(Logo created by Author using Canva, 2022)
Business Development Plan prepared by:
MBA Student, York St John University
14/01/2022
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Executive Summary
This business plan focuses on the project Planet Based, a take-out plant-based café aimed a
filling the gap of missing options for people following a plant-based diet. The analysis
conducted on customers, industry and finances in the sections of this paper have identified
the viability and relevance of the business idea, therefore based on the results obtained the
business idea could be implemented successfully.
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Table of contents
Executive Summary 4
Table of Contents 5
List of Figures 6
1. Contextualising Planet Based 7
2. Planet Based Business Description 8
2.1 Enterprise Typology 8
2.2 Geographical Positioning and Reach 8
2.3 Market Life Cycle 9
3. Description of Product/Service 10
4. Market Analysis 12
4.1 Customer Primary Research 12
4.2 Planet Based competitive environment 13
4.3 Macro-environmental analysis 14
4.4 Business Model Canvas 15
5. Marketing Strategy 15
5.1 Mission and Vision statement 15
5.2 Planet Based Value Proposition and Marketing Mix 16
5.3 Communication Plan and Channels 17
6. Planet Based Operations and Logistics 18
6.1 Logistics 18
6.2 Legal Foundation 18
6.3 Intellectual Property and Risk Management 18
7. Financial Information 19
8. Gantt Chart 20
References 21
Appendix I 28
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List of Figures
Figure 1. Planet Based Location (Google.com/maps, 2022) 9
Figure 2. The Market life cycle (Burns, 2016, p. 120) 10
Figure 3. App Concept. Created using Canva (2022) 13
Figure 4. Business Model Canvas. Adapted from: Osterwalder and Pigneur (2010) 15
Figure 5. Planet Based Marketing Mix 17
Figure 6. Financial cash flow forecast for Plant Based 19
Figure 7. Balance Sheet for Plant Based 20
Figure 8. Gantt chart for Planet Based Project. Adapted from: Clark, Polakov 20
and Trabold (1923).
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1. Contextualizing PLANET BASED
The new age brought by increasing effects of globalisation, as well as regular
developments in social, economic and technological dimensions, have caused the
business environment to change dynamically (Jahan et al. 2021). Still, as accentuated
by the findings of Beumer, Figge and Elliott (2018), this has also created a context
where organisations are driven by an individualist perspective causing issues related to
climate change, economy and health. Additionally, as emphasised by numerous recent
studies, given the increased information available on sustainability issues, a shift in
consumer behaviour and lifestyles occurred (Khan et al. 2020). Moreover,
sustainability and ethics in business are increasingly influencing consumer choices,
especially when it comes to food consumption (Cohen 2020; Wang et al. 2019; Saari et
al. 2021; Savelli et al. 2019; Nosi et al. 2020; Hunecke and Richter, 2019).
Consequently, the work Gregori et al. (2019) emphasise that the factors previously
introduced have created a gap in the industry, where sustainable entrepreneurs create
financially viable businesses, while also creating environmental and social value.
In this context, during the past years several academic studies have found that plant-
based diets play a fundamental role in the transition towards a more sustainable future,
while also producing huge health benefits for the consumers (Sabate and Soret, 2014;
Vinnari and Vinnari, 2014; Perez-Cueto, 2020; Lacour et al. 2018; Sadhukhan et al.
2020). In the UK alone, as stated by the last Statista (2021) industry report, there is a
growing interest in reducing meat consumption. Additionally, the report emphasises
that that the current sales revenue of vegan and vegetarian food and drink amounts to
£1.1 bn yearly and 3% of the population follows a vegan diet, while 11% of the
population follows a vegetarian diet (Statista, 2021). Finally, the report stresses that
meat-free food consumption will grow in the years to come, given the increased interest
of younger demographics in such diets (Statista, 2021).
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2. Planet Based Business Description
2.1 Enterprise Typology
Research conducted by Pohjolainen, Vinnari and Jokinen (2015) on consumer
perceived barriers to following a plant-based diet has identified difficulty in
preparing such foods as a main barrier to the diet. Accordingly, Planet Based
concentrates on the development of a sustainable focused take-out café serving
consumers fresh plant-based food and drinks, in an area which is lacking a similar
outlet, therefore filling a gap in the local market.
As previously introduced, Planet Based will serve the niche market as well as the
general public with food and drinks products made from plant-based ingredients.
