FAQ ON ROI

 FREQUENTLY ANSWER QUESTIONS ABOUT RETURN ON INVESTMENT

Q- Can you tell us about D' Abettor Enterprise and how it operates?

D'Abettor Enterprise is a digital alternative investment platform that gives everyone the opportunity to partake in agribusiness, by financing in our farm and trading agricultural commodities. At D'Abettor Enterprise, we partner with financiers and investors. After harvest, D'Abettor Enterprise sells these commodities to agro-allied firms and shares the profits with the financiers and investors, based on the rate on ROI. 

Presently, we farm cucumber. The choice of commodities we produce is mainly informed by the availability of market. 

Q- What is the least rate of return on investment on any of your farms?

Presently, our least return on investment is 25percent for our farm that run for 3 months. We offer higher returns for longer investment periods.

Q- When does farm visit occur?

General farm visits are organised on a periodic basis for existing farm sponsors. Notification is usually sent out to sponsors informing them o the visit and we usually ask them to confirm their availability for the visit. Sponsors may also put in their request for a farm visit.

Q- How long does the farm cycle run for?

The cycle farm can run from 3 months to 12 months 

Q- How do I get paid when my farm cycle ends?

The initial sponsorship and return after harvest will be paid into the account details provided by you on your profile.

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Successful entrepreneurs tend to have certain behaviours;-

Personal

They accept responsibility for their actions. They do

not rely on others to take decisions for them, or to

make their ideas work. If they have a Vision they,

and only they, can implement it.

They have a can-do approach, to business and to life.

They often create a culture around them of likeminded people

They don’t prevaricate, they face facts, (having

checked their accuracy) accept them, and deal with

them.

They accept failure with the same attitude-they just

dust themselves off and move on. And learn lessons

from it.

They have passion and belief in what they are doing.

They don’t procrastinate, they have an idea, a vision,

and they grasp the opportunity

They are always alert to new opportunities

They see problems as opportunities

They set themselves deadlines, sometimes audacious

ones!

And they are not perfectionists. They launch on the

deadline with what they’ve got and accept they may

have to further develop the product.

They understand that it’s not the idea, but the

implementation of it that sets them apart; that they

need to do something significantly different, but good

enough to be a great business.

They constantly develop their business, adding value.

They evolve it, keep it fresh, dynamic and exciting,

and critically, ahead of the competition.

They delegate, which helps to build a good team who

are able to develop professionally. At the same time

they free themselves up to do what they enjoy the

most –creating new products and businesses.

They delegate, which helps to build a good team who

are able to develop professionally. At the same time

they free themselves up to do what they enjoy the

most –creating new products and businesses.

Target your sources

Think about the kind of information you want and where you might find that information.

If you want facts and figures about local spending, your local council website might have that.

If you need marketing statistics, the major market researchers would be a good place to start.

If you want scientific information, think about scientific journals

Keywords

Your early reading and research will help you think about key words that you can search for further articles of interest.

Your keywords should be as specific as possible. Also, search synonyms for the keywords you select

Primary, secondary and tertiary sources

A primary source is someone directly involved in the subject. For example, a scientist who has made a discovery, or developed a theory. It is research that is collected first hand, and should result in learning something new, so could include analysis of your company’s performance.

A Secondary source is someone not directly involved, but is using their knowledge and experience to comment or discuss or interpret the information.

A tertiary source may be a summary of secondary sources-a review in a journal for example, they are useful sources of reading material, but you probably wouldn’t cite them.

Organise yourself

Plan your project and produce a timetable with milestones, and building in time for proofreading and review at the end.

As you research, you will see avenues you want to follow, maybe several at time. You need to follow one, and then remember to go back to the others. Then at a later point, something chimes with an article you read before and you want to go back to it and follow it through.

BUT Where was it? How do you keep track of where you have been?

This depends whether you are most comfortable with pen and paper, or electronic records. if you favour the first, then index cards can be useful. As you read something, reference it on a card and make notes about what you read. Note the page numbers so you can go back to it if you want to.
If you prefer the electronic option, open a word document or notepad, and copy and paste links to useful sites, with a short note as to what you found of interest there. Or use bookmarking as we discussed in the first module of this series.

