Strategy Plan up to 2010
In publishing Strategy 2010, Tican is outlining its ability and consolidating its will to change from being a regional cooperative slaughterhouse to a multinational food group.
The strategy plan aims to divide the group's business areas and to focus on the basis of growth and establishment of an organisation targeted at market-oriented behaviour. The plan also aims to strengthen internal processes and synergies, thereby ensuring the optimisation of production capacity and market potential.
Key points of the strategy
Tican aims to be a homogeneous and attractive business partner within the European food industry and intends to consolidate the group accordingly.
Division of the business areas
Tican's processing activities are considered to represent the principal area of development in an expected growth phase in a market that is characterised by declining demand and increasing competition in the primary sectors. Adequate access must be provided to enable these processing activities to develop, and this can be achieved by establishing a holding company with an independent and professional management team. The purpose of this division is to focus more on the independent optimisation of the business areas and financial flexibility. The traditional cooperative activities (i.e. slaughtering, prime cutting and deboning) will remain in the cooperative company. Strategy 2010 requires a continued increase in these activities of approx. 5% per year in order to ensure a continuous improvement in efficiency of 2% per year.
Market-oriented behaviour
Due to an increasing tendency in the market to focus on, among other things, healthy food products and convenience food, Tican must be prepared to speed up its transformation from production-oriented to market-oriented behaviour, while at the same time focusing om continuous improvement in efficiency, rationalisation measures, automation and modified production processes in accordance with the LEAN concept. Since Tican's development is unlikely to take place through price competitiveness alone, Tican must secure its future by focusing much more on increasing the value of the product. This means that, in future, the group must have competencies in developing products, markets and processes.
Process optimisation
In both the cooperative and the processing activities, continued efforts will be made to enhance the efficiency of the production and also the management and reporting processes within the group. This will be achieved by establishing professional boards and joint management forums and by implementing automation projects.
