Capital Partners Limited Jericho Businessmen Club Retreat Report September 2012

Capital Partners LimitedCapital Partners Limited

Jericho Businessmen ClubRetreat Report

September 2012

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Confidentiality Agreement 3

Needs. Solutions. Delivery

Report Outline

Rationale Articulation

Business Model Analysis

Stakeholder Strategy Analysis Membership Strategy

Active Indigent Strategy

Vulnerable Indigent Strategy

Public Policy Strategy

Ibadan City Strategy

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Strategy Execution Plan Economic Empowerment

Public Policy & Political Influence

Socio-Economic Development

Business Networking

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RATIONALE ARTICULATION

JBCRationale

To network with likeminded professionals of Ibadan extraction for the purpose of mutual economic development and impacting public policy discourse

STRENGHTS WEAKNESSES

1. Highly professional members 2. Perceived as a credible body by

the Oyo State Government3. High intellectual and social

capital quotient amongst the club members

1. Poor execution track record2. Lack of shared clarity on club

objectives3. Drift of focus from business club

to a social club

OPPORTUNITIES THREATS

1. To be the leading advocates for the development of Ibadan land

1. Loss of credibility by becoming partisan

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BUSINESS MODEL ANALYSIS

JBC Business Model Key Partners Key

Activities

Key Resources

CostStructure

Value Proposition Customer Relationships

Channels

StakeholdersSegments

RewardStreams

Media Fees

Training Fees

Money

Event Fees

Recognition/ Image/ Influence

Improved Human Development Index

Social CapitalIntellectual Capital

OYSG

MFB

CCII

Ibadan Chamber of CommerceOdua Chamber of Commerce

Media Houses

Local Governments

Networking

Strategic Recruitment

Publicity

People Development

Public Policy Discourse

Scholarships Lobbying

Micro – Credit Scheme

Networking Events

Ibadan City

OYSG

Active Indigents

Members

Advisory

Supportive

ProfessionalSupportive

Self DevelopmentCredibility

Self Enablement

Self Actualisation

Vulnerable Indigents

Development Partners

Advocacy

Training

Mentorships Participatory

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STAKEHOLDER STRATEGY ARTICULATION

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MEMBERSHIP STRATEGY

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Member StrategyType StrategyMembers Recruitment

JBC will identify and recruit professionals of Ibadan extraction, between the ages of 35 and 50, who have recorded impressive achievements in their professional and intellectual endeavours. JBC will leverage off it’s members intellectual and social capital to drive the development of Ibadan land.

Value Proposition

JBC will act as a vehicle for its members to achieve self actualisation. The club will enable members gain access to, and develop deep relationships with other successful Ibadan indigenes and provide them with a platform to partake in the socio-economic development of Ibadan. The club will also provide a platform for attaining relevance in both social and public policy areas.

Relationship Management

JBC will support its members to achieve their economic and socio-developmental aspirations by providing the appropriate opportunities and platforms .

Channel JBC will provide numerous networking and mentoring opportunities, to enable its members acquire the business and public sector relationships necessary for them to achieve their goals.

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Member StrategyType StrategyKey Resources

1. A strategic membership identification and acquisition blueprint 2. A business networking committee (sub-committee) to drive and

co-ordinate all networking activitiesKey Partners

1. External networking event co-ordinators

Key Activities

In meeting its members needs JBC will continuously carry out the following activities:1.Organise networking events2.Promotion of members businesses/ ideas amongst club members3.Provision of mentoring/ coaching support

Reward JBC expects its member strategy to deliver the following rewards:1.Increased membership due to improved visibility amongst target segment2.Enhanced ownership and participation in all JBC activities by members3.Increased visibility of JBC members in the private and public sector (in Ibadan land in particular)

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ACTIVE INDIGENT STRATEGY

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Active Indigent StrategyType StrategyActive Indigent

JBC has identified the active indigents it wishes to empower as the urban active poor. These are indigents who are currently involved in some form of trade or craft within Ibadan city, but who lack access to the capital required to enhance their business.

Value Proposition

JBC intends to make available to them the tools, knowledge and capital necessary to grow their business sustainably. This initiative will not be run as a charity, but rather as a self sustaining, professionally managed business support program.


