The CEFE Canvas: Looking at CEFE's Business Model

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Indonesian developed the CEFE Business Model. A MUST read for all CEFEiestas worldwide. Congratulations Pak Yanto!

Transcript of The CEFE Canvas: Looking at CEFE's Business Model

ENTREPRENEURSHIP MODEL ONTOLOGY Yanto Sidik Pratiknyo Founding Member of International CEFE Association for Entrepreneurship Frankfurt, Germany. PPM-Manajemen, Jakarta, Indonesia [email protected] Tyasti Noeryoeswati Small Enterprise, Jakarta, Indonesia [email protected] Maria Nainggolan PPM-Manajemen, Jakarta Indonesia [email protected] Jakarta, Indonesia, July 2012 ABSTRACT Timmers (1998), Weill and Vitale (2001) define a business model as a description of the roles and relationships among a firms consumers, customers, allies and suppliers and it identifies the major flows of product, information, and money, as well as the major benefits to participants. The term ontology has its origin in philosophy and denotes the philosophical discipline that deals with the nature and the organization of reality (Guarino and Giaretta 1995). Gruber's (1993) define ontology as an explicit specification of a conceptualization. To create an understanding of entrepreneur and the ways the entrepreneur starting the business or developing business for the existing entrepreneur, Rainer Kolshorn and Jim Tomecko(1998) from GTZ (Deutsche Geeseschaft fuer Technische Zusamenarbeit) Germany develop the model called by Competency based Economies through Formation of Entrepreneur (CEFE). This model is consisting ten factors between society (macro, mezzo and micro) with actor as the entrepreneur (capability, motivation and resources). To match between both factors, Kolshorn and Tomecko applied strategeering into three actions namely: reshaping situation, complementing with other and adapting actor to be success as entrepreneur. On the other side, Osterwalder and Yves Pigneur (2004) from the Universit de Lausanne, Germany proposed business model ontology to understand the way the actor does the business in transferring the value to the customer. Osterwalder and Pigneur (2004) describe that business model ontology consist of nine components that are: Customer Segments, Value Proposition, Communication and Distribution Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Partner Network, and Cost Structure. Based on the literature study and reality of the entrepreneur especially for SME (Small and Medium Enterprise), we made the Entrepreneurship Model Ontology by combining the Osterwalder and Pigneur (2004) from the Universit de Lausanne model with the Kolshorn and Tomecko (1998) from GTZ Germany model in this research paper, that we call as Entrepreneurship Model Ontology. We hope that the Entrepreneurship Model Ontology will have huge contribution in the world for developing entrepreneurship. Key word: Entrepreneurship Model Canvas, Ontology, Small and Medium Enterprise. 1

INTRODUCTION The word "entrepreneur" is a loanword from French. Baumol et all (1985) said that the entrepreneurship term is a loanword from French and was first defined by the Irish economist Richard Cantillon (1730). In French the verb "entreprendre" means "to undertake," with "entre" coming from the Latin word meaning "between," and "prendre means "to take." In French a person who performs a verb, has the ending of the verb changed to "eur," comparable to the "er" ending in English. Sullivan and Scheffrin (2003) state, that an entrepreneur is a person who has possession of an enterprise, or venture, and assumes significant accountability for the inherent risks and the outcome. It is an ambitious leader who combines land, labor, and capital to create and market new goods or services. Entrepreneur in English is a term applied to the type of personality who is willing to take upon herself or himself a new venture or enterprise and accepts full responsibility for the outcome. Jean-Baptiste Say (1800), a French economist, believed to be coined the word Entrepreneur first in about at 1800. He said an entrepreneur is "one who undertakes an enterprise, especially a contractor, acting as intermediatory between capital and labor". Osterwalder (2004) proposed business model ontology to understand the way the actor does the business in transferring the value to the customer. On the other side, Kolshorn and Tomecko (1998) develop the model called by Competency based Economies through Formation of Entrepreneur (CEFE). The research question is, can the entrepreneurship model be deployed to the model ontology, similar to the business model? RESEARCH METHODThe Business Model Ontology is a proposition in a design science approach. March and Smith (1995) define that design science is an attempt to create things that serve human purposes, as opposed to natural and social sciences, which try to understand reality (Au 2001). March and Smith outline a design science framework with two category first research outputs cover constructs, models, methods and instantiations and second research activities comprise building, evaluating, theorizing on and justifying artifacts. This refers to the construction of theories that explain how or why something happens. Such research applies natural science methods to artifacts (theorize). Then, given a generalization or theory we must justify that explanation. Evidence has to be gathered to test the theory in question. Justification for artifacts generally follows the natural science methodologies governing data collection and analysis.

