Examining the Business Case and Models for Sustainable Multifunctional Edible Landscaping Enterprises in the Phoenix Metro Area
Abstract
:1. Introduction
1.1. Sustainability Challenges of Urban Landscapes
1.2. Multifunctional Urban Landscapes
1.3. Business Model Innovations as Catalysts for Sustainable Transitions
2. Materials and Methods
2.1. Entrepreneur Interviews and Business Model Comparison
2.2. GIS Analysis and Scenarios
- Total area of convertible landscape type (collective sum of all landscape parcels of that type) within a city area exceeds 30 acres (0.12 km2). Criteria purpose is to ensure sufficient land area of the particular type to achieve return on investment for an edible landscaping enterprise.
- Landscape type shows tendency to neighbor other landscape types suitable for conversion (whether of the same landscape type or another landscape type determined to be suitable). Criteria purpose is to allow for complementary landscape synergy and resource efficiency gains for an edible landscaping enterprise.
- The landscape type already receives significant landscaping inputs (water, maintenance, etc.). Criteria purpose is to represent existing landowner interest and willingness to pay for landscaping service.
- Landscape type has low ratio of impervious surfaces and high ratio of ornamental landscaping. Criteria purpose is to represent feasibility and ease of landscape modification by an edible landscaping enterprise.
2.3. Methodological Limitations
3. Results
3.1. Business Model Comparison
3.2. GIS Analysis
3.3. Value Creation Scenarios
3.4. ROI Scenarios
4. Discussion and Conclusions
4.1. Sustainability Implications of Edible Landscaping
4.1.1. Potential Impacts on the Landscaping Industry
4.1.2. Resource Intensity of Edible Landscaping
4.1.3. Potential Impacts on Urban Environment and Activity
4.1.4. Potential Impacts on Food Markets and Local Urban Economy
4.1.5. Potential Impacts on Urban Communities and Social Groups
4.2. Future Directions for Multifunctional Edible Landscaping Business Models
4.2.1. HOA Subdivisions
4.2.2. Municipal Parks and Urban Forestry Initiatives
4.2.3. Low Income Communities
4.2.4. Edible Landscaping Enterprises as Community Investors Enabling Urban Development
4.3. Conclusions, Limitations, and Next Steps for Future Research
Acknowledgments
Author Contributions
Conflicts of Interest
References
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Enterprise A | Enterprise B | Enterprise C | Enterprise D | |
---|---|---|---|---|
Business Model | Conventional | Multifunctional | Mixed | Multifunctional |
Landscaping Services Offered | Organic Conventional | Edible | Conventional or Edible | Edible |
Full-time Employees | 3 | 17 | 40+ | 1 |
Enterprise A (Conventional) | Enterprise B (Edible) | Enterprise C (Mixed) | Enterprise D (Edible) | |
---|---|---|---|---|
Value Proposition | Reliable and considerate service Electric equipment with no emissions and minimal noise Organic practices using no harmful chemicals Insured service | Elegant edible landscaping Offset landscaping costs and make landscape profitable Fresh, healthy food Either do-it-yourself (DIY) or full-service options Training and certification Continuing education Improve competitive advantage of landscaping business Management and administrative assistance Referrals | Wide range of landscaping services Quality landscaping work Great customer service Create your vision Edible landscaping * Offset landscaping costs * Supplemental food * Self-reliance * | Achieve the edible landscaping that you want Considerate of customer needs and limitations Make landscape profitable Fresh, healthy food Either DIY training or full-service options |
Customer Segments | Residential Commercial (Small) | DIY gardeners Edible landscaping professionals Residential Commercial Public Food retailers | Commercial Residential Housing developers DIY gardeners * | Residential DIY gardeners Food retailers |
Channels: Awareness Evaluation Purchase Delivery After sales | Website Google search ranking, flyers Free quote visit Cash, check, online payment (monthly) Scheduled weekly or biweekly visits Email newsletter | Educational presentations, social media, website, local news coverage Tour with meal Online payment (monthly, payment plans) Web/mobile platform, on-site classes, scheduled visits Monthly email newsletter, 4- to 6-month follow-up | Word of mouth, customer referrals, website Sales team Check, online payment (within 30 days, payment plans) Scheduled visits Periodic contact to offer additional services, encourage referrals | Word of mouth, networking events, educational presentations Example pictures, consultation Cash, check, online payment (monthly) As needed and on-request visits Mentor relationship, sharing education materials |
