This document compares the OVOP and OTOP business models through analyzing their conceptual principles and frameworks. It finds that while both aim to promote local entrepreneurship and development, OVOP operates from the bottom-up with local initiative, while OTOP is run top-down through government committees. The document generates frameworks to illustrate the differences in procedures and supporters between the two models to better understand and improve their design and performance.
In order to avoid food contamination, kitchen tools, utensils, equipment used in the preparation of food as well as the premises should be cleaned and sanitized, and store properly after each use.
The document defines pollution as the addition of substances or energy to the environment faster than it can be dispersed or stored in harmless forms. It then lists and briefly describes seven main types of pollution: air, land, thermal, radioactive, water, light, and noise pollution. Locations and timestamps are provided for each type of pollution described.
The One Town, One Product (OTOP) program was launched in Thailand in 2001 to promote local economic development by supporting unique products and services in each community. The program aims to involve communities, empower local leadership, and promote sustainability. OTOP has now expanded to other countries and provides support for micro, small and medium enterprises. It focuses on tangible goods and skills-based services using local resources. The goal is to alleviate poverty and stimulate trade by developing profitable local businesses.
Japan is reaching its major turning point. The increasing need for medical care and nursing is evident due to the rapidly aging population. According to the estimates, the number of 65+ year-olds increases about 7.09 million over 15 years (from 2010 to 2025) and the ratio of the aged to the total population surges from 23% to 30%.
Mr. Tatsuya Yanagi presentation on OVOP - Yogyakarta Workshop 2014Toto Wirjosoemarto
The document discusses OVOP (One Village One Product) projects supported by JICA in various countries. It begins with an overview of OVOP in Japan and its principles of being local yet global, relying on self-help efforts through value addition, and developing human resources. Typical OVOP projects involve selecting local products, providing training and support to producer groups, and working to commercialize and market the products. An example project in Malawi is described in more detail, highlighting achievements like certain products being exported to Japan, as well as ongoing challenges. Overall, the document shares experiences of OVOP projects globally to help improve future initiatives.
In order to avoid food contamination, kitchen tools, utensils, equipment used in the preparation of food as well as the premises should be cleaned and sanitized, and store properly after each use.
The document defines pollution as the addition of substances or energy to the environment faster than it can be dispersed or stored in harmless forms. It then lists and briefly describes seven main types of pollution: air, land, thermal, radioactive, water, light, and noise pollution. Locations and timestamps are provided for each type of pollution described.
The One Town, One Product (OTOP) program was launched in Thailand in 2001 to promote local economic development by supporting unique products and services in each community. The program aims to involve communities, empower local leadership, and promote sustainability. OTOP has now expanded to other countries and provides support for micro, small and medium enterprises. It focuses on tangible goods and skills-based services using local resources. The goal is to alleviate poverty and stimulate trade by developing profitable local businesses.
Japan is reaching its major turning point. The increasing need for medical care and nursing is evident due to the rapidly aging population. According to the estimates, the number of 65+ year-olds increases about 7.09 million over 15 years (from 2010 to 2025) and the ratio of the aged to the total population surges from 23% to 30%.
Mr. Tatsuya Yanagi presentation on OVOP - Yogyakarta Workshop 2014Toto Wirjosoemarto
The document discusses OVOP (One Village One Product) projects supported by JICA in various countries. It begins with an overview of OVOP in Japan and its principles of being local yet global, relying on self-help efforts through value addition, and developing human resources. Typical OVOP projects involve selecting local products, providing training and support to producer groups, and working to commercialize and market the products. An example project in Malawi is described in more detail, highlighting achievements like certain products being exported to Japan, as well as ongoing challenges. Overall, the document shares experiences of OVOP projects globally to help improve future initiatives.
K d bhardwaj presentation green productivity material flow costRojarsharin
The document discusses material flow cost accounting (MFCA) and its promotion by the Asian Productivity Organization (APO). It provides background on the APO, which was established in 1961 as an intergovernmental organization to promote productivity in Asia. The APO carries out projects and training to build capacity for national productivity organizations in areas like industry, agriculture, and green productivity using tools such as MFCA. MFCA is a management tool that promotes efficient material use, waste reduction, and cost savings to increase resource productivity and firm profits in line with green productivity concepts.