The term ontology has its origin in philosophy and denotes the philosophical discipline that deals with the nature and the organization of reality (Guarino and Giaretta 1995). Gruber's (1993) define ontology as an explicit specification of a conceptualization.A model is a set of propositions or statements expressing relationships among constructs. In design activities, models represent situations as problem and solution statements. A method is a set of steps (an algorithm or guideline) used to perform a task. Methods are based on a set of underlying constructs (language) and a representation (model) of the solution space. An instantiation is the realization of an artifact in its environment. Instantiations operationalize constructs, models and methods.

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Summarized, constructs, models, methods and artifacts are built to perform a specific task. These outputs then become the object of study, which must be evaluated scientifically. They have to be evaluated in order to conclude if any progress has been made.

Timmers (1998) states a business model as the architecture for the product, service and information flows, including a description of the various business actors and their roles and a description of the potential benefits for the various business actors and a description of the sources of revenues. Weill and Vitale (Weill and Vitale 2001) define a business model as a description of the roles and relationships among a firms consumers, customers, allies and suppliers and it identifies the major flows of product, information, and money, as well as the major benefits to participants. Linder and Cantrell (2000) define the business model is an organizations core logic for creating value. Similarly, Petrovic, Kittl et al. (2001) perceive business models as the logic of a business system for creating value. They specify that this is in opposition to a description of a complex social system itself with all its actors, relations and processes. Gordijn, Akkermans et al. (2000) mentions that in research as well as in industry practice, often business models are wrongly understood as business process models. A business model is not about processes but about value exchanged between actors. In their opinion the failure to make this separation leads to poor business decision-making and inadequate business requirements. Business models are created in order to make clear who the business actors are in a business case and to make their relations explicit. The relations are formulated in terms of values exchanged between the actors. So the scientific design of ontology can be understood. Osterwalder (2004), Osterwalder and Pigneur (2005) describe that business model ontology consist of nine components that are: Customer Segments, Value Proposition, Communication and Distribution Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Partner Network, and Cost Structure. The diagram of the business model ontology can be seen in the figure 1.

Figure 1: Business Model Ontology From diagram of business model ontology Osterwalder designs the Business Model Canvas for application as in the figure 2.

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Figure 2: The Business Model Canvas Rainer Kolshorn and Jim Tomecko (1998) develop the model called by Competency based Economies through Formation of Entrepreneur (CEFE). This model is consisting ten factors between society (macro, mezzo and micro) with actor as the entrepreneur (capability, motivation and resources). To match between both factors, Kolshorn and Tomecko proposed strategeering into three actions namely: reshaping situation, complementing with other and adapting actor to be success as entrepreneur. The CEFE Concept can be seen in figure 3.

Figure 3: CEFE Concept The short description of CEFE concept can be seen in the figure 3.

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Figure 3: Short Description of CEFE Concept ENTREPRENEURSHIP THEORY Macro Aspect First, Schumpeter (1911) recognized the importance of the entrepreneur in exploiting opportunities and claimed that entrepreneurs would emerge if significant economic opportunities exist. Economic opportunities exist when there are disequilibria between demand and supply, more demand than supply. Entrepreneurs will perceive and fill supply gap. Marshall (1994) says that unfortunately, the opportunities for entrepreneurs are often limited by the economic environment which surrounds them. Additionally, although entrepreneurs share some common abilities, all entrepreneurs are different, and their successes depend on the economic situations in which they attempt their endeavors. Mezo Wilken (1979) suggests that policymakers can improve the economic factors that face potential entrepreneurs by initiating market reforms that both increase the market incentives and the availability of capital that is available to entrepreneurs. Leibenstein (1995) suggests, entrepreneurs are gap-fillers who perceive and correct for market deficiencies. Thus, so long as there are market deficiencies, there will naturally be demand for entrepreneurs to correct them. Libenstein (1995) claims that entrepreneurship arises "to make up for a market deficiency". However, the majorities of mainstream economic models assume perfect information and clearly defined production functions. He noted that limited information, e.g. lack of market information, inadequate material sourcing information, etc. is realistic barriers to business start-ups. The entrepreneur should define who are the customers to be fulfilled their needs. Kotler states of the segmenting, targeting and positioning of the customer for satisfying the customer or market. Micro

