A simple, powerful 4-step model for generating, shaping, testing, and preparing to deliver your business idea. Ideal for workshops, classrooms, startups, and solo entrepreneurs.
🅰️ A is for Audience – Who are you helping?
Every business begins with understanding who you’re serving. Great ideas solve problems for specific people. The more clearly you define your audience, the more relevant and valuable your solution becomes.
🔍 Actions:
Identify your target user or customer (persona).
Research their lifestyle, challenges, values, and goals.
Observe what frustrates or delights them.
💬 Prompt Questions:
Who is your ideal customer?
What are they struggling with?
What are they trying to achieve?
🛠️ Tools: Empathy Map | Personas | User Interviews | Customer Journey Map
🅱️ B is for Breakthrough – What’s the big insight or idea?
This is the “aha” moment — your unique solution, innovation, or creative twist that delivers value in a new way. It might be simpler, faster, cheaper, greener, or more delightful than existing alternatives.
🅲️ C is for Concept Validation – Does it work for real people?
Before building a full product or service, you must test whether your idea resonates. Validation means getting real-world feedback to see if people understand, want, and will use or pay for it.
🔍 Actions:
Create a simple version of your offer (MVP, mockup, prototype).
Share it with potential users.
Collect feedback, track behavior, refine the idea.
🅳️ D is for Delivery Model – How will you make it happen?
Once you’ve validated the idea, it’s time to figure out how to deliver it. This means planning how the business will operate — how you’ll create, distribute, and capture value.
🔍 Actions:
Define your business model (revenue, costs, logistics).
Choose your go-to-market strategy.
Plan your first version or launch steps.
💬 Prompt Questions:
How will you deliver your product or service?
How will you make money?
What resources and systems will you need?
🛠️ Tools: Lean Canvas | Business Model Canvas | Pricing Strategy | Go-to-Market Plan
🧩 Summary: The ABCD of Business Ideation
Letter
Focus
Key Outcome
A – Audience
Understand the customer
Clear user needs and target profile
B – Breakthrough
Define the unique solution
Compelling idea aligned with user needs
C – Concept Validation
Test it in the real world
Evidence that people want it
D – Delivery Model
Plan how to bring it to life
Strategy to build, market, and earn revenue
🚀 Real Example: ABCD in Action
👟 Business Idea: Custom Sneakers for Nurses
A – Audience: Nurses who work long shifts and need comfortable, stylish footwear.
B – Breakthrough: Design ergonomic sneakers with built-in support and personalization options.
C – Concept Validation: Build a landing page with designs, get feedback from nursing groups, offer pre-orders.
D – Delivery Model: Direct-to-consumer model using print-on-demand and affiliate marketing through health influencers.
✅ Why Use ABCD?
Simple & Memorable: Great for students, founders, or teams.
Practical & Actionable: Guides you from idea to implementation.
Flexible: Can be used in workshops, hackathons, or ideation sprints.
The role of ideation in entreprenuership can not be underestimated, however there is little written on the structure of it, nor simple ways to develop ideas.
Enter the 7 Ps of Ideation — a structured, practical, and repeatable framework designed to help you generate meaningful, viable, and innovative business ideas.
Whether you’re launching your first venture, pivoting your current business, or looking to spark creativity in your team, this framework gives you a systematic lens through which to discover opportunities.
Let’s dive into each of the seven Ps: People, Place, Process, Problems, Patterns, Passions, and Potential.
1. People: Understanding Human Needs
At the heart of every great business is a clear understanding of people. Customers are not just data points or demographics; they’re real humans with emotions, habits, frustrations, and dreams. Business ideas that matter usually start with empathy.
How to apply it:
Observe people in everyday life — commuting, shopping, working, relaxing.
Interview friends, colleagues, or potential users. Ask about their challenges or what wastes their time.
Segment different user groups: working parents, remote freelancers, students, retirees — and ask, “What do they wish was easier?”
Example:
Melanie Perkins started Canva after observing how difficult it was for non-designers (especially students and teachers) to use professional design software. Her empathy for everyday users birthed a billion-dollar idea.
