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opportunity</title> <meta name="description" content="Search results for: business opportunity"> <meta name="keywords" content="business opportunity"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="business opportunity"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 4404</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: business opportunity</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4404</span> Telehealth Ecosystem: Challenge and Opportunity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rattakorn%20Poonsuph">Rattakorn Poonsuph</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technological innovation plays a crucial role in virtual healthcare services. A growing number of telehealth platforms are concentrating on using digital tools to improve the quality and availability of care. As a result, telehealth represents an opportunity to redesign the way health services are delivered. The research objective is to discover a new business model for digital health services and related industries to participate with telehealth solutions. The business opportunity is valuable for healthcare investors as a startup company to further investigations or implement the telehealth platform. The paper presents a digital healthcare business model and business opportunities to related industries. These include digital healthcare services extending from a traditional business model and use cases of business opportunities to related industries. Although there are enormous business opportunities, telehealth is still challenging due to the patient adaption and digital transformation process within a healthcare organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=telehealth" title="telehealth">telehealth</a>, <a href="https://publications.waset.org/abstracts/search?q=Internet%20hospital" title=" Internet hospital"> Internet hospital</a>, <a href="https://publications.waset.org/abstracts/search?q=HealthTech" title=" HealthTech"> HealthTech</a>, <a href="https://publications.waset.org/abstracts/search?q=InsurTech" title=" InsurTech"> InsurTech</a> </p> <a href="https://publications.waset.org/abstracts/141011/telehealth-ecosystem-challenge-and-opportunity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/141011.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4403</span> Entrepreneurship and the Discovery and Exploitation of Business Opportunities: Empirical Evidence from the Malawian Tourism Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aravind%20Mohan%20Krishnan">Aravind Mohan Krishnan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper identifies a research gap in the literature on tourism entrepreneurship in Malawi, Africa, and investigates how entrepreneurs from the Malawian tourism sector discover and exploit business opportunities. In particular, the importance of prior experience and business networks in the opportunity development process is debated. Another area of empirical research examined here is the opportunity recognition-venture creation sequence. While Malawi presents fruitful business opportunities, exploiting these opportunities into fully realized business ideas is a real challenge due to the country’s difficult business environment and poor promotional and marketing efforts. The study concludes by calling for further research in Sub-Saharan Africa in order to develop our understanding of entrepreneurship in this (African) context. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=Malawi" title=" Malawi"> Malawi</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunities" title=" opportunities"> opportunities</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a> </p> <a href="https://publications.waset.org/abstracts/47043/entrepreneurship-and-the-discovery-and-exploitation-of-business-opportunities-empirical-evidence-from-the-malawian-tourism-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47043.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">336</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4402</span> Value Chain Based New Business Opportunity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seonjae%20Lee">Seonjae Lee</a>, <a href="https://publications.waset.org/abstracts/search?q=Sungjoo%20Lee"> Sungjoo Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Excavation is necessary to remain competitive in the current business environment. The company survived the rapidly changing industry conditions by adapting new business strategy and reducing technology challenges. Traditionally, the two methods are conducted excavations for new businesses. The first method is, qualitative analysis of expert opinion, which is gathered through opportunities and secondly, new technologies are discovered through quantitative data analysis of method patents. The second method increases time and cost. Patent data is restricted for use and the purpose of discovering business opportunities. This study presents the company's characteristics (sector, size, etc.), of new business opportunities in customized form by reviewing the value chain perspective and to contributing to creating new business opportunities in the proposed model. It utilizes the trademark database of the Korean Intellectual Property Office (KIPO) and proprietary company information database of the Korea Enterprise Data (KED). This data is key to discovering new business opportunities with analysis of competitors and advanced business trademarks (Module 1) and trading analysis of competitors found in the KED (Module 2). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=value%20chain" title="value chain">value chain</a>, <a href="https://publications.waset.org/abstracts/search?q=trademark" title=" trademark"> trademark</a>, <a href="https://publications.waset.org/abstracts/search?q=trading%20analysis" title=" trading analysis"> trading analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20business%20opportunity" title=" new business opportunity"> new business opportunity</a> </p> <a href="https://publications.waset.org/abstracts/43595/value-chain-based-new-business-opportunity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43595.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4401</span> Opportunity Development and Entrepreneurial Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abosede%20Mosunmola%20Odeseye">Abosede Mosunmola Odeseye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The sustainability of nations’ economies today have proven to be unrealistic in a constantly changing world without appropriate accordance to entrepreneurship role and its processes. This role has therefore proven to be a product of the available and discoverable opportunities by an individual/organisation in any pattern – innovation, discovery, diffusion, imitation amidst possible challenges. In light of these, this paper examined the relationship between opportunity development and entrepreneurial processes as well as the factors determining individual’s opportunity development and the success of entrepreneurial processes. Systematic review method was adopted for selecting relevant academic materials. The theoretical base of this paper was anchored on Schumpeter’s entrepreneurial innovation model and Drucker and Stevenson’s opportunity-based entrepreneurship theory. Based on the reviewed literature, it was discovered that rough business idea “opportunity” in any form – techniques/product encounter various obstacles to achieve its development, acceptability and sustainability. In essence, the findings revealed that the birth of every opportunity is as a result of the individual/organisation and environmental factors to be able to scale through the whole process successfully. Due to the outcome of this paper, it was recommended that the organisations/government should endeavour to create an enabling environment for a rough business idea to come to life amidst the hurdles of the entrepreneurial process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20process" title="entrepreneurial process">entrepreneurial process</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity" title=" opportunity"> opportunity</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity%20development" title=" opportunity development"> opportunity development</a>, <a href="https://publications.waset.org/abstracts/search?q=organisation" title=" organisation"> organisation</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/89515/opportunity-development-and-entrepreneurial-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89515.