Although a limited number of seats will be available within the outlet, the main
revenue will consist of take-out items, which will enable the enterprise in its starting
stages to reduce the cost of labour (Darnihamedani et al. 2018). Moreover, as found
by Guillard et al. (2018) a further problem of the food and drinks industry is
represented by the persistent plastic waste created by food packaging. To address
this, Planet Based will adopt bio-degradable packaging made from recycled
materials. Furthermore, to address the issue of carbon emissions, the outlet will be
powered by suppliers of green energy (Trovato, Nocera and Giuffrida, 2020).
Additionally, to contribute to the reduction of food waste, the enterprise will seek
agreements with local suppliers of fruit and vegetables to ensure the procurement of
primary ingredients ‘too ugly to sell’ or close to the ‘use by’ date (Van Giesen and
de Hooge, 2019). Finally, to further eradicate the waste within the value chain of the
enterprise, all products unsold by the end of the shift will be donated to local food
banks.
2.2 Geographical Position and Reach
Although the enterprise aims at quickly growing and expanding the concept onto
more outlets, given the constrains of a start-up, it will follow a more refined local
strategy. Accordingly, the work of Coca-Stefaniak, Parker and Rees (2010) suggests
that adopting a localisation strategy for small retailers creates an interpersonal
relation with consumers, which in turn can translate into benefits from word-of-
mouth customer-to-customer marketing. Additionally, the findings of Mumford et
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al. (2021) highlight that through a narrow local classification of the area, based on
the activity-based approach, appropriate retail locations with maximised footfall can
be identified. Suitably, as indicated in Figure 1, Planet Based first outlet will be
located on a route to the York City Centre and in proximity of York St John
University and the NHS York Hospital. In such regard, Statista (2021) indicates
vegetarianism and veganism in the UK are more popular among the ages 18-24 and
the proximity to a university, where these age groups are more common, could
represent a success factor.
Figure 1. Planet Based Location (Google.com/maps, 2022).
2.3 Market Life Cycle
The concept of Market or Product life cycle refers to the period a product is
introduced to consumers until its removed from the market (Rink and Swan, 1979).
Although academic studies present alterations of the model, as indicated in Figure 2,
for the purpose of analysis of the plant-based industry the five-stages model has been
adopted, more specifically: completely new, emerging, growing, mature and
declining (Burns, 2016). As indicated by different recent industry reports, the plant-
based market is an emerging market foreseen to grow at an average of 11% by 2027
(Research and Markets, 2021; Fortune Business Insights, 2021; Statista 2021; EMR
2021). This, as presented by Burns (2016) presents several implications for Planet
Based as a new start-up. On one hand, as advantages, few competitors are present in
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the market, the consumer niche is defined in the early stages, processes and
procedures can still be improved through trial and error, and finally the first mover
advantage still plays a significant role (Kumar and Srivastava, 2020; Buchanan,
English and Gordon, 2011). On the other hand, Burns (2016) advises that marketing
costs can still represent a barrier for start-ups in the emerging stage.
Figure 2. The Market life cycle (Burns, 2016, p. 120)
3. Description of Product/Service
Planet Based aims to be an all-around sustainable company creating economic, social
and environmental value. Hence, the service and products provided by the enterprise
will be environmentally friendly, respecting all available scientific data in terms of
environment protection and the products sold will be aimed at improving and
maintaining the health of the customers (Jones, Hillier and Comfort, 2016; Lim, 2016).
Also, the enterprise will proactively adopt Corporate Social Responsibility as part of its
strategy (Carroll, 2015). As indicated by the findings of Advantage (2020) this can
boost brand perception and improve competitive advantage.
The café will concentrate on featuring a plant-based menu influenced by seasonality of
products, further adding to the sustainability of the enterprise (Higgins-Desbiolles and
Wijesinghe, 2019). To ensure that the coffee beans used by the company have been
produced in a responsible manner, the café will only use fair-trade coffee (Andorfer
and Liebe, 2015). The drinks menu will also feature cold pressed juices. As emphasised
by the research of Khaksar, Assatarakul and Sirikantaramas (2019), cold pressed juices
when refrigerated present higher nutritional values for a period of five days and
consumers generally perceive cold-pressed products to be of higher quality. The menu
will feature cold takeaway food in the form of sandwiches, wraps and salads freshly
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prepared daily, which upon decision of the customer can be warmed up. The decision
of selling cold products is dictated by the UK taxation system which classify take-out
cold food and drink as zero-rated, therefore VAT free (Gov.uk, 2022a).
Figure 3. App Concept. Created using Canva (2022).
