D3.11: Final Ploutos SCBMIs and data/service valorization for pilots : WP3 – Sustainable Collaborative Business Model Innovation

The Ploutos project revolves around a number of sustainable innovations, which are piloted in the loutos Sustainable Innovation Pilots (SIPs). In order to shape and maximize the probability of value creation and capture, these innovations are supported with an innovative and participative approach for designing and evaluating Sustainable Collaborative Business Model Innovations (SCBMIs), as defined in D3.1: Ploutos SCBMI approach - initial version. This approach is iterative in nature and will run over the course of the Ploutos project, during which input on the requirements and characteristics of the business model for each SIP is generated and subsequently the business models are designed
and further developed to effectively support the innovations central to each SIP. Therefore, the business models are gradually improved upon during the SCBMI approach.
In this report, we present the final outputs on the business model design(s) developed through the
SCBMI approach. Additionally, we describe the pathway towards impact for each SIP to help
understand how the business models will be implemented and operationalized. Lastly, we describe
the next steps SIPs will take regarding their business model outputs to work towards the realization
and adoption of digital innovation in practice to support sustainable farming practices.
This report also captures the perceptions of SIP stakeholders regarding their participation in the SBCMI approach. It details to what extent stakeholders deemed the SCBMI approach and its outputs useful
and to what extent the SCBMI approach was easy to use. These insights are used as recommendations
for future use of the SCBMI approach.
Through the work with the SIPs, we also draw general conclusions regarding sustainable collaborative
business modelling in the agriculture domain, which support the realization and adoption of digital
innovations for sustainability in practice. Based on our findings, we conclude that different investment structures can be considered to support the adoption of digital innovations by farmers. For example,
farmers may rely on cooperative-like structures to make shared investments in new digital
innovations. As a result of bundling financial resources, it lowers the financial barrier for farmers to invest in digital innovation and to reap its benefits. Similarly, farmers may also collaborate more
intensively with retailers or food producers to work towards sustainability goals. Through appropriate
value sharing of products sold at premium prices or through return-on-investment structures (for
example in the case of carbon sequestration), farmers can consequently fund the use of digital
innovation in practice.
In addition to the above, farmers can also diversify their propositions to access different value
streams. Here, farmers may consider repositioning their offerings (shortening the value chain through
different sales points or through local sales), may venture into different markets (for example to
collaborate with tourism service providers) or may leverage data or transparency to create additional
value.
Lastly, a holistic consideration of value chains can help foster relationships between organizations.
This can help align operations between value chain organizations and subsequently improve the
offerings that can be brought to market. Moreso, the role of partners to the value chain (technology
providers, insurance providers, agronomist services) can be leveraged to further improve value chain
collaboration. In addition, the importance of exploration when conducting sustainable business
modelling is stressed. It is not evident to find a suitable configuration at first glance; trial-and-error learning can help to overcome initial barriers and can ultimately lead to a configuration that works. Subsequently, stakeholders can gradually scale the business model over time to achieve impact.