Report on bottlenecks and opportunities for the horizontal proliferation and scaling-up of the organic seeds and cultivar testing network

Deliverable 5.1 Funded by the European Union (grant no. 101059872), the Swiss State Secretariat for Education, Research and Innovation (Contract no. 22.0412) and UK Research and Innovation (UKRI). Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or REA, nor SERI or UKRI. D 5.1 Report on bottlenecks and opportunities for the horizontal proliferation and scaling-up of the organic seeds and cultivar testing network Authors: Ana – Marija Špicnagel (IPS Konzalting) Margareta Đumbir (IPS Konzalting) Dora Maričić (IPS Konzalting) Ivan Dlačić (IPS Konzalting) Sara Mrkšić (IPS Konzalting) Deliverable Number D5.1 Work Package WP5 Deliverable type Document, report Dissemination level Public Deliverable Lead partner IPS Konzalting Due date 30 September 2024 Submission date 4 November 2024 Version V1.4 Reviewers Freya Schäfer (FiBL-DE), María Carrascosa (RCxAe), Monika Messmer (FiBL-CH), Mariano Iossa (FiBL Europe) Contact [email protected] D5.1, SWOT analysis report 1 History of changes Version Date Author Comments Version 1 22 October 2024 Ana-Marija Špicnagel, Dora Maričić, Ivan Dlačić, Margareta Đumbir First version Version 1.1 28 October 2024 Freya Schäfer (FiBL-DE), María Carrascosa (RCxAe) Monika Messmer (FiBL-CH), Review 1 Version 1.2 30 October 2024 Ana-Marija Špicnagel, Margareta Đumbir Integration of inputs from reviewers Version 1.3 31 October 2024 María Carrascosa (RCxAe), Mariano Iossa (FiBL Europe) Final version Version 1.4 31 October 2024 Ana-Marija Špicnagel, Margareta Đumbir Final version D5.1, SWOT analysis report 2 LiveSeeding - Organic seed and plant breeding to accelerate sustainable and diverse food systems in Europe is a 4-year Innovation Action funded by the European Union, the Swiss State Secretariat for Education, Research and Innovation (SERI) and UK Research and Innovation (UKRI). The project started in October 2022 and brings together 37 organisations operating in 16 European countries. LiveSeeding provides science-based evidence and best practice solutions to help achieve 100 % organic seed. LiveSeeding contributes to the transition towards environmentally-friendly, climateneutral, healthy and fair food systems through a PUSH-PULL-ENABLE strategy to • enhance the availability and adequacy of organic seeds of cultivars appropriate to organic farming (PUSH), • increase and stabilise the market demand for organic seeds of cultivars appropriate to organic farming (PULL), • foster an enabling policy and regulatory environment where both demand and supply can harmoniously and productively negotiate without irrelevant constraints due to legal restrictions and/or regulatory fragmentation (ENABLE). LiveSeeding addresses the topics in a holistic multi-actor, multi-stakeholder, participatory approach involving stakeholders along the value chain in 17 local Living Labs (LLs) and 3 established networks of organic breeders (ECO-PB), seed savers (ECLLD) and Milan Urban Food Policy Pact (MUFPP). 15 European countries cover the different pedoclimatic zones and socio-economic contexts, including countries with a low level of development in organic seed and breeding in East and South Europe. D5.1, SWOT analysis report 3 Table of Contents LIST OF ABBREVIATIONS ....................................................................................... 5 LIST OF FIGURES .................................................................................................... 6 LIST OF TABLES ...................................................................................................... 7 LIST OF DIAGRAMS ................................................................................................ 7 SUMMARY .............................................................................................................. 8 1. INTRODUCTION AND BACKGROUND INFORMATION .................................... 9 2. METHODOLOGY & SCOPE ............................................................................. 15 2.1 SWOT ANALYSIS ............................................................................................................ 16 2.2 SURVEY ON THE EUROPEAN ORGANIC SEED AND BREEDING SECTOR ........................... 18 2.3 STAKEHOLDER WORKSHOP ............................................................................................. 19 2.4 BUSINESS BIRDVIEW (BB) ............................................................................................... 20 3. RESULTS AND DISCUSSION .......................................................................... 21 3.1 SWOT ANALYSIS OF ORGANIC SEEDS PRODUCERS AND CULTIVAR TESTING NETWORKS 21 3.1.1 SWOT analysis – comparison of organisation type ................................... 25 3.1.2 SWOT analysis of organic seed producers ................................................... 28 3.1.3 SWOT analysis of cultivar testing networks ................................................ 30 3.1.4 SWOT analysis – comparison of crop types................................................. 32 3.2 WORKSHOP WITH THE STAKEHOLDERS ........................................................................... 35 Discussion and key conclusion points ........................................................................... 36 3.3 SURVEY ON THE EUROPEAN ORGANIC SEED AND BREEDING MARKET ............................ 40 3.3.1 GENERAL PROFILES ........................................................................................... 42 3.3.2 ECONOMIC CHALLENGES ................................................................................ 47 3.3.3 TECHNICAL CHALLENGES ................................................................................ 49 3.3.4 LEGAL AND POLITICAL CHALLENGES ............................................................ 51 3.3.5 ENCOURAGEMENT ACTIONS .......................................................................... 53 3.3.6 TRAINING ............................................................................................................ 55 3.4 WORKSHOP “MARKET OPPORTUNITIES AND TECHNICAL CHALLENGES FOR ORGANIC SEED PRODUCERS” ............................................................................................................................... 56 3.4.1 Outcomes ............................................................................................................ 57 3.4.2 Technical Challenges in Organic Seed Production .................................... 58 3.4.3 Economic Challenges in Organic Seed Production .................................... 58 3.4.4 Regulatory Challenges Supporting Organic Seed Production ................ 59 3.4.5 Key conclusion points ....................................................................................... 60 4. CONCLUSIONS AND RECOMMENDATIONS BY TYPOLOGY ........................... 61 D5.1, SWOT analysis report 4 4.1 TYPE OF ACTIVITY ...................................................................................................... 62 4.2 TYPE OF ORGANISATION .......................................................................................... 66 4.3 CROP TYPE ................................................................................................................... 72 4.4 PRODUCTION TYPE .................................................................................................... 77 5. CONCLUSIONS AND RECOMMENDATIONS .................................................. 81 5.1 CUSTOMERS AND CHANNELS ......................................................................................... 81 5.2 UNIQUE SELLING PROPOSITION (USP) .......................................................................... 83 6. REFERENCES .................................................................................................. 86 ANNEX 1 SWOT INTERVIEW CONCEPT FOR ORGANIC SEED PRODUCERS .......... 87 ANNEX 2 SWOT INTERVIEW CONCEPT FOR CULTIVAR EVALUATION NETWORKS ............................................................................................................................. 90 D5.1, SWOT analysis report 5 List of abbreviations BB Business Birdview CAPEX Capital expenditure ECO-PB ECLLD EU The European Consortium for Organic Plant Breeding European Coordination Let´s Liberate Diversity European Union FiBL Research Institute of Organic Agriculture GMO Genetically modified organism NGO Non-governmental organisation OHM Organic Heterogeneous Material OPEX Operational expenditure OV Organic Variety PI System Plant Information system R&D Research and development RCxAe SERI Red de Municipios por la Agroecología The Swiss State Secretariat for Education, Research and Innovation SWOT UKRI Strengths, weaknesses, opportunities and threats UK Research and Innovation USP Unique Selling Proposition/Point D5.1, SWOT analysis report 6 List of figures Figure 1 Percentage of organic vs conventional area in 2022 ......................................... 10 Figure 2: Figure showing the percentage of organic consumption per capita in the three-year period 2020-2022 ........................................................................................... 11 Figure 3: Land area under permanent organic grassland in Europe (million ha) ......... 12 Figure 4: Land area under organic arable crops in Europe (million ha) ......................... 12 Figure 5: Land area under organic permanent crops in Europe (thousand ha) ............ 13 Figure 6 Overview of the organic seed market .................................................................... 14 Figure 7 Structure of the report .............................................................................................. 15 Figure 8 Visual model of SWOT analysis and subcategories used .................................. 17 Figure 9 Visual representation of a “Business Birdview” model ...................................... 20 Figure 10 Overview of countries presented in the SWOT analysis, based on interviews ........................................................................................................................................................ 22 Figure 11 Overview of typologies used for SWOT analysis .............................................. 24 Figure 12 SWOT analysis – organisation type: company ................................................... 25 Figure 13 SWOT analysis – organisation type: initiatives .................................................. 26 Figure 14 SWOT analysis – organisation type: research centre ....................................... 27 Figure 15 SWOT analysis - seed producers and traders .................................................... 29 Figure 16 SWOT analysis – cultivar testing networks ......................................................... 