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研究生:陳伯彥
研究生(外文):Alex Po Yen Chen
論文名稱:Farm2Table – 應用垂直水培實現耕作即服務
論文名稱(外文):Farm2Table – Utilization of Vertical Hydroponic FarmingTechnology to Achieve Farming-as-a-Service
指導教授:曹承礎曹承礎引用關係
指導教授(外文):Seng-Cho T. Chou
口試委員:謝冠雄陳玠甫
口試委員(外文):Ed HsiehJeff Chen
口試日期:2020-07-17
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:企業管理碩士專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2020
畢業學年度:108
語文別:中文
論文頁數:41
外文關鍵詞:Farm2Table
DOI:10.6342/NTU202001873
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Food safety is becoming a threat that is impacting many parts of the world and it is a publicly recognized threat in many densely populated cities. Farm2Table is designed to alleviate this issue and provide an accessible solution for individuals to secure healthier locally produced vegetables. Farm2Table aims to make use of vertical hydroponic farming technology to supply Hong Kong with High quality, locally produced vegetables at affordable prices. By deploying such farming methodology, it will be able to circumvent the lack of agricultural land in Hong Kong, ensure safe production of vegetables, and allow access to locally grown vegetables. Farm2Table will adopt a niche market strategy to target its client base. Farm2Table will also adopt a Farming-as-a- Service (FaaS) where, instead of conventional vegetable product supply, Farm2Table will provide tailored private farming services. This study evaluates the idea and logic behind the development of Farm2Table and deploys strategies for business growth by referencing numerous well-known business development and management strategies and principles.
TABLE OF CONTENT
1. Introduction ......................................................................................................... 1
2. Market Assessment .............................................................................................. 3
3. Competitiveness Analysis .................................................................................... 8
4. Business Model ................................................................................................. 12
5. Marketing Strategy ............................................................................................ 19
6. Financial Model................................................................................................. 22
6.1 Revenue Model ........................................................................................ 22
6.2 Initial Capital Expenditure ........................................................................ 23
6.3 Initial Working Capital ............................................................................. 23
6.4 Revenue Projection................................................................................... 23
6.5 Key Financial Figures............................................................................... 24
6.6 Detailed Financial Figures ........................................................................ 25
6.7 Profit and Loss ......................................................................................... 26
6.8 Cashflow .................................................................................................. 28
7. Expansion/Exit Strategy..................................................................................... 29
8. Intellectual Property Matters.............................................................................. 32
9. Risk Management .............................................................................................. 34
9.1 Market Risk .............................................................................................. 34
9.2 Financial Risk........................................................................................... 35
9.3 Regulatory Risk ........................................................................................ 35
9.4 Operational Risk....................................................................................... 36
Bibliography & Reference .......................................................................................... 37
BIBLIOGRAPHY & REFERENCE
- Urbanization of Asia Cities
More than 50% of the Asian population will be urban by 2018. UN-Habitat, October 2015 <http://trendwatching.com/trends/10-innovations-for-asian- citysumers/>
- Asia is home to 17 megacities, more than any other continent on Earth. UN- Habitat, October 2015 <http://trendwatching.com/trends/10-innovations-for-asian- citysumers/>
- Asian urbanization shows no sign of slowing. The implications for you? These growing Asian metropolises present a truckload of innovation opportunities! <http://trendwatching.com/trends/10-innovations-for-asian-citysumers/>
- POST-DEMOGRAPHIC CITYSUMERS: Urban-dwellers share passions, pain points, high expectations and a hunger for new offerings. <http://trendwatching.com/trends/post-demographic-imperatives/>
- Rapid urbanization over the past decade has birthed the thriving economic, social and cultural hubs that are Asian metropolises. And with economic growth came higher spending powers and increased consumer sophistication. The movement of people also resulted in the melting pot of ideas and cultural exchanges so rampant
