Asian Journal of Agricultural Extension, Economics & Sociology

Viticulture represents a commercially intensive form of horticultural enterprise in which profitability is influenced by a combination of production efficiency, varietal choice, technological adoption, post-harvest management, logistics, quality assurance and access to appropriate markets. Consequently, the economic performance of a grape enterprise extends considerably beyond vineyard-level production. The present study focused on the Business Model Canvas (BMC) as a strategic framework for examining the manner in which value is generated, transferred and monetised across the viticulture business. The analysis considered the nine elements of the BMC, namely key partners, key activities, key resources, value propositions, customer relationships, customer segments, channels, cost structure and revenue streams, and related them to the operational characteristics of the grape business. The analysis highlights the importance of an interconnected business ecosystem comprising growers, Farmer Producer Organisations, grower associations, research institutions, variety developers, exporters, importers, packhouses, logistics providers, government agencies and retailers. The value delivered to different stakeholders similarly extends beyond the physical grape and encompasses product quality, varietal differentiation, food safety, consistency, traceability and supply reliability. Fresh table grapes remain the principal source of business income; however, premium cultivars, branding, private labels, processing and licensing can provide additional avenues for value realisation. The study establishes that the BMC can be effectively adapted to viticulture to understand the grape enterprise as an integrated agribusiness system involving coordinated value creation, value delivery and value capture.