As stressed by the work of Krämer, Tachilzik and Bongaerts (2017) costumer
relationship strategy and management play a fundamental role in the modern industry,
driven by technology. To address this, Planet Based will develop a smartphone app, as
indicated in Figure 3. The findings of Lee and Lee (2015) indicate that investing in such
customer relationship strategies can produce several benefits for the company, which
in turn will enhance customer value. In addition, The Planet Based App will allow to
improve customer loyalty through generation of points for repeated custom, reach
higher customer engagement levels by connecting the app to the social media channels,
measure customer insights and have a direct avenue for customer feedback.
Furthermore, the app will enable to develop affiliate marketing with its loyal customers.
More specifically, customers will be able to recommend Planet Based to friends and
family and a unique code will be generated. Upon a purchase in the store through the
code generated, the customer who has generated the code will receive points, which
will be transformed into discounts and free items. As emphasised by the work of
Olbrich et al. (2019), affiliate marketing represents an innovation avenue for small
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firms and start-ups to increase revenue through a form of free marketing, from which
Planet Based could significantly benefit giving the financial constraints of a start-up.
Finally, the app will give the possibility to send the purchase receipts directly to
customers’ smartphone, further contributing to the reduction of waste created.
4. Market Analysis
Preceding the launch of any type of enterprise, extensive industry research must be
carried out to test the viability of the business concept. Prior to the launch of Planet
Based, research will be conducted to contribute to the customer knowledge, profitability
and competition. The research will consist of two types of research, desk research and
field research. The work of Burns (2016) cautions that in order to be relevant, research
must be conducted on data that is not outdated. Appropriately, Planet Based in-depth
research will include customer research carried out in the period 2021-2022 and the
application of three academic models, Porter’s Five Forces to analyse the company’s
competitive environment, Pestel Analysis to analyse the external macro-environment
and the Business Model Canvas to develop a rationale on how the organisation will
create, deliver and capture value (Becker and Jaakkola, 2020; Porter, 1979; Osterwalder
and Pigneur, 2010; Shtal et al. 2018).
4.1 Customer primary research
To gather fundamental customer insights, quantitative research was conducted on a
sample of 118 persons and has produced 117 valid responses. The information was
gathered, available in Appendix I, from a self-administered online survey provided
on the QualtricsXM platform during the period 2 February 2021 to 11 January 2022.
The design of the survey was aimed at defining customers’ view of sustainable food
products and their purchasing behaviour in relation to these products. The survey has
been distributed using York St John email database. This further brings to the
relevance of the primary research conducted as Planet Based will be conveniently
located in proximity of the University. Although the findings identified a reduced
number of respondents following a plant-based diet, 8 vegetarian and 6 vegan,
approximatively 60% of the respondents (N=70) have declared to have a tendency
to purchase food and drink products considered to be sustainable. Additionally, 48%
of the respondents (N=57) have indicated to pursue a ‘mixed healthy diet’.
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Furthermore, the respondents have identified the perceived health benefits as a main
purchasing decisional point when purchasing food and drink products. Finally, the
correlation analysis has identified significant relationships between the intention to
purchase sustainable alimentary products and the variables health consciousness and
trust in sustainable products. Moreover, in the sample studied, the correlation
analysis has also identified a significant positive relationship between the intention
to purchase sustainable alimentary products and the willingness to pay higher
amounts for such products.
4.2 Planet Based competitive environment
To analyse the competitive environment of Planet Based, Porter Five Forces model
has been adopted. The model ideated by Porter (1979) is aimed at identifying and
analysing the five competitive forces that shape every industry’s strength and
weakness, frequently applied to shape organisational strategy. Although it is argued
that the framework might be outdated given the dynamic hypercompetitive business
environment of the 21st century, the work of Dalken (2014) argues that even if the
features that shape the industry have changed, the framework cannot be considered
outdated or irrelevant (Isabelle et al. 2020).
