Projet supervisé Biobio Plan Assignment Solved

Requirement file/Assignment Question


Projet supervisé Biobio

1. Analyse des tendances dans le secteur agroalimentaire


– Interpréter la dynamique concurrentielle et l’évolution des marchés

– PESTEL (politique, économique, socioculturel, technologique, écologique et légal)

– Analyse des données secondaires (bases de données fournies par HEC Montréal, secteur d’industrie, etc.)

2. Définition de la problématique et objectifs marketing

– Élaboration d’une problématique marketing

-Objectifs marketing 2021

3. Démarche méthodologique

– Collecte de données primaire par l’entremise d’une méthode qualitative

– Élaboration d’un guide d’entrevue

– 25 entrevues individuelles

4. Diagnostique de la situation actuelle

-Forces et faiblesses

-Évaluer l’efficacité des activités marketing de l’entreprise

-Positionnement de l’entreprise

5. Analyse et interprétation des résultats

6. Recommandations stratégiques

– Élaboration de stratégies et tactiques marketing 2021

– Concevoir, mettre en œuvre et améliorer les stratégies et les programmes marketing concernant la gestion de marque, l’offre au marché, la communication marketing, ainsi que la distribution et les ventes au détail

7. Répartition du budget selon les diverses activités

8. Conclusion

– Rappel des enjeux

– Résumé des apports proposés

– Ouverture

Student’s Comment/Additional Requirement: The assignment I would like you to write is a literature review of the organic food market from a marketing perspective. It is about making connections between the texts I have given you. It is not enough to simply summarize them, you must also make links between them. The texts that I have provided you with as attachments are the references that must be included in the text. All the texts have been approved by my project manager so it is very important that they are there. I am a Master’s student in Marketing at the University, this is a very serious and important job for me.

Sample Solution/Assignment Answer

Supervised Biobio project

Student Name




Introduction 3

Opportunities / Threats 3

PESTEL Analysis 4

Political Factor 4

Economic Factor 4

Socio- Cultural 5

Technical Factor 5

Environmental Factor 5

Legal Factors 5

Market Objective of Agro food sector 6

Market Strategy 2021 6

Methodology 6

Current Situation OF agro food Sector 6

Strength 7

Market offerings and distribution function 7

Regarding brand management 8

Marketing strategies and programs 8

Budget Breakdown 9

Conclusion 9

References 9


The agro-food industry can be described as the sector that includes all operations in industrial production units relating to the processing, the preservation, the preparation and the packing of agricultural and food products.

The Canadian agri-food sector extends from primary agriculture, aquaculture, food, fish, and drink production through a variety of industries. Canada has gained a global reputation as a source of healthy and high-quality goods for our passionate and hard-working manufacturers, processors and supply chain partners. (Tanumihardjo et al., 2020). International investors can rely on the abundant Canadian agricultural product base, its innovative research networks and a collaborative environment funded by governments, universities, health institutions and industry through robust regulator and food inspection systems to enable manufacturing of world class processed foods.

The regulatory framework of Canada, globally recognised, ensures world-class standards and clean, reliable high quality goods. So in many cases the authorisation for use in Canada leads, in other markets, to quicker acceptance.

Opportunities / Threats

  • The large Canadian agricultural and agri-food infrastructure has already been used by foreign investors. It provides a new, complex and interconnected supply chain that is sustainable (Bronson et al., 2019). It is a complex and robust mechanism that continually adapts to changing market requirements, changes in technology and globalisation.
  • Certain food-related disorders, for example obesity, diabetics and celiac patients, may be a new niche in the industry as these customers may also expand the business.
  • Companies supplying Agro-Food equipment are continually innovating to reduce costs in their manufacturing processes.
  • Increased exports occur in certain industries, such as beef, due to domestic demand slowdown.


  • Commercial globalisation has contributed to the creation of new players, including Brazil, Argentina, Chile and New Zealand, on the international stage. This makes the world agro-food markets more sustainable.
  • Prices for energy, raw materials and production factors have been extremely volatile in recent years, which has impacted the agro food industry by raising the cost of production.
  • The industry has a lot of market rivalry, mostly between high-sales brands, ads and proprietary brands. brands are also involved.
  • The acquisition by international companies of Catalan companies to merge marketing systems leads to the gradual disappearance of the Catalan family enterprises of the third and fourth generation. These acquisitions are difficult for main Catalan businesses, as decision-making ability for the agricultural and food sectors is therefore lost in Catalonia.
  • Distribution and the predominance of own labels are very concentrated. This ensures that the industry faces problems such as heavy competition and a lack of negotiation with major retail chains.


