Community & Entrepreneurial Development Study Framework

1. Murray Hunter
Required According to Terms f reference
Stage One Stage Two Stage Three Stage Four Stage Five Stage Six
Situational Capacity Opportunity Cluster Market Action
Identification Development
Audit Study Design Plan
These pages map out a meta-framework
Monitor (GEM) & Hunter
Hunter 2006,2007, 2008,
(Hunter 2009 & Hunter
Economic Geography
suggestion for the Sarawak study. Our
Porter (Modified) &
Approach (Porter &
Entrepreneurship
Use of Checlkists
(2009) Approach
Modified Global
experience in Sabah showed that a sound
Diamond)
methodology was paramount to successfully
2012)
2011 completing the study. The writer has drawn
together a number of theories that may be
useful for the Sarawak study.

2. 1. Outbound and inbound trade
connections (Domestic and
international)
a) Land
b) Sea
c) Air
6. Geographic issues 5. Climatic issues d) In-transit
a) Topography – natural features, coast, a) Temperature & UV Radiation e) Port and Inland Port
natural ports, dams, rivers, etc b) Rainfall (where too much making
b) Natural resources problems and too little affecting plant
c) Soil – erosion, nitrogen levels, heavy growth, limit on potential crops)
metals, exhaustion, general c) Latitude length of day – limit on
sustainability possible crops
d) Land productivity d) Altitude
e) Climate change – effect of climate 4. Infrastructure
change a) Roads, ports, airports, railways,
dams,
b) Water – storage capacity, irrigation,
drainage, toxins, catchments,
erosion, salinity, etc.
c) irrigation
Situational Audit d) Transport – access arteries
e) IT
f) Education facilities
3. Potential economic
Stakeholders’ Analysis 2. Economics
Activities (and scale)
a) General cost of living
A) Agriculture
b) Stock of housing
B) Fisheries
c) Industry
C) Aquaculture
d) Ability to borrow
D) Mining
Current Situation e) Quality of Life
E) Transport
f) Industry demographics.
F) Logging
Rural Communities & Aspirations g) Control over prices/markets
G) Biodiversity
Agencies Capabilities of state based industries, i.e.,
H) Potential for food
control over mining, rubber,
(Observation, semi price fluctuations, etc.
intensive production –
structured interviews) h) General cost of land verses
suitable activities (land
use/cost ratio)

3. 9. Legal 8. Pollution 7. Susceptibility to natural disasters
a) Land ownership issues a) Land / subdivision a) Flood
b) Land distribution – land ownership b) Water b) Storms
traditions c) Air c) Tsunami, earthquakes, etc.
c) Level of respect for law, consistency, d) Sea
enforcement, ability to litigate, legal e) Propensity of environmental
protection issues to become economic
problems
f) History
13. Governance
a) Policies – rules &
regulation
b) Enforcement
c) Result of what types
of processes,
Product Space d) Delivery effectiveness,
Map
Situational Audit
12. Vision for the region
a) Look at Satun-Perlis Thesis
b) Attitudes towards planning
c) Attitudes towards regulation
10. Ability to adapt d) Cultural knitting
and change to e) Views towards progress
11. Underlying cost of f) Cohesiveness, unity of direction, diversity,
changing
acceptance of diversity, open mindedness,
environment living and ability vision, willingness to experiment, common
to have a values,
livelihood relative g) Level of community innovation
This could be based on desktop secondary information h) Public opinion verses economics
to other i) General narratives
to fill in the background information on the study. The
states/regions
specific sectors the report focuses on could be given
more attention with some primary information.