31 Figure 17 SWOT analysis – crop type: vegetable ................................................................ 33 Figure 18 SWOT analysis – crop type: arable ....................................................................... 34 Figure 19 Overview of all SWOT SPIDER diagram statements ......................................... 39 Figure 20 Regions covered by the LiveSeeding survey ...................................................... 41 Figure 21 Number of survey responses per country .......................................................... 41 Figure 22 Organisation type per region ................................................................................ 42 Figure 23 Respondents funds used for covering additional costs .................................. 47 Figure 24 Sources to obtain information .............................................................................. 49 Figure 25 Topics for knowledge improvement – level of Europe .................................... 55 Figure 26 Topics for knowledge improvement – per country .......................................... 55 Figure 27 Technical challenges – workshop brainstorm .................................................... 58 Figure 28 Economic challenges – workshop brainstorm ................................................... 59 Figure 29 Regulatory challenges – workshop brainstorm ................................................. 59 Figure 30 Training topics – workshop brainstorm .............................................................. 60 Figure 31 Business Birdview template ................................................................................... 61 Figure 32 Business Birdview – organic seed production .................................................. 64 Figure 33 Business Birdview – Cultivar testing .................................................................... 65 Figure 34 Business Birdview – Company ............................................................................... 69 Figure 35 Business Birdview – Research Centre................................................................... 70 Figure 36 Business Birdview – Initiative ................................................................................ 71 D5.1, SWOT analysis report 7 Figure 37 Business Birdview – arable production ............................................................... 75 Figure 38 Business Birdview – vegetable .............................................................................. 76 Figure 39 Business Birdview – organic production ............................................................ 79 Figure 40 Business Birdview – Organic and conventional production ........................... 80 Figure 41 Overview of customers and channels .................................................................. 81 Figure 42 Overview of USP per typology .............................................................................. 85 List of tables Table 1 Overview of subcategories for SWOT analysis ...................................................... 17 Table 2 Overview of SWOT interviews conducted .............................................................. 22 Table 3 Overview of general profiling of respondents by age, gender and education level ............................................................................................................................................... 43 Table 4 Overview of crops produced/traded by survey participants .............................. 44 Table 5 Interest of respondents to produce/trade organic seed and LIVESEED database presence ....................................................................................................................................... 46 Table 6 Top 3 countries in which organic seeds are sold ................................................. 48 Table 7 Overview of economic and technical challenges .................................................. 50 Table 8 Overview or regulatory challenges and type of support needed ..................... 52 Table 9 Development of new cultivars – types of activities.............................................. 54 Table 10 Feedback from the workshop participants .......................................................... 57 List of diagrams Diagram 1 SWOT analysis - spider diagram - strengths.................................................... 36 Diagram 2 SWOT analysis - spider diagram – weaknesses ............................................... 37 Diagram 3 SWOT analysis - spider diagram – opportunities............................................ 38 Diagram 4 SWOT analysis - spider diagram – threats ........................................................ 39 D5.1, SWOT analysis report 8 Summary This report is part of LiveSeeding Task 5.1, which aims to analyse bottlenecks and opportunities in the organic seed and cultivar testing network markets. Specifically, the task was focused on assessing obstacles that block horizontal proliferation (scale-out) and scale-up of organic seed and cultivar testing at the national and European levels. We have addressed this by: mapping the organic and conventional seed companies that could start or strengthen their activity in organic seed production, cultivar evaluation and breeding at the national or EU level; conducting 17 interviews with relevant small, medium and large-size enterprises/initiatives (February 2024 – May 2024); conducting an online seed workshop, «Market opportunities and technical challenges for organic seed producers« at the beginning of the project (in collaboration with T3.4, 28.02.2023) to present current literature findings on the bottlenecks for the sector´s proliferation; conducting an online workshop with stakeholders interviewed to discuss the main findings (11.07.2024); developing a SWOT analysis based on the four main categories (S, W, O, T), but also classifying it according to the background type (technical, economic, socio and regulatory). This report comprises all the elements indicated above (the results of the SWOT analysis and survey conducted and conclusions from the workshop conducted). In addition, conclusions and recommendations have been prepared based on the typology (type of activity, size, type of organisation, and crop type). Efforts were made to develop an innovative template, “Business Birdview” (BB), that combines elements of the SWOT analysis and Business Model Canvas in one place to simplify the findings and make them easily digestible by relevant stakeholders. D5.1, SWOT analysis report 15 Seed suppliers, producers and breeders need the information to make appropriate investment decisions and will only invest in developing new supplies of organic seed if the possibility of derogations does not stifle demand. Finally, policymakers need information on seed production and use to monitor when the target of 100% organic seed could be reached and to determine the appropriate level of regulation and support measures for the sector. (Solfanelli i sur., 2022). That is also one of the reasons why LiveSeeding decided to release a survey to collect updated information directly from the organic seed and cultivar testing sector. 2. Methodology & scope The methodology for each of the activities executed will be briefly explained. This report contains four main segments. The first one is the analysis of the SWOT interviews conducted with multiple actors from 10 countries, where an initial insight into the market conditions is collected. The next step was conducting a survey that collected more than 140 responses from more than 20 countries and made a structured insight into diverse factors of impacts that influence sector development. After that, two workshops were organised to affirm the level of understanding of the results obtained. Last but not least, an innovative methodology called “Business Birdview” was applied to make results easily understandable. The Business BirdView concept focuses on the key aspects of the SWOT and Business Model Canvas segments and results in profitability and recommendations guidelines. Figure 7 Structure of the report Within the context of this report, the following definitions are being applied: D5.1, SWOT analysis report 16 Companies refer to profit-driven entities that focus on seed production and distribution. Their focus is more on technological growth to enhance production alongside the diversification of products and profitability. Initiatives are often collaborative "projects” that promote innovation, sustainability, and biodiversity conservation, frequently funded by various sources. Initiatives emphasise collaborative innovation and prioritise innovative breeding techniques such as OHM. Research centres are specialised public or private institutions dedicated to scientific research and development. They focus on advancing agricultural practices, cultivar evaluation, and knowledge dissemination through partnerships with industry and academia. Their uniqueness lies in their specialized methods and strong research infrastructure. Regarding the geographical typology, the project used the same principle as the previous LIVESEED project. These regions have been identified and used to explain the differences: Northern Europe (Sweden, Finland, Latvia), Eastern Europe (Poland, Hungary, Slovenia, Serbia, Romania, Bulgaria), Central Europe (Netherlands, Belgium, France, Switzerland, Liechtenstein, Austria, Germany, Luxembourg), and Southern Europe (Portugal, Spain, Italy, Croatia, Greece). 