Cultivating a Sustainable Food System: An

Analysis of Biorfarm

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Table of Contents
1. Introduction.............................................................................................................................................4
1.1 Business Overview.........................................................................................................................4
1.2 Industry Overview..........................................................................................................................4
2. The Context of Entrepreneurship.............................................................................................................4
2.1 Nature of Enterprise Activity..........................................................................................................4
2.2 Enterprise Activity Characteristics.................................................................................................4
3. Opportunity and Value Proposition.........................................................................................................5
3.1 Identifying Opportunities...............................................................................................................5
3.2 Assessment of Opportunities.........................................................................................................5
3.3 Value Proposition...........................................................................................................................5
3.4 Impact on Society and the Environment........................................................................................5
4. Recommendations...................................................................................................................................5
Reference....................................................................................................................................................6

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1. Introduction

1.1 Business Overview

Biorfarm is a novel digital farming platform established in 2021. It seeks to revolutionize the
interaction between food growers and consumers by enabling direct relationships between small-
scale businesses organic farmers and environmentally aware consumers looking for locally
grown, environmentally friendly produce. (Biorfarm,2020)
Biorfarm operates in Italy and offers a marketplace on the internet and delivery to their homes
for users to buy fresh food from local organic growers that satisfy the platform's quality
requirements. (Carfora et al., 2019)

1.2 Industry Overview

The worldwide digital agricultural industry is quickly expanding and projected to have a value of
USD 52.3 billions by 2030. Technological breakthroughs such as data analytics, artificial
intelligence, and digitally-enabled services are fueling the rise of food and agricultural supply
chains. Research, 2023)

2. The Context of Entrepreneurship

2.1 Nature of Enterprise Activity

Biorfarm demonstrates essential elements of entrepreneurial endeavors: recognizing an unmet
market demand, developing a technology-driven business structure, and pursuing an ambitious
mission-driven goal (Chan et al., 2017). Biorfarm demonstrates key characteristics of a
technology-driven social company by utilizing an online platform to enable direct relationships
between farmers and consumers (Kovács and Husti, 2018)

2.2 Enterprise Activity Characteristics

Biorfarm's operations focus on managing intricate logistics between producers and consumers
located in different geographical areas. Essential tasks are recruiting farmers and ensuring quality
standards, handling customer orders and delivery, and overseeing digital profiles and local
organizations to encourage participation (Biorfarm, 2020).

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3. Opportunity and Value Proposition

3.1 Identifying Opportunities

Biorfarm identified the chance to use technology to improve inefficiency and lack of openness
throughout the natural food supply chain. Rising public skepticism towards industrial food
systems has led to a higher need for solutions that allow traceability and facilitate the connection
between producers and customers (Ozdogan, Gacar and Aktas, 2017).
3.2 Assessment of Opportunities
Biorfarm's business model benefits from key opportunities in the organic food sector, including
growing demand for organic products, consumer preferences for locally sourced food with
transparent origins, potential for technology use in supply chain management, and the emphasis
on sustainable development (Pearson et al., 2011)

3.3 Value Proposition

Biorfarm offers total openness on the origins and farming techniques of consumers' food,
tracking each item back to the sustainable farmer who grew it. Their platform facilitates unique
personal interactions between farmers and customers that are unparalleled in the opaque
traditional food chain.

3.4 Impact on Society and the Environment

Biorfarm focuses on assisting small sustainable farms to establish a sustainable food system that
ensures fair compensation for farmers and provides consumers with access to organic goods.
Their concept advocates for biodiversity and ecological farming practices among small-scale
farmers (Biorfarm, 2021).

4. Recommendations

Biorfarm should take steps to further its goals of revolutionizing the food system.
Share farmer tales proactively to establish confidence and devotion among consumers (Krapiva,
Koksharov and Majurnikova, 2018)
Enhance technology capacities for handling supply chain data and operations (Pearson et al.,
2011)
Collaborate with sustainable agricultural groups to verify ecological norms (Pearson et al., 2011)
Develop a tiered pricing approach to ensure affordability while experiencing development
(Sirieix, Lála and Kocmanová, 2017)
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Reference

Biorfarm (2020). Biorfarm - Adotta il tuo Albero e crea il tuo campo digitale! [online] Biorfarm.
Available at: https://www.biorfarm.com [Accessed 25 Feb. 2024].

Carfora, V., Cavallo, C., Caso, D., Del Giudice, T., De Devitiis, B., Viscecchia, R., Nardone, G.
and Cicia, G. (2019). Explaining consumer purchase behavior for organic milk: Including trust
and green self-identity within the theory of planned behavior. Food Quality and Preference, 76,
pp.1–9. doi:https://doi.org/10.1016/j.foodqual.2019.03.006.

Kovács, I. and Husti, I. (2018). The role of digitalization in the agricultural 4.0 – how to connect
the industry 4.0 to agriculture? Hungarian Agricultural Engineering, (33), pp.38–42.
doi:https://doi.org/10.17676/hae.2018.33.38.

Krapiva, T.V., Koksharov, A.A. and Majurnikova, L.A. (2018). Japanese Cuisine Quality Level
Evaluation at the Food Industry Enterprises in Kemerovo. Food Industry, 3(1).
doi:https://doi.org/10.29141/2500-1922-2018-6-1-7.

Lajoie-O’Malley, A., Bronson, K., van der Burg, S. and Klerkx, L. (2020). The future(s) of
digital agriculture and sustainable food systems: An analysis of high-level policy documents.
Ecosystem Services, 45, p.101183. doi:https://doi.org/10.1016/j.ecoser.2020.101183.

Ozdogan, B., Gacar, A. and Aktas, H. (2017). Digital agriculture practices in the context of
agriculture 4.0. Pressacademia, 4(2), pp.184–191.
doi:https://doi.org/10.17261/pressacademia.2017.448.

Pearson, D., Henryks, J., Trott, A., Jones, P., Parker, G., Dumaresq, D. and Dyball, R. (2011).
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Pennacchi, J.P., Carmo‐Silva, E., Andralojc, P.J., Lawson, T., Allen, A.M., Raines, C.A. and
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Research, P. (2023). Digital Agriculture Market Size Is Expanding to USD 52.3 BN by 2030.
yahoo finance. [online] 23 Jun. Available at: https://finance.yahoo.com/news/digital-agriculture-
market-size.

Sirieix, L., Lála, J. and Kocmanová, K. (2017). Understanding the antecedents of consumers’
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