4. A product space map is one way of summarizing information from
the situational audit. It can be made as simple or complex as need
be.
Agricultural Activities Other Activities
Biotechnology Education
Rubber Fruit Production Agro-Industry Fishing
Palm Oil Vegetable Production Agro-Tourism Industry Service Transport Hunter 2011
Paddy Other Crops Handicraft Logging Construction

5. Pictorialization of Diamond (2006) Collapse pp. 56
+++ Montana example
Cause and effect diagrams are good for showing
the dynamics of the environment.
Decrease in economic development
Conflict of values Local people
Higher land taxes to support struggle to
local infrastructure survive
Massive Increase land
demographic prices
Rising land
changes prices Less land available
for farming
Influx of out of Locals emigrate
region land from region
buyers
Lush Beautiful farmlands Increased conservation
and hinterlands

6. Modified Global
Entrepreneurship Monitor
(GEM) Model
The Gem model is suitable for giving an indication about
entrepreneurial readiness. Data can be secondary with
categories adjusted for relevance. There is also a lot of
comparative information using the same model on the
GEM website.
GEM Framework

7. Competency Present Not Comments
Present
Technical
1. Botany Basic Need guidance
2. Plant Physiology Low Need assistance
3. Chemistry/Analytical
Basic Need guidance
4. Micro-propagation
5. Nursery Management Low Assistance Available
6. Environmental Engineering Experience Can design
7. Chemical engineering/thermodynamics/etc Experience Need appraisal
8. Soil Management Experience Use contractor
9. Agronomy/plant nutrition/field management Low Use institute
10. Entomology Basic Replicated experiments
11. Irrigation engineering Low With Environment
12. Agricultural Engineering
Low Use contractor
13. Regulation knowledge
14. Cosmetic chemistry/food etc Low Can develop
15. Perfume/flavours Low Need assistance
16. Packaging & design Low Learn from experience
17. Consumer product manufacturing Low Use contractor
Basic
Basic
Opportunity/Entrepreneurial/Commitment
1. Able to screen environment for opportunities Yes
2. Able to evaluate opportunities Yes
3. Commitment level
Passionate Need to see realistically
Relationship
1. Have relationships in target industries A few
2. Have relationships in research area A few
3. Have relationships in finance industry
Some
Organising/Management
1. Able to project manage Yes
2. Able to administrate Yes
3. Able to financially manage operation
Yes
4. Able to undertake research
Alternatively or in 5. Able to keep key people motivated Yes
Yes
conjunction a checklist Strategic
can be used. 1. Understand dynamics of market and industry environment Yes
2. Able to plan for a business within this environment Yes
3. Able to implement, evaluate and adjust plans in this
Yes Believe so but not tested
Hunter 2009
environment

8. Hunter (2009)

9. Desktop Screening Checklists
1. Product Characteristics 2. Agronomic Characteristics
3. The Project Characteristics
(if applicable)
Technology Low &
The novelty of a A C D B Genetic Material Easily Need to Required Generic
High &
Specialized
new essential oil Low Novelty High Novelty Available Develop
Level of
Habitat & Not Suitable Mechanization Low and/or High and/or
The potential Topography Very Suitable or Need to Required Generic specialized
uses & applications Low Potential High Potential Suitability Develop
of the new essential Research & Short & straight Long &
oil Soil Type, Development
Texture & Very Suitable Not Suitable forward Complex
Close No Close Time-frame
The closeness of Drainage
any substitutes Substitutes Substitutes Suitability Capital High
Low
Temperature Very Suitable Out of Range Requirements
Range
The stability of Poor Stability Good Stability Suitability
the essential oil Crop Cycle Short Long
in applications Very Suitable Deficient or Timeframe
Rainfall
Excessive
Suitability (Additional)
The Poor Ratio Good Ratio Low
cost/performance Infrastructure High
ratio Access to Yes No Required
Irrigation
Regulatory Low Need of High Need of
The Toxicity High Toxicity Low Toxicity Issues Consideration Consideration
Diurnal
Very Suitable Out of Range Skills,
Radiation
Competencies
The general Low Common & Rare &
High & Capabilities
consistency of Crop
Required Generic Specialized
Consistency Require
quality and supply Consistency Maintenance Common &
Specialized Available
Cycle Generic Networks, Need Network,
Processes Market, Potential Networks, Wide Specialized
The prevailing Low Trend High Trend Pest, Disease & Competitors, etc. Market & high Market, Few
Common & Require
market/product Match Weed Control competition
Competitors
trends Match Generic Specialized
Issues Potential
Processes Revenue
High Low High
The current Low Harvest & Require
likelihood of Common &
level of Likelihood of Extraction Specialized
Generic
technology synthesis Synthesis Processes Processes
Using lists are a very convenient desktop method of screening ideas to
see if they are opportunities. The parameters can be changed
according to relevance.
Hunter (2011)