2.1 SWOT analysis To prepare a SWOT analysis, 17 interviews were conducted with relevant small, medium, and large seed enterprises and the associations and initiatives involved in cultivar testing activities. The interviews were conducted from the end of February 2024 until mid-May 2024 and covered 10 countries. When organising SWOT interviews, the aim was to include diverse actors and representatives of the organic seed and plant breeding sector and cultivar testing networks in terms of geographical scope, type of crops, type of production, size of the enterprise, etc. Interviews were conducted with 12 seed enterprises, two research/governmental organisations, and three initiatives (cultivar testing sites). Considering the geographical outreach (categorisation based on geographical location and cultural similarities of individual countries), interviews were conducted with three representatives from Northern Europe (Finland, Lativa, Sweden), six from Eastern Europe (Bulgaria, Poland, Romania, Hungary, Slovenia, Serbia), seven from Central Europe (Austria, France, Germany, Belgium, Luxembourg, the Netherlands, Switzerland), and most of them (5) from Southern Europe (Spain, Italy, Portugal, Croatia and Greece). A concept for SWOT interviews with seed producers (Annex I) and cultivar testing networks (Annex II) has been developed in advance with support from other T5.1 D5.1, SWOT analysis report 17 involved partners (RCxAe, FiBL-CH, ITABA more), and it served as a basis for the semistructured interviews implementation. During the interviews, the aim was to gather information on the following elements of the companies’ business and overall activities: general profiling (type of production, ratio of organic/conventional, length of existence, workforce, etc.), resources/production (capabilities, experience, knowledge, processes, etc.), marketing and communication channels and strategies, market and sales, approach to business planning, assessment and implementation of technology, attitudes towards policy and regulatory framework and interest for partnerships. A more detailed overview of the interview concept is indicated in Annex I and Annex II. Furthermore, a protocol for T5.1 interviews with organic seed producers and cultivar testing networks has been prepared before the interviews. The document provides general information and guidelines for conducting the interviews, such as interview characteristics, interviewing period, and implementation steps. Figure 8 Visual model of SWOT analysis and subcategories used This SWOT analysis's uniqueness lies in its breakdown into the traditional categories of Strengths, Weaknesses, Opportunities, and Threats and in its integration of four additional subcategories, which are visually differentiated using colour coding. These subcategories are (i) technical, (ii) economic, (iii) socio and (iv) regulatory. Table 1 Overview of subcategories for SWOT analysis Technical This category focuses on technology, innovation, and technical processes, such as adopting digital tools, advanced production systems, and technical expertise within the organisation. Economic This category addresses financial sustainability, cost-efficiency, market competitiveness, and funding, highlighting how economic factors influence strengths, weaknesses, opportunities, and threats. D5.1, SWOT analysis report 18 Socio The social dimension examines workforce issues, customer and stakeholder relationships, and societal challenges trends, including workforce retention, customer engagement, and public awareness of sustainable practices. Regulatory This category focuses on compliance with laws, standards, and policies, particularly those related to organic certification, governmental subsidies, and European seed regulations. This nuanced approach allows for a multidimensional understanding of the internal and external factors affecting the organisation, providing a comprehensive analysis that considers the technical, economic, social, and regulatory contexts within each SWOT element. The elements included in the SWOT are not necessarily shared by all the initiatives interviewed, but they have been integrated to showcase the diversity of opinions derived from different contexts and approaches. The information gathered through the interviews will also be valuable input for developing the business plans and models in the later stages of the project (T5.5). 2.2 Survey on the European Organic Seed and Breeding Sector The “Survey on the European organic seed and breeding sector” was prepared and implemented using a Survey Sparrow app. The main aim of the survey was to detect technical, economic, and regulatory challenges that organic seed producers, organic breeders and cultivar testing networks face today and analyse market opportunities that new organic challenges are imposing for the upcoming years. The survey has been prepared in English and translated into 10 consortium languages (Polish, English, Romanian, German, Greek, French, Italian, Croatian, Spanish, Slovenian). The translation enabled the participation of a wide variety of initiatives from different cultural, geographical, and socio-economic contexts in the survey. The survey consists of 51 questions, divided into three main parts: (i) general profiling, (ii) the EU organic seed and breeding market and (iii) analysis of economic, technical, regulatory and encouragement segments of organic seed production. The questionnaire comprised a variety of question types designed to elicit comprehensive insights. It included single-choice and multiple-choice questions. Additionally, a section was dedicated to rating the importance of specific factors affecting business operations to gauge the perceived significance of each factor. The survey also incorporated open-ended questions, allowing respondents to input their responses, thereby enabling the collection of qualitative data and more nuanced perspectives. This diverse structure ensured a robust analysis of quantitative and qualitative elements relevant to the study. The survey aimed at two key stakeholder groups: D5.1, SWOT analysis report 19 Organic seed producers/traders or breeders that produce and/or trade seeds (including farmers and small, medium and large-scale companies) Conventional seed producers/traders or breeders that plan to produce/trade organic seeds in the future (including farmers and small, medium and large-scale companies that producer/trade seeds). The survey was widely distributed among European stakeholders using different communication channels and media, including direct contact via email and newsletter, publishing on social media, and presenting at different partners' events and conferences. 2.3 Stakeholder workshop The workshop “Market opportunities and economic challenges for organic seed producers” was successfully implemented in February 2023. More than 60 organic seed-sector participants gathered to discuss the main technical, economic, and regulatory challenges that organic seed producers face. The workshop participants fruitfully discussed the main obstacles and needs in different segments of organic seed production, potential solutions, and ways to encounter those challenges. The brainstorming session divided participants into groups of up to 12 people per breakout room, and project experts moderated sessions. The discussion was done on several levels, focusing on (i) economic challenges, (ii) regulatory challenges, and (iii) technical challenges. The final segment of the workshop involved conducting an 8-question survey with a DirectPoll, in which attendees were asked about potential solutions for today's challenges in organic seed production and cultivar testing. D5.1, SWOT analysis report 20 2.4 Business Birdview (BB) To systematise all the information collected through the survey, the workshop, and the SWOT interviews, presenting it simply and laying the groundwork for constructing models and business plans in T5.5, a new “Business Birdview” (BB) tool has been developed. The "Business Birdview" template provides a streamlined, holistic view of a business by integrating internal and external challenges, opportunities, and key strategic elements. It combines insights from SWOT analysis and the Business Model Canvas into three sections: (i) Challenges of Today, identifying internal and external bottlenecks; (ii) Sounds Like Opportunity”, highlighting growth opportunities, unique value propositions, and customer strategies; and (iii) “Future is Organic”, focusing on profitability and strategic recommendations. Figure 9 Visual representation of a “Business Birdview” model This approach simplifies complex business analysis, making insights easily digestible for stakeholders and aiding in more informed decision-making. D5.1, SWOT analysis report 21 3. Results and discussion 3.1 SWOT analysis of organic seeds producers and cultivar testing networks The organic seed market and cultivar testing networks were analysed as part of a broader effort to identify key obstacles and opportunities for scaling up the sector at the national and European levels. A SWOT analysis is a strategic planning tool for identifying and assessing the internal and external factors that can impact an organisation or project. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Strengths and weaknesses are internal factors, such as resources, capabilities, or limitations within the organisation, while opportunities and threats represent external factors like market conditions, competition, or regulatory changes. One of the key advantages of a SWOT analysis is its simplicity and flexibility. Offering a holistic view of the internal and external environment fosters a better understanding of an organisation's position in the market. Furthermore, it encourages a thorough evaluation of positive and negative factors, ensuring a balanced perspective. Moreover, it helps prioritise actions by highlighting areas where the organisation can make the most impact. The SWOT analysis is based on 17 interviews conducted with initiatives from 10 EU member states representing 4 EU regions: Northern Europe, Western Europe, Central Europe, and Southern Europe (Table 2 Overview of SWOT interviews conducted; Figure 10 Overview of countries presented in the SWOT analysis, based on interviews). D5.1, SWOT analysis report 22 Figure 10 Overview of countries presented in the SWOT analysis, based on interviews Table 2 Overview of SWOT interviews conducted Enterprise/initiative; seed production/cultivar testing Country Region typology Crop type Organic/ conventional Enterprise, seed production Germany Central EU Vegetables, herbs, flowers, green manure Organic Enterprise, seed production Lithuania Northern EU Cereals Organic, conventional Enterprise, seed production France Western EU Cereals, legumes Organic Enterprise, seed production Greece Southern EU Cereals, vegetables, legumes Conventional Initiative, seed production Spain Southern EU Vegetables, flowers and medicinal plants Organic Enterprise, seed production Spain Southern EU Vegetables Organic, conventional Enterprise, seed production Italy Southern EU Vegetables Organic, conventional Enterprise, seed production Italy Southern EU Vegetables, cereals, legumes Organic Enterprise, seed production Italy Southern EU Vegetables, cereals Organic, conventional Enterprise, seed production Portugal Southern EU Vegetables, herbs, flowers, legumes Organic Enterprise, seed production Germany Central EU Vegetables, cereals, sugar beet, oil plants Organic, conventional Enterprise, seed production Poland Central EU Cereals, legumes, grasses Organic, conventional D5.1, SWOT analysis report 23 Enterprise, seed production The Netherlands Western EU Vegetables Organic Initiative, cultivar testing Spain Southern EU Vegetables Organic Research organisation, cultivar testing United Kingdom Western EU Cereals, legumes Organic Initiative, cultivar testing France Western EU Cereals Organic Governmental and research organisation, cultivar testing Poland Central EU All agricultural crops Organic, conventional This report contains an overview analysis of all interviews per typology selected. There are three main typologies used for this matter ( To systematise all the information collected through the survey, the workshop, and the SWOT interviews, presenting