1. Strategic and Operational Plan Overview
Produced for Global Shea Alliance General Assembly
March 5, 2013

2. Export Shea Butter Value Chain
Legend
African International Kernel Butter Final Product
90% 45% Mechanical 15% Edible
Collectors Traders Fractionators
Processors Brands
85%
30%
10%
70%
Fractionators Cosmetic
Village-based Mechanical Brands
Processors 45% Processors 15%
Refiners
5%
Traditional
Uses Ɨ 10% 2.5% Distribution/
Formulation
Representative Organizations:
 Village-based Processors – Songtaaba,  African Fractionators – Ghana Nuts, Wilmar
SEKAF, Naasakle  Int’l Refiners – AAK, Loders, SRC, Cargill
 WA Processors – Fludor, Nioto, Ghana Nuts  Int’l Fractionators – AAK, Loders, 3Fs
 Int’l Processors – AAK  Brands – Nestle, Body Shop, L’Oreal
* Note, %’s represent volume of SETs in the shea industry as of 2011; figures do not reflect unrefined shea butter
* At present, ~5% of industrially processed total (fractionated/refined) gets used by the cosmetic industry
Ɨ 65-75% of harvested shea does not enter the export market and is retained for traditional uses
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3. Existing Market Challenges in the Shea Industry
Demand Instability
 Primarily used as a substitute for cocoa butter, the shea industry’s poor diversification into other
markets (including local markets) prevents stability and causes fluctuations in both price and
demand based on the movement of cocoa.
Inconsistent Quality at Sufficient Quantity
 Within shea there are wide differentials in quality and pricing. This variability is a result of many
factors including: lack of public trading information, poor aggregation, little to no quality control,
government price-regulation, and other external factors.
Fragmented Advocacy
 The shea industry lacks a unified message representing the collective interests of the various
stakeholder groups; historically, advocacy has been pursued by individual stakeholder groups
without regard for the impact on the industry as a whole.
Rural Poverty
 Collected by some of the poorest women in the world residing in extremely isolated areas, the
shea industry is marked with numerous economic, social, and environmental sustainability
challenges
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4. The Global Shea Alliance
Vision
 GSA will be the premiere platform to satisfy the strategic interests and practical
needs of its members, shea stakeholders large and small worldwide.
Mission
 The mission of GSA is to design, develop, and deliver strategies that drive a
competitive and sustainable shea industry worldwide, and improve the
livelihoods of rural African women and their communities.
Members
 175 Members representing 32 countries and include women’s associations,
suppliers, brands, development partners, non-profits, and research institutions.
 7 Member Executive Committee elected every two years that provides strategic
direction and oversight of operations.
 Board of Advisors provides financial resources and technical support.
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5. Strategic Focus of the GSA
Sustainability Impact Value Chain Competitiveness
 Initiatives that will address rural poverty  Creating a more efficient product to
challenges including women’s compete in the global marketplace
empowerment and environmental protects the interests of all
sustainability. stakeholders.
Market Expansion Policy Advocacy
 Expansion drives business  Promote policies that establish new
opportunities that create employment markets internationally and support
for women collectors and increased African shea businesses, communities,
income for shea producing and environment.
communities.
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6. GSA Operational Plan Summary
Goal
Implement four key initiatives to achieve maximum impact related to GSA strategic objectives
of market expansion, competitiveness, policy advocacy, and sustainability impact.
Development Criteria
Meets private sector needs/interest Integrates with member operations
Impacts multiple strategic objectives Specific activities and timeframes
Scalability Measurable results
Initiatives
 Sustainability promotion – Define GSA as a membership organization that drives
sustainability and creates market expansion.
 Standards and pricing – GSA members define quality standards, publish price
information, and enforce standards through membership.
 Industry promotion – Develop marketing and communication strategy to impact all GSA
strategic objectives.
 National association support – Develop and support national associations to impact
competitiveness and policy advocacy in shea producing countries.
