Wide Open Agriculture Business Model Canvas & Key Relationships

This report examines Wide Open Agriculture's (WOA) business model through the lens of the business model canvas, highlighting the interconnectedness of its various components. WOA, a vertically integrated agriculture and food company focused on revitalizing communities and ecosystems in Western Australia's Wheatbelt, operates with a strategy that emphasizes healthy, fresh food products. The analysis identifies key partners, customer segments, value propositions, activities, channels, revenue streams, cost structure, resources, and customer relationships. It also explores the critical success factors impacting WOA's revenue and the potential downside risks associated with its operations. The report concludes with recommendations for WOA, including focusing on technology, and fostering relationships with natural resource management agencies to enhance its positive impact.

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Executive Summary
The paper explores the elements of the business model canvas of Wide Open Agriculture to
elaborate the role of it in the progress of the company. The interrelationships between them have
been highlighted so that the better understanding can be made regarding the key relationship
among business blocks. The company has an authentic and healthy food brand which markets
healthy as well as fresh food products. There are some critical success factors that can impact the
revenue of the company.

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Contents
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................4
Background of the company............................................................................................................4
Business Model................................................................................................................................4
Building Blocks...............................................................................................................................8
Customer segments......................................................................................................................8
Key partners.................................................................................................................................8
Value proposition.........................................................................................................................8
Key activities................................................................................................................................9
Key channels................................................................................................................................9
Revenue streams..........................................................................................................................9
Cost structure...............................................................................................................................9
Key resources...............................................................................................................................9
Customer relationships.................................................................................................................9
Key relationship among the nine blocks........................................................................................10
Critical success factors..................................................................................................................10
Downside risks...............................................................................................................................11
Conclusion and Recommendation.................................................................................................12

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References......................................................................................................................................13

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Introduction
The main aim of this report is to elaborate on the importance of the business model in the
relation of making an effective strategy for the company. Wide Open Agriculture is selected for
this report to elaborate the key relationship among the nine blocks. The success of the company
does not rely only on the increasing revenues but also it is covered the employee satisfaction
towards their job. The critical success factor of the company will be elaborated with examples so
that the better understanding could be made. Downside risks are the financial risk linked with
losses. It is the risk of the actual return which comes due to run below the expected return or the
indecisions about the degree of that difference.
Background of the company
Wide Open Agriculture Ltd (WOA) is a perpendicularly integrated, agriculture and Food
Company that reproduces revitalizes communities and ecosystems in Western Australia’s
Wheatbelt. This company was established in 2015. WOA produce high-quality vegetables
utilizing proven climate shade house technology. The company has a food brand that provides
healthy food products to the public. WOA 100% owns and run three subsidiary companies such
as Protected copping holdings, Food for reasons and Land for reasons that permit an entire
vertical integration from redeveloping landscapes to offering informed customers with a
meaningful experience of the food (WOA, 2018).
Business Model
WOA works on an effective strategy to generate the food and provide a high quality of the food
to people. The goal of the company is to make opportunities to revitalize the Wheatbelt. Along

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with that, it makes opportunities to facilitate restore the ecosystem and to make sure the long-
term productivity. It encourages people back to the region and to motivation diverse. Due to the
adoption of this unique business framework the company gets 4 returns in the form of social
capital, natural capital, financial capital and inspiration (Han & Lee 2008).
Key Partners
 Commonland
 Grounded
 Bugs and
Biology
 Grower Group
 Social
outcomes
 AI Veiai
 Government
 Suppliers
Key Activities
 restores a
hot-spot of
global
biodiversit
y
 Setting up
the area so
that the
farming
can be
done
 Focus on
reducing
the
unnecessar
y money
spending
on travel
Value Proposition
 Reinstating
soil health,
water quality
and
biodiversity
(Hassan,
2012).
 Bringing back
jobs and
building new
opportunities
for the
business
 Providing
people a sense
of purpose and
hope
(Dijkman,
Customer
Relationships
 By
providing
premium
quality of
food
products
Customer
Segments
 People who
want fresh
food
products.
 Wholesalers
or
distributors

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Sprenkels,
Peeters &
Janssen,
2015).
Key Resources
 Trained
staff
 Well
equipped
machines
 Other
technologie
s (Bertels,
Koen &
Elsum,
2015).
Key channels
 Advertisement
of food product
 Media articles
 Image gallery
and slide show
Cost Structure
 Marketing and promotional
costs
 Cost of equipment and required
resources
 Technology installation costs
 Administrative and
management expenses
Revenue Streams
 Government funds
 Profits and revenues from targeted market customers

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Building Blocks
Customer segments
The customer of the company is those who want fresh food products as it is the brand that sells
fresh and packaged high-quality food products generated by diversified farming systems.
Customers get direct interactions with the farmers as well as farm that generate the food by
traditional marketing social media and the experimental marketing (Gallagher, Ignatieva &
McCulloch, 2015).
Key partners
The key partners of WOA are common and, Grounded, Bugs and Biology Grower Group, social
outcomes and AI Veiai. The contribution of Commonland is considered as an effort of the global
to restore 150 million hectares of the degraded and the deforested of the world’s lands by 2020.
The main focus of Bugs & Biology Grower Group members is on implementing and exploring
sustainable strategies of the production for WA's broad acre farms. Grounded is determined on
functioning with farmers to accept the Four Returns viewpoint in intending and growth of
background Business Plans.
Value proposition
 Reinstating soil health, water quality and biodiversity
 Bringing back jobs and building new opportunities for the business
 Providing people sense of purpose and hope.