it simply and laying the groundwork for constructing models and business plans in T5.5, a new “Business Birdview” (BB) tool has been developed. The "Business Birdview" template provides a streamlined, holistic view of a business by integrating internal and external challenges, opportunities, and key strategic elements. It combines insights from SWOT analysis and the Business Model Canvas. This approach simplifies complex business analysis, making insights easily digestible for stakeholders and aiding in more informed decision-making. BIRDVIEW TYPE OF ACTIVITY TYPE OF ORGANISATION TYPE OF CROPS TYPE OF PRODUCTION Organic Seed Production Company Arable Organic Cultivar Testing Networks Initiative Vegetable Organic and conventional Research Centre Figure 11 Overview of typologies used for SWOT analysis): (i) Type of activity - Organic Seed production and Organic Cultivar Testing Networks (ii) Type of organisation – Company, Initiative, Research Centre (iii) Type of crops – Arable, Vegetable D5.1, SWOT analysis report 24 SWOT TYPE OF ACTIVITY TYPE OF ORGANISATION TYPE OF CROPS Organic Seed Production Company Arable Cultivar Testing Networks Initiative Vegetable Research Centre To systematise all the information collected through the survey, the workshop, and the SWOT interviews, presenting it simply and laying the groundwork for constructing models and business plans in T5.5, a new “Business Birdview” (BB) tool has been developed. The "Business Birdview" template provides a streamlined, holistic view of a business by integrating internal and external challenges, opportunities, and key strategic elements. It combines insights from SWOT analysis and the Business Model Canvas. This approach simplifies complex business analysis, making insights easily digestible for stakeholders and aiding in more informed decision-making. BIRDVIEW TYPE OF ACTIVITY TYPE OF ORGANISATION TYPE OF CROPS TYPE OF PRODUCTION Organic Seed Production Company Arable Organic Cultivar Testing Networks Initiative Vegetable Organic and conventional Research Centre Figure 11 Overview of typologies used for SWOT analysis An organic seed producer is a company or organisation that cultivates, processes and sells seeds produced according to organic farming principles. These producers follow strict organic guidelines, ensuring no synthetic pesticides, fertilisers, or genetically modified organisms (GMOs) are used in seed production. The goal is to supply high-quality organic seeds suitable for organic agriculture and also in other forms of production that transition towards sustainability. A cultivar testing network is a system or organisation that evaluates and tests different plant varieties or populations (cultivars) to determine their performance in various conditions, such as climate, soil types, and organic farming practices. These networks often collaborate with breeders, researchers, and farmers to provide data on D5.1, SWOT analysis report 30 3.1.3 SWOT analysis of cultivar testing networks The SWOT analysis for seed cultivar testing networks highlights their core strengths and challenges in an evolving agricultural landscape. Network strengths are in technical expertise, particularly in cultivar evaluation and testing, supported by a team of researchers. They enjoy financial stability thanks to diverse funding sources, including state budgets, regional subsidies, and even European Union grants. Strong partnerships with local farmers and communities and alignment with EU standards often strengthen their position in the organic seed sector. As the weaknesses, these networks struggle with a shortage of specialised personnel and an overreliance on public grants and subsidies. Recruitment and retention of skilled employees are ongoing issues, as is the dependence on a few key experts. Moreover, the complexity of regulations governing seed production and certification adds administrative burdens, creating potential operation bottlenecks. Opportunities lie in embracing new agricultural technologies, such as drones and automated systems, to enhance the efficiency of cultivar evaluation processes. The integration of digital tools can streamline operations and improve communication and knowledge-sharing. Expanding revenue streams through partnerships with industry stakeholders, online platforms, and export markets also presents a path for financial growth. Collaborating more deeply with research institutions and government bodies offers a chance to secure additional support, particularly for biodiversity conservation and organic agriculture initiatives. External threats loom large, such as climate change, which could disrupt local crop varieties and cultivar trials. Economic uncertainty and fluctuations in grant funding threaten financial stability. Additionally, evolving patent regulations and sanitary standards could further hinder the network's activities and market access. D5.1, SWOT analysis report 31 Figure 16 SWOT analysis – cultivar testing networks D5.1, SWOT analysis report 32 3.1.4 SWOT analysis – comparison of crop types To better understand the similarities and differences between different crop types, the SWOT analysis, and later also a bird view analysis, was conducted based on the following categories: (i.) Arable Crops (ii.) Vegetable production In comparing the SWOT analyses of vegetable and arable production, both share common strengths in collaboration with stakeholders and focus on research and development to enhance production efficiency. Both sectors benefit from external funding sources like EU grants and government subsidies. However, the vegetable sector emphasises its diverse infrastructure (greenhouses, local varieties, etc.) and faces enormous challenges, such as high R&D costs and difficulty finding specialised growers. On the other hand, the sector is threatened by complex regulations and competition from large-scale enterprises. In contrast, arable production focuses more on advanced evaluation techniques (cultivar evaluation, data analysis etc.), with fewer commercial activities, facing challenges in online sales. The sector looks to digital innovation (e.g. drones, streamlined communication) for future growth but faces threats from a limited market for organic products and increased competition for funding. While both sectors share common external threats from climate change and bureaucratic complexities, vegetable production is more market-oriented. In contrast, arable production focuses on research capabilities and partnerships with industry leaders. D5.1, SWOT analysis report 33 Figure 17 SWOT analysis – crop type: vegetable D5.1, SWOT analysis report 34 Figure 18 SWOT analysis – crop type: arable D5.1, SWOT analysis report 35 3.2 Workshop with the stakeholders Once the SWOT analysis had been conducted, a brainstorming workshop with relevant stakeholders was held on 11th July 2024, with 15 participants from different countries. All participants, except one, had previously participated in the SWOT interview process. The countries represented at the workshop included Croatia (4 participants), Spain (3), Poland (2), Italy (2), Greece (1), Germany (1), Portugal (1), and Romania (1). The attendees' diverse backgrounds and experiences enriched the discussions and contributed to a comprehensive exploration of challenges and opportunities in the organic seed sector. In total, 4 SWOTs have been presented: company, medium-sized organisations, vegetable and cultivar testing. Each SWOTs was presented to attendees, followed by receiving feedback. As part of the workshop's conclusion, participants were served a MentiMeter survey consisting of four essential questions. When asked about their challenges in the organic seed sector, participants highlighted several key issues, including the market for organic seeds, adapting to new agricultural techniques, derogations on using certain seeds, distribution and sales challenges, and organic production application and quality. Participants pointed to the international market as a beacon of hope when identifying potential organic seed-sector opportunities. The prospect of organic seeds becoming mandatory by 2037 and the potential for tailoring seeds to local market demands were also highlighted as key areas of opportunity, instilling a sense of optimism in the sector's potential. When asked to identify the biggest challenge for the organic seed sector, most participants pointed to technical challenges. Economic challenges closely followed this perception, while regulatory and social challenges were considered less pressing. These insights provide a clear understanding of the current state of the organic seed sector. In response to the final question, "Do you base your business on a business plan and/or business model?", most participants indicated that they do. This response underscores the growing recognition of the importance of structured planning in the sector. This Mentimeter session provided valuable insights into the current perceptions of challenges and opportunities within the organic seed sector, helping to shape a clearer understanding of the agro-business landscape. D5.1, SWOT analysis report 36 Discussion and key conclusion points The SWOT spider diagram was developed based on detailed SWOT analyses to visually represent the organisation's strengths across various dimensions. Spider diagrams, also known as radar charts, are particularly valuable in strategic assessments because they offer an at-a-glance comparison of multiple factors on the same scale. By mapping out strengths and other attributes, stakeholders can quickly identify which areas are performing well and which may need improvement. This type of diagram is often used to track progress, guide decision-making, and highlight critical areas for strategic focus. The strengths in the spider diagram highlight key areas where organisations excel. Internal financial funding is rated highly, indicating strong financial backing for operations and growth. High-quality seeds and a wide range of crops and varieties underscore organisations' abilities to produce diverse and reliable agricultural outputs. Additionally, partnerships with researchers and collaboration with farmers and breeders strongly emphasise innovation and stakeholder engagement. Organisations interviewed also benefit from a good business plan and investment in R&D, further reinforcing its strategic planning and development efforts. However, despite these strengths, some areas like digitalisation and online sales are rated lower, signalling the potential for modernisation in these fields. Furthermore, organisations strengths lie in its financial stability, product quality, and collaborative efforts, positioning it well for future growth and innovation in the agricultural sector. Diagram 1 SWOT analysis - spider diagram - strengths D5.1, SWOT analysis report 37 The weaknesses illustrated in