140
Barth et al. (2017) have suggested that when studying the development of sustainable business models, the building block “value intention” should be added to previously developed building elements of the conceptual business model framework: (i)
value proposition, (ii) value creation and delivery and (iii) value capture (Bocken et al.
2014; Richardsson 2008; Osterwalder and Pigneur 2005). Sustainability-oriented
research also underlines the philosophy and values of the organization (Adams et al.
2016). Based on the cases presented in this chapter, the value intention is an important
base for a sustainable business model in the agri- sector. Hence, it seems relevant to
include the value intention element into the conceptual business model framework as
well. Including the value intention of the owner-manager in the future theory building
could present important insights of potential trade-offs and barriers when addressing
growth ambitions based on social, environmental and economic aspects.
Future research might also examine how agri-companies innovate their sustainable
business models when they introduce new products and engage in new business activities. It would also be relevant to further deepen the understanding of the connection
with the special challenges in the agri-sector (Cagliano et al. 2016), the importance of
the value intention (Barth et al. 2017) and value-based drivers for sustainable innovation (Walker 2012, 2014). The case study approach is well-suited for such studies.
Another relevant question to further investigate is a comparative analysis of the
sustainable business model concept among industries. “Literature indicates that a
wide range of traditional SMEs are still mostly focused on harvesting low hanging
fruits by engaging primarily in incremental innovation” (Klewitz and Hansen 2014).
The results from the agri-sector in Sweden show that there are companies in the
agri-sector that optimize their operation with doing more with less, but the majority
states that they focus on organizational transformation or even system building.
Further, many of the owners/managers of the agri-companies adopt a stewardship
perspective. Hence, many companies in other industries, and not only SMEs, can
gain inspiration, insights and experiences and learn from the agri-sector.
5.8 Practical Implications
If agri-entrepreneurs and society focus on added value higher up in the value chain
rather than only on efficiency at the inception of the value chain, it will be natural to
emphasize the importance of agri-businesses for a sustainable society. Instead of a
focus on the negative climate and environmental impact of production, focus can be
on creating added value from climate and environmental perspectives.
A growing awareness and understanding of these values increases the opportunities for agri-companies to obtain higher prices for their products and/or services.
Agri-companies can then focus more on how sustainable innovations can be developed. The climate and environmental perspectives will then become an opportunity
and not a limitation for agri-companies and society.
Extension services focused on the agri-sector should reinforce the concept of
agri-entrepreneurs as entrepreneurs instead of just producers. The efforts should
P.-O. Ulvenblad
Barth et al. (2017) have suggested that when studying the development of sustainable business models, the building block “value intention” should be added to previously developed building elements of the conceptual business model framework: (i)
value proposition, (ii) value creation and delivery and (iii) value capture (Bocken et al.
2014; Richardsson 2008; Osterwalder and Pigneur 2005). Sustainability-oriented
research also underlines the philosophy and values of the organization (Adams et al.
2016). Based on the cases presented in this chapter, the value intention is an important
base for a sustainable business model in the agri- sector. Hence, it seems relevant to
include the value intention element into the conceptual business model framework as
well. Including the value intention of the owner-manager in the future theory building
could present important insights of potential trade-offs and barriers when addressing
growth ambitions based on social, environmental and economic aspects.
Future research might also examine how agri-companies innovate their sustainable
business models when they introduce new products and engage in new business activities. It would also be relevant to further deepen the understanding of the connection
with the special challenges in the agri-sector (Cagliano et al. 2016), the importance of
the value intention (Barth et al. 2017) and value-based drivers for sustainable innovation (Walker 2012, 2014). The case study approach is well-suited for such studies.
Another relevant question to further investigate is a comparative analysis of the
sustainable business model concept among industries. “Literature indicates that a
wide range of traditional SMEs are still mostly focused on harvesting low hanging
fruits by engaging primarily in incremental innovation” (Klewitz and Hansen 2014).
The results from the agri-sector in Sweden show that there are companies in the
agri-sector that optimize their operation with doing more with less, but the majority
states that they focus on organizational transformation or even system building.
Further, many of the owners/managers of the agri-companies adopt a stewardship
perspective. Hence, many companies in other industries, and not only SMEs, can
gain inspiration, insights and experiences and learn from the agri-sector.
5.8 Practical Implications
If agri-entrepreneurs and society focus on added value higher up in the value chain
rather than only on efficiency at the inception of the value chain, it will be natural to
emphasize the importance of agri-businesses for a sustainable society. Instead of a
focus on the negative climate and environmental impact of production, focus can be
on creating added value from climate and environmental perspectives.
A growing awareness and understanding of these values increases the opportunities for agri-companies to obtain higher prices for their products and/or services.
Agri-companies can then focus more on how sustainable innovations can be developed. The climate and environmental perspectives will then become an opportunity
and not a limitation for agri-companies and society.
Extension services focused on the agri-sector should reinforce the concept of
agri-entrepreneurs as entrepreneurs instead of just producers. The efforts should
P.-O. Ulvenblad