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The sociologist asked why some groups are more entrepreneurial than others. Among the many others, the more popular views took religion and ethnicity as important variables. Weber related the rise of capitalism to the change of the religious worldview, particularly among the Protestants in Europe. He claimed that Protestants are indeed successful entrepreneurs. Weber (1904) also attributed the success of mass production partly to the Protestant ethic. Only after expensive luxuries were disdained, could individuals accept the uniform products, such as clothes and furniture, that industrialization offered. Capability Following Schumpeter (1934) and Leibenstein (1968), entrepreneur may be defined as an individual who operates on his best technique production function to obtain maximum possible output which is feasible with current technology and socioeconomic and physical environments. Friedmans (1967) also mentions that an individuals entrepreneurial competence can be specified by a production function which shows the maximum quantity of output which he is capable of producing under given conditions. Jones (1995) says that technological change plays a central role in the explanation of economic growth, since on the steady state growth path the rate of per capita growth equals the rate of technological change. The particular functional form of knowledge production is explained by the assumption that the efficiency of knowledge production is enhanced by the historically developed stock of scientific-technological knowledge. Even the same number of researchers becomes more productive if the stock of knowledge increases over time. Motivation McClelland (1961) contends that generally human beings have three social motives, viz.; achievement, affiliation, and power motives. He further found that successful entrepreneurs have relatively high achievement motive or need for achievement (Nach). By participating, in a systematic training, like Achievement Motivation training (AMT), one can increase his or her achievement motive. Achievement motives consist of goal setting, moderate risk taking and feedback. Swoboda, (1983).claims that an entrepreneur will be willing to bear the risk of a new venture if he believes that there is a significant chance for profit and suggests that the role of the entrepreneur is that of a risk-bearer in the face of uncertainty and imperfect information. Marshall (1994) cites that entrepreneurs must have the ability to foresee changes in supply and demand and be willing to act on such risky forecasts in the absence of complete information. Cantillon (1755) mentions that entrepreneur works for uncertain wages, so to speak, and all others for certain wages until they have them, although their functions and their rank are very disproportionate. The General who has a salary, the Courtier who has a pension, and the Domestic who has wages, are in the latter class. All the others are entrepreneurs, whether they establish themselves with a capital to carry on their enterprise, or are entrepreneurs of their own work without any capital, and they may be considered as living subject to uncertainty. Ratter states that successful entrepreneur should have high internal locus of control or high selfconfidence, where some one believes that something is happened because of his/her efforts and actions and it is not because of luck merely. Resources 6

Entrepreneur was considered earlier as a risk-taker as Kilby (1971) portrayed an entrepreneur as the individual who assumed the risk for the firm. Similar perspective was echoed by Palmer (1970), Sexton and Bowman (1986), Ray (1990, 1994) among others. Shaped by their own tools, the psychologists tend to focus on individuals. A modern synthesis of the entrepreneur is someone who specializes in taking judgmental decisions about the coordination of scarce resources (Lazear, 2005). According to Praag (1995), opportunity is "the possibility to become self- employed if one wants to." The primary factors affecting opportunity include one's intrinsic entrepreneurial ability, starting capital, ease of entry into the market, and the general macroeconomic environment. Alternatively, willingness is the relative valuation of work in selfemployment compared to one's other options for employment. In terms of opportunity cost, an individual's willingness is positive whenever self-employment is perceived as the best available career option. Thus, willingness is inherently affected by the anticipated market incentives that are available for would-be entrepreneurs, namely profit and economic benefits. Value Schumpeter (1934) contends that an entrepreneur devises new products, services or production methodologies to maximize production. Drucker (1985) indeed defined entrepreneurship as innovation in a production unit as the entrepreneur generates new approaches in order to obtain maximum possible output from limited resources. Cantillon (1730) formally defines the entrepreneur as the agent who buys means of production at certain prices in order to combine them into a new product. Say (1816) supported this arguing that entrepreneur brings all other factors of production together in order to build a single productive organism. Leibenstein (1995) suggests that entrepreneurs have the ability to combine various inputs into new innovations in order to satisfy unfulfilled market demand. Although many economists accept the idea that entrepreneurs are innovators, it can be difficult to apply this theory of entrepreneurship to less developed countries. Often in less developed countries, entrepreneurs are not truly innovators in the traditional sense of the word. For example, entrepreneurs in less developed countries rarely produce brand new products; rather, they imitate the products and production processes that have been invented elsewhere in the world (typically in developed countries). Drucker (1985) mentions that this process, which occurs in developed countries as well, is called "creative imitation" The term appears initially paradoxical; however, it is quite descriptive of the process of innovation that actually occurs in less developed countries. Creative imitation takes place when the imitators better understand how an innovation can be applied, used, or sold in their particular market niche (namely their own countries) than do the people who actually created or discovered the original innovation. Thus, the innovation process in less developed countries is often that of imitating and adapting, instead of the traditional notion of new product or process discovery and development. Schumpeter, (1951) defines the entrepreneur as the "agent who buys means of production at certain prices in order to combine them" into a new product Kim states in Blue Ocean Strategy, that the product should be creative and the result is that competition is not relevant any more. Reshaping Situation 7

