De multifunctionaliteit van business modellen in stadslandbouw - Transitie, resilience, voeding & steden

1. 02.2014
Stads-
landbouw
Gent
De multifunctionaliteit van business modellen in
stadslandbouw
Noémie Benoit - consultant & DRIFT onderzoeker over Stadslandbouw en resilience
voor de Werkgroep Stadslandbouw Gent, woensdag 5 februari, Vooruit.
Copyright Noémie Benoit
For using content, please email
noemie.benoit@gmail.com

2. Het verschil Zuid: voedselzekerheid als basisbehoeften
Noord: ?
?

3. De voordelen
• toegang tot vers &
kwalitatief voedsel
• gezonde activiteit
• zelfsturing van de gemeenschap
• jeugd ontwikkeling & educatie
• voedselzekerheid
• veiligheid van ruimtes
• sociale integratie
GEZONDHEID
SOCIAAL
ECONOMISCH
ECOLOGISCH
• 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

4. 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]dTBcaTPb
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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For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
WAT
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Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
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5. Bestaand
aanbod
Product
Kennis
Activiteiten of andere
Paprika’s pikante saus
Sla, etc
mini-groenten
daktuin agronomie
entrepreneurship
technieken
verhaal
vergaderingsruimtes
workshops opleiding
bezoeken
HORECA
diensten

6. 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]dTBcaTPb
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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For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
VOOR
WIE?
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTPb
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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For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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ATP[cXTPaZTc
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
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7. Bestaande
klanten
Paprika’s pikant saus
Sla, etc
mini-groenten
daktuin agronomie
entrepreneurship
technieken
verhaal
vergadering ruimtes
workshops opleiding
bezoeken
HORECA
diensten
Gespecialiseerd
bedrijf
Supermarkten
Chic restauranten
Bedrijven entrepreneurs
Entrepreneurs, univ., etc
Tuinbouwers, etc
Bedrijven
Burgers professionelen
Burgers, media, ...
Burgers
Steden, overheden
Burgers, professionelen

8. 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]dTBcaTPb
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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For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
:Th0RcXeXcXTb
:Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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9. Groentenpakket abonnement
Zelfspluktuin
Internet bestelling
Lokale winkel
Voedselteams
Boerenmarkt
Informatie transparantie
Nieuwsletter
Relatiegeschenken
Publiciteit, communicatie
Mond-tot-mond
Evenementen
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Producten, leveren, verkopen...

10. Bestaande modellen
Kennis activiteiten
congres, lezingen
projecten oprichten
blog, internet
spin-off, onderzoeksgroep
sales, marketing
artikels, publicaties
flexibiliteit professioneel
netwerken
sales marketing
innovatief profiel
beschikbaarheid
netwerk van professionelen
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
HOEVEEL
€ ?
s do our Customer Segments
em now?
ntegrated?
st-efficient?
them with customer routines?
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12. Bestaande
modellen
Paprika’s pikant saus
Sla, etc
mini-groenten
daktuin agronomie
entrepreneurship
technieken
verhaal
vergadering ruimtes
workshops opleiding
bezoeken
HORECA
diensten
partnership €/kg
€/stuk
€€/bussel
40-70€/uur consultancy
5-15000€/onderzoek project
10€/boek of les
150€/uur verhuurd ruimte
50-500€/workshop of
opleiding
300€/prestatie
€/maaltijd
20-450000€ subside/dienst
5€/bezoek publiek
BSA €/abonnement
50€€/bezoek prof

13. 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]dTBcaTPb
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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For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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How costly are they?
EP[dT?a^_^bXcX^]b
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Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
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lve?
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Which customer needs are we satisfying?
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els?
s?
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14. Bestaande
activiteiten
Tuinieren
Leveren
Verkopen
Acquisitie opdrachten
Prestatie consultancy
Marketing, com.
Verkopen
Product
Kennis
Activiteiten of andere
Management
Prestatie activiteit
Workshops, keuken, ...

15. 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]dTBcaTPb
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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Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
EP[dT?a^_^bXcX^]b
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What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
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lve?
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Through which Channels do our Customer Segments
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How are our Channels integrated?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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HOEVEEL
KOST DAT?

16. Van product tot technieken...
Hydroponie
Conventionele landbouw
Daktuin
Aquaponie
Biologisch-biodynamisch
Permacultuur
SPIN etc
Champignons
Groenten-vruchten
Spiruline, algae
Vissen, etc

17. Van technieken tot infrastructuur...
binnen een context
Serre
Daktuin
Volle aarde - brownfields
Serre
Water
Substraat compost
Installatie + irrigatie
van 1€ tot 40€/m2
Regionaal, gecertificieerd, ...
van 0€, 10€ tot 90€/m2
Plastiek, glas, geautomatiseerd, ...
van 10€ tot 160€/m2

18. Van technieken + context + infrastructuur
naar kennis activiteiten
Hydroponie
Conventionele landbouw
Daktuin
Aquaponie
Biologisch-biodynamisch
Permacultuur
SPIN etc
Serre
Daktuin
Volle aarde - brownfields
Daktuin
Daktuin
Serre Volle aarde - brownfields
Daktuin
Permacultuur
Hydroponie
Permacultuur

19. Met wie moeten
we werken?
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Which Key Resources are most expensive?
Which Key Activities are most expensive?
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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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Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
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What Key Resources do our Value Propositions require?
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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20. Met wie moeten
we werken? Welke partners?
Eigenaar, scholen chef
Ontwikkelaar supermarkt
Restauranten bedrijven
Gemeente
Gemeente restauranten
Eigenaars bewoners
Scholen, buurten en vzw
Eigenaar huurders
supermarkt, chefs boeren
Openbaar gebouw
Restaurant
Supermarkt boeren

21. Diversiteit en
opties
• Veel keuzes en mogelijke combinaties
• Aanbod voor specifieke noden
• Snel veranderende context

22. Economische
opportuniteiten
= €€€
= €€€
= €€€
= €€€
= €€€
• toegang tot vers
kwalitatief voedsel
• gezonde activiteit
• zelfsturing van de gemeenschap
• jeugd ontwikkeling educatie
• voedselzekerheid
• veiligheid van ruimtes
• sociale integratie
GEZONDHEID
SOCIAAL
ECONOMISCH
ECOLOGISCH
• 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

23. Een speler voor de transitie, een katalysator voor
bredere transformaties van het voedingsysteem
REGIME
URBAN FARMING
NICHE
NICHE
AGROINDUSTRIËLE LANDBOUW VOEDING
crisis crisis
TRANSITIE

24. Conclusies
“nieuwe tendensen”:
voor elke boerderij
zijn 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

25. 02.2014
Stads-
landbouw
Gent
De multifunctionaliteit van business modellen in
stadslandbouw
Noémie Benoit - consultant DRIFT onderzoeker over Stadslandbouw en resilience
voor de Werkgroep Stadslandbouw Gent, woensdag 5 februari, Vooruit.
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For what do they currently pay?
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