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">240</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4400</span> Artificial Intelligence Ethics: What Business Leaders Need to Consider for the Future</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kylie%20Leonard">Kylie Leonard</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Investment in artificial intelligence (AI) can be an attractive opportunity for business leaders as there are many easy-to-see benefits. These benefits include task completion rates, overall cost, and better forecasting. Business leaders are often unaware of the challenges that can accompany AI, such as data center costs, access to data, employee acceptance, and privacy concerns. In addition to the benefits and challenges of AI, it is important to practice AI ethics to ensure the safe creation of AI. AI ethics include aspects of algorithm bias, limits in transparency, and surveillance. To be a good business leader, it is critical to address all the considerations involving the challenges of AI and AI ethics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence%20ethics" title=" artificial intelligence ethics"> artificial intelligence ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20leaders" title=" business leaders"> business leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20concerns" title=" business concerns"> business concerns</a> </p> <a href="https://publications.waset.org/abstracts/144879/artificial-intelligence-ethics-what-business-leaders-need-to-consider-for-the-future" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">147</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4399</span> Secure Mobile E-Business Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hala%20A.%20Alrumaih">Hala A. Alrumaih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is widely believed that mobile device is a promising technology for lending the opportunity for the third wave of electronic commerce. Mobile devices have changed the way companies do business. Many applications are under development or being incorporated into business processes. In this day, mobile applications are a vital component of any industry strategy. One of the greatest benefits of selling merchandise and providing services on a mobile application is that it widens a company’s customer base significantly. Mobile applications are accessible to interested customers across regional and international borders in different electronic business (e-business) area. But there is a dark side to this success story. The security risks associated with mobile devices and applications are very significant. This paper introduces a broad risk analysis for the various threats, vulnerabilities, and risks in mobile e-business applications and presents some important risk mitigation approaches. It reviews and compares two different frameworks for security assurance in mobile e-business applications. Based on the comparison, the paper suggests some recommendations for applications developers and business owners in mobile e-business application development process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-business" title="e-business">e-business</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20applications" title=" mobile applications"> mobile applications</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20mitigations" title=" risk mitigations"> risk mitigations</a>, <a href="https://publications.waset.org/abstracts/search?q=security%20assurance" title=" security assurance"> security assurance</a> </p> <a href="https://publications.waset.org/abstracts/16632/secure-mobile-e-business-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16632.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">295</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4398</span> Challenges and Opportunities for Online Consumer Selling Process Development in Coming Years in World</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prakash%20Prajapati">Prakash Prajapati</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E commerce is certainly one of the business alternatives that individual will have to analyze in the forthcoming years. E-commerce is said to bring about arched type conversion in the world for exchange market. Prognosis E-commerce is presenting dreadful business advancement in our country. Endorsed by ascending online user base & mobile phone presentation, Indian e-commerce has been splendid development in the last few years. Conceding India’s analytical dividend and spiraling internet admittance, the sector is contracted to scale higher heights. Although, India’s overall peddle opportunity is consequential, the sector is beset with some deliberate challenges. The current study has been proceeded to explore the present scenario, status & future advancement of e-commerce in India and review the challenges and opportunities of e-commerce in India. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=online%20selling" title="online selling">online selling</a>, <a href="https://publications.waset.org/abstracts/search?q=retail%20selling%20online" title=" retail selling online"> retail selling online</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20process" title=" product process"> product process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20opportunity" title=" business opportunity"> business opportunity</a> </p> <a href="https://publications.waset.org/abstracts/103640/challenges-and-opportunities-for-online-consumer-selling-process-development-in-coming-years-in-world" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/103640.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">146</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4397</span> A Descriptive Approach towards the Understanding of the Central American Coffee Business Demography Phenomena</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jesus%20David%20Argueta%20Moreno">Jesus David Argueta Moreno</a>, <a href="https://publications.waset.org/abstracts/search?q=Justa%20Rufina%20Martel"> Justa Rufina Martel</a>, <a href="https://publications.waset.org/abstracts/search?q=Edith%20Gabriela%20Carrasco"> Edith Gabriela Carrasco </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Central American Coffee small, medium, and large corporations search for excellence, sustainability, and continuous improvement, triggers in a still unknown scale the Local expansion, crusading, and franchising strategies towards a more suitable commercial opportunity, where the dynamics of the Central American business displacement can be explained through the markets permeability traits. By considering the previously mentioned, the present study aims to evaluate the franchising potentialities offered by Central American Coffee business scenario, in order to explain dynamics of the business demography phenomena and its relevance on the Central American competitiveness landscape. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title="competitiveness">competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=franchising" title=" franchising"> franchising</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20demography" title=" business demography"> business demography</a>, <a href="https://publications.waset.org/abstracts/search?q=Central%20American%20Coffee" title=" Central American Coffee"> Central American Coffee</a> </p> <a href="https://publications.waset.org/abstracts/28656/a-descriptive-approach-towards-the-understanding-of-the-central-american-coffee-business-demography-phenomena" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28656.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">611</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4396</span> The Implementation of Entrepreneurial Marketing in Small Business Enterprise</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iin%20Mayasari">Iin Mayasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims at exploring the influence of aspects of entrepreneurial marketing on a firm’s performance. Entrepreneurs are not only supported by resources control to obtain sustainable competitive advantage, but it should also be supported by intangible resources. Entrepreneurial marketing provides the opportunity for entrepreneurs to proactively find better ways to create value for desired customers, to create innovation, and to build customer equity. Entrepreneurial marketing has the medium between entrepreneurship and marketing, and serves as an umbrella for many of the emergent perspectives on marketing. It has eight underlying dimensions. They are proactiveness, calculated risk-taking, innovativeness, an opportunity focus, entrepreneurial orientation, resource leveraging, customer intensity, and value creating. The research method of the study was a qualitative study by having an interview with 8 small companies in Kudus Region, the Central Java, Indonesia. The interviewees were the owner and the manager of the company that had the scope work of small business enterprise in wood crafting industry. The interview was related to the implementation of the elements of the entrepreneurial marketing. The result showed that the small business enterprises had implemented the elements of entrepreneurial marketing in supporting their daily activities. The understanding based on the theoretical implementation was well executed by the owner and managers. The problems in managing small business enterprises were related to the full support by the government and the branding management. Furthermore, the innovation process should be improved especially the use of internet to promote the product, to expand the market and to increase the firm’s performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20marketing" title="entrepreneurial marketing">entrepreneurial marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=innovativeness" title=" innovativeness"> innovativeness</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20taking" title=" risk taking"> risk taking</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity%20focus" title=" opportunity focus"> opportunity focus</a> </p> <a href="https://publications.waset.org/abstracts/65492/the-implementation-of-entrepreneurial-marketing-in-small-business-enterprise" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65492.