By applying the Porter Five Forces framework to Planet Based, it is possible to
identify the competitive environment of the plant-based industry. Firstly, the threat
of substitutes is assumed to be low. Porter (2007) indicates substitutes as products
that could fulfil the same function and could cause the customers to switch by means
of financial incentive. Given the distinctiveness of the customers conducting a plant-
based diet, it is unlikely that they would renounce to their beliefs to switch to more
cost-effective products (Miki et al. 2020). Secondly, the bargaining power of buyers
is considered to be medium-low. Again, Porter (2007) relates the power of buyers to
the influence they have on controlling the prices due to the number of substitutes in
the industry. As the plant-based industry is an emergent one, there are not many
alternatives in the market, therefore the bargaining power of buyers is assumed to be
medium-low. Thirdly, the power of suppliers, which relates to suppliers’ power to
increase prices for primary goods or reduce product quality, is considered to be low
(Porter, 2007). Planet Based will initiate as a local café and a multitude of options
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for supply are available in the area. Fourthly, the threat of new entrants, which is
described by Porter (2007) as a result of the barriers to entry in the industry, is
identified as high, because of the low financial barriers to entry and the attractiveness
of an emergent industry. However, as stressed in the previous sections of this report,
Planet Based could benefit of the ‘first mover’ advantage to build brand loyalty
(Burns, 2016). Finally, given the features previously analysed, the overall rivalry in
the industry can be assumed to be medium-low.
4.3 Macro-environmental analysis
A PESTEL analysis is a framework adopted by organisations to analyse the external
macro-environmental factors that could affect the organisation, examining the
political, economic, social, technological, environmental and legal factors (Yüksel,
2012). Given the restraints, the paper will only introduce the factors that could
potentially affect Planet Based. Firstly, in relation to the political factors, as found
by Tiwasing (2021) Brexit could negatively affect the enterprise in terms of
workforce shortages. Secondly, as economic factors, as observed by Almeida et al.
(2021) the economic uncertainty and impact brought by the Covid-19 pandemic
could cause customers to reduce the disposable income and avoid purchasing take-
outs. Thirdly, on social factors, as previously emphasised the plant-based diet is
becoming increasingly adopted by different demographics, which could have a
positive effect on the enterprise (Statista, 2021). Fourthly, as a legal-environmental
factor, as stressed by Hagmann et al. (2019) a widely discussed carbon tax could be
introduced. Planet Based would potentially gain competitive advantage from such
an introduction, as from its setting the enterprise focuses on organisational
sustainability. Finally, as a legal factor, the hospitality industry could face further
restrictions due to the Covid-19 pandemic (Gursoy and Chi, 2020). However, the
enterprise could potentially benefit from it as it is designed to mainly trade as a take-
out.
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4.4 Business Model Canvas
The Business Model Canvas is a strategic management tool ideated by Osterwalder
and Pigneur (2010) aimed at assessing and visualizing a business idea. This popular
framework was designed to provide an easier way to overview the different core
elements of a business, in contrast to the conventional business plan (Keane,
Cormican and Sheahan, 2018). In this regard, the study carried out by Ladd (2018)
found that there is a discrepancy between hypothesis in the model and actual
performance. Contrarily, Umar, Sasongko and Aguzman (2018) argue that the model
represents a fundamental tool for drawing strategy in small business. The model is
usually presented as a three-layer overlooking environmental, economic and social
areas (Osterwalder and Pigneur, 2010). However, given the restraints of the paper,
as presented in Figure 4, in this section only the economic layer has been analysed.
Figure 4. Business Model Canvas. Adapted from: Osterwalder and Pigneur (2010).
5. Marketing Strategy
5.1 Mission and Vision statement
As defined by Bowen (2018) on one hand, the mission statement outlines an
organisation’s purpose and primary objectives, one the other hand, the vision
statement is also connected to the purpose, but it focuses more on goals and
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aspirations. Additionally, as indicated by Burns (2016) the vision and mission
statements enable organisations to share their core beliefs with the stakeholders and
general public. Moreover, it embodies a basic aspect that has great importance for
the organisation (Burns, 2016). Hence, the mission and vision statements for Planet
Based can be formulated as following:
- Vision Statement: Revolutionise the alimentary industry by creating value in a
sustainable manner.
- Mission Statement: Promoting healthy people on a healthy planet.
5.2 Planet Based Value Proposition and Marketing Mix
As indicated by Payne, Frow and Eggert (2017) a value proposition is part of an
organisation’s marketing strategy and indicates the value vowed to be delivered by
the organisation to its customers. In addition, Osterwalder et al. (2014) advise that
the value proposition can assist organisations to tackle the core challenge of every
business, creating compelling products and services customers want to purchase. In
support, Frow and Payne (2011) indicate that when stakeholders are successfully
identified, the value proposition strategy represents a key success factor for
businesses. Given the relevance to Planet Based, the 4Ps marketing mix developed
by Kotler (1994) has been adopted, as it focuses on price, product, promotion and
place. Although the concept has been used for many years, the work of Lahtinen,
Dietrich and Rundle-Thiele (2020) argues that the concept is still relevant to the
modern business environment. Hence, Figure 5 shows the Marketing Mix for Planet
Based, relevant to the main segments identified. As indicated in Figure 5 and as
previously emphasised in this paper, Planet Based will integrate Corporate Social
Responsibility and Sustainability at all levels of the organisation in order to create
economic, social and environmental value.