PESTEL Analysis is a strategic framework used to assess the outside environment of businesses by breaking down political, economic, social, technological, environmental and legal opportunities and risks (Bacentti et al., 2015).

Political Factor

When you look at political factors, you see how government policy and actions interfere with the economy and other factors that could influence a company. These are as followsPolitical Factor

When you look at political factors, you see how government policy and actions interfere with the economy and other factors that could influence a company. These are as follows:

  • Tax Policy
  • Trade Restrictions
  • Tariffs
  • Bureaucracy

Economic Factor

Economic factors take account of the various economic aspects and how your business could have an impact on each area. The Central Banks and other government agencies normally measure and report these economic indicators. The following are included:

  • Council on Economic Growth
  • Council of Interest
  • Council Exchange
  • Unemployment rates for inflation

Socio- Cultural

The study of PESTEL also includes social variables that contribute to social cultural and demographic patterns. The determination of consumer behaviour is based on social expectations and strain. The following factors need to be taken into account:

  • Cultural aspects and insights
  • Knowledge of health
  • The Council for Populations
  • Career attitudes of age distribution

Technical Factor

Innovation in the industry as well as innovation in the overall economy are due to technological factors. Not up to date with the latest market developments can be very detrimental to operations. The following are technological factors:

  • Technological incentives for R&D activity automation
  • The rate of technological change

Environmental Factor

The ecological effects on industry are environmental factors. With severe weather becoming more popular, companies need to plan how they will adapt. The following are the main environmental factors:

  • Conditions of weather
  • Temperature
  • Change in climate
  • Contamination
  • Natural catastrophes (tsunami, tornadoes, etc.)

Legal Factors

The distinction between policy and legal considerations in the PESTEL analysis is always unclear. Legal factors relate to legal forces that determine what can or cannot be done by a company. The relationship between company and government involves political considerations. Political and legal considerations will collide as public bodies implement legislation and policies that influence how companies function. The following are the legal factors:

  • Licenses & Permits for Industry Regulation
  • Intellectual property rights in labour law

Market Objective of Agro food sector

THE AGRI-FOOD INDUSTRY is Canada’s largest manufacturing industry. It is the major contributor to global innovation and development, contributes over $110 bn to the Canadian gross domestic product (GDP), employs 2.3 million people, exported nearly $56 billion and imports $44.5 billion of goods. A global leading agricultural production and agri-food export base is an advantage that foreign investors can rely on with proven operations in Canada. Canada produced almost 88 million tonnes, and in 2017 it is the fifth-largest exporter of agricultural products, with grain, fuel oilseeds and specialty crops.

In more than 40 countries and over US $41 billion or more, over half of global GDP Canada has preferential markets access. The agreement includes preferential access to the North American and European countries with the NAFTA and the Comprehensive Economic and Trade Convention of the European Union of Canada (CETA). Canada also participates in CPTPP, which includes ten additional economies, including Japan and Australia, as part of the Comprehensive and Progressive Trans Pacific Partnership Agreement. These trading agreements permit Canadian investors to benefit from integrated global agri-food supply chains and to exploit new export markets.

Market Strategy 2021

Agriculture Canada says in its 2020-21 plan, which sets the next year’s goals, “will continue to help the industry to seize market opportunities and sustain or enhance access to foreign markets through, among other things, through the negotiation and implementation of trade agreements, by promoting Canadian agro-food products, and by overcoming or mitigating market barriers.”

Agriculture Canada expects to develop a policy for more “gender research” to resolve gender differences in the agro-food value chain over the next five years.

Agriculture Canada is also committed to extending this gender-based analysis to all trade agreements and ‘explores using specific calls for programme applications to promote proposals for groups that are underrepresented working in this sector.

The Food Policy for Canada, supported by $134 million in funding, will also be introduced over the next year in order to “create a more coordinated approach to food system opportunities and food issues in Europe.”