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Key activities
WOA provides investment that restores a hot-spot of global biodiversity and the farming
commune located within it. WOA has accepted an effective strategy that is low-risk, is protected
with genuine assets such as farmlands and brings 4 incomes to the Wheatbelt.
Key channels
Media articles are being the major key channel of this company which is reached to the customer
with the help of advertisements and social media. The sale of the company is increased because
of the latest update of any changes within the operation of the company through slide shares.
Revenue streams
WOA get funds from government and its partners as it has a number of share holders.
Commonland Foundation, Ben Cole, Stuart Mcalpine and many more top companies are invested
in the share of WOA.
Cost structure
The company has to invest in marketing and promotion costs, cost of equipment for the purpose
of generating food products and technology installations costs.
Key resources
The key sources of the company are latest machines, skilled staff, and latest technologies.
Customer relationships
Provide premium quality of food products to the customer for the purpose of making good
relationship with customers for a long time.

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Key relationship among the nine blocks
The company is generating premium vegetables through prevented cropping system. The
company is executing low risk, smart shade house technology to provide fresh vegetables to the
Wheatbelt. The company has an authentic and healthy food brand which markets healthy as well
as fresh food products. The attribution of food is attracting more important, and there is an
enthusiasm for customers to know more about what gets into their food, where it is developed.
The provenance of food is becoming more important, and there is an appetite for consumers to
know more about what goes into their food, where it is grown and who benefits when they
purchase it. We have developed a genuine food brand that tells the story of the 4 returns and that
will be the vehicle for selling fresh and packaged premium products produced under regenerative
farming systems. The Company has ability to manage the land assets through purchasing land by
innovative financing platforms and associating with reproducing farmers to reproduce the natural
ecology and long-term productivity of the Wheatbelt. By obtaining land to hire back for their
farmer partners, it is the hope of the company to evolution up to 100,000 hectares of land to
normal activities and brings 4 returns to the regional community and the environment.
Critical success factors
There are some success factors that help business to grow effectively as WOA has a positive
attitude towards farming. A contextual consideration is a major factor that entails country risk,
security of tenure, climatologically, market access and the legal system. Funding, experience,
and technology are other aspects of the success factor in the context of the wide open agriculture
(Hanemann, Sayre & Dale, 2016). PCH’s initial pilot plant is a 5,000 square meter Cravo
retractable roof production system that is the wedge smart shade house which is situated in

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Arthur River in the Shire of Wagin. The company had received restricted approval to be
scheduled on the Australian Securities Exchange with “firm commitments of $5 million. It has
been found that the total of $910,000 has been an ensign to move towards creating its Food for
reasons brand, whereas $400,000 has been allocated to grow its land asset management stream of
the business (Rawlings, 2018).
Downside risks
The initial return of the company is being most important in the Wheatbelt, was elaborating the
loss of population. It has been found that young people were not wanted to live in the town for
the purpose of the study which results in a decline in communities (Emerick, de Janvry, Sadoulet
& Dar, 2016). The company had looked at all of the programmes run by the government and
offerings from non-government agencies, to endeavor to recognize what else could be completed
(Elbe, 2010). The company has found that none of those were really connected with the job
creation. During the cornerstone investment with Commonland, the company started to think
about intensive horticulture by protective cropping (Craggs, 2018).

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Conclusion and Recommendation
It has been concluded from the above discussion that the role of the business model is great for
increasing the efficiency of the business. The preceding analysis relies on the WOA that shows
the company put a number of efforts in bringing change in the technology. This company is
providing premium quality of food products to people and there is a number of investors that
help the company to increase the productivity of the business.
It is recommended to the company to focus on latest technology for the purpose of increasing the
revenues of the company. It is necessary for the company to create the effective relationship with
Natural resource management agencies which would be helpful to give positive impact on
various NRMs and catchment groups.

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References
Bertels, H. M., Koen, P. A., & Elsum, I. (2015). Business models outside the core: Lessons
learned from success and failure. Research-Technology Management, 58(2), 20-29.
Craggs, G. (2018). Wide Open Agriculture: Dr Ben Cole. [Online] Retrieved from:
http://www.futuredirections.org.au/publication/dr-ben-cole-wide-open-agriculture/.
Dijkman, R. M., Sprenkels, B., Peeters, T., & Janssen, A. (2015). Business models for the
Internet of Things. International Journal of Information Management, 35(6).
Elbe, S. (2010). Haggling over viruses: the downside risks of securitizing infectious disease.
Health Policy and Planning, 25(6), 476-485.
Emerick, K., de Janvry, A., Sadoulet, E., & Dar, M. H. (2016). Technological innovations,
downside risk, and the modernization of agriculture. American Economic Review, 106(6),
1537-61.
Gallagher, D. R., Ignatieva, K., & McCulloch, J. (2015). Industry concentration, excess returns
and innovation in Australia. Accounting & Finance, 55(2).
Han, H. S., J. N. &Lee (2008). "Analyzing the impact of a firm's capability on outsourcing
success: A process perspective. Information & Management 45(1).
Hanemann, M., Sayre, S. S., & Dale, L. (2016). The downside risk of climate change in
California’s Central Valley agricultural sector. Climatic Change, 137(1), 15-27.
Hassan, A. (2012). The Value Proposition Concept in Marketing: How Customers Perceive the
Value Delivered by Firms – A Study of Customer Perspectives on Supermarkets in

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Southampton in the United Kingdom. International Journal of Marketing Studies,
4(3)June 2012.
Rawlings, A. (2018). Wide Open Agriculture reaches $5 million mark. [Online] Retrieved from:
https://thewest.com.au/countryman/news/wide-open-half-way-to-ipo-and-wheatbelt-
expansion-ng-b88856437.
WOA, (2018). About US. [Online] Retrieved from:
http://www.wideopenagriculture.com.au/home.
WOA, (2018). Partners [Online] Retrieved from:
http://www.wideopenagriculture.com.au/about/partners.