To develop entrepreneurs, nations could increase demand by increasing welfare. Gillis (1996) states, that in order to achieve successful economic development, a country must experience both economic growth and "fundamental changes in the structure of economy". When governments promote the supply of entrepreneurship, they are essentially encouraging entrepreneurs to seek out what parts of the market demand them. The establishment of information centers, e.g., industrial, trade, and export information, etc. are recommended to create entrepreneurs. Complementing The ethnic view claimed that some ethnic groups tend to be more entrepreneurial than others. Canella (1986) informs the famous examples, the Marwars in India, the Tamangs of Nepal, the Chinese communities in Hongkong, Singapore, South Korea, Taiwan and selected areas in the United States, The Lebanese in the Middle East, The Cebuanos in the Philipines and The Padangs in Indonesia. Deep in the ethnic view is the thought that entrepreneurs are born and not created. In technology venture initiation, Cooper describes that as in previous studies, many of these founders started with one or more partners. In ten studies, the median percentage of founders with partners was about 70 percent, whereas nontechnical entrepreneurs seem to be much less likely to have partners (Cooper, 1986). The support and what support for the entrepreneur such from family or community is the important. Adapting the Actor Education and training are the way the actor or entrepreneur to adapt the entrepreneurship characteristics. There are two kinds of educations, level and discipline or major. In term of the level of education, Teach, Tapley, Schwartz and Brawley (1987) explains that in software industry, the educational level of entrepreneurs was extremely high, with almost half having an advanced degree. More specifically, Goslin (1987) in his analysis from a sample of over 200 high technology start up firms from a directory Advanced Technology in the Pacific Nortwest, describes that the educational background of the respondents breaks down as Bachelors degrees (60 percent), Master degrees (19 percent), MBA's (10 percent), PhD (10 percent) and no degree (16 percent). The glance examples are given to draw the insight how high the education in high technology companies. According to Mary and Balbaky (1991) in America, Cetus company has 46 PhD/MD from 292 staffs with 5 Nobel holders. Genetech has 40 PhD from 112 workers, Biogen has 79 PhD from 250 workers, Molecular Genetics has 26 PhD from 67 workers and Integrated Genetics has 17 PhD from 69 workers. These businesses of the companies usually are in blood testing, insulin, hepatitis vaccine, herpes etc. Furthermore, Cooper (1977) explains that technical entrepreneurs were found to have substantial formal education and they were discovered to have graduate degrees in 35 percent of the star ups in Pittsburgh, 50 percent in Canada, 55 percent in Massachusetts and 75 percent in Sweden. These educational levels are of course much higher than for the population and also for nontechnical entrepreneurs have been found widely differing patterns, with one recent study discovering 36 percent with college degrees and 60 percent with education beyond high school.