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">298</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4395</span> Classification of Business Models of Italian Bancassurance by Balance Sheet Indicators</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Bellucci">Andrea Bellucci</a>, <a href="https://publications.waset.org/abstracts/search?q=Martina%20Tofi"> Martina Tofi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of paper is to analyze business models of bancassurance in Italy for life business. The life insurance business is very developed in the Italian market and banks branches have 80% of the market share. Given its maturity, the life insurance market needs to consolidate its organizational form to allow for the development of non-life business, which nowadays collects few premiums but represents a great opportunity to enlarge the market share of bancassurance using its strength in the distribution channel while the market share of independent agents is decreasing. Starting with the main business model of bancassurance for life business, this paper will analyze the performances of life companies in the Italian market by balance sheet indicators and by main discriminant variables of business models. The study will observe trends from 2013 to 2015 for the Italian market by exploiting a database managed by Associazione Nazionale delle Imprese di Assicurazione (ANIA). The applied approach is based on a bottom-up analysis starting with variables and indicators to define business models’ classification. The statistical classification algorithm proposed by Ward is employed to design business models’ profiles. Results from the analysis will be a representation of the main business models built by their profile related to indicators. In that way, an unsupervised analysis is developed that has the limit of its judgmental dimension based on research opinion, but it is possible to obtain a design of effective business models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bancassurance" title="bancassurance">bancassurance</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=non%20life%20bancassurance" title=" non life bancassurance"> non life bancassurance</a>, <a href="https://publications.waset.org/abstracts/search?q=insurance%20business%20value%20drivers" title=" insurance business value drivers"> insurance business value drivers</a> </p> <a href="https://publications.waset.org/abstracts/65799/classification-of-business-models-of-italian-bancassurance-by-balance-sheet-indicators" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65799.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">298</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4394</span> ‘Point of Sale’ Cash/Cashless Banking Enterprise Retention in Rural South Africa: Limitations and Interventions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ishmael%20Obaeko%20Iwara">Ishmael Obaeko Iwara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Point of Sale (POS) cash and cashless semi-formal business has emerged as a significant driver of employment in countries like Nigeria and Kenya, similar to other micro and small-scale enterprises. This business model enables individuals to establish cash in/out outlets, offering entrepreneurs and small business owners a lucrative opportunity to generate additional income. However, the benefits extend beyond employment, as the POS model has become an integral part of the payment system in these countries. It facilitates convenient fund transfers, cash deposits, and withdrawals for individuals residing in both urban and rural areas. Given South Africa's high youth unemployment rate and limited banking services in rural households, coupled with a vibrant informal business economy akin to Nigeria and Kenya, the POS model potentially presents a business opportunity for the unemployed and serves as a banking solution for remote communities. Nonetheless, its implementation within South Africa's entrepreneurial landscape remains a subject of contention. Through qualitative research employing a participatory community-led action research approach, this study analyzes feedback, critiques, and potential interventions from various stakeholders, including business actors, grassroots communities, financial institutions, and policymakers. The findings offer crucial insights into the challenges associated with the adoption of the POS model and suggest mitigating factors to facilitate its successful implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=grassroots%20entrepreneurs" title="grassroots entrepreneurs">grassroots entrepreneurs</a>, <a href="https://publications.waset.org/abstracts/search?q=rural%20households" title=" rural households"> rural households</a>, <a href="https://publications.waset.org/abstracts/search?q=POS%20banking" title=" POS banking"> POS banking</a>, <a href="https://publications.waset.org/abstracts/search?q=youth%20employment" title=" youth employment"> youth employment</a> </p> <a href="https://publications.waset.org/abstracts/168143/point-of-sale-cashcashless-banking-enterprise-retention-in-rural-south-africa-limitations-and-interventions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168143.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">70</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4393</span> Empowering Business Students with Intercultural Communicative Competence through Multicultural Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dorsaf%20Ben%20Malek">Dorsaf Ben Malek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The function of culture in language teaching changed because of globalization and the latest technologies. English became a lingua franca which resulted in altering the teaching objectives. The re-evaluation of cultural awareness is one of them. Business English teaching has also been subject to all these changes. It is therefore a wrong idea if we try to consider it as a diffusion of unlimited listing of lexis, diagrams, charts, and statistics. In fact, business students’ future career will require business terminology together with intercultural communicative competence (ICC) to handle different multicultural encounters and contribute to the international community. The first part of this paper is dedicated to the necessity of empowering business students with intercultural communicative competence and the second turns around the potential of multicultural literature in implementing ICC in business English teaching. This was proved through a qualitative action research done on a group of Tunisian MA business students. It was an opportunity to discover the potential of multicultural literature together with inquiry-based learning in enhancing business students’ intercultural communicative competence. Data were collected through classroom observations, journals and semi-structured interviews. Results were in favour of using multicultural literature to enhance business students’ ICC. In addition, the short story may be a motivating tool to read literature, and inquiry-based learning can be an effective approach to teaching literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intercultural%20communicative%20competence" title="intercultural communicative competence">intercultural communicative competence</a>, <a href="https://publications.waset.org/abstracts/search?q=multicultural%20literature" title=" multicultural literature"> multicultural literature</a>, <a href="https://publications.waset.org/abstracts/search?q=short%20stories" title=" short stories"> short stories</a>, <a href="https://publications.waset.org/abstracts/search?q=inquiry-based%20learning" title=" inquiry-based learning"> inquiry-based learning</a> </p> <a href="https://publications.waset.org/abstracts/55553/empowering-business-students-with-intercultural-communicative-competence-through-multicultural-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55553.