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Jonny Hunter of the Underground Food Collective talks about his wish that values around local and sustainable food could be used to create systems that have scalable efficiencies that are affordable to consumers. He advocates for working together to build and sustain the infrastructure that would support processing and other means to scale up the local food system.
Focus is what gives food business owners clarity about their strategy and about the tactics needed to carry it out. Tools like the business model canvascan provide focus and clarity to their business model and the strategic implications of choosing a particular business model path or going after a particular target customer.
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Because Quince and Apple has labor-intensive, artisanal products, the best strategy was not to compete on quantity or price. Instead, they chose to compete by dominating an emerging niche (pairing their products with specialty cheeses) while telling the defensibly unique story of their artisanal processes.
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Within six months of launching their company they got their product out in front of consumers, trying out 127 product variations over an additional 18 months in just two stores. Once they honed in on their product, they rapidly expanded into distribution and raised multiple rounds of funding to support their growth.
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Originally branded as Ethnic Spicery, Flavor Temptations changed their brand to fully communicate the joyful, family-building experience of making memories through Indian cooking so that their brand resonated more deeply with their target consumer. They also changed their packaging to better share their values and to stand out on grocery store shelves.
Some entrepreneurs are uncomfortable with their business idea or product evolving as their business develops. However, most entrepreneurs start out trying to implement one idea, only to get feedback from consumers that the real business opportunity is in a different product, category or maybe even a different business model.
Different business models have paths i.e. divergent roads that entrepreneurs can choose to follow to achieve their business goals. Choosing one means saying no to another, at least initially, as each path has different scale requirements and requires different levels and sources of capitalization.
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Big food and beverage companies start the new product development process by focusing on their target consumer and the value proposition they are offering that consumer through their brand promise. Discovering and defining a consumer driven product is much harder to do than making a food product.
With consumers, entrepreneurs should develop in-depth personas about their target customer and use the language that speaks directly to their unmet need. When speaking to funders, entrepreneurs need to tell the story of their business model, their revenue model and their brand positioning i.e. the story they reinforce with consumers.
From the USDA 2015 Local Food Marketing Practices Survey: In 2015, farmers produced and sold $8.7 billion of edible food commodities directly to consumers, retailers, institutions, and a variety of local food intermediaries such as distributors and wholesalers that market and sell locally branded products.