2. Place: Leveraging Context and Environment
“Place” refers to the environment — both physical and digital — where problems and opportunities arise. Local culture, geography, infrastructure, and even online spaces can influence needs. A business idea that works in one region may not in another, but that’s where niche opportunities thrive.
How to apply it:
Explore how needs differ between urban vs rural, or developed vs developing locations.
Consider online communities as “places” with shared challenges (e.g. remote workers, gamers, small Etsy sellers).
Walk your neighborhood. Notice what’s missing or underdeveloped.
Example:
Gojek emerged in Indonesia where traffic congestion and underdeveloped transport systems were a massive issue. By understanding the place, they created a super-app that now powers logistics, payments, and rides in Southeast Asia.
3. Process: Improving How Things Are Done
The third P is all about how things get done. Every task — whether booking a holiday, onboarding a new employee, or cooking dinner — involves a process. If a process is slow, confusing, outdated, or overly manual, there’s a business opportunity in improving it.
How to apply it:
Ask: “What takes too long or requires too many steps?”
Watch people perform tasks: Where do they get stuck, frustrated, or make mistakes?
Look at automation, platformization, or integration as solutions.
Example:
Zapier recognized that many non-technical professionals wanted to connect different apps (Gmail, Slack, Trello, etc.) without coding. By simplifying that process, they built a tool for “automation without developers” and tapped into a huge productivity market.
4. Problems: Solving Real Pain Points
While the first three Ps focus on observation, this P focuses on pain. At its core, every business idea is a solution to a problem. The bigger and more painful the problem, the more valuable the solution becomes.
The key is to fall in love with the problem, not the solution.
How to apply it:
Keep a journal of annoyances or recurring frustrations in your life.
Ask others: “What do you hate doing?” or “What do you wish someone would fix?”
Explore “workarounds” — whenever people find hacks or tricks, it signals a problem worth solving.
Example:
Dropbox was born out of founder Drew Houston’s frustration with USB drives and emailing himself files. The problem — seamless file access and syncing — led to one of the most popular cloud storage services in the world.
5. Patterns: Spotting Trends and Emerging Behaviors
This P is about looking forward. Successful entrepreneurs are often excellent at noticing subtle shifts before the rest of the market catches up. They see patterns in behavior, technology, demographics, or economics — and then build for where the world is going, not where it is now.
How to apply it:
Read trend reports, follow innovation blogs, or scan product launches.
Observe Gen Z or niche online subcultures — they often point to emerging mainstream habits.
Look at how new technology (AI, AR, crypto, biotech) is changing what’s possible.
Example:
Headspace and Calm saw the rising pattern of mental health awareness, mindfulness, and wellness long before it became mainstream. They created digital meditation tools at the perfect time — aligning with cultural shifts and mobile-first habits.
6. Passions: Building From What You Love
Many successful lifestyle businesses start not from a market gap, but from personal passion. When you’re deeply interested in something — whether it’s coffee, gardening, art, or gaming — you’re more likely to see opportunities, endure challenges, and build with authenticity.
Passion doesn’t guarantee success, but it fuels resilience and helps create genuine value.
How to apply it:
List hobbies or causes you’re enthusiastic about.
Ask: “What would I do all day even if no one paid me?”
Join forums or communities around your interests — notice what people complain about or ask for help with.
Example:
Tim Ferriss wrote The 4-Hour Workweek based on his obsession with lifestyle design and productivity hacks. That book became a business empire — podcast, supplements, tools, investments — all fueled by passion.
7. Potential: Evaluating Viability and Growth
Finally, the seventh P helps you test whether your idea can actually become a business. Passion and insight are important, but so is understanding market size, competition, feasibility, and return on effort.
Some ideas may only serve a tiny niche, while others can scale across regions or industries. Evaluating potential ensures you don’t just have a good idea — but a sustainable one.
How to apply it:
Do a quick TAM-SAM-SOM exercise (Total Addressable Market, Serviceable Market, Obtainable Market).
Run a Lean Canvas or use tools like SimVenture Validate or Y Combinator’s Idea Test.
