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Development Services (BDS)</title> <meta name="description" content="Search results for: Business Development Services (BDS)"> <meta name="keywords" content="Business Development Services (BDS)"> <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 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method="get" 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 Development Services (BDS)"> <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> 20750</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: Business Development Services (BDS)</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">20750</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">20749</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">20748</span> Service Business Model Canvas: A Boundary Object Operating as a Business Development Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Taru%20Hakanen">Taru Hakanen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mervi%20Murtonen"> Mervi Murtonen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to increase understanding of the transition of business models in servitization. The significance of service in all business has increased dramatically during the past decades. Service-dominant logic (SDL) describes this change in the economy and questions the goods-dominant logic on which business has primarily been based in the past. A business model canvas is one of the most cited and used tools in defining end developing business models. The starting point of this paper lies in the notion that the traditional business model canvas is inherently goods-oriented and best suits for product-based business. However, the basic differences between goods and services necessitate changes in business model representations when proceeding in servitization. Therefore, new knowledge is needed on how the conception of business model and the business model canvas as its representation should be altered in servitized firms in order to better serve business developers and inter-firm co-creation. That is to say, compared to products, services are intangible and they are co-produced between the supplier and the customer. Value is always co-created in interaction between a supplier and a customer, and customer experience primarily depends on how well the interaction succeeds between the actors. The role of service experience is even stronger in service business compared to product business, as services are co-produced with the customer. This paper provides business model developers with a service business model canvas, which takes into account the intangible, interactive, and relational nature of service. The study employs a design science approach that contributes to theory development via design artifacts. This study utilizes qualitative data gathered in workshops with ten companies from various industries. In particular, key differences between Goods-dominant logic (GDL) and SDL-based business models are identified when an industrial firm proceeds in servitization. As the result of the study, an updated version of the business model canvas is provided based on service-dominant logic. The service business model canvas ensures a stronger customer focus and includes aspects salient for services, such as interaction between companies, service co-production, and customer experience. It can be used for the analysis and development of a current service business model of a company or for designing a new business model. It facilitates customer-focused new service design and service development. It aids in the identification of development needs, and facilitates the creation of a common view of the business model. Therefore, the service business model canvas can be regarded as a boundary object, which facilitates the creation of a common understanding of the business model between several actors involved. The study contributes to the business model and service business development disciplines by providing a managerial tool for practitioners in service development. It also provides research insight into how servitization challenges companies’ business models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=boundary%20object" title="boundary object">boundary object</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20canvas" title=" business model canvas"> business model canvas</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20tool" title=" managerial tool"> managerial tool</a>, <a href="https://publications.waset.org/abstracts/search?q=service-dominant%20logic" title=" service-dominant logic "> service-dominant logic </a> </p> <a href="https://publications.waset.org/abstracts/30533/service-business-model-canvas-a-boundary-object-operating-as-a-business-development-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30533.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">366</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">20747</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">20746</span> A Framework for Evaluating the QoS and Cost of Web Services Based on Its Functional Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Mohemmed%20Sha">M. Mohemmed Sha</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Manesh"> T. Manesh</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Ahmed%20Mohamed%20Mustaq"> A. Ahmed Mohamed Mustaq</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this corporate world, the technology of Web services has grown rapidly and its significance for the development of web based applications gradually rises over time. The success of Business to Business integration rely on finding novel partners and their services in a global business environment. But the selection of the most suitable Web service from the list of services with the identical functionality is more vital. The satisfaction level of the customer and the provider’s reputation of the Web service are primarily depending on the range it reaches the customer’s requirements. In most cases the customer of the Web service feels that he is spending for the service which is undelivered. This is because the customer always thinks that the real functionality of the web service is not reached. This will lead to change of the service frequently. In this paper, a framework is proposed to evaluate the Quality of Service (QoS) and its cost that makes the optimal correlation between each other. Also this research work proposes some management decision against the functional deviancy of the web service that are guaranteed at time of selection. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=web%20service" title="web service">web service</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20level%20agreement" title=" service level agreement"> service level agreement</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20a%20service" title=" quality of a service"> quality of a service</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20of%20a%20service" title=" cost of a service"> cost of a service</a>, <a href="https://publications.waset.org/abstracts/search?q=QoS" title=" QoS"> QoS</a>, <a href="https://publications.waset.org/abstracts/search?q=CoS" title=" CoS"> CoS</a>, <a href="https://publications.waset.org/abstracts/search?q=SOA" title=" SOA"> SOA</a>, <a href="https://publications.waset.org/abstracts/search?q=WSLA" title=" WSLA"> WSLA</a>, <a href="https://publications.waset.org/abstracts/search?q=WsRF" title=" WsRF"> WsRF</a> </p> <a href="https://publications.waset.org/abstracts/43548/a-framework-for-evaluating-the-qos-and-cost-of-web-services-based-on-its-functional-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43548.