Value chain analysis and business model development of the Rizal mango growers agriculture cooperative

Abstract

Agricultural cooperatives play a critical role in improving the productivity, market access, and economic resilience of smallholder farmers. Despite their importance, many cooperatives continue to experience operational inefficiencies that limit value creation and long-term competitiveness. This study analyzed the value chain of the Rizal Mango Growers Agriculture Cooperative (RMGAC) in Rizal, Cagayan, Philippines, using Porter’s Value Chain Analysis and developed a Business Model Canvas to translate operational findings into strategic business interventions. A qualitative descriptive case study was conducted using key informant interviews, field observations, and document review. Data were analyzed through thematic analysis and organized according to Porter’s primary and support activities. The findings identified several organizational strengths, including strong institutional partnerships, collective procurement, technical assistance, and active member participation. However, constraints such as inconsistent input availability, limited adoption of recommended orchard management practices, inadequate postharvest facilities, high transportation costs, and limited value-added processing continue to reduce product quality and profitability. Based on these findings, a Business Model Canvas was developed to guide strategic improvements through strengthened partnerships, improved production and postharvest management, market diversification, infrastructure development, and value-added processing. The study demonstrates that integrating Porter’s Value Chain Analysis with the Business Model Canvas provides a practical framework for converting operational assessment into strategic business planning. This integrated approach offers a useful decision-support tool for agricultural cooperatives seeking to improve competitiveness, organizational sustainability, and value creation in smallholder farming systems.