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The second factor of educations is the major. Because the high technology is very sophisticated area the founders need have special background. In new high technology venture initiation, Cooper and Bruno (1986) say that typically founded by scientists or engineers. The interesting result is from Vesper and Crosswhite (1983), they examine a limited sample of 50 start ups by faculty in business and engineering schools across the US and Canada and find that the most of the high technology firms were started by engineering professor (89 percent) and most of the low technology firms were started by business professors (Hornaday, 1983). Training as done by McClelland in Achievement Motivation Trainining (AMT) or Kolshorn and Tomecko in Competency based Economies through Formation of Entrepreneur (CEFE) and other is the effort to adapt the would be or potential to be the real entrepreneur. ANALYSIS: ENTREPRENEURSHIP MODEL The Entrepreneurship Model Ontology by combining the Osterwalder and Pigneur (2004) from the Universit de Lausanne model with the Kolshorn and Tomecko (1998) from GTZ Germany model in this research paper, called as Entrepreneurship Model Ontology. The entrepreneurship ontology that adopting from CEFE (Competency based Economies through formation of Entrepreneur) model can be seen in the figure 5 and figure 6Macro CapabilityValue

SOCIETY

ACTOR

Mezo

Motivation

Micro

Resources

Reshaping

Complementing STRATEGEERING

Adapting

Figure 5: Entrepreneurship model ontology

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Macro: What help you

Capability: What you do

SOCIETY

Mezo: Who you help Micro: Who help you

Value: How you help

ACTOR

Motivation: What you get Resources: What you give

Reshaping How you do

Complementing How give you STRATEGEERING

Adapting: How help you

Figure 6: Entrepreneurship model ontology description From the entrepreneurship model ontology can be draw the entrepreneurship model canvas that called as CEFE model Canvas as the figure 7.

CEFE MODEL CANVASMacro: What help you? Value: How you help Capability: What you do

Mezo: Who you help

Motivation: What you get

SOCIETY

ACTOR

Micro: Who help you

Resources: What you give

Reshaping: How you do

Complementing: How give you

Adapting: How help you

STRATEGEERING

Figure 7: CEFE Model Canvas

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CEFE MODEL CANVASMacro: What help you? Value: How you help Capability: What you do

Mezo: Who you help

Motivation: What you get

SOCIETY

ACTOR

Micro: Who help you

Resources: What you give

Reshaping: How you do

Complementing: How give you

Adapting: How help you

STRATEGEERING

Figure 8: CEFE model canvas with picture For application of the canvas, an example will be given for three steps for small enterprise that can be seen in the figure 9, 10 and 11.

Figure 9: Tyas Jakarta Small Shop Canvas in the beginning From the Figure 9, it can be seen that so many missing link among the factor in the factors. By improving the canvas, the blank space can be added other action as figure 10. 11

Figure 10: Tyas Jakarta Small Shop Canvas in the Improvement 1

Figure 11: Tyas Jakarta Small Shop Canvas in the Improvement 2 For the diversification business such in figure 11, different color should be used in order to look at clearly two processes in one canvas, otherwise we should use two canvases separately. 12

