Two Seasons Garlic Business Plan — Products and Services
The product portfolio across fresh grades, seed garlic and processed lines, and the production specification behind each.
Products and Services
Jump to section
- 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
- 5.1 Product portfolio
- 5.2 Production and delivery process
- 5.3 Portfolio analysis and growth potential
Four product formats from one crop, with peeled garlic the margin engine: 23% of FY2031 volume delivers 30% of revenue.
5.1 Product portfolio
|
Product |
Need addressed |
FY2031 price (R/kg) |
Direct cost (R/kg)* |
Gross margin |
Capacity / scalability |
FY2031 volume (t) |
FY2031 revenue (R m) |
|---|---|---|---|---|---|---|---|
|
Retail pre-pack and loose bulbs |
Programme supply, provenance |
63 |
5.2 packing + field |
~70% |
Packhouse 1,500 t/yr; scalable with shifts |
351 |
22.1 |
|
Peeled cloves (food service) |
Shelf life, consistency |
121 (peeled) |
15.4 peeling + field |
~75% |
Peeling line 300 t input/yr; second shift doubles |
192 |
15.8 |
|
SADC export bulbs |
Regional supply, diversification |
53 less 7 freight |
5.2 packing + 7 logistics |
~55% |
Constrained by phytosanitary certification, not capacity |
142 |
7.5 |
|
Wholesale bulbs |
Volume clearing, price reference |
44 |
1.2 bagging + field |
~55% |
Unlimited; it is the valve |
151 |
6.6 |
|
Processing feed and culls |
Low-cost bulk |
9 |
nil |
n/a |
8% of saleable crop |
73 |
0.7 |
Table 9. Product portfolio at FY2031. *Direct cost excludes the shared field cost of ~R14/kg of harvested bulb at FY2031 yields.
5.2 Production and delivery process
All products derive from one production process. Cloves from the previous season’s selected seed are planted mechanically into raised beds under drip or centre-pivot irrigation; the crop is managed through vernalisation and bulbing with scheduled fertigation and a fungicide programme targeting rust and white rot; bulbs are lifted mechanically, field-wilted and moved to forced-air curing sheds for three to four weeks until neck moisture is below 65%; cured bulbs are topped, rooted, graded by calibre and either packed for retail and export, bagged for wholesale, or diverted to the peeling line where cloves are cracked, air-peeled, inspected, washed and sealed in modified-atmosphere packs before cold storage at 0–2°C.
5.3 Portfolio analysis and growth potential
The portfolio is deliberately weighted toward the two channels that carry the price and the margin. Retail programmes anchor volume and justify the packhouse; peeled product carries the highest margin and is the format least exposed to import competition. Wholesale and export are managed channels that absorb volume the premium channels cannot take. Two adjacencies are not modelled but are real: dehydrated garlic flakes and granules from culls, which would lift cull realisation from R9/kg to an estimated R35–R45/kg of input; and certified planting-stock sales to other growers from FY2032, once the seed bank exceeds internal requirements. Both are upside to the plan.