the spider diagram reflect several key challenges that organisations face. The shortage of a qualified workforce and difficulty finding experts stand out, indicating significant talent acquisition issues. Additionally, bureaucratic inefficiencies, including excessive paperwork and reliance on external funding and subsidies, hinder operations and financial stability. Other operational weaknesses include high production costs and the lack of a strong marketing strategy, especially in online sales. The small market for organic varieties adds further complexity alongside competition from other companies. The lack of detailed communication strategies and complex regulatory requirements also affect the organisations abilities to expand efficiently. Overall, these weaknesses highlight areas for improvement in workforce development, marketing, and operational streamlining. It is essential to indicate that some of the elements can be represented in multiple categories (e.g., online sales could be perceived as a strength or as a weakness). This is because, in some cases, this aspect has received more attention and has been developed structurally, while in other cases, it has been neglected or not a focal point of the organisation. Diagram 2 SWOT analysis - spider diagram – weaknesses The opportunities section of the spider diagram highlights several critical areas for potential growth. One of the most vital opportunities is collaboration with policymakers and stakeholders, which could enhance alignment with regulatory frameworks. Engaging with other businesses and research groups also holds significant promise for fostering innovation. Additionally, investments in IT, digitalisation, and innovation offer opportunities to modernise operations. The chance D5.1, SWOT analysis report 38 to expand market reach through adaptation to market trends, increasing public awareness, and developing varieties tailored to climate change further enhance the organisations potentials. Lastly, active participation in research and development projects strengthens long-term competitiveness and sustainability. Diagram 3 SWOT analysis - spider diagram – opportunities The spider diagram highlights several significant threats faced by these organisations. Fluctuations in market demand and high competition present considerable risks, while climate-related challenges such as natural disasters and disease outbreaks pose further threats to operations. The uncertainty of government support and inflation contribute to financial instability, and a shortage of skilled workforce further complicates matters. Additionally, reliance on short-term grants, lack of subsidy schemes, and high research costs are notable financial obstacles. Regulatory hurdles, the limited organic product market, and policy changes favouring other sectors exacerbate the challenges. D5.1, SWOT analysis report 39 Diagram 4 SWOT analysis - spider diagram – threats Figure 9 summarises all SWOT spider diagram statements, with the ones highlighted in colour indicating areas that received more responses than the others. Figure 19 Overview of all SWOT SPIDER diagram statements D5.1, SWOT analysis report 46 Table 5 Interest of respondents to produce/trade organic seed and LIVESEED database presence D5.1, SWOT analysis report 47 3.3.2 ECONOMIC CHALLENGES As indicated above, most respondents know that organic seeds are more expensive. Therefore, one of the survey questions focused on the funds used to cover the additional costs of organic seed production. The most significant source, by far, is the higher price for organic seed, with 98 respondents indicating this as the primary method for covering extra costs. Government subsidies and cooperation with other actors in the value chain are also notable, with 28 to 31 respondents using these sources. This highlights the importance of financial support from government programs and collaboration within the agricultural supply chain. Research funding and cooperation with other seed producers are moderately relied upon, each being used by 27 respondents. Less frequently used sources include funds from private sources (12 respondents), foundation funds (10 respondents), and royalties (9 respondents), which shows that these options are less common. Additionally, 11 respondents mentioned other funding sources, and only 7 stated that organic seed production does not cause any additional costs. Figure 23 Respondents funds used for covering additional costs The "Top 3 countries in which organic seeds are sold" table highlights the primary markets where organic seeds from these regions are sold. In Northern Europe, the key destinations for organic seeds are Sweden, Finland, and Germany. This suggests a regional focus, with Northern European countries trading predominantly among themselves, while Germany also plays a significant role as an importer from this region. In Central Europe, the primary markets for organic seed sales are Germany, France, Belgium, and Switzerland. Germany stands out as a dominant buyer, showing its central role in the trade network. D5.1, SWOT analysis report 48 In Southern Europe, the top destinations for organic seeds are Germany, France, Austria, and Denmark. Overall, Germany is the most prominent buyer of organic seeds across all regions, indicating its central role as the EU's largest market for organic seeds. France also consistently appears as a key market. Table 6 Top 3 countries in which organic seeds are sold The most pressing economic challenges across the EU for organic seed production are related to operational and capital expenditure, followed by the cost of certification and low return on investment for breeding programs. Legal and educational challenges are important but rank lower than financial and operational burdens. D5.1, SWOT analysis report 49 3.3.3 TECHNICAL CHALLENGES The survey asked respondents what sources they use to obtain information on organic seed production. The most used source is websites, with around 50% of respondents indicating that they rely on online resources for general information about organic seeds. Around 30% of respondents obtain information from national advisory bodies, such as extension services, which provide official, expert guidance tailored to regional needs. Similarly, about 30% also use agricultural consulting services, emphasising the role of specialised consulting in offering targeted advice and expertise. On the other hand, approximately 20% of respondents use agricultural trade shops, showing that local shops still serve as relevant sources for some producers. While valued for hands-on learning, workshops are also used by around 20% of respondents, making them a less frequent source compared to online or professional advisory options. Lastly, about 20% of respondents rely on other sources for information, suggesting that various informal or niche channels, such as peer networks or industry events, contribute to the knowledge base of organic seed producers. Figure 24 Sources to obtain information The main technical challenges in organic seed production across all regions are weed presence, seed-borne pests and diseases, and yield losses or volatility. Weed contamination is the most common issue, especially in Central and Eastern Europe. Seed-borne pests and diseases are a significant challenge, particularly in Central and Southern Europe. Last but not least, yield losses and volatility are also widespread. Organic farming is more sensitive to environmental factors, leading to unpredictable yields. These challenges highlight the need for ongoing innovation to improve organic seed production. D5.1, SWOT analysis report 50 Table 7 Overview of economic and technical challenges D5.1, SWOT analysis report 51 3.3.4 LEGAL AND POLITICAL CHALLENGES When analysing the regulatory challenges for the organic seed sector, the following responses are obtained on the level of all answers collected: Providing more information on organic seed markets This consistently ranks as one of the most important across Europe, indicating a strong need for better market transparency and access to information regarding organic seeds. Providing a large extensive range of organically allowed seed treatments Another key area of focus is expanding the range of organic seed treatments permitted under organic standards. Many respondents consider this a necessary step to improve seed quality and health while adhering to organic regulations. In this regard, it is essential to research organic seed treatments that can provide solutions. The LiveSeeding project is working on several techniques, such as the use of heat. Establishing interaction between policymakers and organic seed producers Throughout Europe, there is a clear call for better communication and collaboration between government bodies and organic seed producers. Strengthening this relationship is critical for ensuring that regulations are practical, supportive, and aligned with the needs of producers. Phasing out derogations for conventional seed The phasing out of derogations that allow the use of conventional seeds in organic farming is an essential step toward promoting organic seed production. Conducting more research on the profitability of organic seed production Understanding profitability is essential for encouraging investment in organic seeds and ensuring producers can access the necessary financial resources. In summary, the three main regulatory improvements supporting organic seed production across Europe are increasing market transparency and information on organic seed markets, expanding the range of organically allowed seed treatments, and fostering better communication between policymakers and producers. The three most dominant ways to support the development of organic seed production across Europe are providing subsidies related to capital expenditure, which is crucial for infrastructure investments, simplification of the administrative burden (such as certification processes and variety registration), and support for organic breeding and seed production research projects, which highlights the need for innovation and continued research in the organic seed sector. D5.1, SWOT analysis report 52 Table 8 Overview or regulatory challenges and type of support needed D5.1, SWOT analysis report 53 3.3.5 ENCOURAGEMENT ACTIONS Based on the data collected via the survey and across all European regions, the respondents indicate the following five areas as the most dominant and necessary for improving the competitiveness of the organic sector through the development of new cultivars are: 1. Organic plant breeding under certified organic conditions This is consistently prioritised across Europe, highlighting the need for breeding directly under organic conditions to ensure cultivars are well-suited for organic farming systems. 