Design For Changing The World Exhibition 2010 In Japan Hosted GranmaNaoki Yamamoto
This document summarizes an exhibition in Tokyo from May to June 2010 about designing products to improve lives in developing countries. The exhibition aimed to showcase existing products like LifeStraw that address issues like lack of clean water, and to inspire new designs through workshops and conferences. It provides statistics on water-related deaths and lack of sanitation to illustrate the social issues. The schedule outlines the exhibition dates and accompanying events, and lists collaborating organizations.
The document discusses endogenous development theories and economic gardening through a case study of Ogata Village in Japan. It summarizes that Ogata Village successfully utilized endogenous development principles by having entrepreneurial farmers as key persons, using local resources, economic gardening approaches, and collaboration. These factors led to higher incomes and specialization in rice production in the village compared to other areas of Akita prefecture, which has traditionally been less entrepreneurial.
von Hippel - Toward more inclusive science and innovation indicatorsinnovationoecd
The document discusses the need to make science and innovation indicators more inclusive by accounting for household sector innovation. It makes two key suggestions: (1) change the Oslo Manual's definition of innovation to apply to household and other sectors, not just producers; and (2) measure household sector innovation through regular social surveys. The document argues that excluding free household innovations distorts understanding of interactions between sectors and underestimates total innovation. It provides examples and evidence of the scale and impacts of household innovation.
TitleABC123 Version X1Knowledge Management DiagramT.docxherthalearmont
This document summarizes an article about innovations emerging from bottom of the pyramid (BOP) markets. It discusses how focusing on the 4As of awareness, access, affordability and availability can create opportunities for innovation within constraints. It provides an example of developing a biomass stove for rural poor in India. Key details include:
- BOP markets consist of over 4 billion people living on less than $2/day and represent a $5 trillion market.
- Innovating for BOP requires focusing on 4As rather than traditional 4Ps of marketing.
- The biomass stove project aimed to design an aspirational, safe, scalable and affordable stove within a constrained "innovation sandbox".
Micro, small and medium enterprises (MSMEs) dominate the Philippine business sector particularly in the rural areas. The Philippine government adapted the One Town, One Product (OTOP) program as a job generation and poverty reduction strategy by promoting the creation and growth MSMEs. The study reveals that after six years of implementing the program, it has generated positive results in terms of investments, sales, enterprises assisted and jobs generated. Despite certain limitations and misgivings in its implementation, the study concludes that the program was successful in upgrading rural enterprises and linking them with the mainstream market. Conversely, the entrepreneurs deem the OTOP-Philippines very useful and they are satisfied with the kind of support that their businesses are receiving through the program. Some observations and recommendations for reforms were put forward to make the program more relevant and effective.
Some controversies on informal sector operation in ethiopia = problems and pe...Dr Lendy Spires
This document summarizes a paper on controversies surrounding Ethiopia's informal sector and its prospects for development. It finds that the informal sector makes up a significant part of Ethiopia's socioeconomic environment and provides jobs and income for many. However, it faces several challenges. Ethiopia has high poverty rates, with over 40% of the population living in absolute poverty. The informal sector experiences problems related to inadequate incomes, lack of support from governments, and environmental degradation exacerbating poverty. The paper aims to examine key issues regarding the informal sector, understand the nature of its problems, and recommend strategic measures to improve its development and role in poverty alleviation.
The document discusses the researcher's plan to study the internationalization of services in Japanese manufacturing industries. Specifically, it will:
1. Determine how the degree and nature of services embedded in manufactured goods influence Japanese firms' choice of entering foreign markets.
2. Assess the importance of services when Japanese companies sell products overseas.
3. Propose an ecosystem to facilitate the growth of developed and developing countries through internationalization of product services.
The researcher will review literature, form hypotheses, collect both qualitative and quantitative data from Japanese companies, analyze the data, and report conclusions. The goal is to better understand how services contribute to manufacturers' internationalization and the growth of countries.
The One Tambon One Product (OTOP) program in Thailand aims to strengthen the grassroots economy by promoting local products from each sub-district. It began in the 1980s based on Japan's OVOP program. OTOP is a government-led, integrated effort involving multiple agencies to generate prosperity in rural communities. It focuses on locally-sourced products that reflect community identity, culture, and traditions. Over 300,000 producers participate across over 85,000 registered products. The program emphasizes local uniqueness, self-reliance, and human resource development. Through marketing promotion and quality standards, OTOP sales have grown from $8 million in 2002 to over $2 billion currently. OTOP aims to create jobs, strengthen
1) Japan has developed a robot strategy to make the country a global leader in robot innovation and utilization.
2) The strategy aims to make Japan the world's leading robot utilization society through three pillars: becoming the top robot innovation hub, utilizing robots widely in various fields like manufacturing, services, nursing and more, and leading in robotics for the internet of things era.
3) The strategy includes action plans to establish initiatives to support robot development, standardization and testing, as well as regulatory reform to promote robot adoption in various sectors such as manufacturing, services, nursing, infrastructure and more.
Toyota faced a recall crisis due to quality issues with their vehicles. They experienced problems with accelerators becoming stuck and pedals obstructing. This led to customer accidents and lawsuits against Toyota. Toyota's management became too centralized and did not listen well to concerns from regional markets. As a result, Toyota was slow to respond to local problems. This violated Toyota's founding principles of empowering employees and continuous improvement.
This document outlines a framework and action plan for improving public sector productivity in APO member countries. It defines public sector productivity and identifies key areas and levels for development. The action plan proposes short, medium, and long-term activities including study missions, demonstration projects, training programs, and establishing centers of excellence. The goal is to enhance public services and share best practices across countries at different stages of public sector productivity development.
Enmono Co., Ltd. is a business incubator established in 2009 that supports start-ups in manufacturing. It provides consulting services and connects start-ups to funding, customers, and manufacturing support networks. Enmono aims to incubate "micro-manufacturing" businesses and serve as a bridge between small Japanese manufacturers and global markets.
Running Header COMPANY ANALYSIS COMPANY ANALYSIS Compa.docxanhlodge
Running Header: COMPANY ANALYSIS
COMPANY ANALYSIS
Company Analysis
Name
College Affiliation
Date
Introduction
Organizations thrive on what can be called the organizational culture that helps to define the operations therein. The culture of an organization directs the way an organization works towards fulfilling its objectives. The definition of culture in general terms entails artifacts, beliefs and values that underlie various aspects of assumptions of the people who work for the organization. The organization which lacks defined cultures lack the capacity to draft visions because these visions would not be having specific guidelines.
One of the reasons which makes organizations to survive in a competitive environment is to ensure that there is a proper connection between the objectives and the archetypes as well as the values that provide deep understanding of the stakeholders. All archetypes of organizations are explored though certain behavior patterns at the various levels as defined within those organizations. In modern and post modern organizations, the acrhetypes articulates what the organizations stand for and therefore they become the core operational structures of those organizations.
Multinational organizations are usually at the epicenter of cultural identity because of the fact that they operate in different countries whose cultures vary. Since these Companies need to hire the locals, there is a likely hood that these cultures can collide at work. An organization like Toyota with branches all over the world would benefit from a constant and defined culture that can be used to define it even abroad, but still it becomes a concern that the host countries and employee may not be able to easily adapt the new cultures. While it is important that such organizations need to develop a universal identity, they still need to ensure that their customers have managed to agree with the way things are done within the Company.
The Archetype
The organizations archetypes can be said to be common patterns that have hidden meanings from the usual motivation, at least from the human perspective, however it important to note that they have a key role of making sure that an organization is motivated and inspired to reach greater heights(Dia 2015). There are a number of archetypes which are implemented depending on the needs of the organization. Organizations sometimes operate under very complex situations so much so that it becomes necessary for them to be dynamic so that they can survive. The need for the organizations to be able to achieve objectives in such environment makes them to develop unique approaches, these approaches are what would eventually make up the archetypes.
The organization archetype for Toyota can be said to be conscious organization, therefore the archetype could actually be termed as conscious. A conscious archetype is practiced by an organization that is made up of activities like planning, managing, .
The document provides information about managing risk and financing options when exporting to Japan. It begins with an overview of Barclays' trade expertise and how they work with government bodies like DIT and UKEF to support UK exporters. Specific challenges of exporting to Japan discussed include respecting hierarchy and customs like bowing, using business cards properly, and dressing conservatively. The document also provides tips on gifts, restaurants, saying thank you in Japanese, and basic phrases. It emphasizes managing risk in Japan through options like trade finance, receivables insurance, and political risk insurance.
The document outlines the APO's initiatives and activities related to public sector productivity. It discusses:
1) The importance of public sector productivity in APO member countries and APO's initial efforts including a 2009 study meeting and survey.
2) The development of an APO public sector productivity program framework from 2010-2012 which identified key thematic areas and methods.
3) Recent and ongoing APO projects focused on topics like performance management, innovation, and knowledge management in the public sector.
4) Plans for an APO Center of Excellence on Public Sector Productivity including pillars for knowledge sharing, capability development, research, and innovation.
5) Next steps like needs assessments and developing specialists to advance public
The document outlines plans for two café models - a Concept Café called the Community Café, and a Food Restaurant called Tokachi Kitchen. The Community Café would pool some revenue into a fund to support local community activities. It would serve high-quality veggie teas, fusion foods featuring Tokachi and Hawaiian ingredients, and butadon (pork rice bowl). The interior is designed to connect customers to each other and information through a large community board, open kitchen, and tables/chairs that can be shared. The goal is to showcase Tokachi culture while building community.
This document provides background information on poverty reduction strategies and the ILO's role in advocating for decent work policies within those strategies. It discusses how the UN adopted the Millennium Development Goals to reduce poverty and how the ILO identifies decent work as crucial to development. The ILO works to influence stakeholders and development partners to reflect decent work priorities in national policies and budgets, though it does not directly control funding. This guidebook aims to build ILO capacity for advocacy during poverty reduction strategy negotiations.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
More Related Content
Similar to A comparison between OVOP and OTOP on a business model ontology
K d bhardwaj presentation green productivity material flow costRojarsharin
The document discusses material flow cost accounting (MFCA) and its promotion by the Asian Productivity Organization (APO). It provides background on the APO, which was established in 1961 as an intergovernmental organization to promote productivity in Asia. The APO carries out projects and training to build capacity for national productivity organizations in areas like industry, agriculture, and green productivity using tools such as MFCA. MFCA is a management tool that promotes efficient material use, waste reduction, and cost savings to increase resource productivity and firm profits in line with green productivity concepts.
Design For Changing The World Exhibition 2010 In Japan Hosted GranmaNaoki Yamamoto
This document summarizes an exhibition in Tokyo from May to June 2010 about designing products to improve lives in developing countries. The exhibition aimed to showcase existing products like LifeStraw that address issues like lack of clean water, and to inspire new designs through workshops and conferences. It provides statistics on water-related deaths and lack of sanitation to illustrate the social issues. The schedule outlines the exhibition dates and accompanying events, and lists collaborating organizations.
The document discusses endogenous development theories and economic gardening through a case study of Ogata Village in Japan. It summarizes that Ogata Village successfully utilized endogenous development principles by having entrepreneurial farmers as key persons, using local resources, economic gardening approaches, and collaboration. These factors led to higher incomes and specialization in rice production in the village compared to other areas of Akita prefecture, which has traditionally been less entrepreneurial.
von Hippel - Toward more inclusive science and innovation indicatorsinnovationoecd
The document discusses the need to make science and innovation indicators more inclusive by accounting for household sector innovation. It makes two key suggestions: (1) change the Oslo Manual's definition of innovation to apply to household and other sectors, not just producers; and (2) measure household sector innovation through regular social surveys. The document argues that excluding free household innovations distorts understanding of interactions between sectors and underestimates total innovation. It provides examples and evidence of the scale and impacts of household innovation.
TitleABC123 Version X1Knowledge Management DiagramT.docxherthalearmont
This document summarizes an article about innovations emerging from bottom of the pyramid (BOP) markets. It discusses how focusing on the 4As of awareness, access, affordability and availability can create opportunities for innovation within constraints. It provides an example of developing a biomass stove for rural poor in India. Key details include:
- BOP markets consist of over 4 billion people living on less than $2/day and represent a $5 trillion market.
- Innovating for BOP requires focusing on 4As rather than traditional 4Ps of marketing.
- The biomass stove project aimed to design an aspirational, safe, scalable and affordable stove within a constrained "innovation sandbox".
Micro, small and medium enterprises (MSMEs) dominate the Philippine business sector particularly in the rural areas. The Philippine government adapted the One Town, One Product (OTOP) program as a job generation and poverty reduction strategy by promoting the creation and growth MSMEs. The study reveals that after six years of implementing the program, it has generated positive results in terms of investments, sales, enterprises assisted and jobs generated. Despite certain limitations and misgivings in its implementation, the study concludes that the program was successful in upgrading rural enterprises and linking them with the mainstream market. Conversely, the entrepreneurs deem the OTOP-Philippines very useful and they are satisfied with the kind of support that their businesses are receiving through the program. Some observations and recommendations for reforms were put forward to make the program more relevant and effective.
Some controversies on informal sector operation in ethiopia = problems and pe...Dr Lendy Spires
This document summarizes a paper on controversies surrounding Ethiopia's informal sector and its prospects for development. It finds that the informal sector makes up a significant part of Ethiopia's socioeconomic environment and provides jobs and income for many. However, it faces several challenges. Ethiopia has high poverty rates, with over 40% of the population living in absolute poverty. The informal sector experiences problems related to inadequate incomes, lack of support from governments, and environmental degradation exacerbating poverty. The paper aims to examine key issues regarding the informal sector, understand the nature of its problems, and recommend strategic measures to improve its development and role in poverty alleviation.
The document discusses the researcher's plan to study the internationalization of services in Japanese manufacturing industries. Specifically, it will:
1. Determine how the degree and nature of services embedded in manufactured goods influence Japanese firms' choice of entering foreign markets.
2. Assess the importance of services when Japanese companies sell products overseas.
3. Propose an ecosystem to facilitate the growth of developed and developing countries through internationalization of product services.
The researcher will review literature, form hypotheses, collect both qualitative and quantitative data from Japanese companies, analyze the data, and report conclusions. The goal is to better understand how services contribute to manufacturers' internationalization and the growth of countries.
The One Tambon One Product (OTOP) program in Thailand aims to strengthen the grassroots economy by promoting local products from each sub-district. It began in the 1980s based on Japan's OVOP program. OTOP is a government-led, integrated effort involving multiple agencies to generate prosperity in rural communities. It focuses on locally-sourced products that reflect community identity, culture, and traditions. Over 300,000 producers participate across over 85,000 registered products. The program emphasizes local uniqueness, self-reliance, and human resource development. Through marketing promotion and quality standards, OTOP sales have grown from $8 million in 2002 to over $2 billion currently. OTOP aims to create jobs, strengthen
1) Japan has developed a robot strategy to make the country a global leader in robot innovation and utilization.
2) The strategy aims to make Japan the world's leading robot utilization society through three pillars: becoming the top robot innovation hub, utilizing robots widely in various fields like manufacturing, services, nursing and more, and leading in robotics for the internet of things era.
3) The strategy includes action plans to establish initiatives to support robot development, standardization and testing, as well as regulatory reform to promote robot adoption in various sectors such as manufacturing, services, nursing, infrastructure and more.
Toyota faced a recall crisis due to quality issues with their vehicles. They experienced problems with accelerators becoming stuck and pedals obstructing. This led to customer accidents and lawsuits against Toyota. Toyota's management became too centralized and did not listen well to concerns from regional markets. As a result, Toyota was slow to respond to local problems. This violated Toyota's founding principles of empowering employees and continuous improvement.
This document outlines a framework and action plan for improving public sector productivity in APO member countries. It defines public sector productivity and identifies key areas and levels for development. The action plan proposes short, medium, and long-term activities including study missions, demonstration projects, training programs, and establishing centers of excellence. The goal is to enhance public services and share best practices across countries at different stages of public sector productivity development.
Enmono Co., Ltd. is a business incubator established in 2009 that supports start-ups in manufacturing. It provides consulting services and connects start-ups to funding, customers, and manufacturing support networks. Enmono aims to incubate "micro-manufacturing" businesses and serve as a bridge between small Japanese manufacturers and global markets.
Running Header COMPANY ANALYSIS COMPANY ANALYSIS Compa.docxanhlodge
Running Header: COMPANY ANALYSIS
COMPANY ANALYSIS
Company Analysis
Name
College Affiliation
Date
Introduction
Organizations thrive on what can be called the organizational culture that helps to define the operations therein. The culture of an organization directs the way an organization works towards fulfilling its objectives. The definition of culture in general terms entails artifacts, beliefs and values that underlie various aspects of assumptions of the people who work for the organization. The organization which lacks defined cultures lack the capacity to draft visions because these visions would not be having specific guidelines.
One of the reasons which makes organizations to survive in a competitive environment is to ensure that there is a proper connection between the objectives and the archetypes as well as the values that provide deep understanding of the stakeholders. All archetypes of organizations are explored though certain behavior patterns at the various levels as defined within those organizations. In modern and post modern organizations, the acrhetypes articulates what the organizations stand for and therefore they become the core operational structures of those organizations.
Multinational organizations are usually at the epicenter of cultural identity because of the fact that they operate in different countries whose cultures vary. Since these Companies need to hire the locals, there is a likely hood that these cultures can collide at work. An organization like Toyota with branches all over the world would benefit from a constant and defined culture that can be used to define it even abroad, but still it becomes a concern that the host countries and employee may not be able to easily adapt the new cultures. While it is important that such organizations need to develop a universal identity, they still need to ensure that their customers have managed to agree with the way things are done within the Company.
The Archetype
The organizations archetypes can be said to be common patterns that have hidden meanings from the usual motivation, at least from the human perspective, however it important to note that they have a key role of making sure that an organization is motivated and inspired to reach greater heights(Dia 2015). There are a number of archetypes which are implemented depending on the needs of the organization. Organizations sometimes operate under very complex situations so much so that it becomes necessary for them to be dynamic so that they can survive. The need for the organizations to be able to achieve objectives in such environment makes them to develop unique approaches, these approaches are what would eventually make up the archetypes.
The organization archetype for Toyota can be said to be conscious organization, therefore the archetype could actually be termed as conscious. A conscious archetype is practiced by an organization that is made up of activities like planning, managing, .
The document provides information about managing risk and financing options when exporting to Japan. It begins with an overview of Barclays' trade expertise and how they work with government bodies like DIT and UKEF to support UK exporters. Specific challenges of exporting to Japan discussed include respecting hierarchy and customs like bowing, using business cards properly, and dressing conservatively. The document also provides tips on gifts, restaurants, saying thank you in Japanese, and basic phrases. It emphasizes managing risk in Japan through options like trade finance, receivables insurance, and political risk insurance.
The document outlines the APO's initiatives and activities related to public sector productivity. It discusses:
1) The importance of public sector productivity in APO member countries and APO's initial efforts including a 2009 study meeting and survey.
2) The development of an APO public sector productivity program framework from 2010-2012 which identified key thematic areas and methods.
3) Recent and ongoing APO projects focused on topics like performance management, innovation, and knowledge management in the public sector.
4) Plans for an APO Center of Excellence on Public Sector Productivity including pillars for knowledge sharing, capability development, research, and innovation.
5) Next steps like needs assessments and developing specialists to advance public
The document outlines plans for two café models - a Concept Café called the Community Café, and a Food Restaurant called Tokachi Kitchen. The Community Café would pool some revenue into a fund to support local community activities. It would serve high-quality veggie teas, fusion foods featuring Tokachi and Hawaiian ingredients, and butadon (pork rice bowl). The interior is designed to connect customers to each other and information through a large community board, open kitchen, and tables/chairs that can be shared. The goal is to showcase Tokachi culture while building community.
This document provides background information on poverty reduction strategies and the ILO's role in advocating for decent work policies within those strategies. It discusses how the UN adopted the Millennium Development Goals to reduce poverty and how the ILO identifies decent work as crucial to development. The ILO works to influence stakeholders and development partners to reflect decent work priorities in national policies and budgets, though it does not directly control funding. This guidebook aims to build ILO capacity for advocacy during poverty reduction strategy negotiations.
Similar to A comparison between OVOP and OTOP on a business model ontology (20)
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Presentation of the OECD Artificial Intelligence Review of Germany
A comparison between OVOP and OTOP on a business model ontology
1. “Comparison between OVOP/OTOP on a Business Model Ontology Canvas”
Kitin Sripuachareon1 and Dr. Kitti Setavoraphan2
Abstract
Business development and business model have been involved in many different
types of business, especially in the emerging and developing markets are competing in
the marketplace for more success. To small businesses, the biggest threat mostly comes
from big businesses that have better infrastructure and finance. The key to be able to
stand up against them is having a good business plan and model. Then, this study aims to
compare and illustrate the functions of two own-creative with same conceptual
principles’ OVOP & OTOP models. By drawing up frameworks and comparing the two
different models. The outcome introduces a twofold result: firstly, propose a better
understanding of both business models. Secondly, allow the comparison of two different
performance business models in order to improve the performances, representations,
designs, and analysis of both business models. By generating a better operational
infrastructure for OTOP program.
Keywords: Business model, Conceptual principles, OTOP & OVOP model, Framework
1. Introduction
Business development and business model have been incorporated into many
different types of business. Today both terms play important roles in the way we conduct
business. That is especially true in developing world where markets are still emerging and
business organization are fiercely competing in the current economy. Recently, Small and
Medium Enterprises (SMEs) take a very important role in the economy. Knowledge sharing
becomes a vital part of our professional and personal lives. Plus in the last two decades
technology has become inseparable from business and social life. However, it has not
been fully integrated into the field of all careers. The integration of technology in living
and working is still challenging and developing in many circumstances.
The conceptualization of OTOP’s Business model is based upon logic of earning
money, focusing on the business problems in Thailand. Based on t he poverty situation is
the majority problem in Thailand. Part of handling poverty reduction is operated by the
rural development project in Thailand called “One Tambon One Product” or OTOP.
1
2. Unfortunately, after performing for many years, OTOP never really showed its
achievement in term of real development. In the opposite of the original one “One-
Village-One-Product” or OVOP project which has been successfully performed. Regarding
the government policy, OTOP project is a self-help development concept that was
created to promote the development of the local community and empower the
community strength. OTOP has encouraged rural communities to depend on their local
material and local resources. OTOP is considered a way to create prosperity for the
community in the upgrading of rural livelihood through producing or managing local
resources to become more value-added products. OTOP is based on the Japanese One-
Village-One-Product (OVOP) concept which began in Oita and was initiated by local
people at Oyama village in the Oita prefecture of Japan in 1961. It was promoted by
former Oita Governor Morihiko Hiramatsu since 1979 by Oita OVOP International Exchange
Promotion Committee in 2006. OVOP is an endogenous development model and a
community based model. It is based on three conceptual principles:
1) Local to global: To encourage rural entrepreneurs to produce at least one
globally accepted product using available rural natural resources, local craftsmanship and
develop all products by adding values to them. The product based on global standards.
2) Self-reliance and Creativity: To promote self-reliance from government
subsidies, they are not provided directly to OVOP group, but in term of technical
assistance and R&D support for product development, assist marketing and distribution.
Also help reduce the transaction costs that local entrepreneurs have to carry if they are
to execute product development and penetrate market themselves.
3) Human resource development: To have leadership training development,
building up community in order to sustain the community, help the local people become
stronger with challenge and creative enthusiasm.
The OVOP and OTOP concepts are very much in line with that proposed in
economic development literature. Friedman (1987) and Mackenzie (1992) state that one
of the primary measures to boost economic development and hence economic well-
being in rural areas is by enhancing rural entrepreneurship. Wortman (1990) defines rural
entrepreneurship as “the creation of a new organization that introduces a new product,
serves or creates a new market, or utilizes a new technology in a rural environment”.
However, the craft-based manufacturing sector was identified as a source of
competitive advantage that was not being properly valued and did not transform into
either price premium or customer loyalty because the topic of Trustworthy brand.
(Takano, 2007) Unfortunately, so far in international development practice it appears that
the OVOP movement is being promoted as a quick fix for community development by
2
3. focusing on product development and marketing whilst virtually ignoring community
capacity issues. (UN-HABITAT, 2006) Whether OTOP program will survive in the long term
depends on continued government support of product development initiatives by people
in local communities. However, OTOP is primarily interested in high-end products for
export and it has not shown any interest in promoting products that are connected to the
domestic market or domestic consumption patterns.
This study proposes an OVOP basic conceptual model and compares the OVOP
and OTOP models to understand the similarities and differences between these two
models. The models were developed based upon the same conceptual principles,
relevant literatures relating to OVOP and OTOP program, gear train system, and business
model ontology canvas in the concepts and details.
2. Characteristics and Achievements of the OVOP movement
The original OVOP movement was launched in 1979 in Oita prefecture by
Governor Dr. Morihiko Hiramatsu. He encouraged residents in villages and towns to select
a possible product or industry distinctive to their village or town and foster it to be a
nationally, or even globally marketable one. Previously, local people had worked as
woodcutters or seasonal migrant laborers to make ends meet. The challenging attempt of
Oyama Town, whose motto was “let’s plant plums and chestnuts to go to Hawaii!”
proved to be successful. As their income increased thank to the new products. After the
movement that started in Oita prefecture has spread to other rural Japanese areas that
have been left out of the nation’s economic development and suffer from out-migration
and an aging population.1. The OVOP concept shares its focus on quality with other
Japanese concepts like Kaizen or the 5S-process. Yujiro Okura, one of the most prominent
analysts of the Oita OVOP movement, points out that the success of OVOP was due to
the continuous support given by local governments (Okura, 2007).
