multifunctionele business-modelen-stadslandbouw 20140205-noemiebenoit
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De multifunctionaliteit van business modellen in stadslandbouw - Transitie, resilience, voeding & stedenTRANSCRIPT
-
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?
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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-
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?
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 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?
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.
-
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^].
"?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 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.