Blackberry Hill Farm: Agri-Tourism Operations Analysis Report

This report analyzes Blackberry Hill Farm, an agri-tourism business in England, focusing on its operations management. The introduction outlines the farm's evolution from a mixed farm to a diversified agri-tourism venture with pick-your-own operations, a petting zoo, and other attractions. The report details the farm's objectives, which include increasing fruit and vegetable production and establishing a petting zoo. A SWOT analysis examines the farm's strengths, such as the potential of a maize maze and ice cream partnership, and weaknesses, like car parking limitations. The report identifies major issues, including balancing different activities, the complexity of management, and staff management challenges. Minor issues include increasing revenue and reducing queue times. The analysis also provides insights into how the farm has adapted to meet visitor demands and the strategies used for recreational and educational programs. The report concludes by emphasizing the benefits of agri-tourism for education, recreation, and social interaction, highlighting the importance of understanding visitor needs to offer distinct services and products for business success.

Running head: AGRI-TOURISM 1
Tourism and hospitality operations management
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AGRI-TOURISM 2
Introduction to Overall Objective of the Operation
Blackberry Hill Farm is an agri-tourism company based at England. The Farm is owned
by Jim Walker who took its inheritance like 15 years ago (Daugstad, 2013). At that time, it was
only a mixed farm of 200-hectare growing cereals, fruits, vegetables and small dairy herd. After
six years the management of the farm changed and Jim introduced an operation called Pick-your-
own as it was close to large centers. After introducing the PYO operation, they decided to reduce
cereals and increase fruits and vegetable growing. A petting zoo was also introduced and this
attracted many children because they could mix with the animals, touch and feed them (Busby,
2011). By bringing about cattle, poultry, rabbits, panies, donkeys and bee keeping operations, the
farm became a ‘museum of farming heritage’ which was the interest of Jim. Later, Jim
introduced tractor rides for visitors around the farm and a preserving kitchen which made jams
and fruits, vegetables and sauces. In general terms, the main objective of Blackberry Hill Farm’s
operations are to decrease the area used for cereals and raise the company’s vegetable and fruit
growing capability. Also, Blackberry Hill Farm wants to establish a petting zoo in which
children can mix with, touch and feed various animals.
The SWOT analysis of Blackberry Hill Farm
Strengths and weaknesses
The maize maze idea of Jim could require an investment of $20,000 which will generate 100%
returns as it will attract about 10.000 visitors. Even though the maize is readily available for
visitors in July to September, the activity will have a short 3-month window. The showroom
would require a higher investment of about $35,000 which will also bring many visitors. The
major problem is the car packing which may not be enough for the visitors. The ice cream
partnership could bring more profits from the farm business revenue which is 100% returns on
investment. There would be product shortages if no delivery would be done in January.
Opportunities and threats
The self-service weighing machines could improve the pick your own operation hence reducing
the queuing in the farm shop. The only threat is that there will be no need for an employee in the
pick your own area. Using a computerized booking system in the car management could help the
managers know which bus spaces are not used hence parking cars in them. This will only

AGRI-TOURISM 3
discourage long visitor stays. Moving to a more computerized system will bring staff changes in
the preserve kitchen hence leading to full time production. Even though internet sales could
increase profits and production, the pressure on car parking facilities will be reduced.
Major Issues for Blackberry Hill Farm
The leading issue troubling Blackberry Hill Farm remains the balancing between its
different activities. Jim feared that the business could not be considered a genuine farm because
profit was mainly made from the visitors and not from agriculture. The problem of complexity
was also an issue because as the business expanded; management became more complex hence
not being able to think about the overall direction. Staff management was also an issue as the
farm had over 80 employees where most are local people working part-time (Alonso, 2010). It’s
hard for them to attract employs because they have to be seasonal as the business thrives during
summer months.
Minor Issues for Blackberry Hill Farm
Their minor issue is that they want to increase revenue as well as reducing que times.
Extending a car park due to more visitors is expensive if they want to expand further. According
to them, the fruit and vegetables were making small losses and they had to rethink about
management of the farm. The other issue is ensuring that the number of people visiting the Farm
continues to grow by coming up with strategies to increase the reactional and educational
programs.
Conclusion
Developing agro-tourism has been advantageous to BlackBerry Hill Farm in the
education and recreation sectors as people like to have a lot of fun. People have been able to
improve their quality of life and also satisfying their need for social interactions. For any
business to succeed, it has to understand the needs of the visitors and to offer distinct products
and services and products in order to achieve the objectives.

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References
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Busby, G. R. (2011). The transition from tourism on farms to farm tourism. Tourism
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Daugstad, K. (2013). Authenticity and the pseudo-backstage of agri-tourism. Annals of Tourism
Research,43, 170-191.
Kusluvan, S. B. (2010). The human dimension:A review of human resources management
issuesw in tourism and hospitality industry. Cornell Hospitality Quartely,51(2), 171-214.
Porter, M. (2010). What is strategy? Havard Businee Review.Nov/Dec.74(6), 61-78.