2. Breeding for organic, considering specific breeding goals There is strong support for breeding programs that focus specifically on the needs and challenges of organic agriculture, tailoring traits to organic production systems. 3. Breeding for diversity (e.g., OHM, Mixed cropping) This approach emphasises the importance of increasing genetic diversity and resilience through breeding for organic heterogeneous materials. 4. Conventional breeding followed by organic cultivar testing While organic breeding is preferred, there is still significant recognition of the role of traditional breeding methods, followed by testing cultivars in organic conditions to develop suitable varieties. 5. Decentralised participatory plant breeding for local adaptation This method is seen as important for creating locally adapted cultivars that can thrive in specific regional conditions. D5.1, SWOT analysis report 54 Table 9 Development of new cultivars – types of activities D5.1, SWOT analysis report 55 3.3.6 TRAINING Considering that the LiveSeeding project also focuses on knowledge exchange and training sessions, the survey also asked participants about the segments in which they would like to obtain more knowledge. The most frequently mentioned aspect was policy and regulation, with 61 respondents indicating the need to better understand the regulatory environment. This suggests that navigating and complying with complex regulations is a top priority for stakeholders in the sector. Marketing is the second most crucial aspect, noted by 49 respondents. This reflects the need to enhance marketing strategies to expand the reach and profitability of organic seed production. Closely related, entrepreneurship, business plans, and models, was cited by 48 respondents, indicating a strong interest in improving business skills and creating sustainable business models in the organic sector. Additionally, financing and investment management is recognised as a key area for improvement by 44 respondents, underscoring the need for better financial planning and investment strategies. Lastly, organisation models and governance, mentioned by 29 respondents, shows that effective organizational structures and governance are also considered important, although they rank lower than other areas. Figure 25 Topics for knowledge improvement – level of Europe Figure 26 Topics for knowledge improvement – per country D5.1, SWOT analysis report 62 4.1 TYPE OF ACTIVITY Internal and External Challenges Seed Production and Cultivar Testing share several internal and external challenges, but they have key differences in focus. Seed Production's internal challenges revolve around finding skilled labour, dependence on external funding, and high production costs, especially in organic farming. There are also scalability issues and the seasonal nature of work, making it harder to retain workers. The sector struggles with limited technological infrastructure and competition from other seed producers, which affects market visibility. In contrast, Cultivar Testing faces more structural challenges, such as bureaucratic inefficiencies due to multiple hierarchy levels and a heavy reliance on public grants. A shortage of knowledgeable staff and communication issues between internal and external stakeholders are also significant problems. Cultivar testing also deals with reduced government support, financial insecurity from both public and private sectors, political shifts and regulatory hurdles. Externally, both sectors are affected by market competition and the small size of the organic market. However, Seed Production struggles more with the administrative burden of organic farming certifications and high production costs, while Cultivar Testing is impacted by economic uncertainty and shifting consumer preferences. Opportunities Regarding opportunities, both Seed Production and Cultivar Testing emphasise collaboration and partnerships as critical avenues for growth. Seed Production focuses on expanding international exports and embracing technological advancements to increase efficiency and market reach. The sector sees opportunities in research and development for creating new seed varieties that can adapt to climate change, alongside leveraging EU funding for innovation. On the other hand, Cultivar Testing emphasises using digital platforms and technology for data analysis and expanding market opportunities. It also focuses on leveraging public awareness and the growing demand for organic products to enhance market visibility. Strengthening partnerships with international bodies and leveraging advancements in agricultural technology are other core opportunities for this sector. Profitability When comparing profitability, Seed Production highlights diverse revenue streams, including domestic and international seed sales and research and development aimed at producing resilient seeds adapted to changing climatic conditions. Another critical source of revenue for seed producers is certification fees, which allow them to market their products as organic, adding value in the increasingly environmentally conscious market. Moreover, there is a growing trend in utilising online sales and e-commerce to expand their customer base, while partnerships with national and international entities further boost profitability. In contrast, Cultivar Testing emphasises income generated through cultivar sales, including export opportunities. Like seed producers, cultivar testers also derive profitability from certification fees and research and development, focusing on selling specific seed varieties and providing related educational services. Additionally, digital platforms and data and analytics services serve as new profit streams, providing D5.1, SWOT analysis report 63 valuable agricultural insights to farmers and stakeholders. Finally, educational workshops and training represent a growing profitability segment as the demand for knowledge and innovation in the farming industry continues to rise. Recommendations For Seed Production, the primary recommendations focus on enhancing technological integration, such as investing in modern agricultural technologies and adopting digital platforms for better efficiency and precision. Advocating for supportive policies and regulations, leveraging collaborative networks, and staying aligned with emerging agricultural trends are also recommended. Additionally, ensuring financial sustainability and adapting to climate change are crucial for long-term growth. Seed producers are encouraged to expand their market reach and diversify funding sources to mitigate financial risks. In contrast, recommendations for Cultivar Testing emphasise the adoption of new digital technologies and the training of workers to implement these advancements. There is also a focus on launching educational campaigns to raise awareness of organic farming and its benefits. Staying informed about industry trends and consumer preferences is vital for adaptability. Moreover, recommendations include enhancing market visibility, ensuring financial stability through diversification, and pushing the boundaries in research and development to remain competitive in the face of climate change and other agricultural challenges. Diversifying funding sources is also recommended to ensure the long-term viability of testing programs. Conclusion In summary, while Seed Production and Cultivar Testing share joint opportunities and challenges, their paths to profitability and strategic recommendations differ. Both sectors are advised to embrace technology, adapt to market trends, and secure stable funding, but the specific approaches reflect their unique roles within the agricultural sector. D5.1, SWOT analysis report 64 Figure 32 Business Birdview – organic seed production D5.1, SWOT analysis report 65 Figure 33 Business Birdview – Cultivar testing D5.1, SWOT analysis report 66 4.2 TYPE OF ORGANISATION Several similarities and differences emerge when analysing the SWOTs of Companies, Initiatives, and Research Centres focused on seed production. These distinctions highlight the unique challenges, opportunities, and paths to profitability each organisational type faces. Internal Challenges All three organisational types face workforce management issues, particularly in recruiting skilled labour. Companies struggle with high production costs and maintaining customer relationships, while Initiatives and Research Centres rely on external funding and resource constraints. The seasonality of the work and the burden of bureaucratic inefficiencies are common themes. Each organisation type also emphasises the need for a solid commercial strategy. Companies focus more on scalability and production capacity, while Initiatives have difficulties in developing commercial strategies, and Research Centres experience issues with communicating internally and externally. External Challenges A significant challenge across the board is related to regulatory pressures. All three types of organisations struggle with complex regulations and policy uncertainties. Companies face hurdles from organic rules and competition from larger enterprises. Similarly, Initiatives are hindered by economic instability, and Research Centres face challenges from shifting political priorities and fluctuating government support. Furthermore, climate change and fluctuations in market trends pose significant external threats to all organisations, affecting yield and the ability to remain competitive in the market. Opportunities Collaboration stands out as a shared opportunity. Companies, Initiatives, and Research Centres all see potential in partnering with other stakeholders, be it local farmers, international bodies, or research institutions. On the other side, leveraging technological advancements like digital tools and data analytics is another shared opportunity, helping these organisations optimise production and reach new markets. Furthermore, expanding into international markets and increasing public awareness about the benefits of organic products and sustainable agriculture provide growth potential for all three. D5.1, SWOT analysis report 67 Differences that emerge across organisational types refer to internal focus points. Companies focus more on operational efficiency, profitability, and market diversification. They invest in IT systems, aim for compliance with organic standards, and are driven by profitability through seed sales, export opportunities, and consulting services. Initiatives, on the other hand, emphasise promoting local plant diversity and preserving biodiversity. Their internal focus is on creating partnerships with local farmers and research communities and utilizing advocacy efforts to shape policies. Research Centres are more research-focused. They work on extensive cultivar evaluation and use their expertise to support organic farming through dedicated breeding activities. They emphasise long-term