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">419</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">20745</span> Potential of Tourism Logistic Service Business in the Border Areas of Chong Anma, Chong Sa-Ngam, and Chong Jom Checkpoints in Thailand to Increase Competitive Efficiency among the ASEAN Community</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pariwat%20Somnuek">Pariwat Somnuek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study focused on tourism logistic services in the border areas of Thailand by an analysis and comparison of the opinions of tourists, villagers, and entrepreneurs of these services. Sample representatives of this study were a total of 600 villagers and 15 entrepreneurs in the three border areas consisting of Chong Anma, Chong Sa-Ngam, and Chong Jom checkpoints. For methodology, survey questionnaires, situation analysis, TOWS matrix, and focus group discussions were used for data collection, as well as descriptive analysis and statistics such as arithmetic means and standard deviations, were employed for data analysis. The findings revealed that business potential was at the medium level and entrepreneurs were satisfied with their turnovers. However, perspectives of transportation and tourism services provided for tourists need to be immediately improved. Recommendations for the potential development included promotion of border tourism destinations and foreign investments into accommodation, restaurants, and transport, as well as the establishment of business networks between Thailand and Cambodia, along with the introduction of new tourism destinations by co-operation between entrepreneurs in both countries. These initiatives may lead to increased visitors, collaboration of security offices, and an improved image of tourism security. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20potential" title="business potential">business potential</a>, <a href="https://publications.waset.org/abstracts/search?q=potential%20development" title=" potential development"> potential development</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20logistics" title=" tourism logistics"> tourism logistics</a>, <a href="https://publications.waset.org/abstracts/search?q=services" title=" services"> services</a> </p> <a href="https://publications.waset.org/abstracts/65293/potential-of-tourism-logistic-service-business-in-the-border-areas-of-chong-anma-chong-sa-ngam-and-chong-jom-checkpoints-in-thailand-to-increase-competitive-efficiency-among-the-asean-community" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65293.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">308</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">20744</span> Business Incubation of SMEs in India : A Case Study </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dinesh%20Khanduja">Dinesh Khanduja</a>, <a href="https://publications.waset.org/abstracts/search?q=Sahib%20Sartaj%20Singh"> Sahib Sartaj Singh </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In India, among the start ups, many new ventures fail and for the few that survive and grow, there are always numerous problems. In order to make these surviving units productive and cost effective-in today’s competitive environment, the traditional ways of supporting small enterprises and the related programs of governmental assistance need to be significantly transformed. In this context, ‘Business Incubation’ is emerging as one of the most innovative instruments to support small enterprise creation and development all over the world. Incubators, by providing on the-spot diagnosis and treatment of business problems, dramatically lower the early stage failure rate. In Europe, US and countries like China, Singapore, Thailand etc., the exceptionally fast growth of business incubators has baffled even the researchers. In this direction in India, following on the world pattern, several initiatives have been taken over the last decade to encourage the concept of business incubation. Besides profiling the existing ‘Business Incubators’ in India, the paper dwells upon a case study of SMEs in state of Punjab for exploring the relevance of business incubation for enhancing their productive capacity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20incubation" title="business incubation">business incubation</a>, <a href="https://publications.waset.org/abstracts/search?q=Technology%20Business%20Incubator%20%28TBI%29" title=" Technology Business Incubator (TBI)"> Technology Business Incubator (TBI)</a>, <a href="https://publications.waset.org/abstracts/search?q=Rural%20Business%20Hub%20%28RBH%29" title=" Rural Business Hub (RBH)"> Rural Business Hub (RBH)</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=Business%20Development%20Services%20%28BDS%29" title=" Business Development Services (BDS)"> Business Development Services (BDS)</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20management" title=" technology management "> technology management </a> </p> <a href="https://publications.waset.org/abstracts/2150/business-incubation-of-smes-in-india-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2150.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">505</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">20743</span> Infrastructure Development – Stages in Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seppo%20Sirkemaa">Seppo Sirkemaa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information systems infrastructure is the basis of business systems and processes in the company. It should be a reliable platform for business processes and activities but also have the flexibility to change business needs. The development of an infrastructure that is robust, reliable, and flexible is a challenge. Understanding technological capabilities and business needs is a key element in the development of successful information systems infrastructure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=development" title="development">development</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=networks" title=" networks"> networks</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/160141/infrastructure-development-stages-in-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160141.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">118</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">20742</span> The Importance of Cultural Adaptation of B2C E-Services Design in Germany</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rasha%20Alhendawi">Rasha Alhendawi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research will give the introductory ideas for cultural adaption of B2C E-Service design in Germany. By the intense competition of E-Service development, many companies have realized the importance of understanding the emotional and cultural characteristics of their customers. Ignoring customers’ needs and requirements throughout the E-Service design can lead to faults, mistakes, and gaps. The term of E-Service usability now is changed not only to develop high quality E-Services, but also to be extended to include customer satisfaction and provide for them to feel local. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20computer%20interaction%20%28HCI%29" title="human computer interaction (HCI)">human computer interaction (HCI)</a>, <a href="https://publications.waset.org/abstracts/search?q=usability" title=" usability"> usability</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20usability" title=" cultural usability"> cultural usability</a>, <a href="https://publications.waset.org/abstracts/search?q=E-Services" title=" E-Services"> E-Services</a>, <a href="https://publications.waset.org/abstracts/search?q=business-to-consumer%20%28B2C%29" title=" business-to-consumer (B2C)"> business-to-consumer (B2C)</a>, <a href="https://publications.waset.org/abstracts/search?q=e-services" title=" e-services"> e-services</a> </p> <a href="https://publications.waset.org/abstracts/36756/the-importance-of-cultural-adaptation-of-b2c-e-services-design-in-germany" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36756.