Draft marketing plan MKTG601

To become an innovator in the agriculture/aquaculture industries not just in Australia but also to extend our export capability into our Tropical Asian region

Healthy livestock, healthy people, healthy communities

Corporate objectives

We want our agriculture and aquaculture products to extend into NEW markets across Australia and grow EXPORTS into the Asian and Pacific regions with a 50 % increase in our business capability by 2025.

CHL Agriculture/Aquaculture will:

O?er safe, high quality products that attract discerning local and overseas consumers

Be holistic sustainable resource managers using accredited practices, leveraging the assets and capability across CHL

Receive positive endorsement from our stakeholders on the provenance and quality of our products and services

Operate professional farms that are respected in their communities and add value to the capital of the region

Build relationships with industry, government and investment partners to leverage harvest value and market penetration

Be pro?table and focused on sustainable and innovative businesses practices with fair prices.

Achieve real gains in cattle production/ prawn harvest and supply chain KPIs, across operations, safety, and cost e?ectiveness.

Increase consumer awareness of CHLA cattle/prawn products.

Source and develop e?cient RD&E investment platform.

United Nations (UN) Sustainability Goals

As part of our commitment to Cunningham Holdings new Strategic Intent, we are committed to the UN sustainability goals, and have selected four goals relative to our sector to inform our planning into the future. Three of these goals are relevant to our Aquaculture Division

Goal #2 ZERO HUNGER

https://www.un.org/sustainabledevelopment/hunger/

Goal #12 RESPONSIBLE PRODUCTION AND CONSUMPTION

https://www.un.org/sustainabledevelopment/sustainable-consumption-production/

Goal #14 LIFE BELOW WATER

https://www.un.org/sustainabledevelopment/oceans/

Goal #15 LIFE ON LAND

https://www.un.org/sustainabledevelopment/biodiversity/

We have developed a number of goals that are being integrated into our new business model for the future:

Decrease our use of energy by installing solar power panels to all our facilities within 2 years (Goal 12)

Improve our effluent quality by a reduction of 20% biomass within 18 months (Goal 14)

Increase our production by 15% within 5 years. (Goal 2 Aquaculture is an efficient system for the production of protein)

Our Products and Services

Cunningham Holdings Agriculture diversified its agricultural operations in 2014 by acquiring two prawn farms on the Cassowary Coast in Far North Queensland.

Prawn farms located in Cowley Beach and Mission Beach.

Our farms are located in North Queensland as prawns require temperatures above 25^oC during the production season. North Queensland provides these water temperatures year round, which not only provides for greater production, but increases efficiencies, lowers energy costs and improves profitability. These outcomes assist us in achieving our goals in sustainability, in both economic and environmental areas.

The prawn farms major income is derived from the cultivation of black tiger prawn (Penaeus monodon) and banana prawns and the associated processing and packaging of prawns for domestic market distribution. Since operations commenced in 2014, we have grown our business from 100 tonne to almost 250 tonne, a substantial growth rate for the competitive market in which we operate.

Our strategic focus is now on the expansion of new partnerships and joint primary production and manufacturing initiatives with local industry competitors and further exploration of export market potential into Tropical Asian markets.

A possible expansion could be the concentration of different functions of the production process in different facilities. We are watching with interest the development of the Sea Dragon Project by Seafarms (https://seafarms.com.au/about-project-sea-dragon/)

Our Business Structure

At Cunningham Holdings - Aquaculture Prawn Farms, we ensure that we hire people that are qualified, hardworking, creative, customer centric and will contribute to the development of a prosperous business mutually benefiting all stakeholders. We currently have 44 employees.

The subsidiarys aquaculture division has the following staff positions

Chief Executive Officer Olivia Cunningham (Subsidiary Board member)

Chief Marketing Officer Jennifer Cunningham (Subsidiary Board member)

Finance manager- John Chu (Subsidiary Board member)

Manager Aquaculture Anthony Cicchetti (Subsidiary Board member)

Farm Manager Aquaculture (2)

Mehmet Mahmoud

Fiona Naismith

Farm workers (30)

Administration:

General administration (8)

Roles and Responsibilities

Chief Executive Officer CEO responsible for:

Leading, innovating and enhancing:

Operations and initiatives aligned with the mission, values, and objectives of Cunningham Holdings

Strategic and operational opportunities to enhance the subsidiary

Global partnership exploration opportunities aligned with the CHL corporate goals

Cross subsidiary initiatives

Communication strategies for staff, Industry and Community engagement

Budgets and forecasts and the financial operations of the company

Plans, reports and presentations for the subsidiary to the CHLs Board of Directors.

