02.2014Stads-

landbouw Gent

De multifunctionaliteit van business modellen in stadslandbouwNomie Benoit - consultant & DRIFT onderzoeker over Stadslandbouw en resiliencevoor de Werkgroep Stadslandbouw Gent, woensdag 5 februari, Vooruit.

Copyright Nom

ie Benoit

For using con

tent, please em

ail

noemie.benoit

@gmail.com

Het verschil Zuid: voedselzekerheid als basisbehoeftenNoord: ?

?

De voordelen

toegang tot vers & kwalitatief voedsel

gezonde activiteit

zelfsturing van de gemeenschap jeugd ontwikkeling & educatie voedselzekerheid veiligheid van ruimtes sociale integratie

GEZONDHEIDSOCIAAL

ECONOMISCHECOLOGISCH

lokale economische stimulatie werkgelegenheid betaalbare voeding vermindering energiekost afvalbeheer

bewust zijn van voeding systeem & ecologie

behoud stormwater beheer grond verbetering biodiversiteit & habitat

conservatie efficientie van water gebruik vermindering energiegebruik

gebouwen reduceren van warmte eiland

effect afvalbeheer

recreationele activiteiten aanhouden know-how en

kennis rond voeding en landbouw

CULTUREEL

Wat? Welke nood gaan we beantwoorden?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

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Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

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Bestaand aanbod

ProductKennis

Activiteiten of andere

Paprikas > pik

ante saus

Sla, etc

mini-groenten

daktuin agrono

mie

entrepreneursh

ip

technieken verhaal

vergaderingsrui

mtes

workshops & o

pleiding

bezoeken

HORECA

diensten

Voor wie is het aanbod? Wie heeft die nood?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

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$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Bestaande klanten

Paprikas > pik

ant saus

Sla, etc

mini-groenten

daktuin agrono

mie

entrepreneursh

ip

technieken verhaal

vergadering ruim

tes

workshops & o

pleiding

bezoeken

HORECA

diensten

Gespecialise

erd

bedrijf

Supermarkt

en

Chic restaur

anten

Bedrijven &

entrepreneu

rs

Entrepreneu

rs, univ., et

c

Tuinbouwers

, etc

Bedrijven

Burgers & p

rofessionele

n

Burgers, me

dia, ...

Burgers

Steden, ove

rheden

Burgers, pr

ofessionelen

Hoe behouden we die relatie?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

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!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

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#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Groentenpakke

t abonnement

Zelfspluktuin

Internet bestell

ing

Lokale winkel

Voedselteams

Boerenmarkt

Informatie & tra

nsparantie

Nieuwsletter

Relatiegeschen

ken

Publiciteit, com

municatie

Mond-tot-mon

d

Evenementen

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

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Bestaande modellenKennis & activiteiten

congres, lezing

en

projecten oprich

ten

blog, internet

spin-off, onder

zoeksgroep

sales, marketing

artikels, public

aties

flexibiliteit & pr

ofessioneel

netwerken

sales & market

ing

innovatief profi

el

beschikbaarhei

d

netwerk van pro

fessionelen

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.

#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Hoeveel kunnen we verdienen?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.

#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Bestaande modellen

Paprikas > pik

ant saus

Sla, etc

mini-groenten

daktuin agrono

mie

entrepreneursh

ip

technieken verhaal

vergadering ruim

tes

workshops & o

pleiding

bezoeken

HORECA

diensten

partnership

/kg

/stuk

/bussel

40-70/uur

consultancy

5-15000/

onderzoek p

roject

10/boek of

les

150/uur ve

rhuurd ruim

te

50-500/w

orkshop of

opleiding

300/pres

tatie

/maaltijd

20-450000

subside/d

ienst

5/bezoek pu

bliek

BSA /abonn

ement50/

bezoek prof.

Wat moeten we doen om het aanbod te leveren?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.

#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Bestaande activiteiten

Tuinieren

Leveren

Verkopen

Acquisitie opdr

achten

Prestatie cons

ultancy

Marketing, com

.

Verkopen

ProductKennis

Activiteiten of andere

Management

Prestatie activi

teit

Workshops, ke

uken, ...

Welke keuzes hebben we?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.

#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Van product tot technieken...

Hydroponie

Conventionele

landbouw

Daktuin

Aquaponie

Biologisch-biod

ynamisch

Permacultuur

SPIN & etc

Champignons

Groenten-vruch

ten

Spiruline, algae

Vissen, etc

>

Van technieken tot infrastructuur... binnen een context

Serre

Daktuin

Volle aarde - br

ownfields

Serre

Water

Substraat & co

mpost

Installatie + irrigatievan 1 tot 40/m2

Regionaal, gecertificieerd, ...van 0, 10 tot 90/m2

Plastiek, glas, geautomatiseerd, ...van 10 tot 160/m2

Van technieken + context + infrastructuurnaar kennis & activiteiten

Hydroponie

Conventionele

landbouw

Daktuin

Aquaponie

Biologisch-biod

ynamisch

Permacultuur

SPIN & etc

Serre

Daktuin

Volle aarde - br

ownfields

Daktuin

Daktuin

Serre Volle aard

e - brownfields

Daktuin

Permacultuur

Hydroponie

Permacultuur

Met wie moeten we werken?

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.

!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].

"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.

#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.

$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.

Met wie moeten we werken? Welke partners?

Eigenaar, schol

en & chef

Ontwikkelaar &

supermarkt

Restauranten

& bedrijven

Gemeente

Gemeente & re

stauranten

Eigenaars & be

woners

Scholen, buurte

n en vzw

Eigenaar & huu

rders

supermarkt, ch

efs & boeren

Openbaar gebo

uw

Restaurant

Supermarkt & b

oeren

Diversiteit en opties

Veel keuzes en mogelijke combinaties Aanbod voor specifieke noden

Snel veranderende context

Economische opportuniteiten

=

=

=

=

=

toegang tot vers & kwalitatief voedsel

gezonde activiteit

zelfsturing van de gemeenschap jeugd ontwikkeling & educatie voedselzekerheid veiligheid van ruimtes sociale integratie

GEZONDHEIDSOCIAAL

ECONOMISCHECOLOGISCH

lokale economische stimulatie werkgelegenheid betaalbare voeding vermindering energiekost afvalbeheer

bewust zijn van voeding systeem & ecologie

behoud stormwater beheer grond verbetering biodiversiteit & habitat

conservatie efficientie van water gebruik vermindering energiegebruik

gebouwen reduceren van warmte eiland

effect afvalbeheer

recreationele activiteiten aanhouden know-how en

kennis rond voeding en landbouw

CULTUREEL

Een speler voor de transitie, een katalysator voor bredere transformaties van het voedingsysteem

REGIME

URBAN FARMING

NICHE

NICHE

AGROINDUSTRILE LANDBOUW & VOEDING

crisis crisis

TRANSITIE

Conclusies

nieuwe tendensen:voor elke boerderijzijn eigen markt,

complementaire met ander duurzaam aanbod

Zijn plaats vinden in het bestaand netwerk van

de voedselketen

Onzekerheid> innovatief & flexibel blijven

Rentabiliteit Europese context vandaag >

urban farming is ook een consultancy en agrotoerisme

02.2014Stads-

landbouw Gent

De multifunctionaliteit van business modellen in stadslandbouwNomie Benoit - consultant & DRIFT onderzoeker over Stadslandbouw en resiliencevoor de Werkgroep Stadslandbouw Gent, woensdag 5 februari, Vooruit.

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

ATeT]dTBcaTP\b

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

2WP]]T[b

2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb

RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^]."?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.