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Integrated urban farming

Reprogramming urban agriculture through innovative solutions for sustainable future foods

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Integrated urban farming

  1. 1. Final Presentation Team: Integrated Urban Farming Total No. of Interview: 23/155 1
  2. 2. 2 Nigel, the mentor Dr. Mandar, Temasek Polytechnic Researcher Weihan, Temasek Polytechnic Researcher Jonas, NUS Exchange Business Student Integrated Urban Farming Team
  3. 3. 3
  4. 4. Project Journey with 2 Pivots Seedling Service (4 weeks) All-Round Package (3 weeks)Customized Lighting (2 weeks) 4 What‘s next? 2nd Pivot 1st Pivot
  5. 5. 1st BMC – Customized Lighting Customized Lighting 5
  6. 6. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams Emotional & Functional Job: 1. Freshness 2. Price Emotional & Social Job: Willing to grow and pay €1,500 -> Family 6 10 interviews
  7. 7. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams Emotional & Functional Job: 1. Freshness 2. Price Emotional & Social Job: Willing to grow and pay €1,500 -> Family Strong competition: - Product (Farmshelf) - Cost (Philips) -> Hard to deliver superior value Strong foreign price competition; -> Localness not really valued 7 Hard to deliver better value
  8. 8. Where else in the value chain? Supply Farming Distribution Sales After-sales01 02 03 04 05 8
  9. 9. Where else in the value chain? Supply Farming Distribution Sales After-sales01 02 03 04 05 9 Don’t look for customized lighting (2 interviews) Only limited to one crop type
  10. 10. 2nd BMC – Allround Package Allround PackageCustomized Lighting 10 1st Pivot
  11. 11. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 11
  12. 12. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 12
  13. 13. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 13 5 interviews
  14. 14. PAINS High OPEX: Rent, electricity, and labor High price competition against importers High dependency for foreign seeds Lots of planning and expertise required Limited space in Singapore 14 Uniform growth
  15. 15. PAINS High OPEX: Rent, electricity, and labor High price competition against importers High dependency for foreign seeds Lots of planning and expertise required Limited space in Singapore • Serve high-end clients (restaurants)  • Demand for specific, hard to grow crops  • Change crops type constantly  • Want premiums via organic certification  • Suffer high productivity losses  • Willing to invest in short term  15 Uniform growth
  16. 16. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams No differentiated demand 16
  17. 17. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams No differentiated demand 17 Nutrition & Mass are not pains, but uniformity
  18. 18. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams Not Scalable No differentiated demand Nutrition & Mass are not pains, but uniformity 18 Most potential area
  19. 19. Learnings Seed Seedling Transplantation Grow-out Sale01 02 03 04 05 Germination > 90% Labor cost -> Need for automation 1. Cost Savings of Transplanting 2. Guarantee Uniformity 3. Overcome Struggle against Pest Land & Electricity cost Price sensitive 19 Bottleneck -> Healthy & Uniform Growth
  20. 20. 3rd BMC – Seedling Service Seedling Service Allround PackageCustomized Lighting 20 2nd Pivot
  21. 21. Seedling service Seeds Seedlings Grow-out Harvest Germination Post harvest and storage Sales Farmers (9 interviews) are looking for: - Healthy seedlings (7 interviews) - Already providing seedling products (2 interviews) 21
  22. 22. • Better chance of survival • (7 mentioned) • Uniformity • (5 mentioned) • Cost reduction • (all mentioned) 22 Seedling attributes farmers (9 interviews) are looking for:
  23. 23. Seedling service Pest & Disease free Land efficiency Shorter growth cycle Uniform seedlings Reduced labor cost Value that we can provide: Reduced energy cost (especially for indoor farms) 23 • Better chance of survival (7 mentioned) • Uniformity (5 mentioned) • Cost reduction (all mentioned) 100 % healthy seedlings
  24. 24. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 24
  25. 25. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 25
  26. 26. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 26
  27. 27. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 27
  28. 28. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 28
  29. 29. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 29
  30. 30. What are the next steps? Seedling service Allround PackageCustomized Lighting 30 What’s next?
  31. 31. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams 31
  32. 32. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams Are there enough market of scale? How much farmers would eventually pay? 32
  33. 33. Value Proposition Customer Relationship Channels Customer SegmentsKey Partners Key Activities Key Resources Cost Structure Revenue Streams What is our biggest cost for seedling services? Is revenue > cost? How long is the turnover on investment? 33 Are there enough market of scale? How much farmers would eventually pay?
  34. 34. Thank you! 34
  35. 35. Backup Slides 35
  36. 36. Interview statistics Total number of reach outs 155 By geography Singapore 9 International 146 Total number of conducted interviews 23 By geography Singapore 20 International 3 By media F2F interviews 4 Phone & Zoom interview 9 By role Farmer 9 Supplier and consultant 4 End consumer 10 36
  37. 37. Customized lighting Solution provider Seedling service Presentation B2C interviews 10 B2B interviews 5 8 Project Journey Week 0-1 Week 2-4 Week 5-8 Week 9-10 37
  38. 38. Customized lighting (CL) • Lighting that is optimized: • Species specific • Growth stage dependent • Value proposition • Customized taste • Bigger mass • Pesticides free • Unique nutritional mix 38
  39. 39. Our learnings • “Perceived” problems (within the lab) does not necessarily translate into actual real life problems experienced by the farmers • Farmers are not necessarily looking for optimized lights to maximize production due to costs involved • A generic ‘cure-all’ light is good enough • Loss during germination stage is not a major problem for farmers • Germination rate for farmers is not as perceived-40%, instead 90% on average, indoor farms can be higher • Farmers are experienced enough to deal with the shortfall, by installing better seeds, or sowing more seeds 39
  40. 40. B2C – End consumer • End consumer value in terms of: • Freshness • Price • Color • Size • Taste • No pesticides • Certification BUT: • But nobody said local... Some would accept 10% premium for better quality! 40
  41. 41. B2C – Home-grower • Willing to grow at home • Willing to pay around €1,500 to feed the family BUT: • Limited to one crops • Strong lighting manufacturers (Phillips) • Existing end-products -> Where to capture more value? 41
  42. 42. Where in the value chain? Sourcing Manufacturing Marketing Distribution After-sales01 02 03 04 05 Specialize! Maybe just licensing to manufacturers -> Boring! Expanding scope! Maybe not end-consumer and home-grower, but farmers. -> Less customers, more value! 42
  43. 43. What can our technology offer? Consultancy with All-Round Package Pest & Disease Reduction 30% Productivity Increase 10% Growth Speed Increase 4 fold increase of biomass Nutritional Value Increase The Values Lighting Probiotics Seed and seedling Plant vaccines Consulting 43
  44. 44. What are the implications? • Quick adopters -> Looking for micro-greens but are not customers • Price leaders -> Can use our technology, but hard to convince, it requires empirical evidents for at least 6 months • Organic differentiators -> Our solution supports organic farming, but seeds need to be organic -> Customization and service are hard to scale Focus on one product: Seedling! 44
  45. 45. Market Size - Processed Vegetables • Value • 2020: $240b (Singapore: $195 • CAGR until 2023: 5.1% • Volume • 2020: 119b tons • CAGR until 2023: 3.5% 45

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