THE HERB FARM REVISITED
Curriculum Links - Secondary Level
Senior discussion questions
This case study follows on from the original Techlink technological practice case study which outlined how the Herb Farm became established as an enterprise. It shows how the company has managed the process of growth and consolidation by addressing issues related to: management structure; branding; new product development; production capability and capacity; retail strategy; marketing and promotion; and The Herb Farm as a visitor destination.
In this Curriculum Links section, we offer some Discussion Questions for use with teacher groups and senior students, within the following areas:
- Values
- Key Competencies
- Branding an enterprise
- New product development
- Increasing production capacity
- The production manager's role
- Promotion and marleting
- Educational opportunities
"Sarah's a real workhorse.....she has the ability to marry up that core belief with that drive required to make it successful.I think it's because of that basic belief that The Herb Farm has been successful, and will continue to develop successfully because we'll hold onto those core beliefs as we grow. Sometimes things can change but, as long as we're involved, those beliefs are rock solid and won't change."
– Lynn Kirkland
By focussing on the seven aspects listed at the end of the first paragraph above, discuss how the core values and beliefs that the Herb Farm was founded have shaped the process of growth.
Describe Sarah's role as managing director. What personal attributes do you consider to have influenced her success in this role?
'Being enterprising' should have been one of the attributes you considered. This involves displaying a range of specific 'enterprise attributes':
- generating, identifying and assessing opportunities
- identifying, assessing and managing risks
- collecting, organising and analysing information
- generating and using creative ideas and processes
- identifying solving and preventing problems
- identifying, recruiting and managing resources
- matching personal goals and capabilities to an undertaking
- working with others and in teams
- being flexible and dealing with change
- negotiating and influencing
- using initiative and drive
- monitoring and evaluating
- communicating and receiving ideas and information
- planning and organizing
- being fair and responsible
Where can you see evidence of these personal attributes in the case study?
Discuss how these attributes align with the NZC Key Competencies of:
- Thinking
- Relating to others
- Managing self
- Using language symbols and text
- Participating and contributing
Describe how the Herb Farm as a company has built its particular value set into the branding process.
Reference
"You know, five years ago you never used to hear the words image, brand and small business in the same sentence. That was because it was assumed that to have a brand you had to be a multinational and branding was driven by mega amounts of advertising. We now know that is not true, in fact every small business has a brand whether they want it or not! Now let me explain what a brand is because no one ever tells you. Forget all the technical definitions, a brand is simply the values that your clients or customers attach to you image. This means when they see your logo, pass your shop or receive an email from you they get a 'gut response'... Remember that image and branding is all about perception. What people see is what they think they are going to get! ... (In the branding process) Think about what values you would like to have associated with your business and then start to build them into your marketing and customer service activities."
Extracted from a article by Linda Hailey
http://content.dell.com/nz/en/business/d/sb360/Think-big-when-branding.aspx
Other references
Wikipedia: 'Brand'
Overview of categories of brands and the branding process.
http://en.wikipedia.org/wiki/Brand
Identity-Driven Branding: Branding from the Inside Out
The site also incorporates a useful glossary of terms.
http://www.allaboutbranding.com/index.lasso?article=428
Brandings.com
Off-the-shelf trade-marked company names and logos for sale.
http://www.brandings.com/
Brands of the World
This site is a comprehensive resource for copies of the world's famous brand's logos in vector format.
http://www.brandsoftheworld.com/
All new product development work carries with it a substantial element of risk. Explain how Lynn minimizes potential risks in the product development process she outlined in the case study.
Design a PowerPoint schematic you could use to explain the Herb Farm product development process to another class in your year group.
The herb farm is in the process of developing a certified organic range of skin care products. Explain why you think this product development strategy has been chosen. What does the 'certified organic' label mean in terms of ingredient selection, production planning and marketing.
Additional references:
http://www.organic-skincare.com/
http://www.biogro.co.nz/main.php?page=231
INCREASING PRODUCTION CAPACITY
Why was this additional capacity required?
Explain how it was achieved onsite without compromising the quality of the final products.
Draw a flow diagram to show the main stages in the process. Show the inputs and outputs for each stage and detail key production process variables where appropriate.
At the Herb Farm the production manager takes responsibility for all aspects of the production process from ingredient supply through to final dispatch.
What do you consider to be the key attributes required of a person to carry out this role successfully ?
Given the nature of the enterprise, and the product range involved, identify important considerations in the planning of the promotion and marketing strategy for a company such as the Herb Farm.
Explain how the strategy has evolved over the period that Sarah has been managing the company and why the changes have been made.
In the case study, both Lynn and Sarah emphasise the importance of educating people to make informed choices in the skin case and therapeutic products they use. One of their strategies is to present a one hour hands-on workshop session and garden tour for visitors to the herb farm.
http://www.herbfarm.co.nz/information.php?info_id=10
Consider the learning outcomes which will take place during this activity or one focussed on another education outside the classroom opportunity in your region.
Select a target Year group of school students (Year 1-3, 4-6, 7-8, 9-10, 11- 13) and design a promotional brochure to encourage local schools to take advantage of the opportunity to experience this learning activity for the Year level chosen.
Curriculum Links
Primary: Tech Products: Level 1 | Level 2 | Level 3 | Vocab | Branding - Level 3/4
Secondary level: Senior discussion questions
