Oakfield Champignons

entering Poland

Prepared By PG22; Tutor: Renzo Daemen

Dennis Bruurmijn 2217701, Elmar Kuijken 2217560, Femke van de Haterd 2214507, Kamelia Surdzhiyska 2210739,
Polina Kyryliuk 2214552, Vladimir Radev 2212207

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Executive summary...................................................................3
Introduction..............................................................................4
Methodology............................................................................. 4
Secondary desk research findings............................................. 6
Micro environment................................................................... 6
Meso environment................................................................... 7
Macro environment.................................................................. 8
Value proposition...................................................................... 9
Segmentation..........................................................................12
Segment 1: Retail.................................................................. 12
Segment 2: Restaurants......................................................... 14
Marketing objectives...............................................................16
Marketing mix......................................................................... 17
P of product.......................................................................... 17
P of place.............................................................................. 20
P of price.............................................................................. 22
P of promotion....................................................................... 22
Marketing budget................................................................... 25
Gantt chart........................................................................... 26
Organisation and people..........................................................26
Financial evaluation................................................................ 27
Sustainability.......................................................................... 35
Conclusions & Recommendations............................................37
References.............................................................................. 38
Appendices............................................................................. 44

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Executive summary
Oakfield Champignons B.V. is a Dutch producer of premium-quality, certified mushrooms,
specialising in exotic varieties. The company is pursuing growth opportunities in other
European countries, with a current focus on Poland. The purpose of this report is to analyse
the marketing and financial aspects of the export process, outline strategies for success and
address challenges. Oakfield will initially export the maitake mushroom to retailers in
Warsaw, Krakow, and Wroclaw. These cities offer a larger niche market for exotic products
and a higher purchasing power among customers.

The methodology employed a combination of primary and secondary research. A total of

three interviews were conducted: two with potential customers and one with an expert in
the field of mushrooms. Secondary research was conducted through the analysis of
academic journals on the topic, market reports, company websites, industry publications,
and government reports.

The findings indicate that Oakfield Champignons will enter a highly competitive and
price-sensitive market with low import demand. Nevertheless, its value proposition and
objectives are well aligned with the emerging trends in the new market. The company will
gain a competitive advantage by positioning itself as a sustainable and innovative brand that
offers superior benefits. Furthermore, Oakfield possesses the sufficient financial resources to
successfully enter the market and achieve profitability, as evidenced by the positive net
present value (NPV), economic value added (EVA), and high internal rate of return (IRR).

It is recommended to continue innovating and improving processes, as well as to introduce

new sustainable packaging, to reduce waste, have lower costs and appeal to eco-conscious
consumers. Additionally, building brand awareness through integrating various marketing
channels like TV, social media advertising and Email campaigns.

The report concludes that the proposed expansion into the Polish market will be successful.
The analysis provides a data-driven foundation for making the strategic decision of whether
to accept the project or not. Furthermore, it demonstrates the financial benefits and
sustainability contributions, which appear attractive to investors and bank institutions.

Introduction
Oakfield Champignons, acquired by Yukiguni Maitake Ltd. in 2023, is a premium producer
and distributor of high-quality, certified mushrooms, specialising in exotic varieties. By
leveraging innovative production processes, sustainability practices, and its strong
partnership with Yukiguni Maitake, Oakfield aims to expand its presence across Europe,
specifically Poland (Oakfield. n.d.). The aim of this research is to investigate what are the
business environment, target market, marketing mix and financial implications for Oakfield
Champignons when expanding to the Polish mushroom market.

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Methodology
This report employs a mixed-methods approach, integrating both primary and secondary
research to provide a comprehensive analysis of the export plan.

Research Design

A mixed-methods approach was chosen to leverage the strengths of both qualitative and
quantitative data, providing a more holistic understanding of the mushroom consumption
trends, industry dynamics, and consumer preferences. This method is well-suited for
capturing the perspectives of experts and stakeholders directly involved in production and
market activities, as well as quantifying market trends and consumer behaviours.

Data collection and Sampling strategies

Desk Research: Secondary data was gathered from various reliable sources, including
academic journals, government reports, company websites, market reports, and industry
publications (e.g., FAO reports, Research and Markets). The sources were selected based on
their date of publication. Solely sources from 2017 until 2024 were used, given their
recency and more correct representation of the current market situation. The data was
synthesised by cross-referencing information from multiple sources, including Statista,
MarketLine, and governmental institutions like the Ministry of Foreign Affairs in Poland, the
European Commission, the European Central Bank, and The Polish Economic Institute. This
triangulation ensured the reliability and validity of the findings. The information gathered
helped analyse the current state of the Polish mushroom industry and identify key trends in
production and sustainability.

Interviews: A total of 3 interviews were conducted, one with an expert in the industry, in
particular an owner of a Polish grocery shop. The expert provided insight into the market
activities and consumer behaviour, relevant to the topic of the report. The other two
interviews included potential customers of Polish nationality. Their opinion on different
product characteristics and preferences gave real insight that was later used to create the
value proposition and marketing campaigns. A purposive sampling method was used, as the
participants were intentionally selected because of their knowledge of the field, experience
and direct connection to the product. These interviews were conducted via video
conferencing and lasted around 30 minutes. An interview guide with open-ended questions
was used to explore participants' insights on mushroom preferences, sustainability
concerns, and market factors. Consent was obtained and all participants were aware that
the interviews were being recorded.

Data Analysis

Thematic analysis was employed to analyse both the desk research and interview data. The
process involved, firstly, a stage of reading and re-reading the data to understand and
interpret it correctly. Secondly, the coding stage, where patterns were identified and
highlighted. Then, the information was grouped into themes such as “consumption habits”,
“mushroom preferences”, “market factors,” and “sustainability importance”. Lastly, the
themes were reviewed to ensure they correctly reflect the data.

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Data from desk research and interviews were compared to identify similarities, differences,
and insights. The data triangulation process ensured the findings were credible and valid,
therefore providing reliable insights for the decision making authorities, considering this
project.

Acknowledge of bias

The researchers acknowledge possible bias regarding the sample size and method. Given
the small sample size, the results from the primary research may not accurately reflect the
views of the entire target market. Additionally, a small sample may not capture the full
diversity of the target market, including variations in demographics, preferences, and
behaviours. This can result in a narrow understanding of the market and overlook important
segments.

Purposive sampling may introduce bias, as participants were selected based on their
relevance to the study and are not randomly chosen. When participants have similar
experiences or viewpoints, there is a risk of reinforcing existing beliefs rather than
uncovering new insights. This can limit the depth of the findings.

Limitations

While efforts were made to use recent data, market conditions can change rapidly, and
some information may become outdated. In addition, due to limitations during the research
process, it was necessary to make several assumptions. These assumptions were made to
address gaps in data and to facilitate the analysis. Some of them include the production
price of the product and the estimation of the size of targeted segments.

Ethical Considerations

All 3 participants gave oral consent about their responses being used for study purposes.
Recordings of the interviews were securely stored and transcripts of them are available in
the Appendix of this report.