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">334</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4392</span> Entrepreneurship Education: The Impact in Today’s World</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oghenerume%20V.%20Edah">Oghenerume V. Edah</a>, <a href="https://publications.waset.org/abstracts/search?q=Damilola%20T.%20Aladejana"> Damilola T. Aladejana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Entrepreneurship Education is the process of developing and acquiring entrepreneur skills on how to identify a new business and launching the business with the realization of yielding profit optimally. It’s the process of knowing how to take risk and handle challenges that accompanies a new business without the mindset of closing it when it fails. It includes steps to take when a business is recognized, combined with acquiring resources (e.g. finances, labor, land) in the face of risk and launching the new business. Additionally, Entrepreneurship is defined as the ability and willingness to set a business in the event of making profit. It is the act of starting up a business to solve big problems or present a new life-changing solution in the society to generate profit. It’s a process where a business opportunity is identified; planned, acquired and needful steps are taken to launch a business. This involves taking up financial risk, acquiring natural resources, combined with land, capital and building up a team of people who would individually contribute or add value in order to make the new business a success. Moreover, Education is the learning of new skills or value. It’s the acquiring of knowledge and capability of doing new things. It is been able to differentiate what you know and what you don’t know yet. In this modern world, the emergence of entrepreneurship education has been magnificent. An average of 60 percent humans wants to start a business or become an entrepreneur without knowing the steps on how to startup. Moreover, many of them are good starters and they end up failing when the business is not managed well. The introduction of Entrepreneur Education in our world today would change the face of business phenomenally. It would involve the acquisition of entrepreneur skills, knowledge and attitude towards initiating a business venture. The impact of Entrepreneurship Education in our world today would increase the chances of business success because it would generate better entrepreneurs. The skills, values, concept and processes acquired through learning have changed the face of business to a positive direction globally and the impact can be felt. Entrepreneurship can be taught and also can be learnt. Like any skills it can be known. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneur" title=" entrepreneur"> entrepreneur</a>, <a href="https://publications.waset.org/abstracts/search?q=skills" title=" skills"> skills</a> </p> <a href="https://publications.waset.org/abstracts/88652/entrepreneurship-education-the-impact-in-todays-world" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88652.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">146</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4391</span> Health and Subjective Wellbeing: The Role of Inequalities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Francesco%20Colcerasa">Francesco Colcerasa</a>, <a href="https://publications.waset.org/abstracts/search?q=Fabio%20Pisani"> Fabio Pisani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We contribute to the subjective well-being literature testing the relationship between life satisfaction and inequality of opportunity in health, measured through the Human Opportunity Index calculated at the national level using individual socio-economic data from the cross-country European Social Survey sample. We compute several indexes of opportunity inequality in health, each obtained according to a different combination of circumstances (gender, immigrant status, parents’ education). We find a robust and significant relationship where life satisfaction is higher in correspondence with low levels of health opportunity inequality. The result is twofold. On the one hand, the importance of the well-being of other types of inequality than income inequality emerges. On the other hand, the socioeconomic roots of inequality in health are investigated, suggesting that circumstances at birth have a role in future well-being. Several rationales for the nexus between life satisfaction and inequality of opportunity in health are possible, which we investigate by splitting the sample. Among others, we find a prominent role of pro-social preferences – formalized as interest towards own offspring (which can be interpreted as intergenerational justice) – as a mediating factor of the relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inequality%20of%20opportunity" title="Inequality of opportunity">Inequality of opportunity</a>, <a href="https://publications.waset.org/abstracts/search?q=subjective%20wellbeing" title=" subjective wellbeing"> subjective wellbeing</a>, <a href="https://publications.waset.org/abstracts/search?q=health" title=" health"> health</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20inequality" title=" health inequality"> health inequality</a>, <a href="https://publications.waset.org/abstracts/search?q=inequality%20of%20opportunity%20in%20health" title=" inequality of opportunity in health"> inequality of opportunity in health</a> </p> <a href="https://publications.waset.org/abstracts/162521/health-and-subjective-wellbeing-the-role-of-inequalities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162521.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">84</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4390</span> Entrepreneurial Orientation and Business Performance: The Case of Micro Scale Food Processors Operating in a War-Recovery Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=V.%20Suganya">V. Suganya</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20Balasuriya"> V. Balasuriya </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The functioning of Micro and Small Scale (MSS) businesses in the northern part of Sri Lanka was vulnerable due to three decades of internal conflict and the subsequent post-war economic openings has resulted new market prospects for MSS businesses. MSS businesses survive and operate with limited resources and struggle to access finance, raw material, markets, and technology. This study attempts to identify the manner in which entrepreneurial orientation puts into practice by the business operators to overcome these business challenges. Business operators in the traditional food processing sector are taken for this study as this sub-sector of the food industry is developing at a rapid pace. A review of the literature was done to recognize the concepts of entrepreneurial orientation, defining MMS businesses and the manner in which business performance is measured. Direct interview method supported by a structured questionnaire is used to collect data from 80 respondents; based on a fixed interval random sampling technique. This study reveals that more than half of the business operators have opted to commence their business ventures as a result of identifying a market opportunity. 41 per cent of the business operators are highly entrepreneurial oriented in a scale of 1 to 5. Entrepreneurial orientation shows significant relationship and strongly correlated with business performance. Pro-activeness, innovativeness and competitive aggressiveness shows a significant relationship with business performance while risk taking is negative and autonomy is not significantly related to business performance. It is evident that entrepreneurial oriented business practices contribute to better business performance even though 70 per cent prefer the ideas/views of the support agencies than the stakeholders when making business decisions. It is recommended that appropriate training should be introduced to develop entrepreneurial skills focusing to improve business networks so that new business opportunities and innovative business practices are identified. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Micro%20and%20Small%20Scale%20%28MMS%29%20businesses" title="Micro and Small Scale (MMS) businesses">Micro and Small Scale (MMS) businesses</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20orientation%20%28EO%29" title=" entrepreneurial orientation (EO)"> entrepreneurial orientation (EO)</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20processing" title=" food processing"> food processing</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20operators" title=" business operators"> business operators</a> </p> <a href="https://publications.waset.org/abstracts/22988/entrepreneurial-orientation-and-business-performance-the-case-of-micro-scale-food-processors-operating-in-a-war-recovery-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22988.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4389</span> Business Logic and Environmental Policy, a Research Agenda for the Business-to-Citizen Business Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mats%20Nilsson">Mats Nilsson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The European electricity markets have been changing from a regulated market, to in some places a deregulated market, and are now experiencing a strong influence of renewable support systems. Firm’s that rely on subsidies have a different business logic than firms acting in a market context. The article proposes that an offspring to the regular business models, the business-to-citizen, should be used. The case of the European electricity market frames the concept of a business-citizen business model, and a research agenda for this concept is outlined. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20logic" title="business logic">business logic</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=subsidies" title=" subsidies"> subsidies</a>, <a href="https://publications.waset.org/abstracts/search?q=business-to-citizen" title=" business-to-citizen"> business-to-citizen</a> </p> <a href="https://publications.waset.org/abstracts/23945/business-logic-and-environmental-policy-a-research-agenda-for-the-business-to-citizen-business-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23945.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">462</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4388</span> Social Business: Opportunities and Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Mustafizur%20Rahaman">Muhammad Mustafizur Rahaman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social business is a new concept in the field of Business Economics and Capitalist Economy. It has increased the importance in economic and social development in emerging economies. Professor Muhammad Yunus is the founding father of the notion. While conventional business underscores profit maximization as a core business principle, social business calls for addressing social problems at the expense of profit. This underlying principle gives social business advantageous position over conventional businesses to serve those who live at the bottom of the pyramid. It also poses grave challenges to the social business because social business sacrifices profit at one hand and seeks financial sustainability on the other. For the sake of its financial sustainability, the social business might increase the price of its product or service which might lower its social impact, thus, makes the business self-defeating. Therefore, social business should be more innovative in every business process including production, marketing, and management. Otherwise, the business is unlikely to be driven out from the society. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovativeness" title="innovativeness">innovativeness</a>, <a href="https://publications.waset.org/abstracts/search?q=self-defeat" title=" self-defeat"> self-defeat</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20problem" title=" social problem "> social problem </a> </p> <a href="https://publications.waset.org/abstracts/19929/social-business-opportunities-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19929.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">619</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4387</span> Knowledge Transfer through Entrepreneurship: From Research at the University to the Consolidation of a Spin-off Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Milica%20Lilic">Milica Lilic</a>, <a href="https://publications.waset.org/abstracts/search?q=Marina%20Rosales%20Mart%C3%ADnez"> Marina Rosales Martínez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Academic research cannot be oblivious to social problems and needs, so projects that have the capacity for transformation and impact should have the opportunity to go beyond the University circles and bring benefit to society. Apart from patents and R&D research contracts, this opportunity can be achieved through entrepreneurship as one of the most direct tools to turn knowledge into a tangible product. Thus, as an example of good practices, it is intended to analyze the case of an institutional entrepreneurship program carried out at the University of Seville, aimed at researchers interested in assessing the business opportunity of their research and expanding their knowledge on procedures for the commercialization of technologies used at academic projects. The program is based on three pillars: training, teamwork sessions and networking. The training includes aspects such as product-client fit, technical-scientific and economic-financial feasibility of a spin-off, institutional organization and decision making, public and private fundraising, and making the spin-off visible in the business world (social networks, key contacts, corporate image and ethical principles). On the other hand, the teamwork sessions are guided by a mentor and aimed at identifying research results with potential, clarifying financial needs and procedures to obtain the necessary resources for the consolidation of the spin-off. This part of the program is considered to be crucial in order for the participants to convert their academic findings into a business model. Finally, the networking part is oriented to workshops about the digital transformation of a project, the accurate communication of the product or service a spin-off offers to society and the development of transferable skills necessary for managing a business. This blended program results in the final stage where each team, through an elevator pitch format, presents their research turned into a business model to an experienced jury. The awarded teams get a starting capital for their enterprise and enjoy the opportunity of formally consolidating their spin-off company at the University. Studying the results of the program, it has been shown that many researchers have basic or no knowledge of entrepreneurship skills and different ways to turn their research results into a business model with a direct impact on society. Therefore, the described program has been used as an example to highlight the importance of knowledge transfer at the University and the role that this institution should have in providing the tools to promote entrepreneurship within it. Keeping in mind that the University is defined by three main activities (teaching, research and knowledge transfer), it is safe to conclude that the latter, and the entrepreneurship as an expression of it, is crucial in order for the other two to comply with their purpose. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=good%20practice" title="good practice">good practice</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20transfer" title=" knowledge transfer"> knowledge transfer</a>, <a href="https://publications.waset.org/abstracts/search?q=a%20spin-off%20company" title=" a spin-off company"> a spin-off company</a>, <a href="https://publications.waset.org/abstracts/search?q=university" title=" university"> university</a> </p> <a href="https://publications.waset.org/abstracts/142980/knowledge-transfer-through-entrepreneurship-from-research-at-the-university-to-the-consolidation-of-a-spin-off-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142980.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4386</span> Objective and Subjective Preconditions for Entrepreneurship: From the Point of View of Enterprise Risk Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Luskova">Maria Luskova</a>, <a href="https://publications.waset.org/abstracts/search?q=Maria%20Hudakova"> Maria Hudakova</a>, <a href="https://publications.waset.org/abstracts/search?q=Katarina%20Buganova"> Katarina Buganova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Established objective and subjective preconditions for entrepreneurship, forming the business organically related whole, are the necessary condition of successful entrepreneurial activities. Objective preconditions for entrepreneurship are developed by the market economy that should stimulate entrepreneurship by allowing the use of economic opportunities for all those who want to do business in respective field while providing guarantees to all owners and creating a stable business environment for entrepreneurs. Subjective preconditions of entrepreneurship are formed primarily by personal characteristics of the entrepreneur. These are his properties, abilities, skills, physiological, and psychological preconditions which may be inherited, inborn or sequentially developed and obtained during his life on the basis of education and influences of surrounding environment. The paper is dealing with issues of objective and subjective preconditions for entrepreneurship and provides their analysis in view of the current situation in Slovakia. It presents risks of the business environment in Slovakia that the Slovak managers considered the most significant in 2014 and defines the dominant attributes of the entrepreneur in the current business environment in Slovakia. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title="entrepreneurship">entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=innovations" title=" innovations"> innovations</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity" title=" opportunity"> opportunity</a>, <a href="https://publications.waset.org/abstracts/search?q=risk" title=" risk"> risk</a>, <a href="https://publications.waset.org/abstracts/search?q=uncertainty" title=" uncertainty"> uncertainty</a> </p> <a href="https://publications.waset.org/abstracts/19333/objective-and-subjective-preconditions-for-entrepreneurship-from-the-point-of-view-of-enterprise-risk-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19333.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">522</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4385</span> The Mediating Effect of Taxpayers’ Compliance on Internal Business Process-Tax Revenue Relationship: A Case Study at the Directorate General of Taxation in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Efrizal">Efrizal</a>, <a href="https://publications.waset.org/abstracts/search?q=Ferdiansyah"> Ferdiansyah</a>, <a href="https://publications.waset.org/abstracts/search?q=Noorlailie%20Soewarno"> Noorlailie Soewarno</a>, <a href="https://publications.waset.org/abstracts/search?q=Bambang%20Tjahjadi"> Bambang Tjahjadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tax revenue plays an important role in the State Budget of the Government of Indonesia (GOI). The GOI keeps raising tax revenue portion of the Budget from year to year. The low tax ratio of 11 percent in Indonesia shows a big opportunity to collect taxes in the future. The Directorate General of Taxation (DGT) is the institution mandated by the Law to collect tax revenue. This is a case study using quantitative and qualitative approaches. This study introduces contingent factors of taxpayers’ compliance as the mediating variable and internal business process as the independent variable. This study aims to empirically test the contingency theory, especially the mediating effect of taxpayers’ compliance on internal business process-tax revenue relationship. Internal business processes of the DGT include servicing, counseling, expanding, supervising, inspecting, and enforcing. The secondary data of 31 regional offices representing 293 tax offices in Indonesia was collected and analyzed using Partial Least Square. The result showed the following: (1) internal business process affected tax revenue; (2) taxpayers’ compliance did not mediate internal business processes - tax revenue relationship, and (3) taxpayers’ compliance affected tax revenue. In-depth interviews revealed that the DGT needs to make more innovations in business processes in the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovations" title="innovations">innovations</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20business%20process" title=" internal business process"> internal business process</a>, <a href="https://publications.waset.org/abstracts/search?q=taxpayers%E2%80%99%20compliance" title=" taxpayers’ compliance"> taxpayers’ compliance</a>, <a href="https://publications.waset.org/abstracts/search?q=tax%20revenue" title=" tax revenue"> tax revenue</a> </p> <a href="https://publications.waset.org/abstracts/57095/the-mediating-effect-of-taxpayers-compliance-on-internal-business-process-tax-revenue-relationship-a-case-study-at-the-directorate-general-of-taxation-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57095.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">356</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4384</span> Integrated Performance Management System a Conceptual Design for PT. XYZ</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Henrie%20Yunianto">Henrie Yunianto</a>, <a href="https://publications.waset.org/abstracts/search?q=Dermawan%20Wibisono"> Dermawan Wibisono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> PT. XYZ is a family business (private company) in Indonesia that provide an educational program and consultation services. Since its establishment in 2011, the company has run without any strategic management system implemented. Though the company could survive until now. The management of PT. XYZ sees the business opportunity for such product is huge, even though the targeted market is very specific (niche), the volume is large (due to large population of Indonesia) and numbers of competitors are low (now). It can be said if the product life cycle is in between ‘Introduction stage’ and ‘growth’ stage. It is observed that nowadays the new entrants (competitors) are increasing, thus PT. XYZ consider reacting in facing the intense business rivalry by conducting the business in an appropriate manner. A Performance Management System is important to be implemented in accordance with the business sustainability and growth. The framework of Performance Management System chosen is Integrated Performance Management System (IPMS). IPMS framework has the advantages of its simplicity, linkage between its business variables and indicators where the company can see the connections between all factors measured. IPMS framework consists of perspectives: (1) Business Result, (2) Internal Processes, (3) Resource Availability. Variables and indicators were examined through deep analysis of the business external and internal environments, Strength-Weakness-Opportunity-Threat (SWOT) analysis, Porter’s five forces analysis. Analytical Hierarchy Process (AHP) analysis was then used to quantify the weight of each variable/indicators. AHP is needed since in this study, PT. XYZ, the data of existing performance indicator was not available. Later, where the IPMS is implemented, the real data measured can be examined to determine the weight factor of each indicators using correlation analysis (or other methods). In this study of IPMS design for PT. XYZ, the analysis shows that with current company goals, along with the AHP methodology, the critical indicators for each perspective are: (1) Business results: Customer satisfaction and Employee satisfaction, (2) Internal process: Marketing performance, Supplier quality, Production quality, Continues improvement; (3) Resources Availability: Leadership and company culture & value, Personal Competences, Productivity. Company and/or organization require performance management system to help them in achieving their vision and mission. Company strategy will be effectively defined and addressed by using performance management system. Integrated Performance Management System (IPMS) framework and AHP analysis help us in quantifying the factors which influence the business output expected. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=analytical%20hierarchy%20process" title="analytical hierarchy process">analytical hierarchy process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title=" business strategy"> business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=differentiation%20strategy" title=" differentiation strategy"> differentiation strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20performance%20management%20system" title=" integrated performance management system"> integrated performance management system</a> </p> <a href="https://publications.waset.org/abstracts/64625/integrated-performance-management-system-a-conceptual-design-for-pt-xyz" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64625.