Customer Relationships | Dedicated personal service Co-creation | Dedicated personal service Co-creation Community Self-service Automated services | Dedicated personal service Co-creation | Dedicated personal service Co-creation Self-service |
Revenue Streams | Maintenance fees Installation fees Mark-up (10–25%) | DIY training fees Professional training fees Installation fees Consultation and Design fees Maintenance fees Edible sale (15–55%) Administrative platform subscription fees Referral fees Markup (33%) | Installation fees Consultation and Design fees Maintenance fees Mark-up (10% and higher) | Maintenance fees Edible sale (15–55%) Consultation and Design fees DIY training fees Installation fees |
Key Resources | Vehicle Landscaping equipment and materials Employees (landscapers) General landscaping knowledge | Web-based education and administrative platform Vehicles Landscaping equipment and materials Employees (educators, marketing, accounting, programmers, landscapers) General landscaping knowledge Edible landscaping knowledge | Vehicles Landscaping equipment and materials Employees (project managers, foremen, landscapers, sales, administrative) General landscaping knowledge Edible landscaping knowledge * | Vehicle Landscaping equipment and materials General landscaping knowledge. Edible landscaping knowledge |
Key Activities | Landscape maintenance Landscape installation * Administrative tasks Marketing | Education Business development Administrative tasks Marketing Landscape design and consultation Landscape installation Landscape maintenance Harvesting edibles Selling edibles | Landscape design Landscape installation Landscape maintenance Administrative tasks Sales | Landscape maintenance Harvesting landscape Selling edibles Landscape design and consultation Landscape installation Education Administrative tasks Networking |
Key Partners | Franchise network Landscaping material vendors | Certified edible landscaping professionals Landscaping and educational organizations Landscaping material vendors Edible landscape owners Fellow subsidiary food hub enterprise Food retailers | Landscaping material vendors Referring customers Enterprise B | Landscaping material vendors Fruit grower organization Edible landscape owners Food retailers Enterprise B |
Cost Structure | Employees ($15/h) Franchise fee Landscaping materials and equipment Vehicle Insurance Advertising/Website Utilities | Programming Employees ($14–$35/h) Accounting/Legal Marketing/Website Landscaping materials and equipment Vehicles Utilities | Landscaping materials and equipment Employees ($10–$20/h) Insurance Office space Vehicles Utilities and website | Landscaping materials and equipment Vehicle Subcontracted employees ($10–$15/h) * Utilities and website |
Single Family | Res Open Space | Municipal Park | Municipal School | Total | |
---|---|---|---|---|---|
Phoenix | ~58,230 (235.65 km2) | ~10,436 (42.23 km2) | ~4700 (19.02 km2) | ~415 (1.68 km2) | ~73,781 (298.58 km2) |
Scottsdale | ~24,251 (98.14 km2) | ~11,996 (48.55 km2) | ~959 (3.88 km2) | ~39 (0.16 km2) | ~37,245 (150.73 km2) |
Mesa | ~18,144 (73.43 km2) | ~3902 (15.79 km2) | ~970 (3.93 km2) | ~282 (0.08 km2) | ~23,298 (94.28 km2) |
Gilbert | ~12,208 (49.40 km2) | ~3592 (14.54 km2) | ~400 (1.62 km2) | ~101 (0.41 km2) | ~16,301 (65.97 km2) |
Chandler | ~10,182 (41.21 km2) | ~3092 (12.51 km2) | ~534 (2.16 km2) | ~76 (0.31 km2) | ~13,884 (56.19 km2) |
Glendale | ~8713 (35.26 km2) | ~838 (3.39 km2) | ~1305 (5.28 km2) | ~197 (0.80 km2) | ~11,053 (44.73 km2) |
Tempe | ~5118 (20.71 km2) | ~428 (1.73 km2) | ~400 (1.62 km2) | ~38 (0.15 km2) | ~5984 (24.22 km2) |
Total | ~136,846 (553.80 km2) | ~34,284 (138.74 km2) | ~9268 (37.51 km2) | ~1148 (4.65 km2) | ~181,546 (734.69 km2) |
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Share and Cite
Robinson, C.; Cloutier, S.; Eakin, H. Examining the Business Case and Models for Sustainable Multifunctional Edible Landscaping Enterprises in the Phoenix Metro Area. Sustainability 2017, 9, 2307. https://doi.org/10.3390/su9122307
Robinson C, Cloutier S, Eakin H. Examining the Business Case and Models for Sustainable Multifunctional Edible Landscaping Enterprises in the Phoenix Metro Area. Sustainability. 2017; 9(12):2307. https://doi.org/10.3390/su9122307
Chicago/Turabian StyleRobinson, Christopher, Scott Cloutier, and Hallie Eakin. 2017. "Examining the Business Case and Models for Sustainable Multifunctional Edible Landscaping Enterprises in the Phoenix Metro Area" Sustainability 9, no. 12: 2307. https://doi.org/10.3390/su9122307
APA StyleRobinson, C., Cloutier, S., & Eakin, H. (2017). Examining the Business Case and Models for Sustainable Multifunctional Edible Landscaping Enterprises in the Phoenix Metro Area. Sustainability, 9(12), 2307. https://doi.org/10.3390/su9122307