JBC will identify and commission professionals to administer all its active indigent targeted developmental initiatives. The recipients of its program’s will not deal directly with JBC, but rather with service providers chosen by JBC, thus nullifying the possibility of program bias.

Channel JBC will deliver its stated value proposition to this stakeholder segment via the following channels:1.Micro-credit scheme – JBC will source the fund for this initiative, but will outsource the administration to a competent micro-finance practitioner.2.Skill enhancement program – JBC will identify and enrol active indigents at Ibadan based skill development centres.

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Active Indigent StrategyType StrategyKey Resources

1. Clear articulated blue-print guiding active indigent interventions2. Partnership with competent micro-finance institution3. Partnership with Ibadan based skill enhancement centres

Key Partners

1. Micro-Finance Institution2. Skill enhancement Institution

Key Activities

In meeting the value proposition to this stakeholder segment, JBC needs to be continuously carrying out the following activities:1.Fund raising for the scheme2.Management of micro finance and skill enhancement partners3.Publicising of micro-credit and skill enhancement success stories

Reward 1. Empowerment of Ibadan indigents2. Improving the human development index in Ibadan land

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VULNERABLE INDIGENT STRATEGY

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Vulnerable Indigent StrategyType StrategyVulnerable Indigent

JBC defines vulnerable indigents as individuals who either as a result of their gender (females), status (divorced, abandoned, widowed) or age (infants, teenagers, aged) are unable to fend for themselves. In seeking to provide assistance in this segment, JBC will only support young academically gifted secondary school graduates. The rationale for this is that with a little support and within a defined period of time, this sub-segment can become only self sufficient, but also begin to give support to others.

Value Proposition

JBC provides a platform for this sub-segment to achieve self development. The initiative will support academically gifted individuals who would find it impossible to fund their tertiary education otherwise. The scholarships will only be awarded for institutions within Ibadan.


JBC will have a very supportive relationship with this stake-holder segment. Independent of the provision of scholarships, JBC will assign each scholar to two (2) mentors.

Channel The above stated value proposition will be delivered via two channels:1.Tertiary scholarship program2.Mentorship program

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Vulnerable Indigent StrategyType StrategyKey Resources

1. Clearly articulated and documented scholarship policy2. Clearly articulated and documented mentoring policy3. Scholarship fund

Key Partners

1. Tertiary institutions in Ibadan

Key Activities

1. Fund raising2. Student performance reviewing3. Mentoring and counselling

Reward JBC expects its vulnerable indigent strategy to achieve the following;1.Enable indigent (deserving) Ibadan students get a tertiary education2.Development of a young generation of Ibadan professionals

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PUBLIC POLICY STRATEGY

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Public Policy StrategyType StrategyPublic Policy

JBC intends to be positioned as the preferred source of apolitical and credible public policy advice to the Government of Oyo State. This is necessary to ensure that JBC can work with any government regardless of party affiliations

Value Proposition

JBC intends to act as a platform for channelling the impressive intellectual capital of its members towards providing credible public policy advise to any administration in Oyo State regardless of its political affiliation.


JBC’s relationship with the Oyo State Government will strictly be advisory, with the club having a documented policy not to partake in any political activity. This does not prevent members from being politically active, but under no circumstance should JBC be used as a platform for chasing partisan political rewards.

Channel JBC will deliver its value propositions to the Oyo State Government through the following channels:1.Facilitation of public policy discussions and debates2.Media coverage3.Presentation of Memoranda

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Public Policy StrategyType StrategyKey Resources

1. Amendment of constitution to establish a Government relations committee

2. Articulation and documentation of policies guiding JBC lobbying activities

Key Partners

1. Oyo State Government2. Public Policy Specialists3. Media

Key Activities

1. Public policy review and development2. Government lobbying3. Advocacy

Reward JBC expects its public policy strategy to achieve the following:1.Position it as a credible public policy pressure group

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IBADAN CITY STRATEGY

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Ibadan City StrategyType StrategyIbadan City JBC intends to be become the leading advocacy platform for the

economic and environmental development of Ibadan land. JBC intends to achieve this by leveraging off the significant social and intellectual capital of its members and other Ibadan Indigenes, to develop and drive the implementation of an integrated Ibadan land investment and environmental development blueprint.