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">437</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">20741</span> Guidelines for the Development of Community Classroom for Research and Academic Services in Ranong Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jenjira%20Chinnawong">Jenjira Chinnawong</a>, <a href="https://publications.waset.org/abstracts/search?q=Phusit%20Phukamchanoad"> Phusit Phukamchanoad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study is to explore the guidelines for the development of community classroom for research and academic services in Ranong province. By interviewing leaders involved in the development of learning resources, research, and community services, it was found that the leaders' perceptions in the development of learning resources, research, and community services in Ranong, was at the highest level. They perceived at every step on policies of community classroom implementation, research, and community services in Ranong. Leaders' perceptions were at the moderate level in terms of analysis of problems related to procedures of community classroom management, research and community services in Ranong especially in the planning and implementation of the examination, improvement, and development of learning sources to be in good condition and ready to serve the visitors. Their participation in the development of community classroom, research, and community services in Ranong was at a high level, particularly in the participation in monitoring and evaluation of the development of learning resources as well as in reporting on the result of the development of learning resources. The most important thing in the development of community classroom, research and community services in Ranong is the necessity to integrate the three principles of knowledge building in teaching, research and academic services in order to create the identity of the local and community classroom for those who are interested to visit to learn more about the useful knowledge. As a result, community classroom, research, and community services were well-known both inside and outside the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20classroom" title="community classroom">community classroom</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20resources" title=" learning resources"> learning resources</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=participation" title=" participation"> participation</a> </p> <a href="https://publications.waset.org/abstracts/121865/guidelines-for-the-development-of-community-classroom-for-research-and-academic-services-in-ranong-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121865.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">158</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">20740</span> Development of Electronic Services in Georgia: Analysis of Current Situation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dato%20Surmanidze">Dato Surmanidze</a>, <a href="https://publications.waset.org/abstracts/search?q=Dato%20Antadze"> Dato Antadze</a>, <a href="https://publications.waset.org/abstracts/search?q=Tornike%20Partenadze"> Tornike Partenadze</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Public online services in Georgia are concentrated on main target segments: public administration, business, population, non-governmental and other interested organizations. Therefore, the strategy of digital Georgia is focused on providing G2C, G2B/B2G, G2NGO and G2G services. In G2C framework sophisticated and high-technological online services have been developed in order to provide passports, identity cards, documentations concerning residence and civil acts (birth, marriage, divorce, child adoption, change of name and surname, death, etc) as well as other services. Websites like my.gov.ge and sda.gov.ge have distance services like electronic application, processing and decision making. In line with international standards automatic services like electronic tenders, product catalogues, invoices and payment have been developed. This creates better investment climate for foreign companies in Georgia in the framework of G2B politics. The website mybusiness.gov.ge creates better conditions for local business. Among electronic services is e-NRMS (electronic system for national resource management) which was introduced by the Ministry of Finance of Georgia. The system was created in order to ensure management of national resources by state and business organizations. It is integrated with bank services and provides G2C, G2B and B2G representatives with electronic services. Also a portal meteo.gov.ge was created which gives electronic services concerning air, geological, environmental and pollution issues. Also worknet.gov.ge should be mentioned which is an electronic hub of information management for employers and employees. The information portal of labor market will facilitate receipt of information, its analysis and delivery to interested people like employers and employees. However, nowadays it’s been two years that only employees portal is activated. Therefore, awareness about the portal, its competitiveness and success is undermined. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=electronic%20services" title="electronic services">electronic services</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20administration" title=" public administration"> public administration</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20society" title=" information society"> information society</a> </p> <a href="https://publications.waset.org/abstracts/50280/development-of-electronic-services-in-georgia-analysis-of-current-situation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50280.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">268</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">20739</span> Inclusive Business Development: A Case Study of Developing Community-Operated Business Venture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paula%20Linna">Paula Linna</a> </p> <p class="card-text"><strong>Abstract:</strong></p> During the recent years interest in inclusive business has increased. Still, research on inclusive business development is at infancy. This study provides empirical evidence on inclusive business development of mini-grid solution for the rural African communities. This study tests how well the insights of creation theory can explain inclusive business development process which often occurs under uncertainty due to demands for developing new technology, new business model and establishing business in new market. These several uncertain elements of business development impact what kind of business strategies the entrepreneur can practice and what kind of decision making tools to use. In addition, community engagement is essential for the successful operative management of a mini-grid solution. This study advances the understanding of inclusive business development and can be used as the foundation for future work to facilitate the process of new business venture creation at the BOP particularly when developing community-operated entrepreneurship model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creation%20theory" title="creation theory">creation theory</a>, <a href="https://publications.waset.org/abstracts/search?q=base%20of%20the%20pyramid%20%28BOP%29" title=" base of the pyramid (BOP)"> base of the pyramid (BOP)</a>, <a href="https://publications.waset.org/abstracts/search?q=community-operated%20entrepreneurship" title=" community-operated entrepreneurship"> community-operated entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=rural%20African%20communities" title=" rural African communities"> rural African communities</a> </p> <a href="https://publications.waset.org/abstracts/9557/inclusive-business-development-a-case-study-of-developing-community-operated-business-venture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9557.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">500</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">20738</span> Development and Performance Analysis of Multifunctional City Smart Card System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vedat%20Coskun">Vedat Coskun</a>, <a href="https://publications.waset.org/abstracts/search?q=Fahri%20Soylemezgiller"> Fahri Soylemezgiller</a>, <a href="https://publications.waset.org/abstracts/search?q=Busra%20Ozdenizci"> Busra Ozdenizci</a>, <a href="https://publications.waset.org/abstracts/search?q=Kerem%20Ok"> Kerem Ok</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, several smart card solutions for transportation services of cities with different technical infrastructures and business models has emerged considerably, which triggers new business and technical opportunities. In order to create a unique system, we present a novel, promising system called Multifunctional City Smart Card System to be used in all cities that provides transportation and loyalty services based on the MasterCard M/Chip Advance standards. The proposed system provides a unique solution for transportation services of large cities over the world, aiming to answer all transportation needs of citizens. In this paper, development of the Multifunctional City Smart Card System and system requirements are briefly described. Moreover, performance analysis results of M/Chip Advance Compatible Validators which is the system's most important component are presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=smart%20card" title="smart card">smart card</a>, <a href="https://publications.waset.org/abstracts/search?q=m%2Fchip%20advance%20standard" title=" m/chip advance standard"> m/chip advance standard</a>, <a href="https://publications.waset.org/abstracts/search?q=city%20transportation" title=" city transportation"> city transportation</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20analysis" title=" performance analysis"> performance analysis</a> </p> <a href="https://publications.waset.org/abstracts/5579/development-and-performance-analysis-of-multifunctional-city-smart-card-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5579.