Two Seasons Garlic Business Plan — Customer Analysis
Retail, wholesale, food service and processing buyers, what each pays, and how purchasing decisions are actually made.
Customer Analysis
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- Overview & contents
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Market and Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis and Strategic Implications
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Model and Revenue Build
- 20. Projected Income Statement
- 21. Projected Balance Sheet
- 22. Projected Cash Flow
- 23. Capital Expenditure and Working Capital
- 24. Funding Requirement and Structure
- 25. Break-Even Analysis
- 26. Investment Case and Returns
- 27. Debt Serviceability
- 28. Sensitivity and Scenario Analysis
- 29. Key Performance Indicators and Management Dashboard
- 30. Conclusion
- A. Appendix A: Assumption Register
- B. Appendix B: Conditions Precedent to the Seed Subscription
- C. Appendix C: Glossary
Twelve target accounts across three channels can absorb the full FY2031 crop; no single account need exceed 35% of volume.
The company’s customer universe is concentrated, which is both an efficiency and a risk. The table sets out the target account structure, indicative volumes and the acquisition path for each.
|
Account type |
Number of targets |
Indicative FY2031 volume (t) |
Acquisition path |
Concentration limit |
|---|---|---|---|---|
|
National retail group (programme) |
2 of 4 groups |
350 |
Trial FY2028 → certification → programme listing FY2029 |
35% of volume |
|
Regional retail and franchise stores |
3–4 |
65 |
Direct via category buyers; supplied from packhouse |
10% |
|
Food-service distributors (peeled) |
3 |
190 (input weight) |
Sampling FY2029; contracted volumes FY2030 |
20% |
|
Restaurant and catering groups (direct) |
2 |
20 |
Direct sales; small, high-margin |
5% |
|
SADC importers |
4 (one per market) |
140 |
Agency agreements FY2028–29; phytosanitary registration |
8% per market |
|
Fresh-produce market agents |
3 agents, 2 markets |
150 |
Existing relationships; week-to-week |
n/a |
|
Processors |
2 |
73 (culls) |
Annual contract |
n/a |
Table 15. Target customer structure at FY2031.
Customer lifetime value in this business is a function of programme retention. A retail programme of 350 tonnes at R63/kg is worth R22m a year in revenue and roughly R13m in contribution; the cost of acquiring it, a trial season at wholesale prices, the packhouse audit, and the ethical audit, is about R1.5m. The retention economics, rather than any acquisition-cost metric, are what matter, and they depend on supply reliability across both blocks.