partnerships with academic institutions and governments to drive innovation and ensure financial stability. Commercialisation and Profitability Companies are highly focused on profit generation through diversified product offerings and the commercialisation of new seeds. Initiatives focus less on immediate profitability and prioritise biodiversity conservation and sustainability. They are beginning to explore avenues like workshops and training programs to add revenue streams. Research Centres generate income through public and private grants. Revenue also often comes from certification fees, partnerships with industry stakeholders, and educational services like training programs. Profitability When considering profitability, each organisational type has its unique approach: Seed sales across various channels, including export markets, drive company profitability, which is further bolstered by consulting services and certification fees. Additionally, companies engage in research and development (R&D), which allows them to develop high-value, speciality seed varieties tailored to market needs. Companies also benefit from licensing royalties and educational services, adding a variety of revenue streams to ensure profitability. Initiatives' profitability is tied to more sustainable programs, including educational workshops and training. They also derive income from seed sales and export sales but with less focus on maximising profitability and more on supporting biodiversity and conservation. Initiatives' future profitability depends on their ability to diversify revenue streams while reducing their reliance on grants and subsidies. Research centres generate revenue through public and private funding from grants, agricultural organisations, and industry stakeholders. Eventual certification fees and collaborations with national and international entities provide additional income. By focusing on specialised research, consulting services, and educational programs, D5.1, SWOT analysis report 68 research centres aim to improve profitability while expanding their role in developing sustainable agricultural practices. Recommendations The recommendations for each organisational type reflect their unique positions in the seed production industry. The primary recommendations for companies include investing in new digital technologies, streamlining operations to reduce production costs, and improving customer relationship management through CRM (costumer relationship management) systems. Companies are also encouraged to focus on expanding their market reach by adopting new business models and increasing their participation in R&D. Compliance with organic standards remains crucial, and adopting a forwardlooking strategy for climate change resilience will ensure long-term success. Initiatives should prioritise financial sustainability and diversification of revenue streams to reduce reliance on external funding. Building organisational capacity, expanding market reach and visibility, and increasing collaborations with research organisations and government bodies will help initiatives strengthen their position. Advocacy for supportive policies and adapting to technological challenges should be a focus, alongside continuing efforts in biodiversity management. Research centres should enhance technological integration by investing in advanced agricultural technologies like drones and data analytics to improve efficiency. Further recommendations include strengthening stakeholder engagement, expanding organic breeding programs, and diversifying funding sources. Research centres are encouraged to build more robust collaborative networks and focus on securing longterm financial stability through diversified revenue streams, such as educational services and certification programs. Conclusion In conclusion, while Companies, Initiatives, and Research Centres share many challenges and opportunities, they differ in their approaches to profitability and strategic recommendations. Companies are highly profit-driven and focused on operational efficiency, while initiatives prioritise sustainability and biodiversity. Research centres occupy a middle ground, focusing on research-led innovations and collaborative efforts to secure funding and generate revenue. Each organisation type is encouraged to embrace technological advancements, strengthen partnerships, and adapt to emerging agricultural trends to ensure long-term success in the seed production industry. D5.1, SWOT analysis report 69 Figure 34 Business Birdview – Company D5.1, SWOT analysis report 70 Figure 35 Business Birdview – Research Centre D5.1, SWOT analysis report 71 Figure 36 Business Birdview – Initiative D5.1, SWOT analysis report 78 of new seed varieties tailored to market demands and environmental conditions. Testing stations and field days are also key contributors to revenue, while collaboration with stakeholders in the organic sector is essential to ensuring long-term profitability. Recommendations The recommendations for Organic and Conventional Production emphasise improving operational efficiency through investment in research and development (R&D) and digital tools. Expanding into international markets is crucial, and efforts should be made to collaborate with good producers and research experts to stay ahead of competitors. Addressing climate change by adapting seed varieties and farming methods is vital for longterm sustainability. Additionally, improving the overall customer experience and reducing the use of pesticides and fertilisers should be priorities to enhance the appeal of organic products. Finally, developing a system for customer reporting and communication is recommended to improve customer relations and feedback. In contrast, Organic Production requires a more tailored marketing approach. The key recommendations for this sector include forming strong partnerships with stakeholders and focusing on non-hybrid seed production to gain a competitive edge. Investments in machinery to meet market demand and scale operations are crucial, as is the need for a well-established marketing strategy emphasising customer experience and quality over quantity. Organic producers should also focus on raising awareness about the benefits of organic farming and adapting seed varieties to organic farming methods. Lastly, a comprehensive business plan should be developed to diversify the product portfolio and generate new client groups. Both production types need to invest in R&D and marketing strategies. While organic and Conventional Production emphasize the customer experience and adapting to environmental changes, Organic Production focuses on forming key partnerships, raising awareness, and developing specialised seed varieties to meet the demands of organic farming. Conclusion In conclusion, while Organic and Conventional Production and Organic Production share common challenges related to regulatory pressures, funding, and competition, their strategic focuses differ. Organic and Conventional Production prioritises scaling through collaborations with government entities, online sales, and reducing input costs. At the same time, Organic Production focuses more on developing non-hybrid seeds, raising awareness, and forming solid partnerships within the organic market. Both sectors see R&D, customer experience, and climate change adaptation as crucial to future success, but their specific approaches reflect the nuances of their production models. D5.1, SWOT analysis report 79 Figure 39 Business Birdview – organic production D5.1, SWOT analysis report 80 Figure 40 Business Birdview – Organic and conventional production D5.1, SWOT analysis report 81 5. Conclusions and Recommendations 5.1 Customers and Channels Customer lead covers all customer fields, from hobby gardeners interested in organic and local seed varieties for personal use to professional growers and government bodies. Local farmers are involved in cultivating, planting, and preserving local plant varieties. On the one hand, there are store buyers who purchase seeds for resale or use seeds in more extensive operations, and on the other hand, there are breeders and seed producers. Figure 41 Overview of customers and channels Possible channels are various, and customer leads cover all ranges of levels. Some channels are direct or face-to-face through open field days, training programs and workshops, and national and international collaborations. These allow seeds to be sold directly, reach a broader audience, and share knowledge and experiences. Some are online through web shops and digital platforms, which allow seeds to be sold directly to a broad audience, including international customers. Profitability in general can be increased by selling seeds to national and international markets or participating in Research & Development projects from developing organic seed varieties and technologies. Other potential hides in various subscription services, cooperative and shared services, consulting services, educational workshops and training where income can be provided from fees charged for conducting seminars, training sessions, and educational programs related to organic farming methods or services offered within a cooperative model, such as agronomic support or shared D5.1, SWOT analysis report 82 profit among members. Another method to enhance profitability can be licensing and royalties, where revenue comes from licensing organic seed technology or varieties to other companies. Moreover, certification fees are great method where income comes from certifying seeds as organic or meeting other specific standards. Also, testing stations can provide income by testing various varieties that cover extensive geographic and environmental conditions. Furthermore, selling agricultural data and analytics services to farmers and industry stakeholders can also provide income. Recommendations can be divided into five fields: collaborations, marketing and internal strategies, investments, markets and consumers, and finances. Collaborations and partnerships with research institutions, growers, and universities lead to cost savings, innovative solutions, and access to resources, knowledge, and various markets. In terms of marketing and internal strategies, developing training programs could help workers to adapt to new digital technologies, adopt IT systems and digital tools and plant information systems to streamline seed management and sale processes, prepare for threats to ensure resilience and enhance market reach and visibility. Investment in marketing and communication strategies builds and maintains customer relationships, and investments in R&D develop seed varieties that can adapt to climate change. Financial sustainability and diversification are crucial to making investments possible. Diversifying funding sources and financial models could help mitigate