Ask: “Would people pay for this? How much? How often?”
Example:
Airbnb started with a simple idea — renting air mattresses to guests. But the potential to disrupt global travel accommodation was massive. They validated early, expanded rapidly, and turned a scrappy concept into a global platform.
Putting It All Together: The Power of the 7 Ps
Each “P” is a lens — a way of seeing the world slightly differently:
P
Focus
Outcome
People
Human needs, desires, behaviors
Empathetic, user-driven ideas
Place
Environmental context
Localised or situational opportunities
Process
Inefficient systems
Streamlined, innovative workflows
Problems
Pain points
Urgent, valuable solutions
Patterns
Trends & market shifts
Future-facing, high-growth opportunities
Passions
Personal interests
Authentic, resilient ventures
Potential
Viability and scalability
Strategic, long-term business models
Using this model, you can generate a portfolio of ideas and then filter or test them based on alignment with your values, skills, time, and resources.
Let’s see how these 7 Ps work together using a hypothetical example:
Case Study: Urban Plant Kit Startup
People – Young urban professionals living in small apartments with no garden. Place – Dense cities where access to greenery is limited and grocery stores are expensive. Process – Growing food at home is seen as difficult, messy, or time-consuming. Problems – People want fresh herbs/veggies but have no space or knowledge. Patterns – Trends in sustainability, self-sufficiency, home aesthetics, and mental wellness. Passions – Founder loves plants, cooking, and eco-living. Potential – Large urban millennial market, possible subscription model, scalable across cities.
This could evolve into a smart indoor gardening kit with a mobile app for reminders and tutorials — blending tech, design, and sustainability into a clear value proposition.
Why Use the 7 Ps?
The 7 Ps framework turns the vague, often intimidating task of “coming up with a business idea” into a methodical exploration of the world around you. Instead of waiting for a “lightbulb moment,” you now have a toolbox of prompts and lenses through which to explore opportunities.
It also helps ensure that your idea is:
Rooted in real needs (People, Problems)
Context-aware (Place, Process)
Future-focused (Patterns)
Personally meaningful (Passions)
Strategically sound (Potential)
🚀 Want to try it yourself?
Use this simple exercise:
Take one hour.
List three observations for each of the 7 Ps.
Then combine insights from at least 3 Ps to develop one idea.
Bonus: Run that idea through a quick validation checklist (Would people pay for it? Can you build a simple prototype?).
Let your creativity collide with structure — and watch the sparks fly.
When reviewing a new business idea, the first question you will hear from me is; What’s the business model for this?
The evolution of agri-food business models over the last three hundred years has been influenced by a diverse number of factors, including technological advancements, socio-economic changes, environmental concerns, and shifts in consumer preferences. Here’s an overview of the evolution of agri-food business models, taken from a UK/USA perspective, along with dates and their implications for consumer offerings:
Description: Most agriculture was subsistence-based, with farmers producing just enough food for their families with little left for trade.
2. Industrial Revolution (Late 18th to Early 19th century)
Model: Mechanized Farming
Consumer Offering: Increased food production, introduction of canned and processed foods.
Description: The advent of machinery like the cotton gin and mechanical seeders revolutionized farming, leading to increased production. The first canning processes were also developed, allowing for longer shelf life.
3. Early 20th Century (1900s-1950s)
Model: Industrial Agriculture & Cooperatives
Consumer Offering: More diverse food products, introduction of branded goods, and improved distribution.
Description: The rise of industrial agriculture led to the mass production of crops. Farmers began forming cooperatives to pool resources and gain better market access.
4. Green Revolution (1960s-1970s)
Model: Intensive Farming
Consumer Offering: Abundance of staple foods at lower prices.
Description: New agricultural technologies, including high-yielding varieties of crops, synthetic fertilizers, and pesticides, led to a significant increase in food production globally.
5. Late 20th Century (1980s-1990s)
Model: Global Supply Chains & Supermarkets
Consumer Offering: Wide variety of foods available year-round, including exotic and off-season products.
