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30 May 2014
EXTENSION AND PORTFOLIO DEVELOPMENT STRATEGY
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TODAY WE WILL LOOK AT…
• The broader extension landscape • A mirror• Some principles
– Market segmentation and engagement– Products and services portfolio
• Options for where to next
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THE EXTENSION LANDSCAPEA NATIONAL PERSPECTIVE (1)
• DPIs– Seeking higher (relative) levels of levy co-investment– Most prescribing:
• Minimum industry co-funding levels• Cost (plus) recovery
– Desire to maintain a “presence” in industry – Key positions often dependent on “soft funding”– Subscribed to one or more national strategies
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THE EXTENSION LANDSCAPEA NATIONAL PERSPECTIVE (2)
• RDCs – An increasing contribution to extension
• Many / most challenged by extension role / priorities • Increasingly expected to engage in ‘industry-good’ or
‘industry/public good’ space– Levy-funded
• Must provide a value/service (of some form) to all levy payers– Formal +/- ambitious attribution requirements – Subscribed to one or more national strategies
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THE EXTENSION LANDSCAPEA NATIONAL PERSPECTIVE (3)
• Private sector– Consultants, resellers, banks, corporates, etc– Seeking higher (relative) levels of involvement– Increasingly engaged in and/or supporting group-based
activities – Many delivery entities are small- to medium- businesses
• High dependence on “soft funding”• Low overhead structure
– Fee-for-service tied directly to results achieved– Not subscribed to / aligned with national strategies
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WHY IS THIS IMPORTANT?
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“COLLABORATE OR DIE”
CAPACITY &CAPABILITY
for the long-term
CONTEXT &CO-ORDINATION
in RD&E application
COLLABORATION & CO-INVESTMENTin delivering R&D to industry
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“COLLABORATE OR DIE”
CAPACITY &CAPABILITY
for the long-term
CONTEXT &CO-ORDINATION
in RD&E application
COLLABORATION & CO-INVESTMENTin delivering R&D to industry
• MFS is part of a bigger picture– Primary role in delivering value locally– Secondary role in contributing to the extension landscape
(regional ↔ state ↔ national) • Collaboration is paramount
– Agri-business– Government and NFPs (RDCs, Landcare, etc)– Other groups
• Building (extension) capacity is key to longevity and success– As MFS grows, we’ll need to develop the resources we need
to deliver value
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• Public-good activities remain a primary responsibility for the public sector• Industry-good activities co-funded by industry bodies and the public sector • Private-good activities (increasingly) undertaken on a user-pays basis
PUBLIC GOOD INDUSTRY GOOD PRIVATE GOOD
FREE USER - PAYS
RDCs
Public sectorPrivate sector
TEMPLATE FOR RESOURCE DEPLOYMENT
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HOW ARE WE LOOKING?
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MFS’ OBJECTIVES• Provide members with proven, relevant and targeted
information to improve knowledge and profitability • Provide a forum to focus on and manage research,
development and extension on the Monaro • Provide opportunities for members to interact and
exchange ideas • Be member-owned and driven • Develop partnerships by seeking the involvement of
individuals and organisations in the pursuit of our objectives
Who / where and what
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SOME QUESTIONS COME TO MIND…
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SOME QUESTIONS COME TO MIND…• What does “success” look like for MFS?
– Where do we want to be in 2, 5, 10 and 20 years?• What does an MFS member look like?
– How well do we know our members’ needs, aspirations, motivations?– Does “everyone” need to be a member?
• What non-member services:– Can/could MFS provide?– Must MFS provide (contractually)?
• How are we performing in:– Enhancing knowledge and profitability?– Managing RD&E?– Facilitating interaction and exchange of ideas?