Secondary desk research findings

Micro environment
The mission of Oakfield is to sustainably grow outstanding quality mushrooms that fully
meet the needs of their clients. The long term vision of the company is to revolutionise
mushroom production and to promote a healthy, long-lived society (Oakfield. n.d.). To
achieve that, Oakfield has developed a unique selling point. It is offering certified
premium quality mushrooms through a short and innovative supply chain that has
a consumer-focused approach. According to an Oakfield guest speaker, the key values of
the company are: quality excellence, innovation, sustainability, health and wellness.
Moreover, a product leadership strategy is the one Oakfield uses. Best raw materials,
high-tech production, availability of global certifications such as SKAL Organic, IFS and
others – are evidence of the chosen strategy (Yukiguni Maitake, n.d.).

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The current corporate business culture of Oakfield can be identified as the ‘Eiffel tower role
culture’ (Trompenaars & Hampden-Turner, 2012). It can be observed on the organigram
(Graph 1) that there is a certain hierarchy in the company and each department has its own
manager and tasks to be performed. Moreover, Oakfield was recently acquired by Yukiguni
Maitake, therefore their business culture might be influenced to some extent by the mother
company, contributing to the hierarchical model.

Competences – Among the competences, Oakfield possesses rigorous quality and safety
standards, highly innovative technologies, strong sustainability focus, transparent supply
chain and established strategic partnerships. Additionally, according to Arthur Pleunis, the
Head of Cultivation, the employees in production and cultivation, should pass a training
course regarding filling the mushroom cells, mycelium growth, recovery phase, etc (Pleunis,
n.d.).

Processes – The processes in the company are simple and straightforward. Oakfield
produces, packages, and expedites all products from Stramproy. The company adopts
technologies to improve automation and productivity, resulting in reduced manual labour. It
also constantly implements sustainable and innovative practices, has effective inventory
management, and conducts continuous market monitoring.

Resources - Resources can be divided in 3 groups: natural resources, facilities and

machines, and people. Natural resources include pesticides, peat soil and purified water.
There is one facility located in Stramproy with high-tech machines and an automated
climate control system. Last but not the least are people - employees trained in cultivation
and production processes. The current organigram is presented below in Graph 1.

Graph 1. Organigram of Oakfield

(Oakfield. n.d.)

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Meso environment

Demand - The European mushroom market is worth around EUR 1.5 billion, half of which
belongs to Poland and the Netherlands (Bruijnse, 2021). According to the Central Statistical
Office, Poland produced 350,000 tonnes of mushrooms in 2022, with about 30-40% of this
production consumed domestically—roughly 2.2 kg per capita each year. Such statistics
show a solid demand for mushrooms in Poland. However, it's crucial to mention a risk:
Poland exports significantly more mushrooms than it imports. In 2022, exports were valued
at $128 million, while imports stood at just $3.44 million (Ministry of Economic
Development and Technology, 2024). This indicates that introducing new mushroom
importers to the market might be challenging, as the country is largely self-sufficient.

Suppliers - All of the suppliers are within 150 km radius. The shortness of the supply chain
allows the company to achieve the maximum freshness of the product, quickly respond to
evolving demand, and anticipate market developments. Oakfiel’s suppliers include CNC
Grondstoffen, CNN Exotic Mushrooms, Kekkilä, BVB Grubbenvorst and Legro (Oakfield
Champignons B.V., 2022).

Distributors - Oakfield directly sells the retailers. In the Netherlands, those include Albert
Heijn and Jumbo (FreshPlaza, 2023).

To further evaluate the competitive environment in Poland, five competitors were identified
and compared. The competitors analysis can be seen below in Graph 3. In summary,
Okechamp and Limax dominate with strong market leadership positions, while Komar and
GL Group are market followers focusing on operational excellence. Oakfield should avoid
direct competition with market leaders and instead attack Pieczarki Mazurskie, which lacks a
strong position and offers a limited variety of mushrooms.

Graph 3. Competitor analysis of Oakfield

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(Gl Group coorperative, n.d.), (Kartesia, 2023), (Komar Group, n.d.), (Limax, n.d.), (Pieczarki
Mazurskie Olsztyn, n.d.)

Macro environment
The macroeconomic environment in Poland was analysed using the PESTLE model.

Economic landscape
The Polish mushroom industry is facing challenges due to rising energy and labour costs,
forcing some local producers to scale back their production (OEC, 2022). Consequently,
Oakfield, as an importer, is not subject to the same challenges, making imported
mushrooms a more reliable option due to their availability and stable prices. Furthermore,
Poland's GDP is projected to grow by 2.8% and 3.4% in 2024 and 2025, respectively
(Statista, 2023), increasing consumer purchasing power and enabling more customers to
purchase higher-quality products.

Social trends
There is a growing trend towards plant-based diets in Poland. In a recent study, 48% of
Poles reported reducing their meat consumption in the past year and incorporating meat
substitutes in their diets (Singh et al., 2023). The plant-based food market in Poland has
demonstrated a growth in sales, with a 109% increase observed between 2020 and 2022
(GFI EUROPE, 2022). This trend is relevant for Oakfield, as mushrooms are an excellent
nutritious, plant-based meat substitute meeting the needs of the target audience.

Technological developments
Poland's cold-chain logistics market is undergoing a period of significant growth. According
to projections from Colliers (2022), the market is expected to reach USD 4.94 billion by
2029. This expansion in refrigerated warehousing and transportation provides Oakfield with
a valuable opportunity to ensure fast and efficient delivery of fresh mushrooms.

Environmental considerations
The new Polish government has set a goal of reducing net greenhouse gas output across the
country by 90% by 2040 (Ministerie van Landbouw, Natuur en Voedselkwaliteit, 2021). Both
the mushrooms and Oakfield's production process are CO2 neutral, aligning well with this
objective compared to conventional meat industries, which are significant contributors to
CO2 emissions (Prandecki et al., 2021).

Cultural factors
A MarketLine report indicates that Polish consumers are particularly price-sensitive,
especially in the food market. Furthermore, Poland scores high on Hofstede's cultural
dimensions on the uncertainty avoidance scale (Hofstede, n.d.). Consequently, it is
anticipated that consumers will refrain from purchasing an unfamiliar foreign brand and will
be less inclined to pay a premium for high-quality mushrooms.

The findings from the desk research were summarised in a SWOT analysis and translated
into a Confrontation matrix. Both models are presented in Appendix A.

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Value proposition
Canvas
The value proposition of Oakfield’s mushrooms can be found below in Graph 4. Consumers
of mushrooms often express concerns about the product's safety and quality. As Remik, one
interviewee, noted, “mushrooms go bad rather quickly and decompose” and “fungi are
happy to grow on them, which can cause severe illness”. To address these pains, Oakfield
ensures thorough quality control during packing and transportation. The mushrooms are
certified by various health organisations, furtherly strengthening their sustainability
characteristics. During this interview another insight was received, that the barrier
preventing people from buying premium exotic mushrooms in Poland is the limited
availability in stores. Therefore, Oakfield will constantly be enhancing its logistics and
expanding transportation partnerships to ensure a consistent supply of mushrooms.
On the other hand, a professional from the mushroom industry highlighted that “more and
more Poles are reaching for higher quality products”, also that “people are starting to have
more awareness about nutrition and health”. Oakfield responds to these needs by
maintaining uncompromising quality and working on enhancing the after-sale customer
experience through a brand community.

