In de huidige landbouwsector worden grote hoeveelheden gewasbeschermingsmiddelen gebruikt, wat leidt tot hoge kosten voor telers. De verwachte aanscherping van wetgeving dwingt de industrie om efficiëntere spuitmethoden te onderzoeken. Een veelbelovende oplossing is het implementeren van precisiespuiten, die niet alleen het gebruik van chemicaliën vermindert, maar ook kostenbesparingen oplevert en kan voldoen aan strengere milieuwetgeving. De technologie achter precisiespuiten maakt gebruik van real-time data, verzameld door camera's op de spuit, of van taakkaarten waarvoor van tevoren het land is in gescand. Beide mogelijkheden hebben verschillende kosten en besparingen. Hoewel er momenteel onvoldoende concrete data beschikbaar is om definitieve conclusies te trekken, wordt verwacht dat met een toename van het aantal precisiespuiten op het land betrouwbaardere resultaten kunnen worden verkregen. Op de lange termijn lijkt de aanschaf van een real-time precisiespuit aantrekkelijk, vooral voor grotere telers. De ontwikkeling die gepaard gaan met het verzamelen van meer data zal ook een beter inzicht geven in de effecten van precisiespuiten op de gewaskwaliteit, wat van belang is voor het berekenen van de effecten op de kosten.
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High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
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Journalists in the 21st century are expected to work for different platforms, gather online information, become multi‐media professionals, and learn how to deal with amateur contributions. The business model of gathering, producing and distributing news changed rapidly. Producing content is not enough; moderation and curation are at least as important when it comes to working for digital platforms. There is a growing pressure on news organizations to produce more inexpensive content for digital platforms, resulting in new models of low‐cost or even free content production. Aggregation, either by humans or machines ‘finding’ news and re‐publishing it, is gaining importance. At so‐called ‘content farms’ freelancers, part‐timers and amateurs produce articles that are expected to end up high in web searches. Apart from this low‐pay model a no‐pay model emerged were bloggers write for no compensation at all. At the Huffington Post thousands of bloggers actually work for free. Other websites use similar models, sometimes offering writers a fixed price depending on the number of clicks a page gets. We analyse the background, the consequences for journalists and journalism and the implications for online news organizations. We investigate aggregation services and content farms and no‐pay or low‐pay news websites that mainly use bloggers for input.
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