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">475</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">20737</span> Factors Impacting Training and Adult Education Providers’ Business Performance: The Singapore Context</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zan%20Chen">Zan Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20Kwok"> D. Kwok </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The SkillsFuture Singapore’s mission to develop a responsive and forward-looking Training and Adult Education (TAE) and workforce development system is undergirded by how successful TAE providers are in their business performance and strategies that strengthen their operational efficiency and processes. Therefore, understanding the factors that drive the business performance of TAE providers is critical to the success of SkillsFuture Singapore’s initiatives. This study aims to investigate how business strategy, work autonomy, work intensity and professional development support impact the business performance of private TAE providers. Specifically, the three research questions are: (1) Are there significant relationships between the above-mentioned four factors and TAE providers’ business performance?; (2) Are there significant differences on the four factors between low and high TAE providers’ business performance groups?; and (3) To what extent and in what manner do the four factors predict TAE providers’ business performance? This was part of the first national study on organizations and professionals working in the Training and Adult Education (TAE) sector. Data from 265 private TAE providers where respondents were Chief Executive Officers representatives from the Senior Management were analyzed. The results showed that business strategy (the extent that the organization leads the way in terms of developing new products and services; uses up-to-date learning technologies; customizes its products and services to the client’s needs), work autonomy (the extent that the staff personally have an influence on how hard they work; deciding what tasks they are to do; deciding how they are to do the tasks, and deciding the quality standards to which they work) and professional development support (both monetary and non-monetary support and incentives) had positive and significant relationships with business performance. However, no significant relationship is found between work intensity and business performance. A business strategy, work autonomy and professional development support were significantly higher in the high business performance group compared to the low-performance group among the TAE providers. Results of hierarchical regression analyses controlling for the size of the TAE providers showed significant impacts of business strategy, work autonomy and professional development support on TAE providers’ business performance. Overall, the model accounted for 27% of the variance in TAE providers’ business performance. This study provides policymakers with insights into improving existing policies, designing new initiatives and implementing targeting interventions to support TAE providers. The findings also have implications on how the TAE providers could better formulate their organizational strategies and business models. Finally, limitations of study, along with directions for future research will be discussed in the paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adult%20education" title="adult education">adult education</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20performance" title=" business performance"> business performance</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=training" title=" training"> training</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20autonomy" title=" work autonomy"> work autonomy</a> </p> <a href="https://publications.waset.org/abstracts/138792/factors-impacting-training-and-adult-education-providers-business-performance-the-singapore-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138792.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">208</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">20736</span> Finding and Obtaining Special Education Services Globally: Research and Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Melissa%20Hartley">Melissa Hartley</a>, <a href="https://publications.waset.org/abstracts/search?q=Erika%20McCoy"> Erika McCoy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Military-connected children with disabilities often require services in different countries throughout their school career. This research and development text seeks to provide current practices in finding and obtaining comparable special education services globally. Considerations in service provision include: language of the service provider, service delivery format, current service availability and finding comparable services, location of services, and readily available services. After providing current practices, the researchers will engage the audience in brainstorming additional ways at finding and obtaining comparable special education services globally. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=collaboration" title="collaboration">collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20education" title=" international education"> international education</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20delivery" title=" service delivery"> service delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=special%20education%20services" title=" special education services"> special education services</a> </p> <a href="https://publications.waset.org/abstracts/157224/finding-and-obtaining-special-education-services-globally-research-and-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/157224.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">225</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">20735</span> Developing a Sustainable Business Model for Platform-Based Applications in Small and Medium-Sized Enterprise Sawmills: A Systematic Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Mais">Franziska Mais</a>, <a href="https://publications.waset.org/abstracts/search?q=Till%20Gramberg"> Till Gramberg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper presents the development of a sustainable business model for a platform-based application tailored for sawing companies in small and medium-sized enterprises (SMEs). The focus is on the integration of sustainability principles into the design of the business model to ensure a technologically advanced, legally sound, and economically efficient solution. Easy2IoT is a research project that aims to enable companies in the prefabrication sheet metal and sheet metal processing industry to enter the Industrial Internet of Things (IIoT) with a low-threshold and cost-effective approach. The methodological approach of Easy2IoT includes an in-depth requirements analysis and customer interviews with stakeholders along the value chain. Based on these insights, actions, requirements, and potential solutions for smart services are derived. The structuring of the business ecosystem within the application plays a central role, whereby the roles of the partners, the management of the IT infrastructure and services, as well as the design of a sustainable operator model are considered. The business model is developed using the value proposition canvas, whereby a detailed analysis of the requirements for the business model is carried out, taking sustainability into account. This includes coordination with the business model patterns, according to Gassmann, and integration into a business model canvas for the Easy2IoT product. Potential obstacles and problems are identified and evaluated in order to formulate a comprehensive and sustainable business model. In addition, sustainable payment models and distribution channels are developed. In summary, the article offers a well-founded insight into the systematic development of a sustainable business model for platform-based applications in SME sawmills, with a particular focus on the synergy of ecological responsibility and economic efficiency. <p class="card-text"><strong>Keywords:</strong> <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=sustainable%20business%20model" title=" sustainable business model"> sustainable business model</a>, <a href="https://publications.waset.org/abstracts/search?q=IIoT" title=" IIoT"> IIoT</a>, <a href="https://publications.waset.org/abstracts/search?q=IIoT-platform" title=" IIoT-platform"> IIoT-platform</a>, <a href="https://publications.waset.org/abstracts/search?q=industrie%204.0" title=" industrie 4.0"> industrie 4.0</a>, <a href="https://publications.waset.org/abstracts/search?q=big%20data" title=" big data"> big data</a> </p> <a href="https://publications.waset.org/abstracts/179270/developing-a-sustainable-business-model-for-platform-based-applications-in-small-and-medium-sized-enterprise-sawmills-a-systematic-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179270.