Value Proposition

JBC intends to be the leading platform for articulating an integrated development plan for Ibadan land and also driving the development agenda through very robust advocacy


JBC relationship with the traditional and governance structures within Ibadan land will be one of advocacy. JBC will articulate view points and execution plans around the improvement of Ibadan land and will continuously engage with the numerous stakeholders in the community with the aim of influencing and entrenching change.

Channel JBC intends to achieve its aims with this stakeholder segment by:1.Participating more visibly in Ibadan land related activities 2.Organising forums and events to attract investment into the city

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Ibadan City StrategyType StrategyKey Resources

1. Amendment of constitution to establish a committee to focus on interacting with and lobbying the traditional, social and governance structures in Ibadan land

2. Articulation and documentation of policies guiding the above interactions

Key Partners

1. Ibadan land Traditional Council2. CCII3. Federal, State and Local Government structures in Ibadan

Key Activities

1. Networking with relevant Ibadan structures2. Facilitation of Ibadan Land Development Master plan

Reward JBC’s Ibadan City strategy is to deliver the following results:1.Articulation and documentation of a development plan in which all Ibadan land stakeholders agree to2.Attraction of entrepreneurial capital into Ibadan land3.Acceleration of the re- industrialisation of Ibadan land

STRATEGY EXECUTION PLAN

EXECUTION

In order to ensure that the articulated strategy is efficiently implemented, four (4) themes which impact on all JBC’s stakeholder segments were identified for immediate focus:1.Economic Empowerment – this refers to how JBC intends to support the indigent (both active and vulnerable) of Ibadan land.2.Public Policy and Political Influence – this theme deals with how JBC intends to positively influence the policies of the State Government.3.Socio-Cultural Development – this theme is focused on defining how JBC will participate in the development of Ibadan Land.4.Business Networking – this theme is focused on defining how JBC will deliver to its members the articulated benefits of membership.

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Segment Focus Title: Economic Empowerment

Economic Empowerment Focus

Rationale Definition (Why are we participating here)

JBC intends to contribute to the economic empowerment and human capacity development of indigent Ibadan sons and daughters, with a specific focus on the active and vulnerable indigent indigenes.

Segment Strategy(How do we participate Here)

Active Indigents 1. Skill acquisition - JBC will identify and partner with Ibadan based capacity development organisations to deliver skill enhancement programmes to participants.2.Micro-Credit Scheme – JBC will commission a reputable Micro-Finance Banking firm based in Ibadan to manage its micro-credit empowerment fund in line with its guidelines.Vulnerable Indigents 1. Scholarship Scheme – JBC will provide tertiary scholarships to outstanding students of Ibadan lineage who come from indigent backgrounds

Economic Empowerment Focus

Segment Structures (What structures do we need to put in place)

1. Trade Centres – JBC will identify existing skill enhancement and vocational training centres in Ibadan and provide support in rejuvenating/ upgrading them to provide the necessary services

2. Empowerment Funding Plan – JBC will develop a plan on how to expand scheme funding from just JBC members to include other sources of funding i.e. grants, fund raising events etc

Segment Resource Needs (What resources do we need to deliver results)

1. Multiple fund sources2. Partnerships with multilateral organisations3. Credible individuals to act as mentors to

scholarship

Execution & ResourcesS/N ACTIVITY RESOURCE TIMELINE WHO

1 Organise Fund Raising Event

1. Members2. HNI Individuals3. Publicity4. Event Manager5. Media

June 31st Annually

1. Executive Committee

2. Board of Trustees3. Empowerment

Committee2 Establish

Partnership with a MFB

1. Partnership Requirements

2. Micro-credit scheme guidelines

December 31st 2012


2. Board of Trustees3. Empowerment

Committee3 Establish

Partnership with two (2) donor agencies

1. JBC profile document

2. Funding Proposal3. List of

multilateral organisations

January 31st 2013


2. Empowerment Committee

4 Develop empowerment publicity plan

1. Media consultant2. Funding

November 30th 2012

1. Social / Publicity Committee

Segment Focus Title: Public Policy and Political Influence

Public Policy & Political Influence Focus


JBC intends to be deeply involved in influencing public policy formulation and execution at the Oyo State government level. This is necessary as the growth and development of Ibadan land is inextricably tied to the quality and effectiveness of governance experienced at state level.