10. Time & Space Personal Skills &
Stage of economic, social, Competencies,
legal, & knowledge
development, Enterprise The Resource
Capabilities Base
The Ability to Build
Networks Strategy
The Sources of
The Vision Platform Opportunity
Market Void, Technology
Social demographics, culture, The Competitive Environment Infusion, Structural Changes,
generational outlook, experiences,
Influence of suppliers, customers, Resource Monopoly, Regulation,
Cognition, emotions, the psych &
complementary goods & substitutes, barriers to Non-Innovative
psychotic, & cognitive traps, etc.
entry, the competitive field & influence of social,
technology, economic, & regulatory factors
The Ability to Make
The
Connections
Opportunity
Cognition, creativity, problem
Gap solving, creative tools
The elements that must be satisfied in order to be an opportunity Hunter (2012)Vol. 2

13. New Opportunities
New
Competitive
Field
Social Technology
Complementary
goods and
Substitutes
Influence Influence of
of suppliers The Competitive customers
Field
Barriers
to Field Entry
Economic
Regulation
The Opportunity Gap & Competitive
Hunter (2012), Vol. 2 Field Analysis (Desktop)

14. OTOP Petani Competitive Analysis
(Hunter 2008)
This can be done
desktop with
primarily
secondary
information.

15. Plotting potential
opportunities on the
BCG matrix is primarily a
subjective process or
done according to the
criteria within the
checklists if points are
assigned.

16. Link to the Enterprise
Substitutes &
Complementary
Goods
The Competitive Field
Capital
Influence of
Influence of
Customers
Strategy
Suppliers
Networking
Competencies & Capabilities
Resources
Barriers to Entry
Hunter 2012 Vol 2

17. - Of what already exists and what could be
Cluster Structure: Fresh Flower Cluster Proposed Sabah SAIP 2007
Develop a model of
the existing cluster
and what type of
cluster that would be
needed to
successfully develop a
new industry.

18. Cluster Spin-off & Flow-on Effect in Tourism Industry Hunter (2012) Vol. 1.
New Resort Hotel Other resort
Companies Attracted
to the Area
Directly Creates Jobs
Resort Suppliers
Creation of Retail
Businesses
Creation of Down market
Creation of Service Accommodation to
Cafes Businesses Accommodation New market
Segments
Taxies Taxes Spent on
Restaurants
Infrastructure
Tourist Other
Shopping Contractors
The spin-offs and flow-on
effects of a new industry can More Jobs Indirectly
be predicted.
Incomes support more
Travel Created businesses
Related

19. Example
An example of a cluster model for OTOP in
Thailand.

20. The steps and issues to follow in developing products from the clusters.
Strategic Options Influences on Strategy
Enterprise Performance
Geography History
Structural/Support Interventional
Strategies Strategies (Climate, Topography, Flora, Fauna, Economic)
Culture Social Institutions
Source
(Family, Religion, School, Media, Government, Corporations)
Technology Demographics Political Economy
The process of
product/market
development The Competitive Field (Structure & Situational Factors)
Time and Company Evolution/Change
Development
Regulation Technology
Attributes
Change &
Theme
Product
4 Ps
Competitive Position
External Influences & Threats
Synthesis
Strengths and Weaknesses
Experience Perceptions Cognitive Biases
Management Finance
Personal
The Set of Potential
& Skills
Opportunities
Knowledge, Inspiration, Adaption, Construction,
Social Situation
Idea & Opportunity Formation, Deconstruction,
Economy
Competition Aspirations
Resources
Realization, & Creation
Facilities
Redefinition
Application
Key internal Key external Available & Potential
influences on influences on
Network
Management Styles Resources &
Position
Market
the strategic the strategic
process process
Capabilities
Cognitive Bias
Strategy
The base for potential future
Development
How the Business is Currently
Performing
Organisational Capability
Creative, Opportunity, conceptual, strategic,
Personal Learning, Organisational, financial, Technical,
Objectives Marketing, Networking and Commitment
Competencies
Resources Existing and Available to
the Business

