Guión Presentacion

Seite 1

Slide 1 — Title and Objective

Good morning and thank you for your time and attention.

My name is Brenda Garcia Fariña and this project, supervised by Professor Monserrat, is titled: “Plan de Marketing De Una Empresa de Producción de Aceite de Oliva”.

It develops a marketing strategy for ECOSOS, a Canarian business currently producing olive oil at a loss.

The main objective of this project is to design a marketing strategy for the commercial launch of ECOSOS’ olive oil, enabling the transition from an experimental, loss-making stage to a profitable and scalable business model.

Slide 2 — Context and Justification

This topic was selected for both academic and practical reasons.

From an academic perspective, there is a clear gap in the literature regarding olive oil production in Tenerife and small-scale agribusiness in insular environments. Research on the intersection between renewable power generation and sustainable farming from a business perspective also remains limited.

From a practical perspective, ECOSOS produces a product with strong potential but lacks the commercial structure required to fully realise this potential.

This project combines a real business case with a broader discussion on regional diversification, agricultural development in insular environments, and the growing demand for local and sustainable products.

Slide 3 — Methodology Used

This slide provides a brief overview of the tools and frameworks used in this project.

First, the external environment, competitive structure, and overall attractiveness of the sector were analysed using the PESTEL framework and Porter’s Five Forces model.

The 4Ps framework, together with a general overview of the business, was then applied to assess ECOSOS’s current offering and identify its commercial shortcomings.

After that, the Resource-Based View and VRIO frameworks were used to analyse the firm's internal environment and determine which resources and capabilities could generate a sustainable competitive advantage.

Porter’s Value Chain was also applied to identify operational inefficiencies across the firm’s activities.

Finally, all findings were synthesised in a SWOT matrix.

Slide 4 — Main Findings

The main findings can be summarised as follows.

Strengths

Unique product profile: ECOSOS benefits from Tenerife’s volcanic soils and favourable climatic conditions, which provide their olive oil with a distinctive terroir-driven flavour profile. This differentiation gives the product strong premium-market potential and helps it stand out from conventional alternatives..

Agrivoltaic production model: The business combines olive cultivation with solar power generation through an agrivoltaic system. This approach improves land-use efficiency, enhances sustainability, and creates synergies between agricultural production and renewable energy generation.

Financial resilience: As part of a broader and more established business structure, ECOSOS benefits from additional financial support and resources. This reduces short-term financial pressure and allows the project to pursue longer-term strategic objectives.

Weaknesses

Operational inefficiencies: The current production system is characterised by relatively low yields, high production costs, and limited technical expertise compared to more mature olive oil-producing regions. These factors reduce overall competitiveness and profitability.

Lack of commercial structure: ECOSOS has not yet developed a formal brand identity, trademark, or distribution network. This limits market visibility and makes it more difficult to scale production and reach new customers.

Uncompetitive pricing: Due to its high cost structure, the company’s break-even price is significantly above average market prices. As a result, competing on price is not a viable strategy, increasing dependence on premium positioning.

Opportunities

High-value tourism market: The Canary Islands attract approximately from 17 to 18 million tourists annually, providing access to a large customer base interested in local and premium products. This creates opportunities for experiential sales, direct-to-consumer marketing, and partnerships with luxury HORECA channels.

Institutional support: Olive oil producers in the Canary Islands can benefit from a range of public support mechanisms, including regional and national funding programmes as well as European Union initiatives such as POSEI. These schemes can help reduce investment risks and support future growth.

Growing demand for sustainable products: Consumer interest in organic, sustainable, and health-oriented food products continues to increase. This trend aligns well with ECOSOS’s production model and supports a premium pricing strategy based on quality and environmental credentials.

Threats

Rigid cost structure: Olive oil production in the Canary Islands faces structurally high costs, particularly due to reliance on desalinated water and labour-intensive farming practices. These factors place ongoing pressure on profitability.

Infrastructure gaps: The region lacks key supporting infrastructure, including accredited laboratories and specialised industrial equipment manufacturers. This can increase operational costs and create barriers to certification, quality control, and scaling.

Climate and water stress: Climate change poses a significant long-term risk through rising temperatures, increasing drought frequency, and greater pressure on water resources. These factors could negatively affect yields, production stability, and the long-term viability of the sector.

ECOSOS has strong product differentiation and structural advantages, but is held back by operational inefficiencies. The external environment offers opportunities for premium positioning and also institutional support, but involves high cost pressures and environmental risks.

Slide 5 — Proposed Positioning

Based on this project’s assessment of the business and its operational context, one conclusion becomes clear:

ECOSOS cannot compete on price. Therefore, it must compete on differentiation.

Building on this conclusion, a LUXURY BOUTIQUE AND DIRECT-TO-CONSUMER positioning model is proposed.

The value proposition is centred on a premium olive oil that combines two key sources of differentiation: ECOSOS’s agrivoltaic model and Tenerife’s unique geographical and climatic characteristics.

The target customer segments are three overlapping groups: gourmet, environmentalist, and health-oriented consumers. All three groups prioritise intrinsic and extrinsic product characteristics over price.

As a result, the commercial focus shifts towards high-net worth tourism and luxury HORECA, where price sensitivity is lower.

Slide 7 — Roadmap

The strategy is implemented in three phases.

The first phase focuses on addressing internal inefficiencies, reducing operational bottlenecks and optimizing production.

The second phase involves shifting away from mass-market retail towards the luxury HORECA sector and high-value tourism. In parallel, key certifications such as PDO and EU organic status are pursued to strengthen positioning and credibility.

The final phase focuses on value creation through direct sales, partnerships and experiential offerings. At the same time, a direct-to-consumer e-commerce platform should be developed to reduce reliance on intermediaries. This is complemented by partnerships with local wineries and producers to strengthen its positioning within the Canarian gourmet sector

Overall, this phased approach is designed to ensure operational stability before commercial expansion. The full implementation details are developed in the written document.

Slide 8 — Budget and KPIs

The initial twelve-month budget for this roadmap is estimated at between €157,000 and €212,000, covering both capital expenditure, such as storage infrastructure and the e-commerce platform, and operational expenditure, including personnel and certification costs.

To monitor performance, five key KPIs are proposed: labour cost per litre, fruit yield per tree, quality indicators, such as free acidity and polyphenols levels, direct-to-consumer sales ratio, and water consumption per litre of oil produced. Given the structural inefficiencies of the current system, non-financial indicators are also included to avoid assessing performance purely in financial terms.

Overall, these KPIs are designed to track whether the strategy is delivering real operational and commercial improvement.

Slide 9 — Final Conclusions

To conclude, three main findings can be drawn.

First, there is a clear and growing opportunity within the Canarian olive oil market.

Second, ECOSOS possesses strong but underutilised competitive advantages.

Third, these only become viable through a premium positioning strategy and operational restructuring.

Beyond ECOSOS, this project contributes to research on ultra-peripheral regions, showing that mass-market competition is structurally unsustainable, while niche differentiation is more viable.

Although the analysis is limited by incomplete financial data and the absence of accredited regional laboratories, future work could explore the scalability of experiential and direct-to-consumer models.

Ultimately, ECOSOS’s commercial success depends on improving operational efficiency and effectively communicating the differentiated value of its product.

Thank you very much for your time.