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Figure 5. Planet Based Marketing Mix
5.3 Communication Plan and Channels
Considering the financial restraints of a start-up, Planet Based will mainly use Social
Media platforms such as Facebook and Instagram, as well as email marketing and
Google, given its cost-effective results (Poddar and Agarwal, 2019; Basri, 2020).
Additionally, Sheth and Kellstadt (2021) suggest that the increasing data recognition
points available on these platforms allow organisations to create relevant content and
successfully target their preferred segment. The organisation will adopt Guerrilla
Marketing and through its marketing messages will aim to inform and educate on
the health and sustainability effects of alimentary products (Yuniarto et al. 2020).
However, it is possible to foresee that the messages conveyed on social media will
raise controversy from meat-lovers and climate change deniers (Samantray and Pin,
2019; Harvey et al. 2018; Sanford et al. 2021). However, multiple studies indicate
that adopting such a strategy can produce beneficial results in terms of brand
awareness and recognition (Yildiz, 2017; Ahmed et al. 2020; Gupta and Singh,
15
2017). In addition, as previously introduced in the paper, the company will make use
of its loyal customers to further market the brand by the adoption of affiliate
marketing techniques (Olbrich et al. 2019).
6. Planet Based Operations and Logistics
6.1 Logistics
The products and service provided by Planet Based are classified as consumer goods
(Burns, 2016). The products produced by the business will be directly sold to the
customers through its outlet point. However, if the sales foreseen by the financial
part, which will be introduced in the following sections of this paper, will not be met,
the organisation will take into consideration the partnership with delivery platforms
such as Deliveroo, JustEat and Uber Eats to increase revenue (Richardson, 2020).
6.2 Legal Foundation
The legal foundation of the Planet Based will be limited company, as it provides
benefits such as the possibility to claim business expenses, zero-rated VAT for sales
of cold take-out food and drinks, increased credibility of the business and greater
opportunity for tax planning (Gov.uk, 2022a; Gov.uk 2022b). However, as a
downside a limited company requires a certain amount of paperwork such as PAYE,
company tax and corporation tax, therefore extra accountancy costs will be involved
(Gov.uk, 2022b).
6.3 Intellectual Property and Risk Management
By analysing Planet Based is possible to identify two main risks. The first risk is
related the financial survival for the initial period of business. As stressed in the
‘Logistics’ section of the paper, if the financial performance foreseen will not be
met, the organisation will seek partnership with delivery platforms to increase
revenue (Richardson, 2020). The second risk is related to the intellectual property.
In order to achieve its growth and expansion aims, Planet Based must build and
protect its brand from improper appropriation. Hence, the Planet Based brand will
trademark its intellectual property (Castaldi, 2018; Burns, 2016).
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7. Financial Information
Financial forecasting represents one of the major challenges when drawing a project for
a new venture (Burns, 2016). Although different methods of forecasting are available,
this paper will concentrate its efforts onto a year cash flow forecast and a balance sheet
(Timmermann, 2018). Accordingly, Figure 6 offers an overview of the forecasted cash
flow for first year of trading for Planet Based. Assumptions have been made by
considering the financial data available on the café industry in the UK published by
Sage (Cooper, 2021). As distinguished on Figure 6, January is expected to be the busiest
month for Planet Based, due to the ‘Veganuary’ trend and the University’s summer and
winter breaks will represent quieter periods for the enterprise (Vorster, 2020;
Veganuary.com, 2021). Additionally, Figure 7 indicates the balance sheet of Planet
Based as at 31 December 2023, in relation to liabilities and assets (Burns, 2016).
Figure 6. Financial cash flow forecast for Plant Based
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Figure 7. Balance Sheet for Plant Based.
8. Gantt Chart
Figure 8. Gantt chart for Planet Based Project. Adapted from: Clark, Polakov and
Trabold (1923).
The Gant Chart is a popular bar chart that illustrates a project schedule by indicating
the relationship between activities involved and schedule status (Robles, 2018).
Furthermore, Robles (2018) suggests that adopting the planning tool aids management
in the successful implementation of all the different stages in the project. Contrarily,
Liu and Hao (2021) argue that although it provides a useful planning tool, the chart
cannot take into consideration unpredicted factors during the implementation stage.