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">82</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">20734</span> Marketing and Commercial Activities Offered on Websites of European Union Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mario%20Spremi%C4%87">Mario Spremić</a>, <a href="https://publications.waset.org/abstracts/search?q=Natalija%20Kokolek"> Natalija Kokolek</a>, <a href="https://publications.waset.org/abstracts/search?q=Bo%C5%BEidar%20Jakovi%C4%87"> Božidar Jaković</a>, <a href="https://publications.waset.org/abstracts/search?q=Jurica%20%C5%A0imurina"> Jurica Šimurina</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper deals with various questions related to functionality and providing banking services in the European union on the Internet. Due to the fact that we live in the information technologies era, the Internet become a new space for doing economic and business activities in all areas, and especially important in banking. Accepting the busy tempo of life, in the past several years electronic banking has become necessity and a must for most users of banking services. On a sample of 300 web sites of the banks operating in European union (EU) we conduct the research on the functionality of e-banking services offered through banks web sites with the key objective to reveal to what extent the information technologies are used in their business operations. Characteristics of EU banks websites will be examined and compared to the basic groups of business activities on the web. Also some recommendations for the successful bank web sites will be provided. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=electronic%20banking" title="electronic banking">electronic banking</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20business" title=" electronic business"> electronic business</a>, <a href="https://publications.waset.org/abstracts/search?q=European%20union%20banks" title=" European union banks"> European union banks</a>, <a href="https://publications.waset.org/abstracts/search?q=internet" title=" internet"> internet</a> </p> <a href="https://publications.waset.org/abstracts/25004/marketing-and-commercial-activities-offered-on-websites-of-european-union-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25004.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">474</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">20733</span> Towards a Business Process Model Deriving from an Intentional Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omnia%20Saidani%20Neffati">Omnia Saidani Neffati</a>, <a href="https://publications.waset.org/abstracts/search?q=Rim%20Samia%20Kaabi"> Rim Samia Kaabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Naoufel%20Kraiem"> Naoufel Kraiem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we propose an approach aiming at (i) representing services at two levels: the intentional level and the organizational level, and (ii) establishing mechanisms allowing to make a transition from the first level to the second one in order to execute intentional services. An example is used to validate our approach. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intentional%20service" title="intentional service">intentional service</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMN" title=" BPMN"> BPMN</a>, <a href="https://publications.waset.org/abstracts/search?q=MDE" title=" MDE"> MDE</a>, <a href="https://publications.waset.org/abstracts/search?q=intentional%20service%20execution" title=" intentional service execution"> intentional service execution</a> </p> <a href="https://publications.waset.org/abstracts/14129/towards-a-business-process-model-deriving-from-an-intentional-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14129.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">395</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">20732</span> Selection of New Business in Brazilian Companies Incubators through Hierarchical Methodology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Izabel%20Cristina%20Zattar">Izabel Cristina Zattar</a>, <a href="https://publications.waset.org/abstracts/search?q=Gilberto%20Passos%20Lima"> Gilberto Passos Lima</a>, <a href="https://publications.waset.org/abstracts/search?q=Guilherme%20Sch%C3%BCnemann%20de%20Oliveira"> Guilherme Schünemann de Oliveira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Brazil, there are several institutions committed to the development of new businesses based on product innovation. Among them are business incubators, universities and science institutes. Business incubators can be defined as nurseries for new companies, which may be in the technology segment, discussed in this article. Business incubators provide services related to infrastructure, such as physical space and meeting rooms. Besides these services, incubators also offer assistance in the form of information and communication, access to finance, relationship networks and business monitoring and mentoring processes. Business incubators support not all technology companies. One of the business incubators tasks is to assess the nature and feasibility of new business proposals. To assist this goal, this paper proposes a methodology for evaluating new business using the Analytic Hierarchy Process (AHP). This paper presents the concepts used in the assessing methodology application for new business, concepts that have been tested with positive results in practice. This study counts on three main steps: first, a hierarchy was built, based on new business manuals used by the business incubators. These books and manuals relate business selection requirements, such as the innovation status and other technological aspects. Then, a questionnaire was generated, in order to guide incubator experts in the parity comparisons at all hierarchy levels. The weights of each requirement are calculated from information obtained from the questionnaire responses. Finally, the proposed method was applied to evaluate five new business proposals, which were applying to be part of a company incubator. The main result is the classification of these new businesses, which helped the incubator experts to decide what companies were more eligible to work with. This classification may also be helpful to the decision-making process of business incubators in future selection processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Analytic%20Hierarchy%20Process%20%28AHP%29" title="Analytic Hierarchy Process (AHP)">Analytic Hierarchy Process (AHP)</a>, <a href="https://publications.waset.org/abstracts/search?q=Brazilian%20companies%20incubators" title=" Brazilian companies incubators"> Brazilian companies incubators</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20companies" title=" technology companies"> technology companies</a>, <a href="https://publications.waset.org/abstracts/search?q=incubator" title=" incubator"> incubator</a> </p> <a href="https://publications.waset.org/abstracts/15330/selection-of-new-business-in-brazilian-companies-incubators-through-hierarchical-methodology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15330.