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7. Sustainability Promotion
2012 Define  Activity: Create working document outlining sustainability needs of the industry
Sustainability  Goals: Achieve consensus with members, international brands, and other
Platform stakeholders on sustainability objectives
 Activity: Establish GSA membership levels and criteria, a base code,
ACTIVITIES TIMELINE
Define GSA
Membership implementation principles, and objectives to measure progress vs. principles
Criteria  Goals: Clearly define the GSA brand and value addition for members
2013  Activity: Establish bi-laws, organizational licensing and registration,
Secure and
Define the trademarks, etc.
GSA Brand  Goals: Address legal challenges in preparation for seal rollout
 Activity: Develop various marketing seals and application criteria/procedures
Seal  Goals: Seals meet the marketing needs of GSA members
Development
2014  Activity: Participate in international trade shows and other events to market GSA
Seal membership and marketing seals
Marketing  Goals: Expand GSA membership and utilization of seals
IMPACT
 Industry Impact: By 2014, the shea industry will improve revenues for women’s groups registered
under GSA sustainable practices by 10%, protect 60,000 hectares of Savannah, and protect 9,000
employees.
 Strategic Objectives Met: Market Expansion, Sustainability Impact
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8. Quality Standards and Pricing
2012  Activity: Develop shea nut quality standards based on 2006 Pro Karite project
Industry  Goals: Standards are simplified and able to be utilized by GSA membership during
Standards daily business transactions
ACTIVITIES TIMELINE
2013  Activity: Develop procedures to enforce standards and incorporate into GSA
and Standards membership criteria
2014 Procedures  Goals: GSA membership enforces standards
 Activity: GSA develops system of collecting price information related to quality
Publish standards and publishes data on website for members
Price Data  Goals: Provide tool for GSA members to utilize quality standards in the marketplace
Education  Activity: Engage national associations and NGO community to disseminate
and information on quality standards
Marketing  Goals: Promote GSA membership and utilization of quality standards
IMPACT
 Industry Impact: By 2014, the industry will improve income for registered women’s groups by 10%
and increase production of the highest quality shea nuts by 10%
 Strategic Objectives Met: Value Chain Competitiveness, Sustainability Impact
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9. Industry Promotion
2012
Industry  Activity: Develop marketing strategy and materials to promote shea in food and
Marketing cosmetic products
Strategy  Goals: Increase usage of shea in food and confectionary products
 Activity: Redesign GSA website to include shea business bio directory, a
Website business and academic resources library, up-to-date market info on shea, and
Redesign a microsite to market shea in food and cosmetics.
ACTIVITIES
 Goals: Increased traffic and activity (e.g., downloads, business connections
made, etc.) on site
2013
And  Activity: Site selection, prepare content and recruit speakers, promotion,
2014 Annual fundraising, and logistics planning
Conference  Goals: Engage stakeholders on state of shea industry, promote all GSA
strategic objectives, create business linking opportunities
Implement  Activity: Examples include trade show representation, social media
Marketing campaigns, print ad campaigns, and promotional videos
Strategy  Goals: Attract additional membership and promote shea usage
IMPACT
 Industry Impact: By 2014, the shea industry will increase exports and regional sales by 5%.
 Strategic Objectives Met: Market Expansion, Value Chain Competitiveness, Sustainability Impact,
and Policy Advocacy
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10. National Association Support
2013  Activity: Assist stakeholders to form national associations in Cote D’Ivoire and
National
Benin
Association
 Goals: Form democratic institutions that represent the interests of shea
ACTIVITIES TIMELINE
Development
stakeholders
2014
 Activity: Provide technical and financial support to new associations of Cote
National
Association D’Ivoire and Benin and existing associations in Ghana, Mali, Burkina Faso,
Support Nigeria to ensure effective governance and activities to accomplish strategic
objectives
 Goals: National associations have established democratic procedures, strategic
plans, policy advocacy plans, fund raising activities, and project management
ability
 Activity: Provide ongoing technical support to promote quality shea nuts and
GSA Project policy advocacy
Collaboration  Goals: National associations effectively manage quality campaigns and achieve
policy advocacy goals in their respective countries
IMPACT
 Industry Impact: National representative bodies that contribute to the strategic objectives of the
GSA.
 Strategic Objectives Met: Value Chain Competitiveness, Policy Advocacy, Sustainability Impact
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