Accordingly, Figure 8 above indicates the schedule of the key milestones involved in
the Planet Based Project.
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25
Appendix I
Customer Analysis
Consumer Behaviour Survey
January 11th 2022, 7:57 am MST
Q10 - Research Consent FormYou are invited to participate in a web-based online survey on
evaluating the role of different factors influencing consumer purchasing behaviour towards
food products in the UK. This is a research project being conducted by Lucian Bolfa, a
student at York St John University. Completing the survey should take approximately 5
minutes. PARTICIPATION Your participation in this survey is voluntary. You may refuse to
take part in the research or exit the survey at any time without penalty. You are free to
decline to answer any question you do not wish to answer for any reason. BENEFITS Your
responses may also help learn more about the factors influencing consumer purchasing
behavior towards food & beverage products in the UK and provide practitioners with
important information. You are therefore invited to reflect on the questions and answer in an
honest manner. RISKST here are no foreseeable risks involved in participating in this study.
CONFIDENTIALITY Your survey answers will be stored in a password protected electronic
format. Identifying information such as your name or IP address will not be collected. Your
responses will be anonymous. No one will be able to identify you or your answers and your
responses will not be kept for longer than the period of the study. ELECTRONIC
CONSENT: Please select your choice below. If you do not wish to proceed, or do not wish to
complete the survey, click the X in the top right-hand corner at any time to exit the survey.
Clicking on the “Agree” button indicates that you have read the above information and you
voluntarily agree to participate in the survey.
26
Std
# Field Minimum Maximum Mean Variance Count
Deviation
Research Consent
Form You are invited
to participate in a web-
based online survey on
evaluating the role of
different factors
influencing consumer
purchasing behavior
towards food products
in the UK. This is a
research project being
conducted by Lucian
Bolfa, a student at
York St John
University.
Completing the survey
should take
approximately 5
minutes.
PARTICIPATION
Your participation in
this survey is
voluntary. You may
refuse to take part in
1 1.00 1.00 1.00 0.00 0.00 118
the research or exit the
survey at any time
without penalty. You
are free to decline to
answer any question
you do not wish to
answer for any reason.
BENEFITSYour
responses may also
help learn more about
the factors influencing
consumer purchasing
behavior towards food
& beverage
products in the UK and
provide practitioners
with important
information. You are
therefore invited to
reflect on the questions
and answer in an
honest manner.
RISKSThere are no
foreseeable risks
27
involved in
participating in this
study.
CONFIDENTIALITY
Your survey answers
will be stored in a
password protected
electronic format.
Identifying information
such as your name or
IP address will not be
collected. Your
responses will be
anonymous. No one
will be able to identify
you or your answers
and your responses
will not be kept for
longer than the period
of the study.
ELECTRONIC
CONSENT: Please
select your choice
below. If you do not
wish to proceed, or do
not wish to complete
the survey, click the X
in the top right-hand
corner at any time to
exit the
survey.Clicking on the
“Agree” button
indicates that you have
read the above
information and you
voluntarily agree to
participate in the
survey.
# Answer % Count
1 Agree 100.00% 118
Total 100% 118
28
Q1 - When were you born?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
When were you
1 1.00 25.00 16.74 5.88 34.58 117
born?
# Answer % Count
1 Before 1980 3.42% 4
2 1980 0.85% 1
29
3 1981 2.56% 3
4 1982 0.00% 0
5 1983 0.00% 0
6 1984 1.71% 2
7 1985 1.71% 2
8 1986 3.42% 4
9 1987 0.85% 1
10 1988 0.85% 1
11 1989 1.71% 2
12 1990 3.42% 4
13 1991 1.71% 2
14 1992 5.13% 6
15 1993 4.27% 5
16 1994 2.56% 3
17 1995 5.98% 7
18 1996 4.27% 5
19 1997 10.26% 12
20 1998 6.84% 8
21 1999 23.08% 27
22 2000 13.68% 16
23 2001 0.85% 1
24 2002 0.00% 0
25 2003 0.85% 1
26 After 2003 0.00% 0
Total 100% 117
30
Q2 - Select your gender:
# Field Minimum Maximum Mean Std Deviation Variance Count
1 Select your gender: 1.00 4.00 1.60 0.54 0.29 118
# Answer % Count
1 Male 41.53% 49
2 Female 57.63% 68
3 Non-binary / third gender 0.00% 0
4 Prefer not to say 0.85% 1
Total 100% 118
31
Q3 - What is your level of education?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
What is your level of
1 1.00 5.00 2.62 1.00 1.00 118
education?