Divisional Manager: Agriculture/Aquaculture responsible for

Leading and supporting the effective management of:

Recruitment, selection, orientation, training, coaching, counselling, and discipline processes with managers;

Quality assurance processes for the company subsidiary

Staff accountabilities; plan, monitor, and appraise outcomes and issues

Incentives and foster a climate of information sharing and innovative work practices,

Leadership development opportunities and engagement across the subsidiary

Assisting the CEO of the Company to prepare planning, reports and presentations on behalf of the subsidiary to the CHLs Board of Directors.

Finance Manager CHLA responsible for

Handling all financial transactions for the subsidiary
- Producing financial reports, budgets, and financial statements for the subsidiary
- Providing financial forecasting and risks analysis reports.
- Developing and managing financial systems and policies

Administering payrolls

Ensuring compliance with company and taxation legislation

Serving as internal auditor for the subsidiary

Working collaboratively with Company CFO

Farm Manager Agriculture/Aquaculture responsible for

Managing and supervising the:

Planning and coordination of all farm activities across the division

Monitoring of farm staff activities and staff well being

Completion of compliance, risk assessment and quality assurance production processes

Use of IT systems and software to track production and distribution processes

Finance Manager relationship and supplying information to support accounting practices for sustainable production cycles

Communication and Representation of CHLs interests at various stakeholder/ community meetings

Sustainable use of resources (people, equipment, tools and chemicals etc.)

Administrative tasks for the division

Development of workforce plans, job roles for recruitment and selection activities in conjunction with HR team

Prawn Farm Workers responsible for

Feeding prawns on a daily basis

Ensuring water quality of the ponds meets farm and industry standards

Harvesting prawns when they are due for harvest.

Working cooperatively with all farm staff to achieve farm production and distribution goals

Completing other duties as assigned by the general farm manager.

General Administration responsible for

Welcoming clients and visitors by greeting them in person or via digital communication; answering or directing inquiries.

Ensuring that all contacts with clients (e-mail, walk-In, SMS or phone or digital communication) provides the client with a personalized customer service experience of the highest level

Using every opportunity to build clients interest in the companys farm produce and services in all customer interactions

Managing administrative duties assigned by the line managers in an effective and timely manner

Updating new information on the organizations products, services, promotional campaigns etc. to ensure accurate and helpful information is supplied to potential clients when they make enquiries

Receiving parcels / documents for the company

Distributing mail /communication in the organization

Handling any other duties as assigned by the line manager

CHL Corporate Departments that assist at the subsidiary level

Purchasing Logistics/Assets and Infrastructure responsible for

Liaising with and supporting General managers in the planning and delivery of products and services to meet business requirements

Providing innovative ideas and planning advice to promote sustainable work practices across the subsidiary

Information Technology/Communication responsible for

Providing support and monitor IT and communication services to ensure the effective use of IT and communication services across the subsidiary locations

Advising new technologies and opportunities to enhance business practices in the IT and communication space

Human Resources responsible for

Overseeing the smooth running of HR and administrative tasks for the organization

Monitoring staff induction and implementing and evaluating learning and development initiatives for subsidiary staff

Liaising with line managers to identify and schedule training, evaluation and assessment of employees

Providing advice and supporting managers and staff to promote health and well-being in the workplace.

Chief Marketing Officer responsible for

Managing and coordinating

External research and sourcing internal information to retain the organizations best customers and attract new ones

Demographic information modelling and analysing the volumes of transactional data generated by customer purchases

Identifying, prioritizing, and reaching out to new partners, aligned with potential business opportunities etc.

Development and implementation of communication strategies focused on advocacy of customers needs, and communication with internal and external clients

Development execution and evaluation of new plans for expanding increased sales

Documentation for all customer contact and information

Representation of the company in strategic meetings

Strategic initiatives for enhanced sales and growth

Phase 2: Situation review

Marketing Audit

Market overview

SWOT analyses

Marketing audit

Publicity and Advertising Strategy

We know that it is important to create strategies that will help us boost our brand awareness and to create a corporate identity for our prawn farm business. Below are the platforms we are considering to leverage on to boost our prawn farm brand and to promote and advertise our business;

Place adverts on both print (newspapers and magazines) and electronic media platforms

Sponsor relevant community based events / programs

Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube, Google + etc. to promote our business

Install our Bill Boards in strategic locations

Engage in industry road shows at targeted events

Distribute our fliers and handbills in target areas

Contact hotels, grocery stores, supermarkets, restaurants and residence in our target areas by calling them up and informing them of Cunningham Holdings - Aquaculture Prawn Farms, LLC and the farm produce we sell

List our prawn farms in local directories / yellow pages

Advertise our prawn farms in our official website and employ strategies that will help us pull traffic to the site

Ensure that all our staff members wear our branded shirts and all our vehicles and trucks are well branded with our company logo etc.