Graph 4. Canva value proposition

(Oakfield Champignons BV, n.d.), (FreshPlaza, 2023), (Yukiguni Maitake, n.d.), (Singh et al., 2023)

Positioning statement

Considering the aforementioned benefits of Oakfield’s mushrooms, the target audience and
their preferences, the positioning statement for the Polish market was created.

‘For health-conscious consumers who seek nutritious, sustainable food options, Oakfield
Champignons offers certified organic mushrooms. Our premium product provides superior
taste and texture while delivering essential nutrients, allowing environmentally aware

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customers to enjoy delicious, healthy meals without compromising their values or the
planet’.

Positioning map

In consistency with the competitors’ analysis, a positioning map was made (Graph 5 and
5a). Based on the mushrooms’ benefits outlined in the value proposition, combined with the
high pricing, furtherly explained in the ‘P of price’, Oakfield positions itself above its
competitors in the market regarding the quality/price ratio.

Graph 5. Positioning map

Graph 5a. Strategic positioning map

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Segmentation
Segment 1: Retail – Targeting wealthy urban areas
through supermarkets and specialty stores
Market size

There are over 7.000 stores among the major retailers in Poland (Statista, 2023). Key
premium supermarkets such as Biedronka, which operates extensively in Warsaw and
Krakow, are crucial distribution channels for mushrooms, given their focus on affluent
customers (Statista, 2023).

Segmentation type: Geographic & Demographic

Geographic: This segment primarily targets wealthy urban areas like Warsaw and Kraków,
known for their high disposable income levels. These urban centres are hubs for premium
retailers like Biedronka, which attracts wealthier consumers (Statista, 2023). This
geographic focus allows Oakfield to leverage urban retail hotspots to effectively distribute
their exotic mushrooms.

Demographic: This segment focuses on affluent families and professionals who prioritise
premium and organic products. These consumers often shop in high-end supermarkets and
seek organic, sustainably sourced options, aligning with Oakfield’s positioning as a
sustainable company.

Why this segment

This segment offers Oakfield a direct connection to consumers who are willing to pay
premium prices for high-quality and sustainably sourced products. Urban areas are suitable
for targeting wealthier consumers with higher disposable income, which fits Oakfield’s
premium pricing strategy.

Sub-segment

In addition to mainstream supermarkets, organic and specialty stores like Bio Planet and
Organic Farma Zdrowia are vital for targeting niche markets (Statista, 2023). These retailers
focus on high-quality organic products, appealing to environmentally conscious consumers,
and providing Oakfield with an opportunity to emphasise its commitment to sustainability.

Based on this analysis and insights from conducted interviews, a buyer persona and his
customer journey were designed, presented in Graph 6 and Graph 7.

Graph 6. Buyer persona Jan Kowalski

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Graph 7. Customer journey of Jan Kowalski

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Segment 2: Restaurants – Catering to health-conscious
and vegetarian consumers

Market size
Based on Statista, Poland has over 60.000 restaurants. At the same time, in the Polish
restaurant industry, an increasing demand for plant-based and vegetarian dishes can be
witnessed. Approximately 40% of Poles have reduced their meat consumption, with 8.4%
identifying themselves as vegetarian or vegan (Notes from Poland, 2020). This shift is
particularly noticeable in urban centres like Warsaw and Kraków, where health-conscious
customers frequently seek restaurants that offer nutritious, plant-based options.

Segmentation type: Psychographic & Behavioral

Psychographic: This segment focuses on consumers who prioritise health, sustainability,

and ethical consumption. These individuals are typically vegetarian or health-conscious,
seeking restaurants that offer dishes with nutritious and ethically sourced ingredients, such
as mushrooms. Moreover, mushrooms, particularly exotic varieties, are seen as a premium
ingredient that fits well into plant-based diets (World Health Organization, 2023).

Behavioral: The purchasing behaviour of these consumers increasingly focuses on

sustainable and nutritious food choices.

Why this segment

Targeting the restaurant industry allows Oakfield to appeal to a growing base of

health-conscious and vegetarian consumers who prioritise ethically sourced products.
Mushrooms are becoming a popular alternative to meat, providing Oakfield with an
opportunity to promote the nutritional benefits of their offering.

The second buyer persona and the customer journey are presented in Graph 8 and Graph 9.

Graph 8. Buyer persona Anna Nowak

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Graph 9. Customer journey of Anna Nowak

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Marketing objectives
To successfully enter the Polish market, seven objectives were outlined (Graph 10). These
objectives are based on our targeted segments and aligned with our promotional
campaigns, personas and financial goals. The objectives are created using the SMART
method. Further elaboration about the objectives and their KPI’s can be found in Appendix
G.

Graph 10. Marketing objectives and KPI’s

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Marketing mix
P of product

To start with, the product list for the export is presented in Graph 11.

Graph 11. Product list

(Oakfield, n.d.)

Product classification: Oakfield’s mushrooms are classified as shopping products, where

consumers make less frequent, planned purchases based on comparisons of price, quality,
and style. This classification requires Oakfield to differentiate itself by emphasising their
unique selling points – premium quality, exotic varieties, and sustainability – and
communicate these clearly to the target audience. To further illustrate Oakfield’s product
strategy, we have identified three levels of product in the Graph 12.

Graph 12. 3 levels of the product

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Branding & packaging: To enter the Polish market, new packaging for Oakfield
mushrooms is designed (Graph 13). The redesign emphasises on premium quality and a
strong commitment to sustainability, whereas the original expenses for the redesign are
included into the financial calculations later in this report. The following images showcase
the packaging designs and logo developed for the Oakfield mushrooms:

Graph 13. Packaging suggestions

Source: Created with Fotor and Pixlr AI

● Design: The packaging is a plastic box made from recycled materials, with
transparent parts that emphasise freshness. Hand-drawn mushroom illustrations add
an artisanal, premium touch.
● Labelling: The back of the box includes certifications like Global GAP, SKAL Organic,
IFS, as well as a QR code that links to a customer’s community. It enhances
customer engagement by providing value-added content such as recipes, cooking

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 tips and educational content about mushrooms. Additionally, there is a blog
showcasing transparency in sourcing and sustainability efforts of Oakfield. An outlook
of the community is shown in Graph 14, whereas the link to the community is
available in Appendix E.

