385000 39895450 40530000 42537750
EBT 37835000 39385000 39895450 40530000 42537750
EAT 34835000 36385000 36895450 37530000 39537750

Appendix 3

Curriculum vitae – Management Team

~ 60 ~
MEITE SAID BEN
14 Route de la Wantzenau, 6700 STRASBOURG
21/05/1991
Ivorian (Cote d’Ivoire)
Contact: (+33) 0789023702 Email: [email protected]
MASTER IN INTERNATIONAL AND EUROPEAN BUSINESS

Marketing – Commerce- Business Negociation – International Finance – Financial Markets

EDUCATION

 2013-2015: Master in International and European Business (MIEB I&II) – Ecole de

Management de Strasbourg (EM Strasbourg Business School) – France
o Finance Specialisation – Fully taught in English
 2012-2013: Master 1 in Marketing and trade – Sup’Elite. Abidjan-Cote d’Ivoire
 2009-2012: DUT in Commerce and Business Administration – National Polytechnic
Institute (INP-HB) of Yamoussoukro – Cote d’Ivoire
 2008-2009: Baccaleaureate: Science major – Methodist High School, Abidjan Cote
d’Ivoire

PROFESSIONAL BACKGROUND

 May-August 2014 (3 months) : Societe Internationale de plantation d’Hevea (SIPH

France)
Internship Master 1
o Commercial department: export file management, sourcing, price request,
establishment of offer for customers
o Sales administration department: order tracking, logistic, billing
 May-August 2012 (3 months): Orange CI (Cote d’Ivoire Telecom) – Internship
Conducted market research to measure the level of customer satisfaction about the
“mobile world”, with a survey administrated to a sample of 385 customers
 September-October 2011 (1 month): SANIA (SIFCA Group) – Internship

SKILLS

~ 61 ~
 - International Business Negotiation
- International Business law
- Logistic Strategy
- Supply Chain Management
- International Finance
- Financial Analysis
- Entrepreneurship
- Excellent level of English
- Excellent use se of Microsoft word, excel, PowerPoint

-------------------------------------------------------------------------------------------------------------------

TOURE ABOUBAKAR

No 14, Fourth Floor,Salman Appts, 10th Cross, Hennur Cross

26/05/1992
Ivorian (Cote d’Ivoire)
Contact: (+91) 7899342651 Email: [email protected]

MASTER IN BUSINESS ADMINISTRATION

Marketing Management – Strategic Management – International Marketing management –

International Business

EDUCATION

 2013-2015: Master’s in Business Administration (MBA) – Cardiff Metropolitan

University, London
 2009-2012: Master in Information Management Systems (BIMS) – Sikkim Manipal
University), India
 2008-2009: Baccaleaureate: Science major – Methodist High School, Abidjan – Cote
d’Ivoire

SKILLS

~ 62 ~
- Excellent level in English and French
- Negotiation
- Commercial acumen
- Easy touch with people
- creativity

~ 63 ~