Market overview - Aquaculture

GLOBAL MARKET

Increasing global food demand will require a 75 % increase in global food production by 2050 compared to 2007 levels.

While most of the other industries including are struggling to keep pace with the increasing stress of the growing population, aquaculture has been an exception. It is the fastest growing food production sector since 1950s, doubling its production each decade.
- Aquaculture sector has grown @ 7% pa over this time frame, which exceeds the human population growth @ 0.5% pa and that of the food production on land @ 2% pa.

Global seafood market was estimated at $125 bn in 2017. It is expected to grow to $155 bn by 2023, at a CAGR of 3.6% .
- Global prawn market was estimated at ~$40 bn for 2017 , expected to be $68 bn by 2027.
- In terms of volume prawn market in 2018 was estimated at 4.6 mn tons, expected to grow to 5 mn tons by 2024, growing at a CAGR of ~4% in volume during 2019-2024.

AUSTRALIAN MARKET

Australian population is forecasted to increase from 25 mn in 2019 to 46 mn by 2075. This makes t essential for Australia to to secure its own food supplies and to be competitive in global food markets.

Australia has a thriving terrestrial livestock sector with annual exports of ~$7.5 bn. Almost 60% to 70% of the production (of beef, dairy and others) is exported.

In contrast, 70% of the seafood, consumed by the Australian market is imported. Our annual imports are estimated at $1.5 bn. Around 50 % of our prawns are imported. This represents a significant opportunity for environmentally and economically sustainable growth of marine aquaculture in Australia.

Australias domestic aquaculture industry has already experienced remarkable growth over the past 20 years. It has developed a reputation for producing high quality, sustainable and safe products in an environmental setting that is the envy of many around the world. Future development opportunities are almost endless.

Australian prawn farms extend from Northern NSW up to Mossman in Far North Queensland. Prawn farming is Queenslands largest aquaculture sector providing the equivalent of 300 full-time jobs mostly in rural communities; production figures for the 2009-2010 year are predicted to be as high as 5,000 tonnes that will equate to an annual value of approximately $80 mn.
- The Prawn Species farmed are currently the black tiger prawn (Penaeus monodon) and the banana prawn (Fenneropenaeus merguiensis). The kurama prawn (Penaeus japonicas) has been farmed in the past.
- One of the biggest significance of the marine aquaculture is that its a drought-proof industry and has a huge potential for economically and environmentally sustainable expansion of pond-based marine aquaculture around the northern coast line.
Having said that aquaculture industry is high risk, capital-intensive, site specific and requires technical expertise. Our staff are prepared to work long hours and are able to understand and manage sudden changes in conditions that can occur at any hour of the day or night. Our Managers are skilled in risk management, marketing and liaison with various government bodies.

Prawns are grown in saltwater ponds and fed on a pellet diet of fish meal, fish oil and plant proteins like soy beans. Ongoing development of prawn nutrition and genetic selection is resulting in better feed utilisation and a reduced proportion of fish meal and fish oil in the prawns diet. Better feed utilisation means that prawns convert more of their feed into body mass; this makes them a very efficient animal to farm when compared to chickens, pigs, beef and lamb.

On average, a prawn takes four to six month to grow to a harvestable size; they are harvested by draining the pond or in traps. The best situation is when the prawns are processed within an hour of harvest, which is common in Australia.

The Fish and Seafood Aquaculture industry is a fast growing industry and active in countries such as United States of America, Australia, Japan, China, Germany, and Singapore etc.

There is no single prawn farm company that dominates market share in the industry hence smaller prawn farms business can successfully make profits.

In the Global context, there are about 2,807 registered and licensed fish and seafood farms (prawn farms inclusive) responsible for employing about 10,440 and the industry has a $1 bn turnover annually. The industry is currently projected to enjoy 0.3 % annual growth.