The Agr0-Food Table set an ambitious objective of $85 billion in agriculture, food, and seafood exported up to the year 2025 after analysing international and domestic developments and growth opportunities (a 32 per cent rise from $74.6 billion in 2017). In recognising the value of the Canadian industry, we agreed to set a domestic market target of $140 billion by 2025 for the sales of farm and food-processing goods (27 percent up from $110 billion by 2017). These growth goals would make Canada a world leader in value-added markets by reclaiming previous domestic losses.


In the research methodology and the need to incorporate the economics of the distribution of food into the relationship structure and its social, structural and political influences. A methodological approach linked to the selection of the level of geographic study, that is, the urban sphere – the space and level at which the problems of the African food crisis have to be observed – meets the needs for a complete understanding (Watts et al., 2005). Since food distribution is not merely a matter of technology, it is here that the various disciplinary methods are rearranged and assembled into a formal conception framework that combines technological and economic aspects.

Current Situation OF agro food Sector

COVID-19 has brought about a major world economic downturn and serious disruptions to trade. Due to a rapid decrease in economic activity, the provision and demand for agriculture and food products have become unpredictable with social distancing measures and the major challenges faced by tourist, retail and restaurant industries. But, in spite of continuing work scarcity, the agricultural sector in Canada’s exports have been very resilient with food processing and crop shipments and work-market activity, which have significantly outperformed most economic sectors. (Fernandez et al., 2020). The FPT Ministers of Agriculture held their first of 2 virtual meetings at the annual conference of the Central, Provincial and Territorial (FPT) Ministers of Agriculture. Ministries gathered electronically and take the key decisions to make sure that we are able to meet the challenges posed by the pandemic and sectoral growth in our agriculture and agri-food sectors. The contribution of women and men in the sector will be an essential element in the recovery of economy as COVID-19 continues to affect the economy of Canada and presents ongoing challenges for the agricultural and agri-food sector. The industry has proven to be extremely resilient and adapted to enormous changes.


  • Fertile, rich soil, plenty of fresh water and immense natural resources.
  • Canadian consumers’ cultural and culinary diversity provides countless niche markets and encourages creative food products developed.
  • The world-class regulatory and food inspection framework most trustworthy and globally recognised to monitor standards and healthy nutritious high-quality goods.
  • A network of research establishments that produce state of the art technology and products.
  • The promotion of invention, cultivation and manufacture of various products with demonstrated benefits in health is a public, private and academic cooperation.

Market offerings and distribution function

A little before, a marketing scheme was said to have two distinct dimensions. The institutions, organisations and firms participating in a market are one factor and the second is the role played by those involved. Kohls and Uhl6 have categorised agricultural and food marketing functions under three sets of marketing functions.

A. Exchange Functions

  • Buying
  • Selling

B. Physical Functions

  • 3. Storage
  • 4. Transportation
  • 5. Processing

C. Facilitating Functions

  • 6. Standardisation
  • 7. Financing
  • 8. Risk Bearing

Regarding brand management

As suppliers of their raw materials, food manufacturers will have special expectations of agriculture, including:

Quality: Food producers aim to create a profitability company by differentiating certain goods that have value for customers In order to create a profitable sector. The manufacturers then mark the product to allow customers to recognise the differentiated product (Winter, 2003). Hostellers will then generate customer loyalty to these brands. Only through consistent delivery of high quality is usually established brand loyalty.

Cost: Cost will come next to quality. The food industry is able to identify the least cost source at any given quality standard with an expanded capacity to scan the planet for raw materials. The food producer needs to stop producing agricultural products in the country in which he/she manufactures or markets.

Product differentiation: the food sector must constantly innovate in competitive brand marketing to produce innovative goods that are not the same as their own products or rivals. Traditionally, the reach of creativity has been processed.

Aspects of health: We have already mentioned that healthy eating can become a priority for consumers in more sophisticated food markets. Farmers would also have to know whether they are growing in the health connotations. It is important to take into account two aspects of health. The food can interest consumers themselves, i.e., low fat, low sugar or low salt. It would be a mistake to assume that health problems are limited to the more advanced food markets or the richer sectors of the population.

