Background: For a stress-management app to be persuasive and impactful, designers and developers shouldobtain a clear perspective of the value proposition according to key stakeholders before development. However,this is often not the case. In order to increase the chance of creating an impact by means of the ResilienceNavigator app, this study aims to identify key stakeholders and work with them to gain an in-depth understandingof the value proposition of this stress-management app.Methods: The approach used in this study builds on the approaches taken by Van Limburg et al. and Van Woeziket al. An initial list of stakeholders was identified by means of a literature scan. Stakeholders on this initial list tookan online survey to identify key stakeholders with a ranking system. Semi-structured interviews were conductedwith a subset of key stakeholders to identify the value proposition using the value proposition canvas as aframework for data collection. Finally, the value proposition was validated by key stakeholders during focus groups.Results: The key stakeholders identified included employees, employers, participation councils within organisations,HR advisors, product owners, company doctors, and business analysts. The interviews produced a list ofapproximately one hundred values from which fifteen core values were distilled. One example is to take intoaccount time constraints experienced by users during stress periods. In general, the Resilience Navigator app’s maingoal is to increase awareness of personal stress levels and causes of stress. In addition, the sub-goal is to increaseskills for effective stress management. The focus groups validated the idea that the most important values werereflected in the value proposition and had been appropriately translated into design elements, according to keystakeholders.Conclusions: A thorough, bottom-up identification and validation of the value proposition for the ResilienceNavigator app was obtained, reflecting key stakeholders’ varying ideas on this piece of eHealth technology. Theresults will facilitate the continued development of the Resilience Navigator app from the value specification phaseto the design phase. In the design phase, the remaining assumptions regarding the app’s value proposition shouldbe tested using rapid prototyping.
High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
Kumasi and RokitScience contribute to increasing the ownership and income of cocoa farmers, with an emphasis on women. Kumasi has a successful history of developing and marketing cocoa juice, which aims to keep as much income as possible with the farmer. RokitScience has been involved in the creation of the Rokbar: a "bean to bar" empowering chocolate bar that is marketed and made entirely by women. Kumasi and RokitScience started setting up a cocoa-fruit-lab at the cocoa-cooperative COVIMA in early 2021 in Ivory-Coast, in collaboration with Beyond Beans Foundation/ETG and Döhler and financially supported by the Sustainable-Trade-Initiative (IDH). The goal is to support the cooperative, which is led by women, with the establishment of circular cocoa juice and chocolate production and in this way increase the income of the members of the cooperative. The cocoa pod contains cocoa beans embedded in cocoa pulp. This pulp is sweet and juicy and partly needed for cocoa bean fermentation for flavor development. Residual pulp can be used for new products like drinks, marmalades and more. The collaboration in the cocoa fruit lab created momentum to try-out a more circular approach whereby the extraction of juice was linked to a shorter fermentation period of the beans, influencing quality features of both the beans and potentially the chocolate. However, to optimize the production of juicy beans further and find a market for this (and potentially other) products requires further testing and development of a value proposition and marketing strategy. The main question of Kumasi and RokitScience at Hanzehogeschool Groningen and NHLStenden Hogeschool Amsterdam is: What is the effect on the quality of beans and chocolate if fermented after the extraction of juice? How can this be optimized: comparing ‘cocoa of excellence’ fermentation and drying to traditional post-harvest practices and how can we tell the world?
Kumasi and RokitScience contribute to increasing the ownership and income of cocoa farmers, with an emphasis on women. Kumasi has a successful history of developing and marketing cocoa juice, which aims to keep as much income as possible with the farmer. RokitScience has been involved in the creation of the Rokbar: a "bean to bar" empowering chocolate bar that is marketed and made entirely by women. Kumasi and RokitScience started setting up a cocoa-fruit-lab at the cocoa-cooperative COVIMA in early 2021 in Ivory-Coast, in collaboration with Beyond Beans Foundation/ETG and Döhler and financially supported by the Sustainable-Trade-Initiative (IDH). The goal is to support the cooperative, which is led by women, with the establishment of circular cocoa juice and chocolate production and in this way increase the income of the members of the cooperative. The cocoa pod contains cocoa beans embedded in cocoa pulp. This pulp is sweet and juicy and partly needed for cocoa bean fermentation for flavor development. Residual pulp can be used for new products like drinks, marmalades and more. The collaboration in the cocoa fruit lab created momentum to try-out a more circular approach whereby the extraction of juice was linked to a shorter fermentation period of the beans, influencing quality features of both the beans and potentially the chocolate. However, to optimize the production of juicy beans further and find a market for this (and potentially other) products requires further testing and development of a value proposition and marketing strategy.The main question of Kumasi and RokitScience at Hanzeschool Groningen and Hogeschool Amsterdam is: What is the effect on the quality of beans and chocolate if fermented after the extraction of juice? How can this be optimized: comparing ‘cocoa of excellence’ fermentation and drying to traditional post-harvest practices and how can we tell the world?