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">373</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">20731</span> From the Sharing Economy to Social Manufacturing: Analyzing Collaborative Service Networks in the Manufacturing Domain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Babak%20Mohajeri">Babak Mohajeri </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, the conventional business model of ownership has been changed towards accessibility in a variety of markets. Two trends can be observed in the evolution of this rental-like business model. Firstly, the technological development that enables the emergence of new business models. These new business models increasingly become agile and flexible. For example Spotify, an online music stream company provides consumers access to over millions of music tracks, conveniently through the smartphone, tablet or computer. Similarly, Car2Go, the car sharing company accesses its members with flexible and nearby sharing cars. The second trend is the increasing communication and connections via social networks. This trend enables a shift to peer-to-peer accessibility based business models. Conventionally, companies provide access for their customers to own companies products or services. In peer-to-peer model, nonetheless, companies facilitate access and connection across their customers to use other customers owned property or skills, competencies or services .The is so-called the sharing economy business model. The aim of this study is to investigate into a new and emerging type of the sharing economy model in which role of customers and service providers may dramatically change. This new model is called Collaborative Service Networks. We propose a mechanism for Collaborative Service Networks business model. Uber and Airbnb, two successful growing companies, have been selected for our case studies and their business models are analyzed. Finally, we study the emergence of the collaborative service networks in the manufacturing domain. Our finding results to a new manufacturing paradigm called social manufacturing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sharing%20economy" title="sharing economy">sharing economy</a>, <a href="https://publications.waset.org/abstracts/search?q=collaborative%20service%20networks" title=" collaborative service networks"> collaborative service networks</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20manufacturing" title=" social manufacturing"> social manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20development" title=" manufacturing development"> manufacturing development</a> </p> <a href="https://publications.waset.org/abstracts/51427/from-the-sharing-economy-to-social-manufacturing-analyzing-collaborative-service-networks-in-the-manufacturing-domain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51427.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">317</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">20730</span> Using Hierarchical Methodology to Assist the Selection of New Business in Brazilian Companies Incubators</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Izabel%20Cristina%20Zattar">Izabel Cristina Zattar</a>, <a href="https://publications.waset.org/abstracts/search?q=Gilberto%20Passos%20Lima"> Gilberto Passos Lima</a>, <a href="https://publications.waset.org/abstracts/search?q=Guilherme%20Sch%C3%BCnemann%20de%20Oliveira"> Guilherme Schünemann de Oliveira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Brazil, there are several institutions committed to the development of new businesses based on product innovation. Among them are business incubators, universities and science institutes. Business incubators can be defined as nurseries for new companies, which may be in the technology segment, discussed in this article. Business incubators provide services related to infrastructure, such as physical space and meeting rooms. Besides these services, incubators also offer assistance in the form of information and communication, access to finance, relationship networks and business monitoring and mentoring processes. Business incubators support not all technology companies. One of the business incubators tasks is to assess the nature and feasibility of new business proposals. To assist in this goal, this paper proposes a methodology for evaluating new business using the Analytic Hierarchy Process (AHP). This paper presents the concepts used in the assessing methodology application for new business, concepts that have been tested with positive results in practice. This study counts on three main steps: first, a hierarchy was built, based on new business manuals used by the business incubators. These books and manuals relate business selection requirements, such as the innovation status and other technological aspects. Then, a questionnaire was generated, in order to guide incubator experts in the parity comparisons at all hierarchy levels. The weights of each requirement are calculated from information obtained from the questionnaire responses. Finally, the proposed method was applied to evaluate five new business proposals, which were applying to be part of a company incubator. The main result is the classification of these new businesses, which helped the incubator experts to decide what companies were more eligible to work with. This classification may also be helpful to the decision-making process of business incubators in future selection processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Analytic%20Hierarchy%20Process%20%28AHP%29" title="Analytic Hierarchy Process (AHP)">Analytic Hierarchy Process (AHP)</a>, <a href="https://publications.waset.org/abstracts/search?q=Brazilian%20companies%20incubators" title=" Brazilian companies incubators"> Brazilian companies incubators</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20companies" title=" technology companies"> technology companies</a>, <a href="https://publications.waset.org/abstracts/search?q=incubator" title=" incubator"> incubator</a> </p> <a href="https://publications.waset.org/abstracts/15329/using-hierarchical-methodology-to-assist-the-selection-of-new-business-in-brazilian-companies-incubators" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15329.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">402</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">20729</span> Resource Allocation of Small Agribusinesses and Entrepreneurship Development In Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Festus%20M.%20Epetimehin">Festus M. Epetimehin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Resources are essential materials required for production of goods and services. Effective allocation of these resources can engender the success of current business activities and its sustainability for future generation. The study examined effect of resource allocation of small agribusinesses on entrepreneurship development in Southwest Nigeria. Sample size of 385 was determined using Cochran’s formula. 350 valid copies of questionnaire were used in the analysis. In order to achieve the objective, research design (descriptive and cross sectional designs) was used to gather data for the study through the administration of questionnaire to respondents. Both descriptive and inferential statistics were used to investigate the objective of the study. The result obtained indicated that resource allocation by small agribusinesses had a substantial positive effect on entrepreneurship development with the p-value of (0.0000) which was less than the 5.0% critical value with a positive regression coefficient of 0.53. The implication of this is that the ability of the entrepreneurs to deploy their resources efficiently through adequate realization of better gross margin could enhance business activities and development. The study recommends that business owners still need some level of serious training and exposure on how to manage modern small agribusiness resources to enhance business performance. The intervention of Agricultural Development Programme (ADP) and other Agricultural institutions are needed in this regard. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=resource" title="resource">resource</a>, <a href="https://publications.waset.org/abstracts/search?q=resource%20allocation" title=" resource allocation"> resource allocation</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20businesses" title=" small businesses"> small businesses</a>, <a href="https://publications.waset.org/abstracts/search?q=agriculture" title=" agriculture"> agriculture</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship%20development" title=" entrepreneurship development"> entrepreneurship development</a> </p> <a href="https://publications.waset.org/abstracts/165736/resource-allocation-of-small-agribusinesses-and-entrepreneurship-development-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165736.