Industry overview

The Food and Agriculture Organization of the United Nations (FAO) has predicted that by 2018, farmed fish production will exceed wild fisheries production for human consumption, and that by 2021 more than half of the fish consumed globally will be produced by aquaculture.

This is visible in Australia as well as we are clearly witnessing the shift from wild-catch stocks to aquaculture products. The volume of aquaculture products in Australia grew by 53 % from 200607 to 201617.

World production of farmed prawn reached almost 4.5 mn tonnes in 2018, of which 3 mn tons enetred the international trade

The gross value of Australian fishery and aquaculture production (GVP) increased by 1 % in 201617 to $3.06 bn.

Australias trade in the fishery and aquaculture sectors is driven by several factors, including the proximity of Australia to the growing seafood market in Asia and Australias reputation as a reliable and high-quality supplier of high unit value aquaculture products. South-eastern China and Vietnam have emerged as two main destinations for seafood exports.

Australian exports have been driven by
- Australia has established a reputation as a supplier of safe, high quality seafood, which is produced using environmentally sustainable practices. Australian aquaculture producers target high value domestic and overseas markets.
- Changing population, income levels, urbanisation trends and preferences in the main export markets are also important factors.
- The increasing demand for Australian native species and the proximity to Asian markets, together with world recognised seafood quality and standards, means Australian aquaculture is competitively positioned to take on high value aquaculture products.

Total Australian seafood exports were just over $1 bn in 2013 compared with $1.4 bn in 2017, largely off the back of soaring trade to China. Owinng to Australias proximity to China and already an established commodities trade route, this is and will be one of the main drivers for the Australian sea food industry.
- Chinese consumers are increasingly wanting to buy seafood offshore due to concerns about food safety for the local product
- They are expected to account 38 % of the global market by 2030
- Chinese percapita seafood consumption has increased 7 times in last 40 years from 5kg to 35 kg. In commparison Australia has a per capita consumption of 26 kg, US has 21.5 kg and Japan has 48.6 kg.

This becomes even more pertinent for the prawn market as the East Asian economies lead by China emerged as one of the fastest growing markets in 2018. Because of the increased demand from these markets industry should a positive growth rate in 2018. Most of the other major markets declined during this timeframe.
- Further taking into consideration that China imported over 77,000 tons of prawns from as far as Ecuador, it offers an interesting opportunity for the Australian farmers.

Other factors, such as trade agreements between Australia and its trading partners and the macroeconomic factors of competing exporting countries, can also contribute to Australias overall competitiveness in the global market. In the domestic seafood market Australia product competes with imported product from the expanding aquaculture industries in South-East Asia, particularly aquaculture prawns from Thailand and aquaculture finfish (basa) from China.

The value and volume of Australias seafood exports decreased between 200506 and 201213 and then increased between 201213 and 201516. It had a noticeable rise (43 %) in volume between 201415 and 201516 (Figure 1), however in value terms the increase was less dramatic as it a 43% volume increase translated to a 9.7% increase in value. During 2016-17 the exports declined by 17% in volume and 6% in value
- The prawn exports for 2016-17, however, saw an increase of 5% in volume terms and were static in terms of value
- Underpinning the decline from 200506 to 201213 was the lower export volumes of prawns (down 5,435 tonnes), rock lobster (down 5,358 tonnes) and crab (down 2,119 tonnes).

Globally, Australia is a small producer and exporter of fishery and aquaculture products, and the prices Australian producers receive are generally set on world markets in foreign currencies. A depreciating Australian dollar generally results in producers receiving a higher export price in Australian dollar terms, while an appreciating Australian dollar results in a lower export price.

There was a strong appreciation of the Australian dollar from 200506 to 201213, by 37 %, against the US dollar; and a moderate appreciation, by 5 %, against the Japanese yen (Figure 2). Depreciation of the Australian dollar against these currencies in 200809 (17 % against the US dollar and 25 % against the yen) increased Australian export unit prices in that year. From 1st April 2012 to 1st April 2019 the Australian dollar depreciated by 45% against the US dollar (from 1US$ = 1.03 A$ to 0.71A$) and 8% against yen, putting upward pressure on export unit prices.

