Sample of coding scheme
| Interview excerpts | Codes (sub factors) | Sub-themes (CSFs) | Overarching themes (Overarching CSFs) |
|---|---|---|---|
| “Now you can see all the goods in stock, you can shop from all producers at the same time in one purchase, the money is divided automatically” | Offering unique two-sided value propositions | Appropriate value proposition | Value-oriented factors |
| “All members can go in and see what’s for sale this week and it’s definitely an advantage to be able to reach many people” | |||
| “Producers can show off what products they have with detailed information and all restaurants, cafes, hotels that work with local food can filter in different ways can find producers who have both local and organic products. I think that is where the big success factor lies” | |||
| “They (customers) are fine with going there (physical farmers market), they think it’s nice to meet the producer and know the producer (…) They (producers) were not really interested (…) because they thought (…) they are already selling what they have for a decent price, they don’t need to go into computer or app for this” | |||
| “Now we made it possible, that with the use of the app to preorder (…) producers can talk to the customers early and know how many they want of each vegetables each week the whole season. In this way producers are prioritizing store that pre ordered and store is prioritizing the producer” | Enhancing the value propositions | ||
| “So, the producers have to pay for the transport a week later after the delivery” | Charging and/or subsidizing the right group(s) | Effective value capture mechanism | |
| “Only producers pay the fee, not buyers” | |||
| “Companies pay a fee to have their products there” | |||
| “We had a transaction-specific business model that we ran against the B2B system – grocery and restaurant. Then we had markups that were automatically applied, and we charged for the shipping costs and so on (…) but there is a movement toward service-specific models now” | Adjusting vale capture strategy | ||
| We have a small membership fee. If you have a turnover of less than X million kronor, you pay Y a year to have your company page and product pages on the platform and you also receive a newsletter 10 times a year at fairs and various events with us | Cost–benefit justification | ||
| “Local producers are those who live in an area within 10 miles and those producers must use main raw materials that come within an area of 15 miles can be in the platform (…) | Right degree of openness to access | Right governance model | |
| “We only work with organic certified products in our platform and the sellers that are Swedish” | |||
| “We (…) ensure they (producers) have price setting authorities as much as possible” | Balanced openness to authority | ||
| “When the order come, it is the producers' responsibility to make sure everything works” | |||
| “(…) the most important partners we see are support organizations, (…) without (collaborating with) them, nothing would have happened (…)” | Collaboration with support organizations | Ecosystem partnership | |
| “More collaboration with other organizations regionally (…) will help to develop the platform together and market it in different contexts” | |||
| “Everything we builds in the service is based on requests and feedback from producers and grocery stores” | Collaboration with user groups | ||
| “There are direct complaints to the producer. If it comes to the one who administers (the platform) then we refer to the producer” | |||
| (…) and the “X” (logistic provider) who wanted to help us, also important” | Collaboration with logistic service providers | ||
| “As long as we have such partner (logistic providers) we can work with, it’s okay” | |||
| “We meet often and make arrangements or help producers to meet them. That’s the most important thing the relation” | In-person meeting arrangements between the producer and the customer | Marketing and hybrid communication | |
| “We are pushing hard for the producer himself to make the disclosure, not someone else. Then consumers can ask questions” | |||
| “We have a dialogue with the logistic service providers to sort it out. We could not get an agreement with them without being one part, they don’t want agreements with 25 producers separately because that’s too much administration for them and too much time to talk with people” | Communication with logistic service providers | ||
| “We go to a restaurant, grocery store or coffee shop to show how it works for the customer. Then in the second part they go to the producers and show how it works for them” | Communication with both user groups | ||
| “Consumers can ask us questions and producers can talk about the stuff they work on” | |||
| “We do announcement in Facebook; we make flyers and hand out those flyers” | Online and offline advertising | ||
| “We try to do some advertising on the FB page all the time (…) a little bit depending on how much time we have (…) advertising always works” | |||
| “There was not enough marketing money so, I would say. If you gonna do something like this and it’s gonna go, (…) you need to probably spend at least 10 million Swedish kronor in marketing before it actually can move” | Adequate marketing capabilities | ||
| “One has to become a member of this. It’s not like that, as a customer, one can see it (sales announcements) any time without being a member; rather, one has to become a member and then see everything” | Verification through registration | Trustworthiness | |
| “Both as a producer and a consumer, need to answer verification question before joining” | Verification through authentication questions | ||
| “They upload certificates to our platform Then retailers know they are getting the food from producers who are certified, such requirements are there” | Verification through certification | ||
| “Producers who have not sold to stores before have difficulties to make this barcode and it takes time, but the producers don’t have time, I had one producer that I have tried to help with this” | Managerial voluntary support | Management commitment | Organizational factors |
| “In each delivery, some of us in the administrative group are in the delivery place. There, we show the producers where to park their trucks, then we also help consumers find their producers” | |||
| “It is the rules of course, it is the guidelines (…) that is important” | Establishing code of conduct | ||
| “We have this deadline on Monday where you can’t buy anymore for the week (..)” | |||
