Harvard Case - Edible Agro Products Limited: Creating Higher Value for Farmers
"Edible Agro Products Limited: Creating Higher Value for Farmers" Harvard business case study is written by Atanu Adhikari, Arna Das. It deals with the challenges in the field of Marketing. The case study is 13 page(s) long and it was first published on : Jan 28, 2015
At Fern Fort University, we recommend Edible Agro Products Limited (EAPL) implement a multi-pronged strategy focused on value chain transformation, brand building, and digital marketing. This strategy aims to create a sustainable and profitable business model that empowers farmers, enhances product quality, and establishes EAPL as a trusted leader in the organic food market.
2. Background
EAPL is a start-up operating in the organic food sector, facing challenges in building brand recognition, ensuring consistent quality, and achieving profitability. The company's core mission is to empower farmers by providing them with a platform to sell their organic produce directly to consumers.
The main protagonists in the case study are:
- Rajeev Kumar: The founder and CEO of EAPL, passionate about empowering farmers and promoting organic food.
- Farmers: The primary stakeholders who rely on EAPL for a fair price and a reliable market for their produce.
- Consumers: The target market for EAPL's organic products, increasingly seeking healthy and sustainable options.
3. Analysis of the Case Study
To analyze EAPL's situation, we'll utilize the following frameworks:
a) SWOT Analysis:
- Strengths: Strong focus on organic farming, direct farmer-to-consumer model, potential for building a strong brand, growing demand for organic food.
- Weaknesses: Limited brand awareness, inconsistent product quality, lack of established marketing channels, reliance on small-scale farmers.
- Opportunities: Expanding into new markets, developing value-added products, leveraging technology for traceability and quality control, building partnerships with retailers and restaurants.
- Threats: Competition from established players, fluctuating market prices, consumer skepticism towards organic claims, potential regulatory challenges.
b) Porter's Five Forces:
- Threat of new entrants: Moderate, as entry barriers are relatively low, but building brand recognition and establishing supply chains can be challenging.
- Bargaining power of buyers: Moderate, as consumers have a range of choices, but increasing demand for organic food gives EAPL some leverage.
- Bargaining power of suppliers: High, as EAPL relies on small-scale farmers who may have limited bargaining power.
- Threat of substitute products: High, as conventional food products are readily available and often cheaper.
- Competitive rivalry: High, as the organic food market is becoming increasingly competitive, with both established players and new entrants.
c) Value Chain Analysis:
EAPL's value chain is characterized by its direct farmer-to-consumer model, which eliminates intermediaries and allows for greater transparency and control over the supply chain. However, the company needs to strengthen its value chain by addressing key areas:
- Sourcing: Implementing robust quality control measures, standardizing farming practices, and providing training to farmers.
- Manufacturing: Developing efficient and cost-effective processing and packaging methods.
- Marketing & Sales: Building a strong brand, leveraging digital marketing channels, and establishing strategic partnerships.
- Customer Service: Providing excellent customer service and building customer loyalty.
4. Recommendations
Based on the analysis, EAPL should focus on the following recommendations:
1. Value Chain Transformation:
- Quality Control & Standardization: Implement a comprehensive quality control system, including standardized farming practices, regular inspections, and traceability mechanisms. This will ensure consistent product quality and build consumer trust.
- Product Development: Develop value-added products like organic jams, pickles, and sauces to increase margins and attract a wider customer base.
- Technology Integration: Leverage technology for inventory management, order fulfillment, and logistics to improve efficiency and reduce costs.
- Farmer Empowerment: Provide training and support to farmers on sustainable farming practices, organic certification, and market access.
2. Brand Building & Marketing:
- Brand Positioning: Position EAPL as a trusted and reliable source of high-quality organic food, emphasizing its commitment to farmer empowerment and sustainable practices.
- Marketing Strategy: Develop a multi-channel marketing strategy targeting health-conscious consumers, including:
- Digital Marketing: Utilize social media, content marketing, and search engine optimization to build brand awareness and reach target audiences.
- Direct-to-Consumer Sales: Leverage online platforms like e-commerce websites and mobile apps to sell directly to consumers.
- Partnerships: Collaborate with retailers, restaurants, and food distributors to expand market reach and access new customer segments.
- Branding & Advertising: Create a strong brand identity with a memorable logo, tagline, and visual elements. Develop engaging advertising campaigns highlighting the benefits of organic food and EAPL's unique value proposition.
3. Digital Marketing & Technology:
- E-commerce Platform: Develop a user-friendly and secure e-commerce platform to facilitate online orders and payments.
- Mobile App: Create a mobile app for customers to browse products, track orders, and access information about EAPL's organic farming practices.
- Social Media Marketing: Utilize social media platforms like Facebook, Instagram, and Twitter to engage with customers, build a community, and share information about EAPL's products and services.
- Content Marketing: Create informative and engaging content such as blog posts, videos, and infographics to educate consumers about the benefits of organic food and EAPL's commitment to sustainability.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies & Mission: Focus on building a strong brand that aligns with EAPL's mission of empowering farmers and promoting organic food.
- External Customers & Internal Clients: Address the needs of both consumers seeking healthy and sustainable food options and farmers seeking a fair price and reliable market for their produce.
- Competitors: Differentiate EAPL from competitors by focusing on quality, transparency, and farmer empowerment.
- Attractiveness: The recommendations are expected to increase brand awareness, improve product quality, and drive sales, leading to increased profitability and market share.
6. Conclusion
By implementing these recommendations, EAPL can transform its value chain, build a strong brand, and establish itself as a leading player in the organic food market. This will create a sustainable and profitable business model that empowers farmers, enhances product quality, and meets the growing demand for healthy and sustainable food options.
7. Discussion
Alternative Options:
- Focus solely on B2B sales: EAPL could prioritize selling to retailers and restaurants, but this would require building strong relationships and negotiating favorable terms.
- Expanding into international markets: This would require significant investment in market research, product adaptation, and logistics.
Risks & Key Assumptions:
- Competition: The organic food market is becoming increasingly competitive, and EAPL needs to differentiate itself to stand out.
- Consumer Demand: The demand for organic food may fluctuate, and EAPL needs to adapt its marketing strategies to maintain customer interest.
- Technology Adoption: The success of EAPL's digital marketing initiatives depends on the adoption of technology by both farmers and consumers.
8. Next Steps
To implement these recommendations, EAPL should take the following steps:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource requirements.
- Secure funding: EAPL may need to secure additional funding to support its growth initiatives.
- Build a strong team: EAPL should recruit experienced professionals in marketing, technology, and operations to support its expansion.
- Monitor progress and make adjustments: EAPL should regularly monitor its progress and make adjustments to its strategy as needed.
By taking these steps, EAPL can create a sustainable and profitable business model that empowers farmers, enhances product quality, and meets the growing demand for healthy and sustainable food options.
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Case Description
The director of Edible Agro Products Limited (EAPL) was reviewing the production figures for Gujarat Til-2, a variety of white sesame that EAPL had introduced to West Bengal in 2008. He had hoped to bring about a revolution in sesame production with this superior new variety and to create higher value for West Bengal farmers and for EAPL. However, his plan had yet to achieve the outcomes he had anticipated. The year 2010 was the third consecutive year in which EAPL had received less than 20 per cent of the expected quantity of harvested produce. Should he quit sesame production and focus only on the oil trading business? Should EAPL change its communications policy/strategy for promoting the value of white sesame to farmers who are not formally educated? How should he address the growing concerns of the farmers? How can he prevent malpractice among vendors and farmers, such as selling the harvested produce to other traders at a higher price? Should he change the pricing policy?
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