Description: Advances in transportation and refrigeration allowed for the development of global food supply chains. Supermarkets became dominant, offering a vast array of products from around the world.
6. Early 21st Century (2000s-Present)
Model: Organic & Sustainable Farming, Direct-to-Consumer, and E-commerce
Consumer Offering: Healthier, organic, and locally-sourced options, convenience of online shopping, and farm-to-table experiences.
Description: Growing environmental and health concerns led to a surge in organic and sustainable farming. Direct-to-consumer models, like farmers’ markets and CSA (Community Supported Agriculture), became popular. E-commerce platforms also emerged, offering home deliveries and subscription boxes.
7. Present and Beyond (2020s and onwards)
Model: Precision Agriculture, Vertical Farming, and AgriTech Startups
Consumer Offering: Personalized nutrition, traceability, and transparency in food sourcing, and innovative food products.
Description: Technological advancements, such as drones, IoT, and AI, are being integrated into agriculture. Vertical farming in urban areas and lab-grown meats are becoming realities. AgriTech startups are innovating at every step of the food value chain, from farm to fork.
In summary, the evolution of agri-food business models has been marked by continuous innovation and adaptation to changing circumstances. As a result, consumers today have access to a diverse range of food products, sourced from all over the world, with increasing emphasis on sustainability, health, and convenience.
Today’s Agri-Food Business Models
Agri-food business models as stated above have evolved over time, reflecting changes in technology, consumer preferences, and global trade dynamics. So lets now review the current business models used in the Agri-food business chains.
1, Traditional Agri-Food Business Models
Family Farms: Historically, family farms are still dominate in the agricultural landscape. These models prioritized self-sufficiency and local trade (Smith, A. 1990).
Cooperatives: Cooperatives emerged as a way for farmers to pool resources and gain better market access (Johnson, R. 2005) and still widely used across the world.
2. Modern Agri-Food Business Models
Vertical Integration: This model involves controlling multiple stages of the supply chain, from production to retail. It offers economies of scale and scope but can lead to monopolistic practices (Brown, L. 2010). This is seen in many food types from Chocolate to Milk to Meat.
Direct-to-Consumer Models: With the rise of technology, many farmers now sell directly to consumers through online platforms or farmers’ markets, bypassing traditional intermediaries (Taylor, M. 2015). This was highlighted in this Blog.
Sustainable and Organic Farming: Consumer demand for organic and sustainably-produced food has led to business models that prioritize environmental and social responsibility (Green, T. 2017).
3. Challenges and Opportunities
Globalization: Global trade has opened up new markets but also brought about challenges like price volatility and competition (White, P. 2012) which has since been exposed through Covid-19 and the Russia-Ukraine War.
Technology: Innovations like precision agriculture and blockchain are revolutionizing agri-food business models, offering efficiency gains but also requiring significant investments (Davis, K. 2018). Take a look at this blog on technology is part of the creative distruption.
Regulations: Governments worldwide are implementing policies that impact agri-food businesses, from subsidies to sustainability standards (Lee, S. 2019).
The agri-food sector is dynamic, with business models continuously evolving in response to external pressures and opportunities. Future research should focus on the interplay between technology, sustainability, and global trade dynamics.
References
Smith, A. (1990). The Evolution of Family Farms in the 20th Century. Agricultural History Journal.
Johnson, R. (2005). Cooperatives in Agriculture: Benefits and Challenges. Cooperative Quarterly.
Brown, L. (2010). Vertical Integration in the Agri-Food Sector. Food Policy Review.
Taylor, M. (2015). Direct-to-Consumer Sales in the Modern Era. Journal of Agricultural Economics.
Green, T. (2017). Sustainable Farming: Business Models and Practices. Environmental Agriculture Review.
White, P. (2012). Globalization and its Impact on Agri-Food Systems. Global Trade Journal.
Davis, K. (2018). Technology in Agriculture: Trends and Implications. TechAgri Journal.
Lee, S. (2019). Regulatory Challenges in the Agri-Food Sector. Food Policy Digest.
The food we eat is one of the most important aspects of our lives, besides clear water to drink.