Marketing strategies and programs

The Canadian agro-food sector extends from primary agriculture, aquaculture, food, fish, and drink production through a variety of industries. Canada has gained a global reputation as a source of healthy and high-quality goods for our passionate and hard-working manufacturers, processors and supply chain partners(Souiden et al., 2019). With the population of the world forecast to expand up to 10 billion by 2050, the increasing world demand for protein offers enormous opportunities. We may take advantage of these opportunities but it will not be easy. The industry faces intensive competitive stresses in both the world and domestic markets, requiring Canadian innovation leadership, an agile regulatory framework and infrastructure to protect our role as a preferred supplier to high value markets.

There are always three factors in the success of a given marketing board:

  • Its contribution to effective and orderly marketing
  • Reduced intermediary ability to exploit margins at the detriment of suppliers and consumers
  • Producer-focused monopoly power generation

The interests of the farmer are to get the best return from the output, which is typically the maximum price for unlimited amounts. Manufacturers want the farmer to sell it at affordable yet profitable rates at a lower cost and better quality. Traders and retailers want a producer or farmer’s high quality and stable supply at reasonable prices. Consumers want to buy goods of high quality at low prices.

Budget Breakdown

By 2020, Canada will be one of the top five competitors to feed the diverse global customer in the agricultural and food industry that has been recognised as the best-confident, competitive and trusted supplier of clean, sustainable, high-quality agri-food products (Greenville et al., 2019). Our supply chain will be leading in digital and technology, and we are a favourite protein supplier in the world.


Agriculture is an essential component of intelligent development. It is critical to the independence of every state that it can feed its people themselves. Ontario has resources which have enabled the creation of a healthy, nutritious, and reliable food sector of the world class. There is no need to underestimate the potential to feed local people from local sources. Agriculture has very unique locational relations and is a complex sector. Some plants can only be cultivated in particular places, where a number of variables such as soil, humidity, temperature and topographies have to be combined. When agricultural activities lose these areas, it also loses the opportunity to grow crops requiring the specific combination of factors. The public needs to recognise that farmland is a non-renewable resource that requires effective methods of management. The decision-makers must weigh the effects of the decision and analyse it for Ontario in the long-term loss before they allow land to go out of production.


Tanumihardjo, S.A., McCulley, L., Roh, R., Lopez-Ridaura, S., Palacios-Rojas, N. and Gunaratna, N.S., 2020. Maize agro-food systems to ensure food and nutrition security in reference to the Sustainable Development Goals. Global Food Security25, p.100327.

Bacenetti, J., Duca, D., Negri, M., Fusi, A. and Fiala, M., 2015. Mitigation strategies in the agro-food sector: the anaerobic digestion of tomato puree by-products. An Italian case study. Science of the Total Environment526, pp.88-97.

Billen, G., Le Noë, J. and Garnier, J., 2018. Two contrasted future scenarios for the French agro-food system. Science of the Total Environment637, pp.695-705.

Notarnicola, B., Salomone, R., Petti, L., Renzulli, P.A., Roma, R. and Cerutti, A.K. eds., 2015. Life cycle assessment in the agri-food sector: case studies, methodological issues and best practices. Springer.

Fernandez-Mena, H., Gaudou, B., Pellerin, S., MacDonald, G.K. and Nesme, T., 2020. Flows in Agro-food Networks (FAN): An agent-based model to simulate local agricultural material flows. Agricultural Systems180, p.102718.

Winter, M., 2003. Geographies of food: agro-food geographies making reconnections. Progress in Human geography27(4), pp.505-513.

Watts, D.C., Ilbery, B. and Maye, D., 2005. Making reconnections in agro-food geography: alternative systems of food provision. Progress in human geography29(1), pp.22-40.

Souiden, N., Chaouali, W. and Baccouche, M., 2019. Consumers’ attitude and adoption of location-based coupons: The case of the retail fast food sector. Journal of Retailing and Consumer Services47, pp.116-132.

Bronson, K., Knezevic, I. and Clement, C., 2019. The Canadian family farm, in literature and in practice. Journal of Rural Studies66, pp.104-111.

Greenville, J., Kawasaki, K., Flaig, D. and Carrico, C., 2019. Influencing GVCs through agro-food policy and reform.

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