Graph 14. Oakfield’s community, accessed through a QR code

● Special brand sound: An interesting and unique touch is offered through a ‘Hear
the magic!’ block, which lets the customer listen to the appealing sound of
mushrooms sizzling in butter. Not only it creates the sensory connection for the
audience, but also evokes feelings of comfort and a mouth-watering experience.
● Slogans: We developed several slogans in both Polish and English to reflect
Oakfield's commitment to quality and nature. They are also included on the
packaging and on the in-store promotion stand in ‘P of promotion’. Our top
recommendations are:
○ "Jakość, którą czuć!" (Quality You Can Taste!)
○ "Smak Natury" (Taste of Nature)

Additional options include:

○ "Najlepsze z Natury, Prosto na Twój Stół" (The Best from Nature, Straight to
Your Table)
○ "Smak natury w każdej sztuce" (Nature’s Flavor in Every Bite)

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P of place

Distribution strategy: When expanding to the Polish market, Oakfield will use an indirect
marketing channel. From the manufacturer, mushrooms will be distributed to retailers, from
where they can be purchased by the end consumers (Graph 15). It is advised to consider
the multi-channel approach, based on the nature of the product. Oakfield will be able to
reach customers through various independent channels like events, supermarkets, specialty
shops, and an online presence (Mockus, 2023). For instance, in order to provide a better
experience for the new customer base, the company will create a Polish version of the
website including slogans used in promotional campaigns. Considering the fact that poles
are actively present on social media, Oakfield can leverage the different media platforms
like Facebook, Instagram and YouTube to create brand awareness (Matylda, 2024). More
detailed information regarding these platforms is available in the ‘P of promotion’ section.

In terms of the physical distribution, selected retailers include Biedronka, Auchan, and the
prospective restaurant chain Sphinx. These companies were chosen based on Oakfield's
segmentation and personas:
● Biedronka: the largest food retailer in Poland, with over 3,000 stores (Biedronka,
n.d.). The company provides fresh produce, is committed to quality and innovation,
and is currently incorporating more sustainable practices. Such a partnership would
be mutually beneficial, as Oakfield offers high-quality products and its sustainability
goals are aligned with those of the company. Oakfield Champignons, with its
transparent supply chain and the new sustainable packaging, would assist
"Biedronka" in achieving its objective of reducing specific plastic consumption and
attaining circularity (Jerónimo Martins, 2024).
● Auchan: the company which places a premium on product quality and advocates for
environmentally conscious manufacturing processes. In accordance with the store's
CSR policy, the company is dedicated to offering products that are not only of high
quality and nutritious, but also environmentally friendly and committed to making a
positive impact on the world (Auchan Retail, 2023). The values of the company in
question are found to be in close alignment with those of Oakfield. It is therefore
expected that a strong partnership may be forged between the two companies.
● Sphinx: One of the largest, most prominent and trusted restaurant chains in Poland.
The proposed collaboration would be mutually beneficial. For instance, Oakfield
Champignons could promote Sphinx's dishes featuring their mushrooms, while
Sphinx could highlight the use of premium ingredients from Oakfield Champignons.

Logistics: A decision has been made to outsource the transportation function to an external
company. From The Netherlands to Poland the products will be transported by trucks, where
they would be cooled in order to ensure fresh delivery. Transportation from Stramproy, the
Netherlands to Warsaw, Poland is around 1100 kilometres, and the average price per km is
between €0,50 and €2,00. The calculations were made with an estimation of the
transportation costs around €0,90 per km. The export will be once per week, so the total
cost ends up at €51.500 in the beginning. This expense is also included in the financial
calculations. Once Oakfield is established in the Polish market, the transportation frequency
can be adjusted to match demand levels.

As a result of the decision to outsource the transportation function, Oakfield will no longer
have direct control over the supply chain. A potential scenario is that the mushrooms may
arrive in Poland with quality issues, such as spoilage or damage to the packaging.

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To prevent that, Oakfield can conduct pre-shipment inspections and have real-time
monitoring during the transportation. For instance, implementing GPS and temperature
monitoring systems to track the conditions of the shipment in real-time. That way, if a
problem occurs, it will be known at which stage of the journey and how to resolve it.

Graph 15. Downstream of Oakfield in Poland

P of price

Oakfield Champignons will adopt a value-based pricing strategy, emphasising the premium
quality and benefits of its products. Feedback from potential customers indicates a
willingness to pay significantly higher prices for enhanced quality, with some expressing
they would pay "triple the normal price if the quality is significantly better". Oakfield could
offer its 500g packages of maitake mushrooms for €9.60 to retailers and for €12.10 to
customers. This pricing strategy would be classified as skimming, as the company is
targeting a niche market willing to pay a premium for high-quality products. Moreover,
despite having a relatively small percentage of the market share, Oakfield would still have
good profit margins due to its unique value proposition and the interest expressed by
potential consumers. Further details regarding the price and profit margin are presented in
the financial evaluation.

P of promotion

Currently, Oakfield Champignons is not running any Facebook nor other paid
advertisements, and, according to Semrush, the company has low B2C effort. However,
their Instagram page features various content showing collaborations with chefs and
influencers. To be successful in the Polish market, where a strong competition is present,
Oakfield needs to implement changes in its promotional strategy.

The new promotion strategy for Oakfield’s mushrooms in Poland will focus on building brand
awareness, educating consumers on the health benefits of mushrooms, and creating

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customer loyalty through engaging content and experiences. Both B2B and B2C customers
will be approached through a combination of marketing channels.

● In-store promotions: Firstly, to create brand awareness and persuade people to try
the product, in-store promotions would be needed. Research shows that 95% of
people claim that sampling encouraged them to try new products (Youings, 2024).
Therefore, conducting sampling events in retailer stores like Biedronka, will allow
consumers to taste exotic mushrooms, receive recipe ideas and eventually buy
Oakfield’s mushrooms. The target audience for this campaign will be supermarket
shoppers. An example of the promotional stand is shown in Graph 16.

Graph 16. In-store promotional stand

Source: Created with Fotor AI and Pixlr AI

● Television advertising and cooking shows: On the other hand, participating in

different cooking shows and TV advertising could also increase the company’s brand
awareness. In Poland, traditional TV advertising is considered as the most effective
media and ”is regarded as important for both consumer goods and developing a
company’s image for a variety of goods” (StartupOverseas, n.d.; Lloyds Bank Trade,
2024). In addition, Remik, one of the interviewees, claims that he is “open to trying
exotic mushrooms due to interest in cooking shows”. Consequently, it is advisable for
Oakfield to leverage the television’s strong position and advertise on it, as well as
establish partnerships to make Oakfield mushrooms be featured in cooking shows.
This way of advertising will help the company to reach the target audience of
restaurant owners and cooking enthusiasts.
● Social media presence: Lastly, according to Matylda (2024), “almost 83% of
people over the age of 13 actively use social media” and 86.4% admit loving video
content. The platforms Facebook, Instagram and YouTube have the highest
advertisement reach. What's more, Marta Florkiewicz, one of our interviewees, states

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 that “If the brand is unknown, I am not as willing as I would be if I had seen it
promoted on social media or heard about it before”. All these factors combined point
out that Oakfield Champignons should develop a strong digital marketing strategy.
For example, launching targeted campaigns on Instagram, Facebook, and YouTube to
highlight Oakfield’s eco-friendly practices, health benefits and premium taste. Some
entertaining memes can be offered to provoke humour, but also to outline the
product’s health benefits (Graph 17). Moreover, the emphasis on Oakfield’s
eco-friendly farming and use of biodegradable packaging should be highlighted in all
promotional materials, to resonate with Poland’s growing health and eco-conscious
consumer base. Examples of promotional videos for both of the targeted audiences,
retailers and restaurant owners, are presented below. They can be used as a paid
advertisement on YouTube or on television.