Don’t copy and paste chunks of information from other sites and regurgitate them. This is called plagiarism and is easy to check, If your document is fed into a copy checker it will produce references to the site you copied and pasted from.

If you want to use something directly, such as a quote, summary, fact, then reference your sources correctly.

As you research, you will have your own opinions on things you read, comments to make, points to add. So, make sure you distinguish in your notes as you collect information, between your own words and thoughts, and those of others. Use a different colored pen, or font or italics or highlighters, and keep a note of your key.

How to orientate yourself in a new role

You should have a formal induction covering all the immediate practical information you need. If not, ask for information such as “What is the fire drill procedure”, “where can I get lunch”, “what about car parking”? Get passwords and login details for email and any other systems you need to access. Make a note of them! It is useful to have a small, pocket or handbag sized notebook on you at this stage to note down things you need to remember, or follow up. Using one will probably massively improve your performance. Or else use the calendar and notes function in your phone or tablet -but do remember to follow up! You will probably have a meeting scheduled with your manager, where they will be able to provide guidance. If not, ask for one. If you are senior enough to have a secretary or assistant, then it would be reasonable to assume they will be able to guide you through a lot of the difficulties you will face, and supply answers to your questions. If you are not that senior though, many large companies will nominate a “buddy “to help you during the first few days or weeks and perform that function for you. The first thing you have to do now is consider the business of the day. What is in your in-tray or email account? What do you need to do, or manage, today, this week, next week? What immediate deadlines are there to be met? Is anything waiting for your decision? Do you have time to do some research or do you need to “hit the ground running “now, and orientate yourself as you go? If immediate decisions are required and you don’t have the information you need, discuss them with your line manager before issuing instructions. Only make the decisions you must right now, until you can “find your feet“. What needs to be put into your diary and plans for the next few days and weeks? Has anything been booked on your behalf? Do you need to attend meetings or conferences in the immediate future, are there hotels and flights to be booked? Is your predecessor available for a handover meeting? If not, get a status report from your manager, peers, or staff. And discuss any queries you have at this point. Then as soon as you are up to speed with all that, you need to start gathering the information you need to perform your role effectively. You need to gain an understanding of the people and departments around you, how everything fits together. Orientate yourself. Ask for a departmental organisation plan if there is one, and also your own job specification, and that of your direct reports. It would be useful to have access to your own staffs’ performance review files at some point, but it may be a little early to ask for them now. Sometimes it is better to form your own opinions, rather than rely on your predecessor’s judgement. Use your discretion about the timing of that request. Then you need to access any departmental reports produced daily, weekly, monthly or annually. If you have an assistant or secretary, they should have prepared a file for you. If not, ask them to do that. How is your department performing, and specifically what are the issues and challenges you need to address in your role? How is the business doing? Are there market intelligence reports you can read? Is there a list of suppliers or contacts? Have you worked with any of them before? Can they help you by meeting soon and explaining their relationship with your new company? Do your main suppliers and contacts have information, analysis or market intelligence they can share with you? At this point, your best bet is to listen rather than to talk. You probably know the least of everyone in the business about how this company works. Give yourself the benefit of the experience of those around you before you start changing things or making important decisions. You may not agree with others opinions that you hear at this point, but before you start taking action, listen and at least give yourself the time to thoroughly evaluate them. Humans normally have two eyes, two ears, one mouth. It’s a good idea to use them in that proportion until you have a good understanding of your role, and your way forward.

Difference between a manager and an administrator

Management is defined in several ways, generally as the organisation of resources in a business to achieve defined targets. My favourite definition is “achieving things through other people “. Administration can be defined in many different ways, sometimes as the process or activity of running the business, so an administrator may be the person responsible for carrying out the administration of a business. Administration is itself a legal term, and means the person legally appointed to manage and dispose of the property of a deceased person, debtor or insolvent company. An administrator can also be used to indicate someone who works alongside a decision maker and implements their decisions, as an assistant or secretary. In this latter context the manager makes the decisions, and the administrator helps to implement them, perhaps controlling paperwork, communicating requirements. I can’t answer your question specifically as it depends on local usage and the context of your question. however, I hope this has helped.