1. operational challenges (why would we lose MWRP?)
1.1. poor relationship with client
1.1.1. haven’t established ourselves as a partner
1.1.2. poor communication with client
1.1.2.1. proactively alert client to risks
1.1.2.2. misalignment between site ops and client
1.1.2.2.1. 2019
1.1.2.3. slow response to client
1.1.2.4. create a forum
1.1.2.4.1. different minefields with client
1.1.2.4.2. get closer to manager of feed water
1.1.3. no senior management on site
1.1.4. client mistrust
1.1.4.1. 2019
1.1.5. no Nafasi ambassador on client side
1.1.6. don’t have a client relationship at right level
1.1.6.1. not clear who key contact is
1.1.7. a lot of staff exposed to client
1.1.7.1. impact on client impression
1.1.8. based on their experience, how likely is the customer to recommend us to friends and family members, on a scale from 0 to 10?
1.1.8.1. strategic level
1.1.8.1.1. CEO
1.1.8.1.2. Here’s of Mining
1.1.8.2. Operations management
1.1.8.2.1. Client representative
1.1.8.3. Line supervision
1.1.8.4. 4-6
1.2. too pricey
1.2.1. labour
1.2.1.1. additional plant operators not adding value
1.2.1.1.1. since 2015
1.2.1.2. competitors using regional labour teams
1.2.2. lime overpricing
1.2.2.1. not passing rebate benefits on to client
1.2.2.2. 2016
1.3. poor leadership
1.3.1. chemicals pricing
1.3.1.1. every plant has a different margin
1.3.1.1.1. need a strategy
1.3.2. lower output than promised
1.3.2.1. 2015
1.3.3. slow decision-making
1.3.3.1. aversion to losing profit
1.3.4. no switching risk
1.3.5. poor adaptability
1.3.5.1. if requirement is out of spec, “we can’t do much”
1.3.5.2. haven’t convinced the client that we are doing everything we can
1.3.5.2.1. never met clients
1.3.5.2.2. engineering sections of mine
1.3.5.3. disruption by other competitors
1.4. poor management
1.4.1. contract clarity
1.4.2. staff negativity
1.4.2.1. bad apples
1.4.2.1.1. create negative perception with client
1.4.2.2. not empowered
1.4.3. no regular stress tests
1.4.3.1. started 6 months
1.4.4. many planned maintenance failures
1.4.4.1. since 2017
1.4.5. middle management don’t take ownership - not skilled enough
1.4.5.1. preventive maintenance planning
1.4.5.1.1. 2016
1.5. BBBEE
1.5.1. risk of losing status
2. strategy
2.1. differentiation
2.1.1. obsolete
2.2. cost leadership
2.2.1. don’t benchmark enough
2.3. focus
2.3.1. opportunity
2.3.1.1. strategic drivers
2.3.1.1.1. customers
2.3.1.1.2. relationships
2.3.1.1.3. culture
2.3.1.1.4. people
2.3.1.1.5. communication
2.3.1.1.6. market intelligence
2.3.1.1.7. leadership
2.3.1.1.8. cost structure
2.4. need to
2.4.1. build on what we have
2.4.1.1. runway
2.4.1.1.1. current O&M contracts
2.4.1.2. IP & Skills
2.4.1.2.1. great people
2.4.1.3. client relationships
2.4.1.4. ambassadors
2.4.2. react to new opportunities
2.4.2.1. focus areas
2.4.2.1.1. membrane warranty
2.4.2.1.2. integrated team
2.4.2.1.3. increased capacity - modular kit
2.4.2.1.4. Lime pricing strategy
2.4.3. do something new
2.4.3.1. Who do we want to serve?
2.4.3.2. shift strategic focus to waste water
2.4.3.2.1. How can we collaborate effectively to focus on wastewater?
2.4.3.2.2. Who do we want to target?
3. identity
3.1. a water secure future
3.1.1. Vision?
3.1.2. why should anyone care?
3.2. build a water utility company
3.2.1. Mission?
3.2.1.1. How will we know?
3.2.2. how credible are we?
3.2.2.1. Building credibility
3.2.2.1.1. predictability
3.2.2.1.2. efficiency
3.2.2.1.3. experience
3.3. what difference are we making?
3.3.1. Goal?
4. new business
4.1. OWRP refurbishment, O&M, Investment
4.1.1. market intelligence
4.1.2. opportunity identified
4.1.3. partnerships
4.1.4. relationships
4.1.5. new products
4.1.6. new services
4.1.7. O&M
4.1.8. investments
4.1.9. new builds
4.1.10. enabling environment
4.2. Erongo investment
4.2.1. market intelligence
4.2.2. opportunity identified
4.2.3. partnerships
4.2.4. relationships
4.2.5. me products
4.2.6. new services
4.2.7. O&M
4.2.8. investments
4.2.9. new builds
4.2.10. enabling environment
4.3. FMCG client
4.3.1. market intelligence
4.3.2. opportunity identified
4.3.3. partnerships
4.3.4. relationships
4.3.5. me products
4.3.6. new services
4.3.7. O&M
4.3.8. investments
4.3.9. new builds
4.3.10. enabling environment
4.4. industrial client
4.4.1. market intelligence
4.4.2. opportunity identified
4.4.3. partnerships
4.4.4. relationships
4.4.5. me products
4.4.6. new services
4.4.7. O&M
4.4.8. investments
4.4.9. new builds
4.4.10. enabling environment
4.5. public sector entry
4.5.1. market intelligence
4.5.2. opportunity identified
4.5.3. partnerships
4.5.4. relationships
4.5.5. me products
4.5.6. new services
4.5.7. O&M
4.5.8. investments
4.5.9. new builds
4.5.10. enabling environment
4.6. brine treatment
4.6.1. market intelligence
4.6.2. opportunity identified
4.6.3. partnerships
4.6.4. relationships
4.6.5. me products
4.6.6. new services
4.6.7. O&M
4.6.8. investments
4.6.9. new builds
4.6.10. enabling environment