Australias apparent consumption of seafood increased, on average, at an annual rate of 1.1 ?tween 200506 and 201516, from an estimated 313,450 tonnes in 200506 to 357,623 tonnes in 201617 (Figure 5). Over the same period, domestic seafood supply remained steady at around 110,000 tonnes. Imports of seafood have increased to fill the gap between seafood consumption and local seafood supply. Imports of seafood into Australia increased, on average, at an annual rate of 1.7 %, from 188,312 tonnes in 200506 to 226,377 tonnes in 201617

The largest categories of imported products by value over this period were prepared and preserved fish (mostly canned fish such as tuna), frozen fish, frozen prawns and prepared and preserved prawns. In 201617, imports accounted for ~67 % of Australias total apparent consumption of seafood, compared with 63 % in 200506.
- Per-person consumption of seafood ranks fourth out of the five most consumed animal protein sources in Australia, exceeding the consumption of sheep and lamb meat by weight (Figure 6).

In 2011 the Australian Seafood Cooperative Research Centre, conducted a survey to determine the species composition of Australian seafood consumption, how frequently seafood is consumed and how prevalent this consumption is in at-home and out-of-home meals (Danenberg & Mueller 2011).

The findings showed that Australians were consuming on average 3.1 meals a week that included a seafood component. When extended over a year, the survey showed that the top five most frequently consumed species were prawns (73 % of respondents consumed prawns during the previous year), canned tuna (64 %), crumbed and battered fish (56 %), squid (48 %) and fresh salmon (48 %). Reasons provided by survey respondents for consuming seafood included for better health, taste, ease of preparation, diversification from meat consumption, and reasonable prices.

Our competitors

Our two local competitors are Tassals: DeCosti Seafoods and Seafarm

In 2018, the Tasmanian-based salmon and Seafood Company said wholly owned subsidiary De Costi Seafoods on Friday completed the acquisition of the land, assets and inventory of the Fortune Group prawn aquaculture business. Tassal has acquired from Fortune Group one of the largest footprint prawn farming businesses in Australia, Tassal said. The assets included three prawn farms, at Yamba, in New South Wales, and Proserpine and Mission Beach, both in Queensland. Tassal managing director and chief executive Mark Ryan said the acquisition was strategically compelling. We currently process and sell prawns through De Costi Seafoods and we are conscious of the fact that ourcustomers are demanding more prawns than we can currently supply, Mr Ryan said. We estimate that for financial year 2019 we will have around 700 tonnes of prawns for sale from the inventory acquired once fully grown out. Our focus is to grow over 3000 harvest tonnes per annum in the next three to five years. He said the industry dynamics were attractive, with Australian demand for tiger prawns outstripping supply. Tassal said the annual prawn market in Australia was

About 60,000 tonnes, with Australian aquaculture supplying about 10 %. The salmon market was a similar size, but Australian aquaculture met about 90 % of demand. Tassal said it was targeting earnings before interest, tax, depreciation and amortisation (EBITDA) of $15-25 mn within five years from the three prawn farms with existing licences.

Seafarms is a transformational Australian aquaculture enterprise leading the sustainable development of large-scale aquatic protein production systems. Our objectives are to industrialise aquaculture operating models, leverage our biogeographic production systems and market strategic advantages combined with the application of sustainable capital to achieve, scaled-up, efficient production systems which deliver reliable, long-term supplies of high-volume/quality seafood. Seafarms mission is to develop the world class Project Sea Dragon a stand-alone marine prawn (shrimp) production system of approximately 10,000 hectares in northern Australia producing +100,000 tonnes.

SWOT Analysis Aquaculture Prawn Farms

Cunningham Holdings - Aquaculture Prawn Farms in 2013 employed the services of a Business Analyst who worked with our Aquaculture manager seafood industry to conduct a SWOT analysis for the creation of a business model to support our operational business goals and objectives. A summary of the 2013 SWOT analysis is outlined below:

Strengths:

Our strength as a prawn farm division is the fact that we have good relationships within the aquaculture sector, both domestically and in Asia.

We have current aquatic farming machines, tools and equipment for prawn cultivation.

Aside from our relationships (industry networks) and infrastructure, we can confidently state that we have some the most experienced hands in the Aquatic farming business on our payroll and an extremely skilled management team that has what it takes to identify a strategic direction and operationalize their focus accordingly.

Weaknesses:

We are a small enterprise in this industry sector and have significant large aquaculture competitors moving into our local and regional markets

We are moving into a new industry that is capital intensive. Starting a business in a new industry is risky.

Cash assets. This new venture will require the backing of CHL, to ensure cash flow. The first income will not occur until the first harvest. This will be six months into the venture.

Making sales and marketing inroads in the domestic market, which already has established players

Opportunities:

We are ready to take advantage of any opportunity that is available in the domestic and export markets.