21. Personal and enterprise Competency gap
competencies, knowledge & Short term timeframe, no fall back position if positive results
experience that can be utilized for
delayed or there are technical or market failures
the benefit of the enterprise
Facilities, infrastructure, financial
backing & liquidity, long timeframe
view
Poor infrastructure that hinders production or marketing
Shortage of funds to undertake project to completion
Qualified or lack of commitment by any key people within
An opportunity evaluation
Ability to learn through research organization
and experimentation
Any network connections with
industry and access to the supply
Lack of network, knowledge and access to supply chain
Any factor or group of factors that can hinder the framework
chain for both information and
enterprise gain competitive advantage over its
marketing competitors
Ambition and vision (but not
delusional), focus & commitment
Ability to innovate technically,
market and organizational wise Strengths Weaknesses
Any factor or group of factors that
can assist the enterprise gain
competitive advantage over its
competitors
An identified market where enterprise
resources and competencies will be able
to exploit
The potential opportunity will have a
large enough market size to sustain the
enterprise Opportunities
The enterprise will be able to take
advantage of this opportunity better than
any other competitors
Outside elements in the supply chain will
support the enterprise
Any factor or group of factors that will
allow the enterprise to grow in a
sustainable manner within the market
environment
Risks/
Threats Uncertainties
Competitors identifying the same Cognitive Bias
opportunities and enacting upon them
Any factor or
The regulatory environment and
potential changes within it groups of factors
Inability to penetrate the existing that make
supply chain and make alternative outcomes uncertain
strategies
Dependence on survival from a single in the future
Opportunities are seen with bias
or very few customers
Depending on a single product for total according to knowledge, Any factor or
Any factor or group of factors that experience, wisdom, educational groups of factors
may potentially hinder enterprise
growth in a sustainable manner
background, market knowledge, that may lead to
without any contingencies verse competencies, etc. venture failure
acts of God, bad weather, drought, etc.

22. An example of market strategy options for
essential oil products.

23. The Types of Opportunities Available
Degree of ambiguity
Active/Imaginative
Allocative Construction Intuitive
Analytical
Supply/Demand changes New technologies
Demographic changes New Business models
Value
creation n
io
v at
no Locus of change
In
Inductive
Imitation Discovery
Deductive Replication & Extension Incongruities
(Black & white)
Structural changes
Passive/Reactive

24. These are the important market variables to focus upon in a long term marketing plan.

25. Developing branding themes
Company
Product
Attributes
Theme
Value Proposition
Consumer Aspirations
Needs/Wants/Fantasy

28. A report must consider all these variables

29. Different levels of aspirations and compatible product types.
Actualisation
(The Artist)
Study after retirement
Self-fulfillment
Fresh vegetables (Organic)
Books
Fine Dining & Processed Foods Aromatherapy products
Luxury cars
Esteem Nutraceuticals & herbs
Travel & Vacations (The Executive)
Achievement, Fine Fragrances
prestige,fulfillment
Car Air Fresheners
Fashion Clothes (e.g.
Social (Worker) Jeans)
Chewing Gum Family, relationships,
workgroups
Most
Water Household
Purifiers
Safety (The Farmer)
Home, Security and stability Cleaning
Products
Fresh
Soap Vegetables
Physiological (The Hunter) Rice
Basic Biological Needs – Food, water, air