Graph 17. Meme featuring the Maitake mushrooms

Promotional video 1 - for restaurant owners

Promotional video 2

Promotional video 2 in Polish

Promotional video 3 - for end consumers in the retail segment

Source: Created with Getty Images AI

● Email marketing campaign: To reach B2B consumers, such as the manager of the
retail store, an email marketing campaign can be launched. According to Statista
(2023), the average click-through rate (CTR) for email marketing campaigns in
Poland was between 5% and 10% in 2021, with a similar open rate in 2022. As a
consequence, it can be concluded that an email marketing campaign could be an

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 effective approach for Oakfield. An example of this campaign is shown in Graph 18
below.

Graph 18. Email marketing campaign

Source: Template by Mailchimp

● Brand community: Oakfield will enhance customer engagement through launching

a brand community page. Detailed information has been presented in the ‘P of
Product’ section above.
● The mushroom experience box: Another idea for targeting retail store managers
is a special ‘Mushroom experience box’. The concept is to create an exclusive,
regularly updated, box called ‘The mushroom experience’, featuring a curated
selection of Oakfield mushrooms alongside unique recipes, pairing suggestions, and
chef insights. Each month will focus on a different theme (e.g., Italian Truffle Month,
Asian Fusion, etc.), showing the versatility of Oakfield mushrooms. To execute this
initiative, Oakfield will partner with renowned chefs or food influencers to develop
signature recipes for each box, include video tutorials accessible via a QR code,
creating an interactive experience for customers, and feature a ‘mushroom of the
month’ spotlight, educating customers about the specific mushroom's origin,
cultivation process, and flavour profile.

23
Marketing budget

The promotional strategy outlined above will have a budget of €48 000, in accordance with
the financial plan for the company. The allocation of the budget to each campaign is detailed
in Graph 19 below.

Graph 19. Marketing budget allocation

Gantt chart

An overview of the steps needed to be taken by the company is presented in a Gantt chart
in Graph 20.

Graph 20. Gantt chart

24
Organisation and people

All the changes Oakfield Champignons need to implement are summarised and evaluated
using the 7S of McKinsey framework. The model is present in Graph 21.

Graph 21. 7S of McKinsey for Oakfield

25
Source: Template by YouExec

Financial evaluation
Transportation costs
The shopping list shows that Oakfield Champignons would outsource the transportation
company for the export. That means that this cost is variable, as the business will pay per
shipment. This approach offers more flexibility and potentially lower costs, especially if
shipment volumes fluctuate, as can be expected in the beginning when demand in Poland
will be uncertain. While outsourcing can lead to more predictable transportation costs, it
also exposes the company to potential price increases from the provider. Moreover, the
payment terms negotiated with the transportation provider can significantly impact cash
flow. Longer payment terms can improve cash flow by delaying outflows, while shorter
terms might put pressure on cash flow. That is why Oakfield will negotiate longer payment
terms both with suppliers and the logistics provider, as considered in the Balance sheet
(Table 3).

Price buildup
To analyse the financial side of the expansion, first the product price should be set. Due to
limited information regarding the production price, we have estimated it based on industry
averages. The 500g of Maitake mushrooms is produced for €4.80, but is sold to retailers for
€9.60. The premium quality of the product, considerable export costs from the Netherlands
to Poland, and added supply chain value justify this price. After that, there is the markup for

26
the retailer, in this case for a grocery store, - around 20%. Finally, considering the VAT in
Poland, which is 5%, we arrive at a final price of €12.10 (Table 1).

Table 1. Price build-up

Subsidiary forecast
Analysing the income statement, with estimated sales of €480 000, 50% of which are
COGS, we arrive at €240 000 Gross profit margin. After deducting the expenses,
depreciation and taxes, the Net profit after tax would be around €19.298 (Table 2). Further
breakdown of the general selling & admin expenses and depreciation is presented in the
complete financial file available in Appendix B.

Table 2. Income statement

The Net profit becomes retained earnings, as it can be seen in the Balance sheet in Table 3.
Oakfield aims to collect payments in 45 days from the grocery stores, with typical payment
periods being around 50 days (Foodmanufacture.co.uk, 2018). Also, considering the already
established strong connections with its suppliers, Oakfield can negotiate a better payment

27
period. That is why, the payment period for the company is considered to be 52 days. After
subtracting all liabilities and equity from the total assets, the EFR becomes €7 425. It is
likely that the business will acquire this money from a Dutch bank, where interest rates are
lower than in Poland (The Global Economy, 2024).

Table 3. Balance sheet

Based on the Debt and Equity table, it can be seen that the business is financed
conservatively, with 78% equity and only 22% debt (Table 4). We have weighted the cost of
the financing and ultimately come up with a WACC of 9.43%. Also, adding up the total loan
from the HQ that is €7 200, the equity provided by HQ - €31 132 and the EFR, we come up
with an initial investment of €45 757. Given the size of initial investment, it is clear that not
all of the expenses and investments from the Shopping list can be covered immediately.
Therefore, prioritising the most critical items is essential. Those are, for instance, the R&D
for packaging designs and the acquisition of the new packaging machines, needed before
the export begins. Also, the marketing budget is considered important in order to secure a
strong online presence, build brand awareness and increase sales.

Table 4. Debt and equity ratio

In conclusion, the combination of a rather low EFR, small initial investment, and the EVA of
€13 110 makes Poland a great destination for Oakfield to expand to. The stable financial

28
position could potentially attract investors who could take the company to the next level and
help it form long lasting relationships.

NPV and EVA

To calculate the expected cash flow throughout the years, we have chosen 1.3% as a
constant growth rate. This assumption was made based on the facts of Oakfield targeting a
niche market, where the sales will not be significant in the first years and preference
towards locally produced products in Poland, taking time for the people to familiarise
themselves with the new premium offering (Euromonitor International, 2017). With the
above mentioned reasons, a decision has been made to go with a more conservative, but
stable strategy. After calculating the cash flows for each year, we come up with a Net
present value after 3 and 5 years (Table 5).

Table 5. NPV calculations

From the table we can see that considering a discount rate of 10%, after 3 years the NPV is
positive which is a good sign for the financial viability of the project. The case is the same
after 5 years. Moreover, even in a pessimistic scenario with a 12% discount rate, Oakfield
will still have positive NPV. This adds security to the decision, indicating that even under less
favourable conditions, the project is expected to generate value.

The project’s positive NPV is complemented by a positive Economic Value Added (EVA) of
€32 185 in third year and €63 936 in the fifth year. As the project is expected to generate
returns above the cost of capital, a conclusion can be made that the expansion will not only
cover its costs, but also contribute positively to the company’s overall value.