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">307</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4383</span> Research on the Internal Mechanism of Overseas Market Opportunity Construction of the Emerging-Market Multinational Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jie%20Zhang">Jie Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Chaomin%20Zhang"> Chaomin Zhang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Based on the network theory, this paper selects three Emerging-Market Multinationals Enterprises (EMNEs) as the research object and takes the typical overseas market opportunities constructed by them as the analysis unit to research the internal mechanism of overseas market opportunity construction of the EMNEs. The results show that: (1) EMNEs overseas market opportunity construction is a complex process, through the continuous interaction between enterprises and entities in the internal and external networks to achieve opportunity prototype, opportunity creation, and opportunity optimization in overseas markets. (2) Governments, foreign institutions and industry associations in the institutional network and competitors, partners, and customers in the commercial networks are the important entities in the construction of overseas market opportunities. Through the interaction of entity perception, relationship construction, and utilization, enterprises can obtain the necessary information, resources, and political asylum in the process of opportunity construction. (3) Organizations, project teams, and organizational sub-units within the enterprise are important internal entities for the construction of overseas market opportunities. Through the connection between different entities, they can achieve the circulation of resources within the organization and promote the opportunity construction of overseas markets. The research conclusions expand the relevant research on international opportunities and have inspiring and guiding significance for the expansion of EMNEs overseas markets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20%28overseas%29%20opportunities" title="international (overseas) opportunities">international (overseas) opportunities</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity%20construction" title=" opportunity construction"> opportunity construction</a>, <a href="https://publications.waset.org/abstracts/search?q=network%20entities" title=" network entities"> network entities</a>, <a href="https://publications.waset.org/abstracts/search?q=interaction" title=" interaction"> interaction</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20circulation" title=" resource circulation"> resource circulation</a> </p> <a href="https://publications.waset.org/abstracts/192551/research-on-the-internal-mechanism-of-overseas-market-opportunity-construction-of-the-emerging-market-multinational-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192551.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">17</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4382</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4381</span> Understanding the Effectiveness of Branding Strategies in Car Rental Service Business in India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vrajesh%20Chokshi">Vrajesh Chokshi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In last three decades, the global economy is substantially changed. Today, we are living in highly inter-connected world. The global markets are more open and consumers are well informed about products and services. The information technology revolution has broken all barriers in global business. The E-commerce has given opportunities of global trades to corporate. The IT is extensively used in almost all industries. After liberalization in 1992, the Indian economy is also significantly changed. The IT (information technology) and ITES (IT enable services) are extensively used in supply chain management. In India, previously car rental service business was dominated by local organization and operated through local contact. This industry is very lucrative and to catch this opportunity, many new corporate have ventured into e-commerce car rental service business in India. As the market is very competitive, branding is also very important part of marketing strategy. Now, the E-commerce portals those are in car rental business in India have realized the importance of the same and have started usage of all types of communication channel to promote their brand in different Indian markets. At consumer side, the awareness is also being considerably increased due to marketing communication campaign run by these companies. This paper aims to understand effectiveness of branding strategies in car rental business in India and also tries to identify unique promotional strategies to consolidate brand image of this business in different Indian markets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=branding%20strategies" title="branding strategies">branding strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=car%20rental%20business" title=" car rental business"> car rental business</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM%20%28customer%20relationship%20management%29" title=" CRM (customer relationship management)"> CRM (customer relationship management)</a>, <a href="https://publications.waset.org/abstracts/search?q=ITES%20%28information%20technology%20enabled%20services%29" title=" ITES (information technology enabled services)"> ITES (information technology enabled services)</a> </p> <a href="https://publications.waset.org/abstracts/57519/understanding-the-effectiveness-of-branding-strategies-in-car-rental-service-business-in-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57519.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">303</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4380</span> Business Continuity Opportunities in the Cloud a Small to Medium Business Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Donald%20Zullick">Donald Zullick</a>, <a href="https://publications.waset.org/abstracts/search?q=Cihan%20Varol"> Cihan Varol</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper begins with a look at current work in business continuity as it relates to the cloud and small to medium business (SMB). While cloud services are an emerging paradigm that is quickly making an impact on business, there has been no substantive research applied to SMB. Seeing this lapse, we have taken a fusion of continuity and cloud research with application to the SMB market. It is an initial reflection with base framework guidelines as a starting point for implementation. In this approach, our research ties together existing work and fill the gap with an SMB outlook. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20continuity" title="business continuity">business continuity</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud%20services" title=" cloud services"> cloud services</a>, <a href="https://publications.waset.org/abstracts/search?q=medium%20size%20business" title=" medium size business"> medium size business</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20assessment" title=" risk assessment"> risk assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20business" title=" small business"> small business</a> </p> <a href="https://publications.waset.org/abstracts/2675/business-continuity-opportunities-in-the-cloud-a-small-to-medium-business-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2675.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">404</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4379</span> Hydrocarbon New Business Opportunities in the Bida Basin of Central Nigeria: Prospect and Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20G.%20Obaje">N. G. Obaje</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20I.%20Ibrahim"> S. I. Ibrahim</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Dadi-Mamud"> N. Dadi-Mamud</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20K.%20Musa"> M. K. Musa</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20Yusuf"> I. Yusuf</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An integrated study combining geological prospectivity mapping and geophysical aeromagnetic interpretation was carried out to determine hydrocarbon new business opportunities that may exist in the Bida Basin of Central Nigeria. Geological mapping was used to delineate the geological boundaries between the formations which is a significant initial criterion in evaluating hydrocarbon prospectivity. Processed and interpreted geophysical aeromagnetic data over the basin juxtaposed against the geological map has led to ranking of the prospectivity as less prospective, prospective and more prospective. The prospective and more prospective areas constitute new hydrocarbon business opportunities in the basin. The more prospective areas are at Pattishabakolo near Bida and at Kandi near Gulu. Prospective areas cover Badegi, Lemu, Duba, Kutigi, Auna, Mashegu and Mokwa. Geochemical data show that hydrocarbon source rocks exist within the Enagi and Patti formations in the northern and southern sections respectively. The geophysical aeromagnetic data indicates depths of more than 2,000m (> 2 Km) within the identified prospective areas. New business opportunities as used here refer to open acreages in Nigeria’s sedimentary basins that have not been licensed out by the government (Department of Petroleum Resources) to any operator but with significant potentials for commercial hydrocarbon accumulation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hydrocarbon" title="hydrocarbon">hydrocarbon</a>, <a href="https://publications.waset.org/abstracts/search?q=aeromagnetic" title=" aeromagnetic"> aeromagnetic</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20opportunity" title=" business opportunity"> business opportunity</a>, <a href="https://publications.waset.org/abstracts/search?q=Bida%20Basin" title=" Bida Basin"> Bida Basin</a> </p> <a href="https://publications.waset.org/abstracts/37447/hydrocarbon-new-business-opportunities-in-the-bida-basin-of-central-nigeria-prospect-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37447.