| “We check every advertisement, even producers who have been around for a long time, can sometimes miss something (…)” | Users’ performance monitoring | ||
| “We also check what the producers say also do (…) for instance if they say their product is organic, they must also be certified organic (..)” | |||
| “It is originally my co-founder who has not been putting much work hours into this business (…)” | Adequate time investment | ||
| “Except for the national holidays (..) we drive all the time. It’s really important” | |||
| “If you do a startup you need to be super devoted and put lots and lots of hours (..). So, the more hours I would have spent the faster we would have learned and adjusted toward (..)” | |||
| “It is very expensive to build technology, and we are very happy and grateful that we have the expertise in-house. We build it ourselves. It would cost so many millions to build otherwise” | Adequate human resource | Resource availability | |
| “It is very important that there are more people in the admin group” | |||
| “We had money from the Swedish Board of Agriculture to develop it (…), but now we don’t have any funding from the Swedish Board of Agriculture, so we can’t develop that much now” | Adequate financial resource | ||
| “If we had a lot of resources (..) to make it known to different buyers, it would have been great (…) it is something of an obstacle, you could say, to have too small a marketing budget” | |||
| “I think it’s been really hard to make the store actually buy; everything is about like behavioral change” | Sufficient adjustment in buying–selling practices | Users’ adaptation and compatibility | |
| “It is still difficult to be a consumer in the platform because you have to go to a certain place to receive the product, you have to decide in advance what you want (…)” | |||
| “It is perhaps the biggest barrier that the staff of the retail stores can’t run the app in the stores’ phones since they have specific phones” | Sufficient technical compatibility | User-related factors | |
| “Every other Thursday there is a delivery of goods and every other Thursday there is an advertisement. Producers come in with their advertisements a week before delivery” | Sufficient temporal compatibility | ||
| “They (retailers) want variety but that was one of the weak points in the beginning because we didn’t have so many producers and still, we need a lot more of them” | Sufficient producer and customer base | Network size and effect | |
| “More producers are needed in the platform and consumers too” | |||
| “I think the government could make a big difference (…) government can help by establishing a place, by promoting, by purchasing local food, by advertising, and talking positively about the platform” | Non-monetary governmental support | Governmental support | Contextual factors |
| “The Swedish board of agriculture, Sweden’s innovation agency (Vinnova), the county administrative board, authorities, state authorities, and different EU funds can assist development” | Monetary governmental support | ||
| “The maturity has changed a lot during these 10 years for people. When we started, the home deliveries were not really happening (…) the negative factor was that we were not there yet when we started” | Adequate contextual maturity | Contextual readiness | |
| “We have cheaper access to network systems (…) I meant that the technical capabilities are much better now” |
| Interview excerpts | Codes (sub factors) | Sub-themes (CSFs) | Overarching themes (Overarching CSFs) |
|---|---|---|---|
| “Now you can see all the goods in stock, you can shop from all producers at the same time in one purchase, the money is divided automatically” | Offering unique two-sided value propositions | Appropriate value proposition | Value-oriented factors |
| “All members can go in and see what’s for sale this week and it’s definitely an advantage to be able to reach many people” | |||
| “Producers can show off what products they have with detailed information and all restaurants, cafes, hotels that work with local food can filter in different ways can find producers who have both local and organic products. I think that is where the big success factor lies” | |||
| “They (customers) are fine with going there (physical farmers market), they think it’s nice to meet the producer and know the producer (…) They (producers) were not really interested (…) because they thought (…) they are already selling what they have for a decent price, they don’t need to go into computer or app for this” | |||
| “Now we made it possible, that with the use of the app to preorder (…) producers can talk to the customers early and know how many they want of each vegetables each week the whole season. In this way producers are prioritizing store that pre ordered and store is prioritizing the producer” | Enhancing the value propositions | ||
| “So, the producers have to pay for the transport a week later after the delivery” | Charging and/or subsidizing the right group(s) | Effective value capture mechanism | |
| “Only producers pay the fee, not buyers” | |||
| “Companies pay a fee to have their products there” | |||
| “We had a transaction-specific business model that we ran against the B2B system – grocery and restaurant. Then we had markups that were automatically applied, and we charged for the shipping costs and so on (…) but there is a movement toward service-specific models now” | Adjusting vale capture strategy | ||
| We have a small membership fee. If you have a turnover of less than X million kronor, you pay Y a year to have your company page and product pages on the platform and you also receive a newsletter 10 times a year at fairs and various events with us | Cost–benefit justification | ||
| “Local producers are those who live in an area within 10 miles and those producers must use main raw materials that come within an area of 15 miles can be in the platform (…) | Right degree of openness to access | Right governance model | |
| “We only work with organic certified products in our platform and the sellers that are Swedish” | |||
| “We (…) ensure they (producers) have price setting authorities as much as possible” | Balanced openness to authority | ||
| “When the order come, it is the producers' responsibility to make sure everything works” | |||
| “(…) the most important partners we see are support organizations, (…) without (collaborating with) them, nothing would have happened (…)” | Collaboration with support organizations | Ecosystem partnership | |
| “More collaboration with other organizations regionally (…) will help to develop the platform together and market it in different contexts” | |||