In 2020, there are an increasing number of trents which we see in the agrifood market place which are coming together and making us rethink the consumption model for meat and more importantly the entire diet humans consume on the planet. Let’s highlight a few.
The science behind the types of food we need is changing as we see the standard “post second world war” diet increasingly puts populations into obesity and early death. The understanding of macro and micro nutrients and what a balanced diet is has led to less meat consumption and also the rise of veganism throughout the western world(veganuary). The amount of information (some mis-information) available on good food diets (also sustainable consumption) is rising which allows people to research their own, create personal plans and develop better understandings, leading to a more diverse range of food consumption patterns.
The welfare of animals requirements is growing as consumers demand better, which is driving up costs, the use of antibiotics and larger farms to maintain profitability. Biosecurity is an issue as Swine Flu, Bird Flu, SARs and Covid-19 all shown this global issue is not going away, so further research and understanding to mandate our food security is needed. The processing of meat is a major issue and the WHO has declared processed and cooked meats a carcinogen.
The relationship between land, its value, productivity and product type is reducing as technology allows these connections to be removed. The cost of labour is increasing, costs of health and safety in the (farm) workplace and the continued mechanisation, automation and ultimately robotization/AI replacement is increasing at a faster and faster pace.
The percentage cost of food per household has over the last 50 years gone down, so consumers are increasingly looking for provenance of their food and understanding the benefits of finding diverse and local sources, through Veg and Meat Box schemes and buying directly. These short supply chains have proved more resilient and sustainable and technologies such as BlockChain, E-payments and direct messaging have proven themselves.
The cost of carbon used in the production of food has come into public sectiny. Many countries require and industries have to account for the complete lifecycle of their products. Therefore within the agri-food sector this would then bring in creation, processing, transport, packaging and waste disposal which would currently make it unsustainable.
The western world subsidises food through (In the UK its currently £3.4bn a year through CAP, which is around £56 per person per year which no other industry sector gets (pre Covid-19)) based on a post second world war model. This is based on the amount of land and food groups, which is a broken link to production already highlighted.
The connection between farms and the environment is currently being explored as the next subside system(post-Brexit). The rural environment has been created by our farming methods and food requirements. These food requirements have changed and are changing fast so will result in changes to the rural landscape. The public’s perception and requirement of the rural landscape is under researched (are they happy with greenhouses the size of a small town or forests surrounding all villages. The options to decrease the environmental impact of the populations activities and their acceptance public debate.
These trends are making the very business model of food development and consumption change very quickly and it’s important we discuss them as a community.
When I look at the process of creating a new venture, I often see people forget some of the basic elements in the process of developing a business plan.
The first three steps are:
Opportunity discovery,
Business modelling
Business planning
Opportunity Discovery
The best idea is the one which provides the best business opportunity. Therefore we are not looking for any idea but an idea which provides the best opportunity.
Therefore the process of ideation captures the current industry trends and the competitor in and around them. The technology innovation currently applied to this market and the outlook we see in terms of costs and market adoption trends.
The creative problem solving can not sit in isolation and needs to be surrounded by the context for it to be applied to create an outstanding value proposition later on.
Business Modelling
For most people this is filling out the Business Model Canvas, a tools which provides a powerful view of the business model. But again this is completed in isolation within a full understanding the ecosystem, actors and their behaviours.
The process of modelling is about understanding the relationship between the key actors within the ecosystem, it doesn’t matter if its designing a new road bridge, a tv or a new products. This dynamic relationship is so important in understanding the processes and metrics to be put in place to plan the business.
Business Planning
The core aspects of Business Planning are risk analysis, scenario planning and financial planning. Once these are done the rest, include product design, marketing strategy and operations are secondary.
All investors want to know you can manage this risk and act accordingly.
The process of developing a business plan are about understanding the dynamic relationship and how to mitigate the risks they pose to your business. Its not an exercise in writing or filling out the right amount of words in the right sections.
The process of developing a business plan is simple yet so many people get it wrong. Just remember to understand the dynamic nature of business and that your business startup will be connected with these and therefore needs to adjust to maintain a successful course through the early years.
