VARIM framework
Value Does the business model
(V) offer benefits that
stomers perceive valuable
to them?
Adaptability Is the business model - or
(A) parts of it - cost effectively
reconfigurable or re-
deployable to offer
benefits that customers
perceive as valuable to
them?
Rareness Is the firm the only one
(R) that offers the customer
benefits? If not, then is
the firm level of benefit
higher than that of the
competitors?
Imitability Are the benefits difficult
(I) for other firms to imitate,
substitute or leapfrog?
Monetization Does the firm make, or
(M) stand to make money
from offering the benefits
to customers?
 Exceptional quality of food
 Availability of non-seasonal
vegetables
 Diverse range of variability among
products allows to tweak the offering
according to customer value
perception
 Window for introduction of new
products like exotic flowers will
provide alternate revenue sources
 Over the years automated
hydroponic farms have been growing
across India, but they hold minimal
market share. Hence there is scope
for expansion to tap in to the right
target market
 At the moment the level of benefits
of the firm are similar in line with
competitors. It will improve with
increasing R&D and consultants with
expert scientists
 Activities and value provided by the
fir is difficult to imitate because of
the barrier to entry (capital
requirements) and the steep learning
curve of the know-how required to
operate the business
 On targeting the right market
segment with a mix of products
suited to the customer demand, the
business reaches break-even point in
2 years