30. Some of the broad aspects of self concept
Selective perception Personality traits – thousands, important ones,
locus of control, self confidence, self efficacy,
introvert/extrovert, etc.
Ego
Selective distortion Age & generational identification
The ideal self Cultural identity
National identity
Anxieties Racial & ethnic identity
Sexual identity and sexuality
Family background
The actual self
Self Concept Educational background
(Who am I?) Social class identification
Domicile outlook
Anxieties Attitudes and beliefs
Sociability and acceptance
Societal identification anchors
The social self
Interests & hobbies
Life experience
Sensitivity
The meaning of possessions Self knowledge and consciousness
Religious, moral and spiritual beliefs
Physical appearance

31. The concept of spiritual materialism
The Earth – the mission of the firm
Fused concept of value and
New technologies
New ideas and knowledge
spiritualism
Spiritual
materialism Ego, and self concept
Spirituality and values
Social and peer acceptance

32. Some major brands and the aspirations they tap.
Brand Image and Emotions Associated with brand
McDonalds Family enjoyment and togetherness around a fast food meal.
Nike Transformation on the sports field
Norgen-Vaas Ice Cream Indulgence
The Body Shop Social equality and justice in business
Disney A magical world of fantasy for the family
Air Asia Now everyone can afford to fly
Apple Transforming how people use technology
Amazon The largest range of reasonably priced books available
Google Making the world’s information accessible
Young &
invigorating image
Internet Bookings
An exciting low
Young good looking cost airline to fly
air & ground crews
Modern and trendy
on
aircraft interiors
Advertising image Limited use of
Baggage travel agents
Standardized aircraft to
No baggage transfers cut down on
No connection with maintenance costs
other airline baggage Fast Aircraft
services turn-around times
Baggage surcharge General savings on
overheads Extra means of
Auto-check with no
revenue
baggage
Not burdened by Paid snacks & meals
Seating
traditional air and ground Low landing charges
Blankets
crew procedures and terminal fees Computerized ticketing
How Air Asia’s sub-strategies contribute to the overall general No connection with other Headquarters located methods
airlines at airport terminal Related businesses -
strategy hotels

33. Development of Product Attributes
Product/Strategy
Attributes
Features Benefits Signal Channels
Attributes
General
Impression Tangible Intangible Local
Benefits Benefits Strength
Spiritual International
Performance
impression
Consumer
Efficacy Romance Variant
Tactile and Demographics
sensory Efficacy Health & Indicator of Use Mainstream or
impression according to Well-Being
Specialised
theme Life Status
Impact Caring
Form of
Pleasant & Freshness
Odour profile Promotion &
lasting Security
Association apt
fragrance Association
Substantively to product
Lifestyle
theme
Association
Ingredients
(according to Concern
theme)

34. Market Segmentation Definitions
Defined by
Income
Defined by social Defined by age
background demographics
Market
Defined by Defined by family
Segment
aspirations demographics
Defined by Defined by leisure
interests activities

35. Product Types
Buyer 1 2 3 4 5
Groups A
B
C
D
E The
Competitive
Field
Specific Social,
This influences the specific
economic, technology
set of complementary
& regulatory
products & substitutes,
influences upon each
customers, suppliers &
segment
Barriers to entry.
The competitive field broken into segments.

36. A simple segment matrix for hair shampoo A simple segment matrix for hair shampoo based on product type
and user age group. This matrix identifies existing segments,
where competitors, product attributes, price points and strategies
20s Something
30s Something
40s Something
can be identified. Through going through this exercise repeatedly
50s Plus
Children
using different segment variables, relationships between segment
Teens
variables can be found and a meaningful picture of each potential
segment can be developed. The matrixes will also show segments
that are untouched by competition and potential buyers. The key
questions that should be asked about each segment are;
High Fragrance 1. What are the differences between the winners and losers
in each category?
2. What strategies are they employing? i.e., a general field
2 in One
strategy or a focus upon the segment? Price? Promotion?
Channels? etc.
High Protein 3. What resources do the firms need to undertake the
strategies they are using?
Medicated 4. What competencies do firms need to successfully
implement their strategy? and
5. What networks are needed to use channels effectively?