# Answer % Count
1 Below undergraduate 15.25% 18
2 Undergraduate degree 27.12% 32
3 Currently engaging in undergraduate studies 41.53% 49
4 Postgraduate 12.71% 15
5 Currently engaging in postgraduate studies 3.39% 4
Total 100% 118
32
Q4 - What is your annual income range?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
What is your annual
1 1.00 7.00 3.71 2.34 5.46 118
income range?
# Answer % Count
1 Below £10.000 32.20% 38
2 £10.000 - £13.000 8.47% 10
3 £13.000 - £16.000 8.47% 10
4 £16.000 - £19.000 7.63% 9
5 £19.000 - £21.000 7.63% 9
6 Above £21.000 21.19% 25
7 Prefer not to say 14.41% 17
Total 100% 118
33
Q5 - How would you describe your diet?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
How would you
1 1.00 6.00 2.49 1.57 2.47 118
describe your diet?
# Answer % Count
1 Mixed healthy diet 48.31% 57
2 Vegan 5.08% 6
3 Vegetarian 6.78% 8
4 Mostly meat based 29.66% 35
5 Mostly unhealthy food 9.32% 11
6 Prefer not to say 0.85% 1
Total 100% 118
34
Q6 - Do you have a tendency to buy food products that you consider to be
sustainable?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
Do you have a
tendency to buy food
& beverage
1 1.00 2.00 1.41 0.49 0.24 118
products that you
consider to be
sustainable?
# Answer % Count
1 Yes 59.32% 70
2 No 40.68% 48
Total 100% 118
35
Q0 - To what degree do the following statements correspond to you?
Std
# Field Minimum Maximum Mean Variance Count
Deviation
7. When possible, I
always purchase
1 1.00 5.00 2.84 1.35 1.81 118
organic food &
beverage.
8. I do my best to
2 maintain a healthy 1.00 5.00 1.92 0.94 0.89 117
diet.
9. I tend to trust more
food that has been
3 1.00 5.00 2.03 1.02 1.05 118
produced in a
sustainable manner.
36
10. My decision of
purchasing food
4 products is mainly 1.00 5.00 2.30 1.24 1.53 118
determined by the
price of the product.
11. For food products
at similar price, I
5 1.00 5.00 2.17 1.35 1.82 118
always buy an
organic option.
12. Even if more
expensive, I prefer to
6 1.00 5.00 2.96 1.39 1.92 118
buy organic
ingredients.
13. I prefer to buy,
where possible, food
7 products in a 1.00 5.00 2.12 1.25 1.56 118
sustainable
packaging.
14. I would pay a
higher price for food
8 products with 1.00 5.00 2.72 1.29 1.68 118
sustainable
packaging.
15. When purchasing
food products, I
9 1.00 5.00 2.06 1.28 1.63 118
check the label
information.
16. I believe that food
products with
10 sustainable packaging 1.00 5.00 2.61 1.28 1.64 118
are also of a higher
quality.
17. I trust more food
& beverage
brands that sell their
11 1.00 5.00 2.42 1.24 1.53 118
products in
sustainable
packaging.
18. I tend to check on
internet how brands
12 1.00 5.00 3.97 1.28 1.63 118
source their products
before purchase.
19. I prefer to buy
from brands that try
13 to bring a positive 1.00 5.00 2.03 1.09 1.19 118
impact on
society/environment.
20. Where possible, I
14 1.00 5.00 2.02 1.07 1.14 118
prefer to purchase
37
locally sourced food
& beverage
products.
21. I tend to promote
or recommend
products/brands that
15 1.00 5.00 2.24 1.18 1.40 118
have a positive
impact on
society/environment.
22. I tend to avoid
purchasing from
brands that are known
16 1.00 5.00 2.16 1.21 1.47 118
to have a negative
impact on
society/environment.
Neith
er Somew
Somew
Agre Agree hat Disag Tot
# Question hat
e or Disagre ree al
Agree
Disag e
ree
7. When
possible, I
always 20.34 2 2 20.34 2 2 14.41 1
1 24.58% 20.34% 118
purchase % 4 9 % 4 4 % 7
organic food &
beverage.
8. I do my best
35.04 4 5
2 to maintain a 48.72% 7.69% 9 5.98% 7 2.56% 3 117
% 1 7
healthy diet.
9. I tend to
trust more food
that has been 39.83 4 3 26.27 3
3 26.27% 5.93% 7 1.69% 2 118
produced in a % 7 1 % 1
sustainable
manner.