| “Everything we builds in the service is based on requests and feedback from producers and grocery stores” | Collaboration with user groups | ||
| “There are direct complaints to the producer. If it comes to the one who administers (the platform) then we refer to the producer” | |||
| (…) and the “X” (logistic provider) who wanted to help us, also important” | Collaboration with logistic service providers | ||
| “As long as we have such partner (logistic providers) we can work with, it’s okay” | |||
| “We meet often and make arrangements or help producers to meet them. That’s the most important thing the relation” | In-person meeting arrangements between the producer and the customer | Marketing and hybrid communication | |
| “We are pushing hard for the producer himself to make the disclosure, not someone else. Then consumers can ask questions” | |||
| “We have a dialogue with the logistic service providers to sort it out. We could not get an agreement with them without being one part, they don’t want agreements with 25 producers separately because that’s too much administration for them and too much time to talk with people” | Communication with logistic service providers | ||
| “We go to a restaurant, grocery store or coffee shop to show how it works for the customer. Then in the second part they go to the producers and show how it works for them” | Communication with both user groups | ||
| “Consumers can ask us questions and producers can talk about the stuff they work on” | |||
| “We do announcement in Facebook; we make flyers and hand out those flyers” | Online and offline advertising | ||
| “We try to do some advertising on the | |||
| “There was not enough marketing money so, I would say. If you gonna do something like this and it’s gonna go, (…) you need to probably spend at least 10 million Swedish kronor in marketing before it actually can move” | Adequate marketing capabilities | ||
| “One has to become a member of this. It’s not like that, as a customer, one can see it (sales announcements) any time without being a member; rather, one has to become a member and then see everything” | Verification through registration | Trustworthiness | |
| “Both as a producer and a consumer, need to answer verification question before joining” | Verification through authentication questions | ||
| “They upload certificates to our platform Then retailers know they are getting the food from producers who are certified, such requirements are there” | Verification through certification | ||
| “Producers who have not sold to stores before have difficulties to make this barcode and it takes time, but the producers don’t have time, I had one producer that I have tried to help with this” | Managerial voluntary support | Management commitment | Organizational factors |
| “In each delivery, some of us in the administrative group are in the delivery place. There, we show the producers where to park their trucks, then we also help consumers find their producers” | |||
| “It is the rules of course, it is the guidelines (…) that is important” | Establishing code of conduct | ||
| “We have this deadline on Monday where you can’t buy anymore for the week (..)” | |||
| “We check every advertisement, even producers who have been around for a long time, can sometimes miss something (…)” | Users’ performance monitoring | ||
| “We also check what the producers say also do (…) for instance if they say their product is organic, they must also be certified organic (..)” | |||
| “It is originally my co-founder who has not been putting much work hours into this business (…)” | Adequate time investment | ||
| “Except for the national holidays (..) we drive all the time. It’s really important” | |||
| “If you do a startup you need to be super devoted and put lots and lots of hours (..). So, the more hours I would have spent the faster we would have learned and adjusted toward (..)” | |||
| “It is very expensive to build technology, and we are very happy and grateful that we have the expertise in-house. We build it ourselves. It would cost so many millions to build otherwise” | Adequate human resource | Resource availability | |
| “It is very important that there are more people in the admin group” | |||
| “We had money from the Swedish Board of Agriculture to develop it (…), but now we don’t have any funding from the Swedish Board of Agriculture, so we can’t develop that much now” | Adequate financial resource | ||
| “If we had a lot of resources (..) to make it known to different buyers, it would have been great (…) it is something of an obstacle, you could say, to have too small a marketing budget” | |||
| “I think it’s been really hard to make the store actually buy; everything is about like behavioral change” | Sufficient adjustment in buying–selling practices | Users’ adaptation and compatibility | |
| “It is still difficult to be a consumer in the platform because you have to go to a certain place to receive the product, you have to decide in advance what you want (…)” | |||
| “It is perhaps the biggest barrier that the staff of the retail stores can’t run the app in the stores’ phones since they have specific phones” | Sufficient technical compatibility | User-related factors | |
| “Every other Thursday there is a delivery of goods and every other Thursday there is an advertisement. Producers come in with their advertisements a week before delivery” | Sufficient temporal compatibility | ||
| “They (retailers) want variety but that was one of the weak points in the beginning because we didn’t have so many producers and still, we need a lot more of them” | Sufficient producer and customer base | Network size and effect | |
| “More producers are needed in the platform and consumers too” | |||
| “I think the government could make a big difference (…) government can help by establishing a place, by promoting, by purchasing local food, by advertising, and talking positively about the platform” | Non-monetary governmental support | Governmental support | Contextual factors |
| “The Swedish board of agriculture, Sweden’s innovation agency (Vinnova), the county administrative board, authorities, state authorities, and different | Monetary governmental support | ||
| “The maturity has changed a lot during these 10 years for people. When we started, the home deliveries were not really happening (…) the negative factor was that we were not there yet when we started” | Adequate contextual maturity | Contextual readiness | |
| “We have cheaper access to network systems (…) I meant that the technical capabilities are much better now” |
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