Strategy and Strategic Planning: Learning from Commercial Fisher Small Businesses Eric Perez MBusResearch, USC, BCom, GU, BBehSc, GU

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1 Strategy and Strategic Planning: Learning from Commercial Fisher Small Businesses Eric Perez MBusResearch, USC, BCom, GU, BBehSc, GU Executive Officer Queensland Seafood Industry Association

2 Good strategy answers 4 key questions 1. Where do I compete? What key markets will I be active in? Markets = industries, product markets within an industry and geographic markets. 2. What unique value do you bring to win in those markets? Why do your customers choose you over a competitor? Is it cost or product/service differentiation?

Markets = industries, product markets within an industry and geographic markets. 2.

3 Good strategy answers 4 key questions 3. What resources and capabilities do you utilise? Resources: Tangible highly skilled staff; and Intangible reputation. Capabilities: ability to use those resources. 4. How do you sustain the provision of unique value? What factors allow you to keep reaching goals over time?

Resources: Tangible highly skilled staff; and Intangible reputation.

4 The Study Exploratory research paper What does strategy and strategic planning look like amongst commercial fishing micro-businesses? 18 face to face interviews 14 males and 4 female participants. 12 questions were posed to each participant. Each participant was also taken through a SWOT Analysis.

18 face to face interviews 14 males and 4 female participants.

5 Study Participants 1 The average age of the participants was 45 with a range of 23 years to 72 years. The average years employed in the fishing industry was 22 years with a range of 1 to 38 years.

6 Study Participants 2 Table 1 Occupation Sectors Health Construction Military Mechanic Law Trades Administration Finance Agriculture Fisheries Management

7 Findings 1 - Themes Family Business Strategy Orientation Decision-Making Approaches Use of a Plan Gender

8 Findings 2 Short/Medium/Long-Term Regulation and Industry Development

9 Findings 3 Macro Issues Marine Park Areas Fisheries Management Conservation Employment

10 Findings 4 Strengths and Weaknesses Table 2 SWOT Analysis - Internal Strategic Planning Categories Strengths Owner Focussed: Commitment, quota ownership, and quality product. Business Capital: Business infrastructure. Professional Development: Skilled crew, industry knowledge and business skills. Family: Family commitment. Other: Sustainable environment. Weaknesses Owner Focussed: Lack of business skills. Business Capital: Access to quota and stock levels. Professional Development: Ability to change fisheries regulation, lack of time and need for skilled crew. Employment: Availability of crew. Other: Personal health. Source: Interviewee Feedback

Family: Family commitment. Other: Sustainable environment. Weaknesses Owner Focussed: Lack of business skills. Business Capital: Access to quota and stock levels.

11 Findings 5 Opportunities and Threats Table 3 SWOT Analysis - External Strategic Planning Categories Opportunities Business Opportunities: Threats Market Conditions: Threats to Commercial Fishing (can be influenced directly and indirectly by legislation): Regulation (red tape): Regulation (green tape): Other: Source: Interviewee Feedback Business diversification, market and online development. Market volatility and lack of stability. Increased fishing effort, imports and recreational fishing effort. Reactive to fisheries issues and fisheries regulation. Marine parks. Resources sector and weather.

tape): Other: Source: Interviewee Feedback Business diversification, market and online development. Market volatility and lack of stability.

12 Research Question 1 What strategies, if any, do owners or others in commercial fisher micro-businesses apply to sustain or grow their businesses in the sector? Family business structure a way to secure longevity in the industry. Inter-generational nature of micro-businesses possibly linked with sustainability. Plan B identified in case the business fails.

Family business structure a way to secure longevity in the industry.

13 Research Question 2 Do commercial fishing micro-businesses use strategic planning and if so, what factors, if any, impact on sustainability or growth in the sector? Increased work effort. Involving family or friends in the business. Transitioning ownership. Infrastructure upgrades. Some evidence of succession planning. Revenue planning identified.

Increased work effort. Involving family or friends in the business.

14 Learnings Family Business Structure Regulatory Impact Industry Associations Fisheries Management

15 Where to from here? More than a business decision The State has a role to play New industry development funding approach needed

16 Questions

17 Thank you Enjoy the rest of the conference

*Market Assessment Process Does Your Business Make Sense in Today s Market?

*Market Assessment Process Does Your Business Make Sense in Today s Market? Researching & Writing a Business Plan Market Assessment Small Business Development Center University of Wisconsin Oshkosh College of Business Tel. 1-800-232-8939 (In Oshkosh, (920) 424-1453) Web Site: