In this paper Ill discuss the first outcomes of an explorative research concerning the consultancy projects of a consultancy-based learning programme (Minor Consultancy 2006 - 2007, half-year bachelor programme University of Applied Sciences, Hogeschool Utrecht, The Netherlands). In order to improve the programme on consultancy and to get information on the phenomenon of small business1 consultancy, we explored the success and failures of junior and senior consultants in 8 small business consultancy cases. Junior consultants reviewed their experiences by using elements of the Critical Incident Technique (determining and reviewing just after finishing the projects). What, when and how did they learn and was at the same time effective and beneficial for the client / project? Clients and senior consultants were interviewed and we explored their perceptions of performance, interaction and learning. First results indicate that clients perceive the performance of junior consultants as positive. Juniors and clients need to collaborate in order to achieve adequate project results. Junior consultants / students learn from their consultancy experience. They improve their communication skills and become more self-assure in the relation with a client. Senior consultants / teaching staff members learn from juniors and become aware of their complex role. Clients need reflection to understand that they have learned during the project and consultancy can bee seen as a learning opportunity. Future research: we want to continue to collect process-data of small business consultancy cases in order to get a better understanding of the practice of small business consultancy and (consultancy-based) learning.
DOCUMENT
Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.
DOCUMENT
This is a case study which discusses the journey of a successful Ethiopian dairy entrepreneur. It turned out that the inclusiveness of the small holder farmer into the chain with fair incentive sharing mechainsms and guarenteed market access made her chain more efficient, reliable and profitable.
DOCUMENT