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">51</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">20728</span> Future Student Service Organization - Road Map</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Michael%20Postert">Michael Postert</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Studierendenwerke are legally independent public foundations with a one-century-old history in the German university community. Like the French CROUS, the Italian ANDISU or the Japanese University COOPs, they are set-up to serve the university and student needs. They are legally independent of their client institutions and student stakeholders. Initially set up as a support organization by students for students they have evolved to public business institutions with an annual turnover of EUR 100 Million or more. They are usually engaged in business areas such as student housing, restaurants, student grants, governmental scholarships and counselling services. These institutions are facing major changes over the next few years. The COVID19 pandemic and its impact on the educational system will unavoidably have an immense impact on the German student service organizations (Studierendenwerke). Issues such as digitalization and sustainability will have a huge impact on how the future business model of the Studierendenwerke will look like. The paper will discuss the aims and challenges of this development that started already before the COVID19 pandemic. In light of the way the educational system of the future will look like, the Studierendenwerke have to develop as well. <p class="card-text"><strong>Keywords:</strong> <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=digitalization" title=" digitalization"> digitalization</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=student%20services" title=" student services"> student services</a> </p> <a href="https://publications.waset.org/abstracts/138772/future-student-service-organization-road-map" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138772.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">233</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">20727</span> Living outside the fence: Opportunities for Neighbouring Communities to Supply Products and Services to the Sabi Sand Game Reserve, South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andrew%20Rylance">Andrew Rylance</a>, <a href="https://publications.waset.org/abstracts/search?q=Anna%20Spenceley"> Anna Spenceley </a> </p> <p class="card-text"><strong>Abstract:</strong></p> An evaluation was undertaken to understand opportunities for stimulating local enterprise development within the tourism supply chain, linked to a private game reserve in South Africa, the Sabi Sand Game Reserve, which neighbors the Kruger National Park. The study focused on understanding the market demand for local products and services from commercial lodges, and the current local supply from enterprises and entrepreneurs in local communities. This article quantifies the value of current procurement spend by lodges on local products and services and estimates their potential future expenditure. The study matches these responses with the availability of products and services in the neighboring communities. It also provides insights into relationships between private lodges, game reserves and local communities in South Africa. It concurs with previous research on tourism supply chains in rural South Africa, and also makes recommendations for the development of local businesses with higher technical capacity development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tourism" title="tourism">tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=communities" title=" communities"> communities</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20development" title=" business development"> business development</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Africa" title=" South Africa"> South Africa</a>, <a href="https://publications.waset.org/abstracts/search?q=Sabi%20Sand%20Game%20Reserve" title=" Sabi Sand Game Reserve"> Sabi Sand Game Reserve</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20study" title=" market study"> market study</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20study" title=" supply study"> supply study</a> </p> <a href="https://publications.waset.org/abstracts/13811/living-outside-the-fence-opportunities-for-neighbouring-communities-to-supply-products-and-services-to-the-sabi-sand-game-reserve-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13811.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">525</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">20726</span> Investigating the Correlation Between Customer Satisfaction Components and Reaching Competitive Advantage, Using SEM Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samaneh%20Pouyanfar">Samaneh Pouyanfar</a>, <a href="https://publications.waset.org/abstracts/search?q=Michael%20Oliff"> Michael Oliff</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, customer satisfaction and discovering the superior services, are counted as vital issues in most manufacturing and services companies. In these terms, gaining the competitive advantage by a business depends on products and services which are able to cause the customer satisfaction. Given the importance of this subject, this paper tries to investigate the correlation between components of customer satisfaction and gaining the competitive advantage by the business. For this purpose, after reviewing the research literature and doing deep interviews with authors and active people in the industry, based on the variables affecting the customer satisfaction and determinant components of business competitive advantage, research questionnaire was prepared. In sum, 96 executives of PARS-KHAZAR Company were asked in a survey. The results of P.L.S. Test for the research structure analysis showed that the measuring tools in terms of technical features, like convergent and divergent validity and compound reliability were very appropriate. Moreover the results showed that, the structure of products and factors related to foundation, has affected the competitive advantage performance positively and significantly; but the influence of structure of services and business environment on competitive advantage was not confirmed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title="customer satisfaction">customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=products" title=" products"> products</a>, <a href="https://publications.waset.org/abstracts/search?q=foundation" title=" foundation"> foundation</a>, <a href="https://publications.waset.org/abstracts/search?q=home%20appliances" title=" home appliances"> home appliances</a> </p> <a href="https://publications.waset.org/abstracts/42766/investigating-the-correlation-between-customer-satisfaction-components-and-reaching-competitive-advantage-using-sem-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42766.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">273</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">20725</span> Transformation of the Business Model in an Occupational Health Care Company Embedded in an Emerging Personal Data Ecosystem: A Case Study in Finland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tero%20Huhtala">Tero Huhtala</a>, <a href="https://publications.waset.org/abstracts/search?q=Minna%20Pikkarainen"> Minna Pikkarainen</a>, <a href="https://publications.waset.org/abstracts/search?q=Saila%20Saraniemi"> Saila Saraniemi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information technology has long been used as an enabler of exchange for goods and services. Services are evolving from generic to personalized, and the reverse use of customer data has been discussed in both academia and industry for the past few years. This article presents the results of an empirical case study in the area of preventive health care services. The primary data were gathered in workshops, in which future personal data-based services were conceptualized by analyzing future scenarios from a business perspective. The aim of this study is to understand business model transformation in emerging personal data ecosystems. The work was done as a case study in the context of occupational healthcare. The results have implications to theory and practice, indicating that adopting personal data management principles requires transformation of the business model, which, if successfully managed, may provide access to more resources, potential to offer better value, and additional customer channels. These advantages correlate with the broadening of the business ecosystem. Expanding the scope of this study to include more actors would improve the validity of the research. The results draw from existing literature and are based on findings from a case study and the economic properties of the healthcare industry in Finland. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ecosystem" title="ecosystem">ecosystem</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=personal%20data" title=" personal data"> personal data</a>, <a href="https://publications.waset.org/abstracts/search?q=preventive%20healthcare" title=" preventive healthcare"> preventive healthcare</a> </p> <a href="https://publications.waset.org/abstracts/58822/transformation-of-the-business-model-in-an-occupational-health-care-company-embedded-in-an-emerging-personal-data-ecosystem-a-case-study-in-finland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/58822.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">249</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">20724</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">20723</span> A Global Business Network Built on Hive: Two Use Cases: Buying and Selling of Products and Services and Carrying Out of Social Impact Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gheyzer%20Villegas">Gheyzer Villegas</a>, <a href="https://publications.waset.org/abstracts/search?q=Edgardo%20Cede%C3%B1o"> Edgardo Cedeño</a>, <a href="https://publications.waset.org/abstracts/search?q=Veruska%20Mata"> Veruska Mata</a>, <a href="https://publications.waset.org/abstracts/search?q=Edmundo%20Chauran"> Edmundo Chauran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the most significant changes that occurred in global commerce was the emergence of cryptocurrencies and blockchain technology. There is still much debate about the adoption of the economic model based on crypto assets, and myriad international projects and initiatives are being carried out to try and explore the potential that this new field offers. The Hive blockchain is a prime example of this, featuring two use cases: of how trade based on its native currencies can give successful results in the exchange of goods and services and in the financing of social impact projects. Its decentralized management model and visionary administration of its development fund have become a key part of its success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hive" title="Hive">Hive</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=network" title=" network"> network</a>, <a href="https://publications.waset.org/abstracts/search?q=blockchain" title=" blockchain"> blockchain</a> </p> <a href="https://publications.waset.org/abstracts/176720/a-global-business-network-built-on-hive-two-use-cases-buying-and-selling-of-products-and-services-and-carrying-out-of-social-impact-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/176720.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">68</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">20722</span> The Role of Social Enterprise in Supporting Economic Development in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Susan%20P.%20Teru">Susan P. Teru</a>, <a href="https://publications.waset.org/abstracts/search?q=Jerome%20Nyameh"> Jerome Nyameh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many contemporary organizations are placing a greater emphasis on business enterprise systems as a means of generating higher levels of economic development. Many business research and literature has also concur that enterprise drive economic development, giving little or no credit to social enterprise, whose profit is reinvest to the community development compare to the business enterprise that share their profit to shareholders. Economic development includes economic policies that affect the beneficiaries of the economic entity. We suggest that producing social enterprise increments may be best achieved by orienting social enterprise entrepreneurs system to promote economic development. To this end, we describe a new approach to the social enterprise process that includes social entrepreneur and the key drivers of economic development at each stage. We present a model of social enterprise that incorporates the main ideas of the paper and suggests a new perspective for thinking about how to foster and manage social enterprise to achieve high levels of economic development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20development" title=" economic development"> economic development</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20and%20management" title=" business and management"> business and management</a> </p> <a href="https://publications.waset.org/abstracts/19763/the-role-of-social-enterprise-in-supporting-economic-development-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19763.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">20721</span> Sports Business Services Model: A Research Model Study in Reginal Sport Authority of Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siriraks%20Khawchaimaha">Siriraks Khawchaimaha</a>, <a href="https://publications.waset.org/abstracts/search?q=Sangwian%20Boonto"> Sangwian Boonto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sport Authority of Thailand (SAT) is the state enterprise, promotes and supports all sports kind both professional and athletes for competitions, and administer under government policy and government officers and therefore, all financial supports whether cash inflows and cash outflows are strictly committed to government budget and limited to the planned projects at least 12 to 16 months ahead of reality, as results of ineffective in sport events, administration and competitions. In order to retain in the sports challenges around the world, SAT need to has its own sports business services model by each stadium, region and athletes’ competencies. Based on the HMK model of Khawchaimaha, S. (2007), this research study is formalized into each 10 regional stadiums to details into the characteristics root of fans, athletes, coaches, equipments and facilities, and stadiums. The research designed is firstly the evaluation of external factors: hardware whereby competition or practice of stadiums, playground, facilities, and equipments. Secondly, to understand the software of the organization structure, staffs and management, administrative model, rules and practices. In addition, budget allocation and budget administration with operating plan and expenditure plan. As results for the third step, issues and limitations which require action plan for further development and support, or to cease that unskilled sports kind. The final step, based on the HMK model and modeling canvas by Alexander O and Yves P (2010) are those of template generating Sports Business Services Model for each 10 SAT’s regional stadiums. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HMK%20model" title="HMK model">HMK model</a>, <a href="https://publications.waset.org/abstracts/search?q=not%20for%20profit%20organization" title=" not for profit organization"> not for profit organization</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20business%20model" title=" sport business model"> sport business model</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20services%20model" title=" sport services model"> sport services model</a> </p> <a href="https://publications.waset.org/abstracts/29291/sports-business-services-model-a-research-model-study-in-reginal-sport-authority-of-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29291.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">305</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=Business%20Development%20Services%20%28BDS%29&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=Business%20Development%20Services%20%28BDS%29&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=Business%20Development%20Services%20%28BDS%29&page=4">4</a></li> <li class="page-item"><a class="page-link" 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