IRR calculations

Another metric to evaluate the project’s performance is the Internal rate of return (IRR). It
takes into consideration the initial investment of €45 757 and the cash flows in 3 and 5
years (Table 6).

29
Table 6. IRR calculations

From Table 6 we can see that the IRR of the project for both short and long-term scenarios
is significantly higher than the WACC, making the project profitable. However, the IRR
metric is not reliable on its own, it should be evaluated in conjugation with the NPV and PBP.

Payback period (PBP)

The Payback period is 1 year and 191 days, which is considered fast based on industry
averages (Table 7) (Finserv, 2024). The method is taking into account both the initial
investment and the cash flows across various years. To calculate the daily cash flow in the
final payback year, we divide the cash flow for year 2, which represents the entire year, by
365 days. This allows us to determine the specific cash flow per day, therefore the decision
making authorities can make a more informed choice.

Table 7. Payback period

30
A short payback period minimises the exposure to long-term uncertainties, like economic
downturns and market conditions, and also improves the cash flow of the company. The fast
recovery from the initial investments makes the business more liquid and it would be able to
cover other expenses, like paying out the debt, or consider another investment.

Evaluating all the metrics, it is notable that they all compliment each other and tell the
same story - the project should go ahead (Table 8). The financial analysis presents a
positive outlook, with positive IRR, NPV and PBP in the short and long term.

Table 8. Final evaluation

Currency risk

When Oakfield Champignons expands to Poland, it would be exposed to currency risk. That
is because 1 euro (EUR) is worth 4.308 Polish Zloty (PLN) (European Central Bank, 2024).
The PLN is considered a relatively stable currency, however fluctuations in the exchange
rates are still expected as the PLN is not part of the exchange rate mechanism of the
European Union. Fluctuations in the exchange rate can impact the cost of goods sold,
revenues, and overall profitability. For instance, if the Polish Zloty depreciates to the Euro
(EUR), the costs Oakfield Champignons have in Poland will be cheaper when converted to
Euro, which could increase their profit margins. Conversely, if the PLN appreciates, costs
would rise when converted to EUR, lowering margins. The impact of currency fluctuations
will depend on the contract terms with retailers in the target country.

Economic landscape

According to Statista (2023), Poland has experienced steady economic growth over the past
year, with GDP growth rate around 3% (Graph 22). This stability creates a favourable
environment for business operations and consumer spending, which is beneficial for the
expansion of Oakfield. For example, a stable economy can lead to increased consumer
spending on higher quality food products like premium mushrooms, potentially boosting
sales revenue and increasing OCF. Moreover, the Payback Period for investments may be

31
shorter in a growing economy due to the rising revenue and cash flows, making investments
more attractive.

Graph 22. Poland GDP growth

(Statista, 2023)

However, rising inflation in Poland, currently at 4.9% (Trading Economics, 2024), could
increase production and distribution costs, potentially affecting profit margins (Graph 23).

Graph 23. Poland’s inflation rate

32
(Trading Economics, 2024)

Lastly, both Statista and the OEC highlight that Poland's mushroom industry faces
challenges due to rising energy and labour costs, forcing some local producers to scale back
production (OEC, 2022; Statista, 2024). This presents an advantage for Oakfield, a Dutch
importer, as it is not impacted by these rising costs. Consequently, Oakfield can maintain
stable production expenses, avoiding pressure to raise sales prices in response to these
local challenges (Graph 24). This gives Oakfield a competitive edge in pricing within the
Polish market.

Graph 24. Poland industrial prices for electricity

(Statista, 2024)

Sustainability
Based on the research conducted by the SDG transformation centre, Poland has been
identified as a highly eco-conscious country, ranking 10th in global Sustainable Development
Goal (SDG) performance (Graph 25). In comparison, the Netherlands, also committed to
sustainability, ranks 24th. For Oakfield Champignons, the most relevant SDGs for export are
SDG 3 (Good Health and Well-being), SDG 12 (Responsible Consumption and Production),
and SDG 13 (Climate Action).

The growing demand for healthier products, which is a focus of SDG 3, presents a
favourable opportunity for Oakfield. The circular supply chain of the company is a great

33
example of responsible consumption and production, while the overall sustainability efforts
are a bright example of a company taking climate action. Mentioned characteristics align
well with the chosen SDGs 12 and 13.

Graph 25. Poland’s SDG performance

(SDG Transformation Center, 2024)

On the other hand, given the increasing importance of sustainability and the competitive
advantage of environmentally conscious companies, Oakfield will most likely succeed in
exporting to Poland by implementing a sustainable market penetration strategy. Key
components of this strategy include maintaining a transparent and innovative supply chain
and utilising new sustainable packaging solutions. One of the recommended options for
Oakfield is the mycelium packaging. This method can be easily adopted, as knowledge
about its production can be readily acquired from industry contacts, and, at the same time,
it is considered to be highly accessible for a mushroom-producing company.

34
It should be acknowledged that mycelium packaging offers significant environmental
advantages over traditional plastic, therefore this investment will be highly beneficial for
Oakfield in terms of their sustainability goals. Advantages include a light weight and better
insulation, as well as biodegradability, contributing to a circular production process (Graph
26). Although the mycelium packaging is sensitive to moisture, Oakfield's short supply chain
and quick transport times effectively mitigate this risk. With moisture typically taking at
least two weeks to affect the packaging, this approach ensures that products remain
well-protected during transit (Thurner, 2024). More detailed information about the mycelium
packaging is available in Appendix D.

Graph 26. Cycle of the Mycelium packaging

(Trayak, 2022)

Conclusions & Recommendations

Based on the research conducted, the recommendation for Oakfield whether to export to
Poland or not, is positive. From a financial perspective, the expected results are favourable,
with the export increasing the company’s value. In addition, the relatively low initial
investment means that Oakfield can recover its costs quickly, as shown by the short
payback period.

However, market challenges are evident. Poland's highly competitive environment,

combined with the high product price and lower demand for imports, presents potential
barriers. Despite this, the growing interest in healthy, sustainable products offers a
significant advantage. As highlighted in interviews and confirmed by the secondary
research, Polish consumers are open to trying new products and choosing more eco-friendly
options, which aligns with Oakfield's product range and value proposition. Overall, although

35
there may be setbacks in establishing a market presence, Oakfield could be successful with
the right strategy.

To start with, it is recommended for Oakfield to introduce the new mycelium-based

packaging to achieve its sustainability goals, reduce waste and appeal to eco-conscious
consumers. It is also important to carefully plan and invest in the marketing campaign,
especially in the first year. Building brand awareness through video ads, promotional stands
and brand community is critical for ensuring a strong presence in the market and reaching
the target audience effectively. Finally, to stay ahead of the competition, Oakfield should
continue to innovate, highlight its USP to differentiate itself, and stay focused on a niche
market that is often overlooked by large companies catering to the mass market.

By following these strategies, Oakfield can successfully navigate the challenges of the Polish
market, enhance its market presence and effectively meet the evolving needs of Polish
consumers seeking premium and sustainable products.