Policy Blueprint Development1.Develop blueprints on specific areas (i.e. entrepreneurship development, tourism etc.) and work with the state government on creating a execution friendly environment. Investment Attraction 1.Organise and hold quarterly investment events to showcase the investment potentials in Ibadan landPublic Policy Advocacy 1.Develop and publish bi-annual news letters on governance and organise self funding public forums for relevant governance topics

Public Policy & Political Influence Focus

Segment Structures (What structures do we need to put in place)

Institute Public Policy Team1.Identify (recruit) members with policy formulation experience to form a public policy advocacy sub-committee of the Publicity and Government relations committeeInvestment Conference Team1.Identify (recruit) members with event/ conference to form an investment promotions sub-committee of the Publicity and Government relations committee


1. Experienced policy formulation experts2. Access to senior government officials


1 Develop policy blueprint for two (2) sectors

Policy experts 31st November 2012

Publicity and Government relations committee

2 Organise public forums

Event Managers

31st March 2013 Publicity and Government relations committee

3 Quarterly News letter

Media consultant

31st March 2013 Publicity and Government relations committee

4 Quarterly Business Luncheons

Event ManagersInvestment Firms

31st December 2012

Publicity and Government relations committee

Segment Focus Title: Socio-Cultural Development

Socio-Cultural Development


JBC intends to achieve the dual purpose of showcasing Ibadan land in positive light to the world by rekindling interest in it’s socio-cultural activities and also improving the economy through tourism


1. Cultural Tourism• Regalia Festival, Ibadan Week, Trade fair for

locally produced ancient materials, theatre productions etc.

2. Destination Tourism• Agodi gardens, U.I. zoo, seven (7) hills of Ibadan,

Old Ibadan, ancient markets and palaces etc.

Socio-Cultural DevelopmentSegment Structures (What structures do we need to put in place)

1. Constitutional amendment to set up tourism promotion committee to identify the potentials of the tourism in Ibadan land and package it for onward delivery


1. Funds2. Tourism professionals3. Connections to the ministry of tourism


1 Articulation of a tourism sector development blueprint

Fund Oct 2012

tourism promotion committee

2 Development and presentation of a tourist friendly , religion neutral and secured cultural event to be called Regalia Festival

Tourism professionals

March 2013

Tourism promotion committee

3 Partner with U.I. theatre troupe to put together a play. Modelled after the South-African Umoja experience

Theatre Professionals

April 2013

Tourism promotion committee

Segment Focus Title: Business Networking

Business NetworkingRationale Definition (Why are we participating here)

JBC intends to aid its members to attain self actualisation by helping them to answer the question “What is in it for me”


Support Platform1.Continuously organising networking events to provide members with opportunities to meet influential people2.Pairing of members for mentoring/ coaching purposes to enable members leverage off the strengths of other members to achieve their professional/ entrepreneurial goals.3.Provision of an “opportunity” portal for members where announcements can be made or information sought4.Grouping of members on vocational lines to stimulate developments within the group

Business NetworkingSegment Structures (What structures do we need to put in place)

1. Expansion of membership Committee duties to include responsibility for managing networking activities

2. Creation of sub-grouping along vocation lines


1. Finance2. Information3. Members Willingness to participate


1 Expand the scope of membership committee to include oversight of networking activities

Constitutional provision

November 31st 2012

Membership committee

2 Development of annual networking calendar for 2012 and 2013

People November 31st 2012


3 Upgrade of JBC Portal to include opportunity capabilities

1. I.T. Consultant2. Funds

December 31st 2012


4 Grouping along vocational lines

1. Membership data

November 31st 2012


5 Setting up of strategic recruitment sub-committee

1. Head Hunters November 31st 2012


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THANK YOU

Documents

Capital Partners Limited Jericho Businessmen Club Retreat Report September 2012