10. My
decision of
purchasing
food products 29.66 3 4 1 1
4 39.83% 9.32% 13.56% 7.63% 9 118
is mainly % 5 7 1 6
determined by
the price of the
product.
11. For food 44.07 5 2 16.95 2 11.86 1
5 22.88% 4.24% 5 118
products at % 2 7 % 0 % 4
38
similar price, I
always buy an
organic option.
12. Even if
more
expensive, I 20.34 2 2 16.95 2 3 16.10 1
6 21.19% 25.42% 118
prefer to buy % 4 5 % 0 0 % 9
organic
ingredients.
13. I prefer to
buy, where
possible, food 40.68 4 3 13.56 1 1
7 30.51% 6.78% 8 8.47% 118
products in a % 8 6 % 6 0
sustainable
packaging.
14. I would
pay a higher
price for food 18.64 2 3 18.64 2 2 12.71 1
8 33.05% 16.95% 118
products with % 2 9 % 2 0 % 5
sustainable
packaging.
15. When
purchasing
food products, 44.92 5 3 1 1 1
9 29.66% 8.47% 8.47% 8.47% 118
I check the % 3 5 0 0 0
label
information.
16. I believe
that food
products with
1 22.03 2 3 24.58 2 1 12.71 1
sustainable 30.51% 10.17% 118
0 % 6 6 % 9 2 % 5
packaging are
also of a higher
quality.
17. I trust more
food &
beverage
1 25.42 3 4 17.80 2 1 1
brands that sell 36.44% 11.02% 9.32% 118
1 % 0 3 % 1 3 1
their products
in sustainable
packaging.
18. I tend to
check on
internet how
1 6.78 1 14.41 1 2 50.00 5
brands source 8 9.32% 19.49% 118
2 % 1 % 7 3 % 9
their products
before
purchase.
39
19. I prefer to
buy from
brands that try
1 to bring a 35.59 4 5 10.17 1
42.37% 6.78% 8 5.08% 6 118
3 positive impact % 2 0 % 2
on
society/environ
ment.
20. Where
possible, I
prefer to
1 purchase 37.29 4 4 11.86 1 1
38.98% 8.47% 3.39% 4 118
4 locally sourced % 4 6 % 4 0
food &
beverage
products.
21. I tend to
promote or
recommend
products/brand
1 32.20 3 3 21.19 2
s that have a 33.05% 5.93% 7 7.63% 9 118
5 % 8 9 % 5
positive impact
on
society/environ
ment.
22. I tend to
avoid
purchasing
from brands
1 that are known 37.29 4 3 16.95 2
31.36% 6.78% 8 7.63% 9 118
6 to have a % 4 7 % 0
negative
impact on
society/environ
ment.
40
Q23 - Arrange the following characteristics in order of importance to you
when purchasing food & beverage products:(Drag and drop)
Std
# Field Minimum Maximum Mean Variance Count
Deviation
Locally sourced
1 1.00 6.00 3.40 1.58 2.50 92
products
2 Brand credibility 1.00 6.00 3.61 1.55 2.39 92
3 Sustainable packaging 1.00 6.00 4.32 1.28 1.63 92
4 Health benefits 1.00 6.00 2.50 1.58 2.51 92
5 Price 1.00 6.00 2.79 1.79 3.21 92
Environmental/social
6 1.00 6.00 4.38 1.52 2.30 92
impact
41
Tot
# Question 1 2 3 4 5 6
al
Locally
16.3 1 14.1 1 20.6 1 22.8 2 14.1 1 11.9 1
1 sourced 92
0% 5 3% 3 5% 9 3% 1 3% 3 6% 1
products
Brand 8.70 20.6 1 17.3 1 22.8 2 15.2 1 15.2 1
2 8 92
credibility % 5% 9 9% 6 3% 1 2% 4 2% 4
Sustainable 1.09 8.70 18.4 1 20.6 1 31.5 2 19.5 1
3 1 8 92
packaging % % 8% 7 5% 9 2% 9 7% 8
Health 35.8 3 23.9 2 17.3 1 8.70 5.43 8.70
4 8 5 8 92
benefits 7% 3 1% 2 9% 6 % % %
32.6 3 23.9 2 11.9 1 8.70 8.70 14.1 1
5 Price 8 8 92
1% 0 1% 2 6% 1 % % 3% 3
Environmenta
5.43 8.70 14.1 1 16.3 1 25.0 2 30.4 2
6 l/social 5 8 92
% % 3% 3 0% 5 0% 3 3% 8
impact
42
