抄録
This paper reviews business models for enterprises that enter into the agricultural sector from other sectors and are successful in their agricultural operations based on theoretically driven case analysis.
For the theoretical approach, I establish an “agro-enterprise value chain” model consisting of eight value activities by modifying the value chain model proposed by Michael Porter for application to agriculture. In addition, five strategies for utilization of internal resources, acquisition of external resources and others, were established as part of the method for understanding the competitive advantage in each value activity.
For the actual case analysis, I selected two small/medium local construction firms. One is the case of Tanaka Kenzai Kogyo, a private limited company mainly engaged in gravel extraction and civil engineering, that entered into a large scale dairy business. The other is the case of Aiki, a company specializing in paving, that started rice production. These cases were analyzed using the “agro-enterprise value chain” theory.
The result of this review showed that successful entrants into the agricultural sector gained certain competitive advantages within the scope of their value chains by using any of the five strategies of competitive advantage establishment. Moreover, it indicated that the methodology of value chain analysis could be applied to improve the management of agricultural business segments, management planning, and management of farms or agricultural entities.