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Appendices
Appendix A: SWOT analysis and CM matrix

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Appendix B: Financial forecast

Financial forecast

Appendix C: Interviews

Interview with Remik – potential customer

Interviewer: Good afternoon, thank you for being here today to discuss your mushroom
consumption habits. Let's start with the basics. What is your name and where are you from?

Remik: Hello! My name is Remik, and I am from Warsaw, Poland.

Interviewer: And how old are you?

Remik: I am 20 years old.

Interviewer: What is your profession?

Remik: I am a student and a waiter.

Interviewer: Thank you! Let’s move on to the topic of mushrooms. How often do you
consume mushrooms as part of your diet?

Interviewee: Mainly in soups and sauces, where the texture of a mushroom matters the
least.

Interviewer: I see. And what types of mushrooms do you typically purchase or consume?

Interviewee: Chilled mushrooms always. My parents also regularly gather wild mushrooms,
but that's illegal in the Netherlands.

Interviewer: Interesting. When you buy mushrooms, what packaging size do you typically
prefer?

Interviewee: 500 grams of packaging is always enough for my goals.

Interviewer: Do you associate mushrooms with any particular health benefits?

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Interviewee: Depends on the mushroom. For normal mushrooms, I am mostly concerned
about taste and not the nutritional value. However, it is pretty well known that mushrooms
are quite healthy.

Interviewer: Are you open to trying new and exotic mushrooms like Maitake or King Oyster?

Interviewee: I am, because I watch a lot of cooking shows and the way some
Michelin-starred meals with mainly mushrooms are prepared. Mushrooms are very versatile
texture-wise and can keep everyone happy.

Interviewer: What factors influence your decision when buying mushrooms?

Interviewee: Freshness and colour are very important to me. In the Netherlands, the
humidity is very high, which means mushrooms go bad rather quickly and decompose like
any other organism. Because mushrooms are a fungus, other fungi are happy to grow on
them, which can cause severe illness.

Interviewer: How much more would you be willing to pay for premium or organic
mushrooms?

Interviewee: Triple the normal price if the quality is significantly better, because you won't
be buying that type of mushrooms very frequently anyway.

Interviewer: How often do you look for promotions or discounts when buying mushrooms?

Interviewee: Not really, because I do not consume mushrooms that often.

Interviewer: What would encourage you to try exotic mushroom varieties?

Interviewee: As I mentioned earlier, I'm already open to trying exotic mushrooms due to my
interest in cooking shows and Michelin-starred meals featuring mushrooms.

Interviewer: Finally, what do you think are the main barriers that might prevent you from
buying premium mushrooms?

Interviewee: Availability is by far the largest issue because it's simply not that popular. Also,
people are pretty satisfied with the mushrooms we already have and their consistency.

Interviewer: Thank you for sharing your opinion on mushroom consumption. Your responses
have been very informative. Goodbye!

Theme: Consumption habits

Usage – mainly in soups and sauces

Packaging - 500 grams packaging

Purchase factors – Freshness; Colour; Not influenced by promotions or discounts.

Category: Mushroom types and preferences

Commonly Consumed - Chilled mushrooms

Openness to Variety - Open to try exotic mushrooms; Interest in Michelin-starred

mushroom dishes

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Theme: Health and Nutrition

Perceived Benefits – concerned about taste and not nutritional value, mushrooms are quite
healthy

Theme: Market Factors

Price Sensitivity - Willing to pay triple for premium quality

Barriers – Availability, people are pretty satisfied with the mushrooms we already have

Theme: Quality and Safety Concerns

Concerns - mushrooms go bad rather quickly and decompose; fungi can cause severe illness

Interview with an owner of Polish deli shop

Interviewer: Good afternoon! Thank you for being here today to answer our questions
regarding the mushroom industry in Poland. First, let’s get to know you. What is your name
and where are you from?

Interviewee: Hello! My name is Antoni Michalski, and I am from Krakow, Poland.

Interviewer: And how old are you?

Interviewee: I am 46 years old.

Interviewer: What is your profession?

Interviewee: I am an owner of a polish shop in the Netherlands.

Interviewer: Thank you! Let’s move on to the topic of mushrooms. First, what are the major
trends shaping the mushroom market in recent years?

Interviewee: In Poland, picking mushrooms in any quantity is legal. Depending on the

season, trends change. In autumn, people prefer to pick mushrooms for free, such as
chanterelles, bay boletes, butter mushrooms, kites, and saffron milk caps, in huge
quantities. They make preserves from them, dry them, and give them to friends rather than
pay for mushrooms in shops. In other seasons, people buy what the shop offers, which isn’t
too much. On shop shelves, you can find oyster mushrooms, champignons, and in recent
years, even more often, exotic varieties of mushrooms than our Polish ones.

Interviewer: How do you perceive the current demand for premium quality mushrooms in
Poland? Is there a growing trend?

Interviewee: It seems to me that more and more Poles are reaching for higher quality
products, including mushrooms. This is happening because people are starting to have more
awareness about nutrition and health.

Interviewer: What is your perspective on consumer preferences in Poland regarding exotic

or premium mushroom varieties?

Interviewee: Currently, in Poland, a lot of people are starting to travel around the world.
Mainly young people are open to learning about new cultures, food, and traditions. We have
access to a lot of information, which is conducive to trying new things. It seems to me that

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people are slowly starting to buy exotic food products that can later be processed into
delicious food. On store shelves, you can notice more and more exotic mushrooms, but it
seems to me that in the future, there will be more of them. It is only starting to grow.

Interviewer: Who is your primary target audience? What marketing strategies have been
most effective for reaching that audience?

Interviewee: I think that young people. If the price is decent, people will buy.

Interviewer: What challenges do you face in marketing mushrooms to Polish consumers?

Interviewee: Poles pick mushrooms; they don’t want to pay for something they can pick
themselves in the forest for free.

Interviewer: How much of a role does sustainability play in purchasing decisions for
premium mushrooms? Do you think this trend will grow?

Interviewee: Probably yes.

Interviewer: How price-sensitive is the Polish market when it comes to premium food
products like mushrooms? Is there a segment of consumers willing to pay more for higher
quality?

Interviewee: It seems to me that Poles don’t want to overpay; they prefer to buy something
cheaper than good quality, but trends are growing. For example, I prefer to pay for the
quality of the product.

Interviewer: That was all, thank you for sharing your insights on mushroom consumption.
Your responses have been very informative. Have a good day!

Theme: Market Trends

Seasonal Consumption - In autumn, people prefer to pick mushrooms for free; In other
seasons, people buy what the shop offers

Emerging Consumer Preferences – reaching for higher quality products; slowly starting to
buy exotic food products; trends are growing

Theme: Consumer Behavior

Target Audience - Young people

Influencing Factors - people are starting to travel; more awareness about nutrition and
health; people are open to learning about new cultures, food and traditions.