37. Ways of Defining Segmentation
Location (country, Physical size Consumer Industrial Direct verses
state, province) Price level Demographics Buyer industry distributors
Type of Hinterland Features Age, Sex, Buyers Wholesale
Type of economic Attributes Income levels, strategy Retail
activities Technology of etc. Technological Brokers
Weather zones product Psychographics sophistication Types of
Stage of Design Lifestyle OEM verses distributors
development Inputs used Language user Internet
Urban/rural Performance Decision makers Decision
Socio-economic Branded makers
demographics verses Purchasing
Ethnic unbranded process
concentrations Financial
strength
Size
Order patterns

39. Sabah is on the list of World “Exotic” locations
There is Mystic
There is cultural diversity
There is history and heritage
There is nature and serenity
Sabah is a place of peace, health and harmony
An example of a product theme

41. Consider the channels of distribution

42. The New Product
Development
Process
How will the cluster assist?

45. Top-down approach versus bottom-up approach?
Siripatana A., Haslam N., Wansakhun W., Wanyeelae & Hunter 2011

46. Research Approach with the Community

47. Sustainability Plan

48. A hierarchy of family, personal and business aspirations (Adapted
from Hunter 2009, P. 697).
The Individual & Family
Family history, Current family
livelihood, Current Family Status.
Any implementation plan must
take account of what the
stakeholders actually want.
Family Values
Self Assessment Strategic Business
(Self-efficacy) Analysis
Resources, networks,
capabilities, competitive
Decision Making Skills The Vision Aspiration
Knowledge environment, etc.
Competencies
Personal Goals Family Goals Business Goals
Business Aspirations Family Asset Future
Competencies Considerations Fulfillment (Retirement)
Self view
Knowledge Generational Value Time horizon
Income needs evolution
Production & Type Investment
Operations Time Horizon Grooming options
successors Needs
Marketing View of Risk
retirement Family aspirations Wants management
Personnel
Opportunity Lifestyle Liquidity needs Tax planning
Financial cost of doing
other activities Attachment Alternatives Opportunity
Risk Management cost of doing
Passion other activities
Horizontal and
vertical expansion Exit barriers
Motivational Origins

49. Consider all environmental factors in implementation
Inputs Culture (the way of doing things) Input New
Research
Ideas
Technology
Excitement
New Changing
Food Producers The supply Retailers
products demands
chain
Sustainability Ethics
Logistic science
Finance Lifestyle &
Houses values
Skills/capabilities
Underlying costs Retail practices
Supply Demand
Push Pull

50. Finally business scale must be
Automobile Airlines considered
Manufacturers
Mega
Banks
Large Pharmaceutical Business
Companies
Universities
Independent Retail
Chains
Large manufacturing
Large
Mall Type Shopping Centres
Business
Modern Extensive
Farming Enterprises
Lifestyle Businesses
Independent
specialty Retail SME Level
Specialty
Wholesaling
Corner Shops
Ambition, sense of
mission, attitudes, beliefs,
values, available (and Street Stalls Micro-
potential resources), self
entrepreneurs
efficacy, networks, skills, Micro-enterprise
competencies, and
capabilities, etc.
Vision Platform

52. Success or failure of any SMEs will depend upon achieving all below
Ideas Opportunities Strategies Opportunity Performance
match Match
Management
Evaluates Implements
Capability
Spots & Selects
& Modifies
Elaborates
Perception & Innovation Strategic Venture Uniqueness /
Creativity Thinking Operations Differentiation
Competitive Advantage
Capabilities Governing Competitive Scope Costs: To customers, to operate
Knowledge: Competitive
environment
Relationships: Customers,
Competencies Resources Networks suppliers, financiers, (relative
Entrepreneurial, Opportunity power)
Structure: Organizational ability
identification, Network, Conceptual,
Technology: strength
Strategic, Commitment