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PRINCIPLES OF ENGAGEMENTDELIVERY MODELS
• Mode of engagement– Active vs passive– Broad-scale (untargeted) vs segmented (targeted)
• Outcome sought / achieved– Enhanced awareness– Increased knowledge– Established skills– Improvements in the enterprise or business
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THE RD&E SECTOR HAS HISTORICALLY STRUGGLED WITH “PRODUCT DEVELOPMENT” / “PIPELINE” EFFICACY
SUPPLY-DRIVENRD&E
DEMAND-DRIVENRD&E
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PRINCIPLES OF ENGAGEMENTSTAKEHOLDER SEGMENTATION
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Innovators(2.5%)
EarlyAdopters(13.5%)
Early Majority(34%)
Late Majority(34%)
Late / non-adopters (16%)
DECREASING SPEED AND/OR LEVEL OF INNOVATION / INNOVATIVE CAPACITY
LEAD USERMARKET
MAJORITY MARKET LATE / NON-ADOPTER MARKET
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PRINCIPLES OF ENGAGEMENTSTAKEHOLDER SEGMENTATION
• Multiple mechanisms– Physical (scale, location, enterprise mix, etc)– Demographic (age, gender, family status, etc)– Behavioural (collaborative / individual, passive / active, etc)– Skills / capability level– Motivational (speed, price, innovation, profit, etc)
• Multiple considerations– Value-adding potential in each segment– Relative “importance” of each segment (financial / non-financial) – Capacity and pain:gain ratio in collating associated information– Tying into the / a “product development” pipeline
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• Consultation with lead / end users, intermediaries • Modelling likely costs, benefits and market size• Process, plan or cycle to guide inputs and timing• Validation / testing for prototype / price / market testing • Auditing to identify duplication / gaps / blockages• Planning to determine resource requirements,
development advertisement rollout table• Re-validation / re-testing to check product supplied
versus product demanded
PRINCIPLES OF ENGAGEMENTPRODUCT & SERVICES PORTFOLIO
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AWARENESS(CATEGORY A)
KASA(CATEGORY B)
PRACTICE CHANGE(CATEGORY C)
REGI
ON
AL /
STAT
EN
ATIO
NAL
/ SE
CTO
RLO
CAL
COMMUNICATION (PASSIVE)
GROUP ENGAGEMENT
(ACTIVE)
GROUP ENGAGEMENT
(APPLIED)
NUMBER OF PRODUCERSTARGETTED
$ PERPRODUCERTARGETTED
RELATIVEENGAGEMENT FOCUS APPROACH KPIs
AWARENESS IN TARGET MARKET SEGMENT/S
• PARTICPATION RATES
• KASA CHANGE/S
• PARTICIPANT APPLICATION (OF PRACTICE/S) RATES
• IMPACT CHANGES
FORMAT
• MAGAZINES• FORUMS• EXPOS
• WORKSHOPS & TRAINING
• PRODUCER DEMO / VALIDATION SITES
FREE
RELATIVEUSER COST
EXTENSION / ADOPTION FRAMEWORK
USERPAYS
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PRE-REQUISITES
• Effective communication
• Compelling reason / desire to change
• Viable alternative to current practice
ENABLERS
• Relative advantage
• Compatibility• Complexity• Trial-ability• Observe-ability
PRINCIPLES OF ENGAGEMENTFACILITATING ADOPTION
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WHAT DOES ALL THIS MEAN?
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• MFS is at a cross-roads in its development– An opportunity (and need) exists to expand our value-add– Farming systems groups are likely to be pivotal to the operation and
success of the future extension landscape• The more we want to integrate with (and access $$$ from) the
likes of LLS, RDCs (etc) the sooner we need to:– Broaden our scope beyond single-tier membership– Better understand – in detail – the needs, drivers and limitations of
local producers / production systems– Develop a products and services portfolio that delivers value at
different price (membership) points– Understand, measure and report our ROI
WHAT DOES ALL THIS MEAN?(IMHO)
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AT THE RISK OF STATING THE BLEEDING OBVIOUS…
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THIS REQUIRES A LOT OF WORK• The systems and processes to support these developments take
time and cost money– CRM, surveys, evaluation, reporting
• Growth and change can invoke resistance – Parallel management of existing members’ expectations will be
required• More stakeholders (members, partners, co-investors) requires
strong rules of engagement– Needs “tight” governance, compliance, funding and disclosure controls– Risk management considerations (continuity of income)
…ALL OF WHICH IS / ARE MANAGEABLE…
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SCRUTINY WILL INCREASINGLY BE APPLIED TO OUR / THE COST:BENEFIT (ESPECIALLY WHEN USING PUBLIC OR LEVY FUNDS)
Participation 100% 75% 50%Businesses 53 39.75 26.5
$95000 $1792 $2390 $3585$ per business
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END