Theme: Product Availability

Retail Offerings - oyster mushrooms, champignons; in recent years exotic varieties of

mushrooms

Theme: Marketing Challenges

Free Alternatives – Poles pick mushrooms; they don’t want to pay

Price Sensitivity – they prefer to buy something cheaper; Poles don’t overpay

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Theme: Sustainability and Quality

Consumer Awareness - Growing interest in sustainable products; prefer to pay for the
quality of the product

Interview with Marta Florkiewicz – potential customer

Interviewer: Good afternoon, thank you for being here today to discuss your mushroom
consumption habits. Let's start with the basics. What is your name and where are you from?

Marta: Hello! My name is Marta Florkiewicz, and I am from Warsaw, Poland.

Interviewer: And how old are you?

Marta: I am 21 years old.

Interviewer: What is your profession?

Marta: I am a student.

Interviewer: Thank you! Let’s move on to the topic of mushrooms. How often do you
consume mushrooms as part of your diet?

Marta: In Poland, I used to eat mushrooms at least three times per month, but since I have
been in The Netherlands, I usually consume them twice every two or even three months.
So, I would say it dramatically changed.

Interviewer: What types of mushrooms do you typically purchase or consume (e.g., white
mushrooms, exotic mushrooms)?

Marta: Mostly, I buy white mushrooms.

Interviewer: What packaging size do you typically prefer for mushrooms (e.g., small,
family-size, bulk)?

Marta: Frankly speaking, the best size of packaging for mushrooms, and this is the one that
I almost always buy, is small. In my opinion, it is the best solution because it is never too
much, especially for one person. If you need more, then without a problem, you can buy
more. Let’s be honest, mostly you use mushrooms as an addition to dishes. Besides that, it
would be a perfect option and more appealing for the person who would like to try
something new, in this case, mushrooms.

Interviewer: Do you associate mushrooms with any particular health benefits, and if so,
which ones?

Marta: Unfortunately, I have no clue about any of their health benefits.

Interviewer: Are you open to trying new and exotic mushrooms like Maitake or King Oyster?
Why or why not?

Marta: Absolutely. I love trying new food and cooking, so it would be a perfect addition to
dishes. And if I am not wrong, such types of mushrooms are often used in Asian cuisine, so
even better for me.

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Interviewer: What factors influence your decision when buying mushrooms (e.g., price,
freshness, origin, brand)?

Marta: Personally, I believe that one of the most significant things is brand awareness. If the
brand is unknown, I am not as willing as I would be if I had seen it promoted on social
media or heard about it before. When it comes to the price, it’s not a problem for me to pay
more for high-quality products. Nevertheless, I would be more willing to buy a new, more
expensive product if the brand was recognizable. Last but not least, freshness. It is also one
of the main factors that could influence my decision to buy or not mushrooms.

Interviewer: How much more would you be willing to pay for premium or organic
mushrooms?

Marta: Honestly, I am quite oriented on the current prices of mushrooms, but I think that I
would be more willing to pay 2-3 euros (8 – 13 zł) more.

Interviewer: How often do you look for promotions or discounts when buying mushrooms?

Marta: Honestly, almost always. I would be more willing to buy them if there was a discount
or promotion, even though I do not really need them at that moment.

Interviewer: What would encourage you to try exotic mushroom varieties?

Marta: I am always open to new things and food. Nevertheless, probably a unique taste or
even better health benefits.

Interviewer: What are the main barriers that might prevent you from buying premium
mushrooms (e.g., price, availability, taste)?

Marta: If it is a new brand in the market (without good brand awareness), and they decide
to put a quite high price compared to the other mushrooms that have already been in the
market, then I would not buy them. Of course, taste plays a huge role as well. If I don’t like
them (how they taste), then there is no way that I am gonna buy them again.

Interviewer: Thank you for sharing your opinion and experience regarding mushroom
consumption. Your responses have been very informative. Goodbye!

Theme: Consumption habits

Usage – at least three times per month; twice every two or even three months; use
mushrooms as an addition to dishes

Packaging – small; never too much

Purchase factors – brand; not a problem for me to pay more for high-quality products;
freshness; probably a unique taste or even better health benefits; be more willing to buy
them if there was a discount

Theme: Mushroom types and preferences

Commonly Consumed – white mushrooms

Openness to Variety - Absolutely. I love trying new food; Asian cuisine, so even better for
me.

Theme: Health and Nutrition

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Perceived Benefits – have no clue about any of their health benefits

Theme: Market Factors

Price Sensitivity - willing to pay 2-3 euros (8 – 13 zł) more

Barriers – new brand; high price compared to other mushrooms; taste

Appendix D: Mycelium packaging details

"Ecovative" has recently opened access to their patent for plastic-free mycelium materials in
Europe — starting from September 26, 2023 (Plastic Pollution Coalition, 2023). The
approximate investment needed for the necessary equipment is €30,000, which is included
in the financial evaluation (ECovative: Molecular Mycotechnology, z.d.). Further investments
may be necessary to expand the production, depending on profitability.

Mycelium comes from the root network of a fungus, which is the part of the mushroom that
is typically underground. It branches out and interconnects as a fine thread that can grow
into any shape. As such, it has no size limit on how large it can grow. When used in
packaging, mycelium can replace commonly-used materials such as polystyrene while
improving the overall product and manufacturing process. It is lightweight, durable, and
flexible by design. As such, it has become a more cost-effective packaging solution than
other sources (Dillon, 2024). As a mushroom producing company Oakfield already has most
of the necessary equipment (substrate, incubation chambers, drying ovens). They will need
to get growth trays because they are currently using bags and mycelium needs to grow in a
specific form, heat sealing equipment and a robotic arm for shaping and carving.

Appendix E: Community link

Community link

Appendix F: AI usage

In the report different AI’s were used to create pictures and videos for the promotional
materials and new packaging. The prompts were the following: “Create a picture of an
in-store promotional stand of Oakfield Champignons offering free samples of the products to
customers”. It was very convenient, as none of the people from our group are familiar with
photoshop, therefore without using AI we wouldn’t be able to create the content that we
imagined.
Additionally, Chat GPT 4 and Co-pilot were used to suggest ideas about research questions
and positioning statements. One of the prompts was: “act as a business researcher and
come up with research questions for a report that assesses the feasibility of the expansion
plan of Oakfield Champignons to the polish market”. In that case, the AI suggested several
research questions tailored only to a specific part in the report. For example, about the
competitive overview, the consumer preferences and market entry strategies. As a
consequence, the results were not helpful for us and we came up with the question on our
own.
Regarding the research process, AI was used to give suggestions about how the company
could promote its sustainability in the new market. The prompt was “give some specific
example of how Oakfield Champignons can promote their sustainability focus in the Polish
market”. Although it proposed several good strategies, some of the results were misleading.
For instance, it was recommended to promote Oakfield’s biodiversity initiatives. However,

50
based on all information that was provided by the company and the rest of our research, we
knew that Oakfield does not have such efforts. That is why we have evaluated everything
suggested by AI critically and cross referenced the information, so it wasn’t biased.

Appendix G: KPI’s using the SMART method

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