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">271</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4378</span> Journey to Cybercrime and Crime Opportunity: Quantitative Analysis of Cyber Offender Spatial Decision Making</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sinchul%20Back">Sinchul Back</a>, <a href="https://publications.waset.org/abstracts/search?q=Sun%20Ho%20Kim"> Sun Ho Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Jennifer%20LaPrade"> Jennifer LaPrade</a>, <a href="https://publications.waset.org/abstracts/search?q=Ilju%20Seong"> Ilju Seong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the advantage of using the Internet, cybercriminals can reach target(s) without border controls. Prior research on criminology and crime science has largely been void of empirical studies on journey-to-cybercrime and crime opportunity. Thus, the purpose of this study is to understand more about cyber offender spatial decision making associated with crime opportunity factors (i.e., co-offending, offender-stranger). Data utilized in this study were derived from 306 U.S. Federal court cases of cybercrime. The findings of this study indicated that there was a positive relationship between co-offending and journey-to-cybercrime, whereas there was no link between offender-stranger and journey-to-cybercrime. Also, the results showed that there was no relationship between cybercriminal sex, age, and journey-to-cybercrime. The policy implications and limitations of this study are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=co-offending" title="co-offending">co-offending</a>, <a href="https://publications.waset.org/abstracts/search?q=crime%20opportunity" title=" crime opportunity"> crime opportunity</a>, <a href="https://publications.waset.org/abstracts/search?q=journey-to-cybercrime" title=" journey-to-cybercrime"> journey-to-cybercrime</a>, <a href="https://publications.waset.org/abstracts/search?q=offender-stranger" title=" offender-stranger"> offender-stranger</a> </p> <a href="https://publications.waset.org/abstracts/133013/journey-to-cybercrime-and-crime-opportunity-quantitative-analysis-of-cyber-offender-spatial-decision-making" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/133013.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">179</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4377</span> The Real Business Power of Virtual Reality: From Concept to Application</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Svetlana%20Bialkova">Svetlana Bialkova</a>, <a href="https://publications.waset.org/abstracts/search?q=Marnix%20van%20Gisbergen"> Marnix van Gisbergen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Advanced Virtual Reality (VR) technologies offer compelling multisensory and interactive experiences applicable in various fields from education to entertainment. However, serious VR applications within the financial sector are scarce, and managing ‘real’ business services with(in) VR is a challenge inviting further investigation. The current research addresses this challenge, by exploring the key parameters influencing the VR business power and the development of appropriate VR applications in real financial business. We conducted profound investigation of both B2B and B2C needs, and how these could be met. In three studies, we have approached experts from leading international banks (finance to computer specialists), and their (potential) customers. Study 1 included focus group discussions with experts. First, participants could experience different VR devices such as Samsung Gear VR, then a structured discussion was held. The outcomes are analyzed and summarized in a portfolio. Study 2 further used the portfolio analyzer to profile the management of real business services with(in) VR. Again experts participated, where first being introduced with Samsung Gear, then experiencing it and being interviewed. Based on the outcomes, a survey was developed to interview (potential) customers and test ideas created (Study 3). The results suggest that developing proper system architectures to connect people and to connect devices is crucial for building up powerful business with(in) VR. From one side, connecting devices, e.g., pairing mobile Head Mounted Displays for VR with smart-phones and/or wearable technologies would be appropriate way “to have” customers anywhere, anytime with a brand and/or business. Developing VR Apps, providing detailed real time visualization of performance and infrastructure types could enable 3D VR navigation, 3D contents viewing, but also being opportunity for connecting people in collaborative platforms. The outcomes of the current research are summarized in a model which could be applied to unlock the real business power of VR. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20power" title="business power">business power</a>, <a href="https://publications.waset.org/abstracts/search?q=B2B" title=" B2B"> B2B</a>, <a href="https://publications.waset.org/abstracts/search?q=B2C" title=" B2C"> B2C</a>, <a href="https://publications.waset.org/abstracts/search?q=VR%20applications" title=" VR applications"> VR applications</a> </p> <a href="https://publications.waset.org/abstracts/54933/the-real-business-power-of-virtual-reality-from-concept-to-application" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54933.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">289</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4376</span> Application of Customer Relationship Management Systems in Business: Challenges and Opportunities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Liagkouras">K. Liagkouras</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Metaxiotis"> K. Metaxiotis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Customer relationship management (CRM) systems in business are a reality of the contemporary business world for the last decade or so. Still, there are grey areas regarding the successful implementation and operation of CRM systems in business. This paper, through the systematic study of the CRM implementation paradigm, attempts to identify the most important challenges and opportunities that the CRM systems face in a rapidly changing business world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20relationship%20management" title="customer relationship management">customer relationship management</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM" title=" CRM"> CRM</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/6799/application-of-customer-relationship-management-systems-in-business-challenges-and-opportunities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6799.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">512</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4375</span> Implications about the Impact of COVID-19 on Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anwar%20Kashgari">Anwar Kashgari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> COVID-19 has severe impacts on business all over the world. The great lockdown of many business owners requires a sage deal with this pandemic. This paper seeks to support business leaders with a standpoint about the COVID-19 situation and provides implications for the (Small and Medium Enterprises) SMEs and companies. The paper reflects the author's view about the impact of COVID-19 on business activities. We discussed the impact of COVID-19 upon three aspects, namely, startups, SMEs, and e-commerce. The KSA is an example of the developing countries about which we present the current situation. Finally, recommendations to policy and decision-makers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=COVID%2019" title="COVID 19">COVID 19</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20networking" title=" business networking"> business networking</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a> </p> <a href="https://publications.waset.org/abstracts/148636/implications-about-the-impact-of-covid-19-on-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148636.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">215</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li 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