CONCLUSSION By using model ontology, the entrepreneurship model ontology can be created. Even the scientific analysis in this paper rather complicated for SME or entrepreneur, but the result of the entrepreneurship model canvas that namely CEFE Model Canvas can be used easily to the entrepreneur or Small and Medium Enterprise (SME) across the world. REFERENCES 1. Baumol, William J. 1968. Entrepreneurship in Economic Theory. American Economic Review 58: 6471. In Nicolai J. Foss and Peter G. Klein Entrepreneurship and the Economic Theory of the Firm: Any Gains from Trade? Center for Knowledge Governance, Department of Management, Politics, and Philosophy, Copenhagen Business School, Blaagaardsgade 23B, 2200 Copenhagen N; Denmark 17 August 2004. 2. Baumol, William J, Litan Robert E, Scharmm, Carl J, Good Capitalism, Bad Capitalism and the Economics of Growth and Prosperity in Peter Drucker, Innovation and Entrepreneurship (1985). 3. Canela, Eduado Q, Interview, Magsaysay Award Receivers, Philippines, in Yanto Sidik Pratiknyo, The Entrepreneurship Theory: An Overview, International Conference on Innovation, Entrepreneurship and Small Business, ITB, 2009 4. Cantillon, Richard (1730) in Schmude, Jurgen ; Welter, Friederike ; Heumann, Stefan, Entrepreneurship: Theory and Practice, 2008. 5. Cooper, Arnold C, "Entrepreneur-ship and High Technology," in Donald L. Sexton and Raymond W Smilor, The Art and Science of Entrepreneurship, 1986, p 156, 157, 158. 6. Cooper, Arnold C, and Bruno, Albert V., "Success Among High Technology Firms," Business Horizons, April 1977, p 6, 21. 7. Drucker, P. (1985) Innovation and Entrepreneurship, Heinemann, London. 8. Goslin. L.N., "Characteristics of Successful High Tech Start Up Firms," in Neil C. Churchill, John A. Hornaday, Bruce A. Kirchoff, O. J. Krasner and Karl H. Vesper, Frontier of Entrepreneurship Research 1987, Babson College, 1987. p 157. 9. Greenberger, David B., Sexton, Donald L, A Comparative Analysis of the Effects of the Desire for personal Control on Venture Initiations, The Ohio State University, 1987, unpublished paper. 10. Kim, Blue Ocean Strategy. 11. Kolshorn, Rainer, Tomecko, Jim, CEFE-Manual for Trainers CEFE-International 1998. Deutsche Geselschaft fuer Technische Zusamenarbeit, Frankfurt, Germany. 12. Leibenstein, H. (1987) Entrepreneurship, entrepreneurial training and X-efficiency theory, Journal of Economic, Behavior & Organization, 8(2), 191205. In Ruhul Amin Salim, Modelling entrepreneurship in, small-scale enterprises, Curtin Business School (CBS), GPO Box U1987, Curtin University of Technology, Perth, WA 6845, Australia, Applied Economics Letters, 2005, 12, 5157 13. McClelland, D. C. (1961) The Achieving Society, D. Van Nostrand, Princeton, NJ. 14. Osterwalder, Alexander, Licenci en Sciences Politiques de l'Universit de Lausanne, Docteur en Informatique de Gestion 2004.

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15. Osterwalder, Alexander, Parent Christine & Pigneur Yves, Setting up an ontology of business models, Universit de Lausanne. 16. Osterwalder, Alexander & Pigneur Yves, Business Model Generation, 17. Osterwalder, Alexander & Pigneur Yves, An e-Business Model Ontology for Modeling e Business, 15th Bled Electronic Commerce Conference, e-Reality: Constructing the eEconomy, Bled, Slovenia, June 17 - 19, 2002 . 18. Schumpeter, J. A. (1934), The Theory of Economic Development, Harvard University Press, Cambridge, MA. In Ruhul Amin Salim, Modelling entrepreneurship in, small-scale enterprises, Curtin Business School (CBS), GPO Box U1987, Curtin University of Technology, Perth, WA 6845, Australia, Applied Economics Letters, 2005, 12, 5157 19. Schumpeter, Joseph A. 1949. Economic Theory and Entrepreneurial History. In Change and the Entrepreneur: Postulates and Patterns for Entrepreneurial History. Cambridge, Mass.: Harvard University Press. In Nicolai J. Foss and Peter G. Klein Entrepreneurship and the Economic Theory of the Firm: Any Gains from Trade? Center for Knowledge Governance, Department of Management, Politics, and Philosophy, Copenhagen Business School, Blaagaardsgade 23B, 2200 Copenhagen N; Denmark 17 August 2004. 20. Sexton, D. L. and Bowman, N. (1986) The entrepreneur: a capable executive and more, Journal of Business Venturing, 1, 12940. In Ruhul Amin Salim, Modelling entrepreneurship in, small-scale enterprises, Curtin Business School (CBS), GPO Box U1987, Curtin University of Technology, Perth, WA 6845, Australia, Applied Economics Letters, 2005, 12, 5157 21. Tim Clark, Osterwalder, Alexander & Pigneur Yves, Business model U 22. Weber (1904), Max The Protestant Ethic and "The Spirit of Capitalism" (Penguin Books, 2002) translated by Peter Baehr and Gordon C. Wells, pp.9-12 , in Wikipedia 23. Yanto Sidik Pratiknyo: High Technology Entrepreneurship: An Exploratory Study, Jurnal Manajemen Prasetiya Mulya, Volume IV, Nomor 8 - Oktober, 1997 . Indonesia 24. Yanto Sidik Pratiknyo, The Entrepreneurship Theory: An Overview, International Conference on Innovation, Entrepreneurship and Small Business, ITB, Indonesia 2009

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