Supermarkets In Southampton, UK: A Report On Wide Open Agriculture’s Business Model
- December 28, 2023/ Uncategorized
Wide Open Agriculture’s Business Model
The main aim of this report is to elaborate on the importance of the business model in the relation of making an effective strategy for the company. Wide Open Agriculture is selected for this report to elaborate the key relationship among the nine blocks. The success of the company does not rely only on the increasing revenues but also it is covered the employee satisfaction towards their job. The critical success factor of the company will be elaborated with examples so that the better understanding could be made. Downside risks are the financial risk linked with losses. It is the risk of the actual return which comes due to run below the expected return or the indecisions about the degree of that difference.
Wide Open Agriculture Ltd (WOA) is a perpendicularly integrated, agriculture and Food Company that reproduces revitalizes communities and ecosystems in Western Australia’s Wheatbelt. This company was established in 2015. WOA produce high-quality vegetables utilizing proven climate shade house psychology. The company has a food brand that provides healthy food products to the public. WOA 100% owns and run three subsidiary companies such as Protected copping holdings, Food for reasons and Land for reasons that permit an entire vertical integration from redeveloping landscapes to offering informed customers with a meaningful experience of the food (WOA, 2018).
WOA works on an effective strategy to generate the food and provide a high quality of the food to people. The goal of the company is to make opportunities to revitalize the Wheatbelt. Along with that, it makes opportunities to facilitate restore the ecosystem and to make sure the long-term productivity. It encourages people back to the region and to motivation diverse. Due to the adoption of this unique business framework the company gets 4 returns in the form of social capital, natural capital, financial capital and inspiration (Han & Lee 2008).
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Key Partners · Commonland · Grounded · Bugs and Biology · Grower Group · Social outcomes · AI Veiai · Government · Suppliers |
Key Activities · restores a hot-spot of global biodiversity · Setting up the area so that the farming can be done · Focus on reducing the unnecessary money spending on travel |
Value Proposition · Reinstating soil health, water quality and biodiversity (Hassan, 2012). · Bringing back jobs and building new opportunities for the business · Providing people a sense of purpose and hope (Dijkman, Sprenkels, Peeters & Janssen, 2015) |
Customer Relationships · By providing premium quality of food products |
Customer Segments · People who want fresh food products. · Wholesalers or distributors |
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Key Resources · Trained staff · Well equipped machines · Other technologies (Bertels, Koen & Elsum, 2015). |
Key channels · Advertisement of food product · Media articles · Image gallery and slide show |
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Cost Structure · Marketing and promotional costs · Cost of equipment and required resources · Technology installation costs · Administrative and management expenses |
Revenue Streams · Government funds · Profits and revenues from targeted market customers |
The customer of the company is those who want fresh food products as it is the brand that sells fresh and packaged high-quality food products generated by diversified farming systems. Customers get direct interactions with the farmers as well as farm that generate the food by traditional marketing social media and the experimental marketing (Gallagher, Ignatieva & McCulloch, 2015).
The key partners of WOA are common and, Grounded, Bugs and Biology Grower Group, social outcomes and AI Veiai. The contribution of Commonland is considered as an effort of the global to restore 150 million hectares of the degraded and the deforested of the world’s lands by 2020. The main focus of Bugs & Biology Grower Group members is on implementing and exploring sustainable strategies of the production for WA’s broad acre farms. Grounded is determined on functioning with farmers to accept the Four Returns viewpoint in intending and growth of background Business Plans.
Key Partners
- Reinstating soil health, water quality and biodiversity
- Bringing back jobs and building new opportunities for the business
- Providing people sense of purpose and hope.
WOA provides investment that restores a hot-spot of global biodiversity and the farming commune located within it. WOA has accepted an effective strategy that is low-risk, is protected with genuine assets such as farmlands and brings 4 incomes to the Wheatbelt.
Media articles are being the major key channel of this company which is reached to the customer with the help of advertisements and social media. The sale of the company is increased because of the latest update of any changes within the operation of the company through slide shares.
WOA get funds from government and its partners as it has a number of share holders. Commonland Foundation, Ben Cole, Stuart Mcalpine and many more top companies are invested in the share of WOA.
The company has to invest in marketing and promotion costs, cost of equipment for the purpose of generating food products and technology installations costs.
The key sources of the company are latest machines, skilled staff, and latest technologies.
Provide premium quality of food products to the customer for the purpose of making good relationship with customers for a long time.
The company is generating premium vegetables through prevented cropping system. The company is executing low risk, smart shade house technology to provide fresh vegetables to the Wheatbelt. The company has an authentic and healthy food brand which markets healthy as well as fresh food products. The attribution of food is attracting more important, and there is an enthusiasm for customers to know more about what gets into their food, where it is developed.