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in many Asian cities, from Singapore to Shanghai, Mumbai to Manila. Yet systems and infrastructure are struggling to keep up with this rapid change. Cue common issues riddling Asian cities: improper housing and sanitation, horrendous traffic, safety and social welfare concerns, pollution, environmental damage, and more. So, welcome to the era of the Asian CITYSUMER – increasingly experienced and sophisticated city-dwelling consumers, navigating urban life and battling various civic and social issues every day. This group is a prime audience for brands and businesses. Serve the unique needs associated with urban living and you'll win much love <http://trendwatching.com/trends/10-innovations-for-asian-citysumers/>
- Cities are one of the central drivers of POST-DEMOGRAPHIC CONSUMERISM, and they are also where this trend finds its purest expression. In large and rapidly growing cities, consumers can pursue the lifestyles they desire: not only are cities more permissive of tradition-eschewing pursuits than rural areas, they also
provide access to a diverse range of products, services and experiences. Meanwhile, greater economic opportunities and higher incomes increase
residents' ability to pay for these lifestyles, and a competitive culture
around collecting unique experiences enhances the desire for them. The tribes within cities are delightfully diverse, yet there are common pursuits (for convenience, unique experiences, and for holistic self-improvement) and shared problems (congestion, pollution, time-constraints and stress) that can be catered to: by you! <http://trendwatching.com/trends/post-demographic-imperatives/>
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- “Let me feel confident in the choices I’m making” – “Curated selections” are an effective solution for this job, and Whole Foods’ is already delivering brilliantly in its existing stores, with its 365 Everyday Value house brand (which may be the focus of the new chain, if trademark filings are to be believed). But, again, Whole Foods is not alone here. For example, in February, Target announced that its “Made to Matter – Handpicked by Target” collection of value-priced “high-quality, better-for-you products” will double in size to 31 grocery brands, including 200 new and exclusive products, generating an expected $1 billion in revenue by year’s end. <https://hbr.org/2015/05/whole-foods-misguided-play-for-millennials>
- 74% of Chinese shoppers are likely to consider whether a product is fair trade, environmentally friendly or donates a portion of proceeds to charity when buying, a higher proportion than in Australia or New Zealand. <http://trendwatching.com/trends/post-demographic-imperatives/>
- Factory Fresh - Locally-sourced healthy meals delivered daily to customers' doorsteps. Launched in May 2015, Factory Fresh is a Beijing-based food delivery service that brings set menus to customers’ doorsteps every morning. The nutritionally-balanced meals are cooked to order using locally-sourced, market- fresh ingredients; calorie and nutritional information is available on the brand’s website. Factory Fresh’s set menus are priced at around CNY 360 – 500 (USD 56
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– 80) per day.
<http://trendwatching.com/trends/post-demographic-imperatives/>
- “Give me convenient access to healthy food” – Both Target and Walmart are aggressively working to satisfy this job by rapidly expanding the number of CityTarget, TargetExpress, and Walmart Express stores. Perhaps the real solution to this job goes beyond simply locating stores closer to city dwellers to actually bringing the store to the consumer. But with $10 billion in 2014 sales and an annual growth rate of 14% over the last five years, the grocery delivery market is booming. Everyone from Amazon and Google to Instacart (partnered with Whole Foods) and FreshDirect are already jumping into it.
• <https://hbr.org/2015/05/whole-foods-misguided-play-for-millennials>
- “Give me good value” + “Enable me to make healthy choices” — Whole Foods is often referred to as “Whole Paycheck” because many perceive its prices to be significantly higher than those of traditional grocers. But the market void created by this perception is quickly being filled by big players like Walmart and Costco (which many believe will be the largest U.S. food retailer in a few years). Walmart last year began selling organic foods from Wild Oats in an attempt to disrupt prices in the market for which Whole Foods is best known.
<https://hbr.org/2015/05/whole-foods-misguided-play-for-millennials>
Reference & Sources
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§ http://farmdirect.hk/en/news
§ http://www.interiordesign.net/slideshows/detail/8003-big-ideas-growing-
green/22/
§ http://www.lohasexpohk.com/lohas-u-s-a/?lang=en
§ http://www.evergreensrepublic.com/
§ https://www.facebook.com/evergreensrepublic
§ https://www.greenqueen.com.hk/evergreens-republic-organic-aquaponics-
hong-kong/
§ http://hongkong.coconuts.co/2016/03/30/hong-kongs-greener-future
§ https://www.instagram.com/p/BHoV-M7hcxd/
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