A Business-Model Approach on Strategic Flexibility of Firms in a Shifting Value Chain: The Case of Coffee Processors in Amadeo and Silang, Cavite, Philippines

Abstract

The Philippines’ coffee demand–supply gap is increasing and local value chain players are affected; however, these players have unequal capabilities to react. Using the business-model canvas, an exploratory case study of the coffee processors in the municipalities of Amadeo and Silang in Cavite Province was conducted to examine their market position amidst the changing industry landscape. The results showed that different business models have different priorities in response to the value chain shifts. Upstream players react toward being efficient in their operations, whereas downstream players work to be responsive in capturing market value. This suggests tailor-fit enabler interventions for different models. The study came up with this information from studying the business models’ activities, resources, partners, and customer segments. These variables can already reveal the firm’s priorities, strengths, and weaknesses. Nevertheless, further studies that determine relevant constructs or variables in analyzing businesses are recommended to segregate emerging silos of analysis for business models.