The provenance of food is becoming more important, and there is an appetite for consumers to know more about what goes into their food, where it is grown and who benefits when they purchase it. We have developed a genuine food brand that tells the story of the 4 returns and that will be the vehicle for selling fresh and packaged premium products produced under regenerative farming systems. The Company has ability to manage the land assets through purchasing land by innovative financing platforms and associating with reproducing farmers to reproduce the natural ecology and long-term productivity of the Wheatbelt. By obtaining land to hire back for their farmer partners, it is the hope of the company to evolution up to 100,000 hectares of land to normal activities and brings 4 returns to the regional community and the environment.
There are some success factors that help business to grow effectively as WOA has a positive attitude towards farming. A contextual consideration is a major factor that entails country risk, security of tenure, climatologically, market access and the legal system. Funding, experience, and technology are other aspects of the success factor in the context of the wide open agriculture (Hanemann, Sayre & Dale, 2016). PCH’s initial pilot plant is a 5,000 square meter Cravo retractable roof production system that is the wedge smart shade house which is situated in Arthur River in the Shire of Wagin. The company had received restricted approval to be scheduled on the Australian Securities Exchange with “firm commitments of $5 million. It has been found that the total of $910,000 has been an ensign to move towards creating its Food for reasons brand, whereas $400,000 has been allocated to grow its land asset management stream of the business (Rawlings, 2018).
Key Activities
The initial return of the company is being most important in the Wheatbelt, was elaborating the loss of population. It has been found that young people were not wanted to live in the town for the purpose of the study which results in a decline in communities (Emerick, de Janvry, Sadoulet & Dar, 2016). The company had looked at all of the programmes run by the government and offerings from non-government agencies, to endeavor to recognize what else could be completed (Elbe, 2010). The company has found that none of those were really connected with the job creation. During the cornerstone investment with Commonland, the company started to think about intensive horticulture by protective cropping (Craggs, 2018).
Conclusion
It has been concluded from the above discussion that the role of the business model is great for increasing the efficiency of the business. The preceding analysis relies on the WOA that shows the company put a number of efforts in bringing change in the technology. This company is providing premium quality of food products to people and there is a number of investors that help the company to increase the productivity of the business.
It is recommended to the company to focus on latest technology for the purpose of increasing the revenues of the company. It is necessary for the company to create the effective relationship with Natural resource management agencies which would be helpful to give positive impact on various NRMs and catchment groups.
References
Bertels, H. M., Koen, P. A., & Elsum, I. (2015). Business models outside the core: Lessons learned from success and failure. Research-Technology Management, 58(2), 20-29.
Craggs, G. (2018). Wide Open Agriculture: Dr Ben Cole. [Online] Retrieved from: https://www.futuredirections.org.au/publication/dr-ben-cole-wide-open-agriculture/.
Dijkman, R. M., Sprenkels, B., Peeters, T., & Janssen, A. (2015). Business models for the Internet of Things. International Journal of Information Management, 35(6).
Elbe, S. (2010). Haggling over viruses: the downside risks of securitizing infectious disease. Health Policy and Planning, 25(6), 476-485.
Emerick, K., de Janvry, A., Sadoulet, E., & Dar, M. H. (2016). Technological innovations, downside risk, and the modernization of agriculture. American Economic Review, 106(6), 1537-61.
Gallagher, D. R., Ignatieva, K., & McCulloch, J. (2015). Industry concentration, excess returns and innovation in Australia. Accounting & Finance, 55(2).
Han, H. S., J. N. &Lee (2008). “Analyzing the impact of a firm’s capability on outsourcing success: A process perspective. Information & Management 45(1).
Hanemann, M., Sayre, S. S., & Dale, L. (2016). The downside risk of climate change in California’s Central Valley agricultural sector. Climatic Change, 137(1), 15-27.
Hassan, A. (2012). The Value Proposition Concept in Marketing: How Customers Perceive the Value Delivered by Firms – A Study of Customer Perspectives on Supermarkets in Southampton in the United Kingdom. International Journal of Marketing Studies, 4(3)June 2012.
Rawlings, A. (2018). Wide Open Agriculture reaches $5 million mark. [Online] Retrieved from: https://thewest.com.au/countryman/news/wide-open-half-way-to-ipo-and-wheatbelt-expansion-ng-b88856437.
WOA, (2018). About US. [Online] Retrieved from: https://www.wideopenagriculture.com.au/home.
WOA, (2018). Partners [Online] Retrieved from: https://www.wideopenagriculture.com.au/about/partners.