financial risk and ensure long-term stability. Regarding the market and customers, it is desirable to use Customer relationship management (CRM) to track and enhance customer interactions, expand the product range, and stay informed of industry trends and technological advancements to remain competitive. Staying agile and responsive, diversifying market presence, and exploring new geographical regions can help reduce dependency on a single market. D5.1, SWOT analysis report 83 5.2 Unique Selling Proposition (USP) The Unique Selling Proposition (USP) is vital to any business strategy that differentiates a company or product from its competitors. It highlights what makes the product or service unique, defining its value to the customer that others cannot. A strong USP helps businesses attract and retain customers by showcasing their distinctive quality, sustainability, innovation, or expertise advantages. It is a core identity that shapes marketing efforts and informs decision-making across all business functions. In highly competitive sectors like agriculture and seed production, having a clear and compelling USP is crucial for establishing market leadership, enhancing brand loyalty, and achieving long-term success. Based on the Unique Selling Propositions (USPs) presented for different sectors within seed production, each has its distinct focus, aligning with the specific needs and priorities of its market segment. Seed Production For the general Seed Production category, the USP focuses on organic seed varieties, particularly on local heritage and sustainable practices. This approach positions the business as a guardian of traditional agricultural knowledge while meeting the modern demand for organic options. By focusing on local heritage, the organisation appeals to customers who value preserving and managing biodiversity and organic farming. This USP is crucial in a market increasingly driven by environmental concerns and the shift toward sustainable agricultural solutions. Cultivar Testing The USP of Cultivar Testing is centred around a unique cultivar evaluation method supported by extensive data analysis. This focus on advanced, data-driven evaluation processes allows the organisation to offer precise and reliable insights into the performance of different seed cultivars, which is invaluable for organic agricultural companies and researchers. By ensuring that seeds are tested under various environmental and soil conditions, this USP highlights the organisation’s role as a scientific leader in seed testing, providing critical data that drives innovation and helps improve crop production in specific locations and conditions. This technical expertise and data-backed approach make the organisation indispensable to stakeholders aiming to optimise their agricultural outcomes. Research Centre For the Research Centre, the USP revolves around its long-standing expertise and leadership in agricultural research, particularly in developing and evaluating cultivars tailored to organic farming practices. This USP positions the research centre as a pioneer in developing new seed varieties that align with global needs toward sustainability. The centre’s innovation leadership and ability to produce cultivars designed explicitly for organic farming gives it a distinct advantage in a market increasingly oriented toward environmental responsibility and the future of agriculture. D5.1, SWOT analysis report 84 Company The Company takes a more multifaceted approach to its USP, emphasising effective management, innovation and placing a focus on profitability. The company’s ability to specialise in organic high-quality seed production, combined with its commitment to innovation, gives it a competitive edge. The company’s USP also includes its breeding program and testing stations, . This strategic advantage ensures the company remains competitive while focusing on sustainability, production efficiency, and growth. Initiative For the Initiative, the USP is its expertise in preserving and promoting local plant diversity, achieved through strong regional partnerships and biodiversity-focused agricultural practices. This aligns with global efforts to combat the loss of biodiversity in agriculture, making it particularly relevant in a world where climate change and monocultures threaten the agri-food system stability. The initiative supports local economies and aligns with sustainable development goals by emphasising strong regional collaboration. This USP appeals to stakeholders focused on sustainability and those who support organic agricultural initiatives rooted in environmental and regional resilience. Arable Seed Producers The Arable Seed Producers stand out for their unique cultivar evaluation expertise, extensive experience, and strong farmer networks. The strong relationship with the agricultural community underscores the trust and credibility built over time, positioning this organisation as a leader in seed testing and farmer support. By leveraging both practical experience and technical knowledge, this USP offers value to farmers who seek organic, reliable, high-performing seeds that are thoroughly evaluated and tailored to their specific farming needs. Vegetable Seed Producers The Vegetable Seed Producers focus on offering professional organic seeds of unique varieties while maintaining a solid commitment to preserving biodiversity. By positioning themselves as the only organic provider of such unique varieties in their area, they create a niche market that ensures customer loyalty and highlights their exclusivity. This focus on biodiversity aligns with the growing demand for speciality products that meet consumer and environmental expectations, making it a strong selling point for producers prioritising long-term sustainability. Organic Production For Organic Production, the USP emphasises 100% organic, high-quality seeds with good germination rates, which speaks directly to the market’s demand for reliability in organic farming inputs. By focusing on germination rates, the organisation reassures customers that their seeds will perform well under organic farming conditions, where synthetic inputs are not forbidden. This assurance of quality is critical for farmers who rely on organic certifications and need to ensure the viability of their crops, making this USP highly effective in building trust within the organic farming community. D5.1, SWOT analysis report 85 Organic & Conventional Production The USP for Organic & Conventional Production highlights the organisation’s role as a leading company with an strategy to mitigate negative market impacts . This ability to be flexible and cater to both conventional and organic markets gives the company a unique advantage, as it can it can easily adapt to the gradual growth of the organic seed market. By being adaptable, the company appeals to a broader customer base, including conventional and organic farmers . This dual-market approach positions the company as a versatile leader in the seed production industry, able to meet diverse agricultural context. Figure 42 Overview of USP per typology D5.1, SWOT analysis report 86 6. References • Boschiero, Martina, Valeria De Laurentiis, Carla Caldeira, and Serenella Sala. "Comparison of organic and conventional cropping systems: A systematic review of life cycle assessment studies." Environmental Impact Assessment Review 102 (2023): 107187. • Directorate-General for Agriculture and Rural Development. “Organic farming in the EU. A decade of organic growth.” European commission (2023) EU Agricultural Economic briefs • Döring, T., Bocci, R., Hitchings, R., Howlett, S., Lammerts van Bueren, E., Pautasso, M., . . . Wolfe, M. (2012). The Organic Seed Regulations Framework in Europe-Current Status and Recommendations for Future. Org. Agric , 173–183. • Döring, Thomas F., Riccardo Bocci, Roger Hitchings, Sally Howlett, Edith T. Lammerts van Bueren, Marco Pautasso, Maaike Raaijmakers et al. "The organic seed regulations framework in Europe—current status and recommendations for future development." Organic agriculture 2 (2012): 173-183. • Orsini, S., Costanzo, A., Solfanelli, F., Zanoli, R., Padel, S., Messmer, M.M., Winter, E., & Schaefer, F. (2020). Factors Affecting the Use of Organic Seed by Organic Farmers in Europe. Sustainability, 12 , 8540. • Pânzaru, Radu Lucian, Daniela Firoiu, George H. Ionescu, Andi Ciobanu, Dragoș Mihai Medelete, and Ramona Pîrvu. 2023. "Organic Agriculture in the Context of 2030 Agenda Implementation in European Union Countries" Sustainability 15, no. 13: 10582. https://doi.org/10.3390/su151310582 • Solfanelli, F.; Ozturk, E.; Dudinskaya, E.C.; Mandolesi, S.; Orsini, S.; Messmer, M.; Naspetti, S.; Schaefer, F.; Winter, E.; Zanoli, R. Estimating Supply and Demand of Organic Seeds in Europe Using Survey Data and MI Techniques. Sustainability 2022, 14 , 10761. https://doi.org/10.3390/su141710761 • Solfanelli, Francesco, Emel Ozturk, Emilia Cubero Dudinskaya, Serena Mandolesi, Stefano Orsini, Monika Messmer, Simona Naspetti, Freya Schaefer, Eva Winter, and Raffaele Zanoli. 2022. "Estimating Supply and Demand of Organic Seeds in Europe Using Survey Data and MI Techniques" Sustainability 14, no. 17: 10761. https://doi.org/10.3390/su141710761 • Willer, H., Schlatter, B., Travnicek, J., Kemper, L., Lernoud, J. “The World of Organic Agriculture. Statistics and Emerging Trends 2020”. Research Institute of Organic Agriculture (FiBL), Frick, and IFOAM – Organics International, Bonn. January 28, 2020. Accessed June 10, 2024. https://orgprints.org/id/eprint/37222/9/willer-et-al-2020-fulldocument-2020-02-28-4th-corrigenda.pdf • Willer, Helga Jan Trávníček and Bernhard Schlatter (Eds.) (2024): The World of Organic Agriculture. Statistics and Emerging Trends 2024. Research Institute of Organic Agriculture FiBL, Frick, and IFOAM – Organics International, Bonn. D5.1, SWOT analysis report 87 Annex 1 SWOT interview concept for organic seed producers Overview of SWOT interview concept for T5.1. GENERAL PROFILING 20’ Tell us a bit about your business. How did you secure initial funding? Subsidy schemes? Type of production nowadays? Ratio of organic/conventional seed production/plant breeding? When did you start with organic seed production/plant breeding? Insight in the past 3-5 years (investments, turnover, scope of production etc.)? Plans for the upcoming 3-5 years? What is your Unique Selling Proposition (USP)? (Qualified) workforce? How many people do you employ? Current professional relationship model (suppliers, retailers, customers)? General feedback on the business's profitability (CAPEX, OPEX)? Do you have a business plan/model nowadays? Are you updating it regularly? Approach to R&D? Participation in projects/ interest in participation? The difference between organic and conventional production? How are you covering additional costs of organic seed production?