Prawns are always in demand. If we can time our harvest for the Christmas season, we are certain to high demand

Proximity to China and other East Asian countries compared to other global exporters.

Increased demand from Australia owing to its reputation as a supplier of safe, high quality seafood

Threats:

Economic downturn

Significant weather events (e.g. cyclones, colder winters)

Biosecurity concerns

Change to government legislation

Potential of viral disease infestationn

Phase 3: Strategy formulation

Assumptions

Marketing objectives and strategies

Estimated expected results and identify plan and mixes

Assumptions

Market Trends

We have witnessed an increased demand of prawns from the East Asian Economies led by China which is likely to continue and we expect the countries like China and India to move to seafood as the food shortage hits these countries

The domestic demand from the Australian market has been largely un-catered with the imports meeting over 2/3^rd of the demand

Operators in the industry are leveraging on the campaign for healthy eating in promoting their produce. Revenue for prawn farming has maintained positive growth due to this increased demand

Prawns are more expensive to purchase when compared to fish generally. They compare favourably with many cuts of meat

Organic food farming is more expensive, but organic food sales are on the increase

Australia is recognized in the global market as a safe, high quality seafood supplier

Marketing objectives and Strategies

Our Target Market

We have positioned our prawn farming business to service (supply) supermarkets, grocery stores, hotels, restaurants and other outlets all across the Queensland region

Our market research identifies the retail distribution markets for our product;

Supermarkets

Hotels

Queensland Resort islands

Restaurants

Outdoor caterers/ Food Service Companies

Reef Tourism enterprises

Our Competitive Advantage

Reliable prawn farming processes that enable us sell our produce at competitive prices, good supplier networks and excellent relationship management.

Our aquaculture workforce. We have a team of highly skilled and experienced managers and staff. They have excellent qualifications and experience in best practice prawn farming.

We have designed our business to enable farm to plate production and distribution, enabling us to process and package our prawns efficiently for our local and regional markets.

Our employees are well paid and supported. They are respected and valued and encouraged to develop their skills and knowledge through our leadership development program (LDP) and associated People wellbeing initiatives.

Estimated expected results and identify plan and mixes

Sales and marketing strategy

We have set up seafood processing and packaging networks with local manufacturers and cultivate our own prawn feed to maximize profits.

Our Company sales and marketing team have developed extensive seafood farming industry networks and have regular training to meet their set targets and subsidiary divisional goal. Current sales and marketing strategies are:

Development of introductory packages for distribution to all stake holders

Advertising in food related and Trade magazines and websites
- Online Marketing Campaigns on Social Media
- Online Email Campaigns
- Use of YouTube to create our own Prawn Aquaculture Channel for Cunningham Holdings besides running advertisements on relevant YouTube Channels

Attending agricultural shows and food expos, seminars, and business fairs etc.
- Participating in the local events within Queensland by tying up with a famous restaurant to offer food made with our Prawns

Engaging in direct marketing

Encouraging the use of word of mouth marketing (referrals)
- Capturing these referrals on Social media platform and casting them live on Facebook/ capturing them in a video and putting them on the YouTube channel

Running campaigns with supermarkets
- Offering tasters at the SuperMarkets
- Running promotional campaigns winner gets to spend two night three days at Cunningham Farm/ Cunningham Aquaculture Farm

Drafting promos for the food services/ outdoor catering companies
- Aligning with Chefs to create product recommendation
- Develop specific recipes to promote the product

Promote the products as Socially Responsible buy stressing upon
- Less use of electricity
- Socially inclusiveness of the project as per UN Charter
- Environment friendly Improved effluent quality

Sales Forecasts

We have been able to critically examine the prawn farm business sector and identified our market share based on the following sales forecast. The sales projections are based on information gathered in the field and some workable assumptions with respect to the nature of the prawn farms that we run.

Below are the projections that we have estimated for the next three years of running Cunningham Holdings - Aquaculture Prawn Farms,

First Year-:$5,000,000 (profit $748,000)

Second Year-:$5,300,000 (profit $804,000)

Third Year-:$5,600,000 (profit $840,000)

N.B: This projection is done based on what is obtainable in the industry and with the assumption that there wont be any major economic downturn that can impact negatively on household spending or significant weather events in the tropical locations in which these farms are located. Examples of which are bad weather or natural disasters (cyclones, floods) which will interrupt transport from the farms, damage infrastructure of contaminate ponds. There is also no anticipated

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Draft marketing plan MKTG601