2.1 The Japanese OVOP and OTOP structure
The most important component of the Japanese OVOP structure is the initiative
and practical innovation of local residents. Daily activities, nature and local entertainment
can be turned into valuable products or services to be marketed. Activities such as “big
voice” or shouting contests in Yufuin town and pond cleaning in Ajimu town attract
1
Even in developing countries like China and Thailand, rapid urbanization and aging are becoming
major constraints in rural areas. This is one of the reasons we should take a fresh look at the One
Village One Product movement as a universal rural development policy.
3
4. people from outside Oita. Sometimes, ideas from outside are implemented as local
events or activities that fully or partially make use of local resources, both material and
human. Public offices, mainly local governments, but sometimes even national public
entities, serve as facilitators of OVOP activities by helping with technical innovation,
production, and marketing for developments (JICA Research Institute, 2010).
To illustrate the procedures and the supporters of OVOP and OTOP movement in
two countries by the frameworks (see figure 1 and 2). These indicate to OVOP procedures
& supporters framework based on JICA Research Institute (2010) and Fujioka (2006), who
conducted a comparative study of OVOP and Thai OTOP implementation, concluded that
the former operates from the bottom up while the latter is run from the top down.
Supporterss
Program OVOP Program Goal
Goal
promotion OTOP Sub
councils committees
Project
Project Goal
Goal
Local Local
Outputs Outputs
Governments Sub-
committee
Inputs Inputs
‘Figure 1. OVOP-Procedures & Supporters’ ‘Figure 2. OTOP-Procedures & Supporters’
Fujioka (2006) examined the Thai OTOP and found out that it is different from the
Japanese prototype in the sense that the Thai OTOP is a top-down scheme led by the
central government while the Japanese OVOP is bottom-up led by the strong community
and local government supporters (see Figure 1 and 2). There are two development
methods ‘spontaneous’ and ‘extraneous’ method by using the extraneous method
means developing countries (or growing areas) tried to pursue its modernization by
outside resources introduction and commercial invitation, such as energy development,
automobile and electric appliance industries as to spontaneous method, it means to
develop the district economy through maximizing the latent resources and capital in the
area, such as economic activities between Primary Industry and Second Industry the
farmers process the harvest for products of higher value-added. “OVOP” movement has
the same definition with ‘Spontaneous Method’. (Kimoto Shoji, 2008)
3. Theoretical Framework
This part provides diagrams, frameworks and models; how the two businesses with
same conceptual principles are alike, different and related to each other in order to
achieve the main objectives of this study. It presents reviewed theories and information
4
5. from published books, theses, journals, and other reports. The diagrams emphasize in
especially the efficiency of OVOP and OTOP models. The study includes the original OVOP
conceptual principles, both business models and frameworks, comparison of both
frameworks. In additional, the other diagrams and frameworks have been created and
designed to merge all their business components as same as the transferring of OVOP &
OTOP’s principles, and strategy into a blueprint of the business revitalization plan.
3.1 OVOP and OTOP Basic Conceptual Principles Diagrams
OVOP and OTOP model originally presented in this paper are based on the same
OVOP’s conceptual principles and basic components. However, when environment,
purposes and business structure has changed, the type of OVOP became in a difference
way like OTOP.
Figures below here are illustrated by using the concepts of ‘Mechanical Gears or
Gear ratio’ it is easily to explain how OVOP’s principles and components are related. In
figure 3 below, it has been drawn up to show the first original OVOP principles, then
combining with the gear system concept, it became the original OVOP conceptual
principle diagram in figure 4 (see below) and OTOP’s diagram in figure 5 (see below).
‘Figure 3. First Original OVOP principles’
From Figure 3, the original OVOP basic conceptual principles diagram begins from
‘self-reliance & creativity’ to ‘human resource development’ and to ‘local to global’.
Then, using three ‘spur gears’ apply to show the labels for the interlocking conceptual
principles and the ‘arrow shapes’ show how they relate and affect one another.
Self-
Human Local
reliance & Resource to
creativity Develop Global
‘Figure 4 .The original OVOP basic conceptual principle diagram’
After merging OVOP’s principles with spur gear concept they become the original
OVOP conceptual principle diagram above in figure 4. There are three sectors or gears:
starting from a ‘self-reliance & creativity’ biggest gear (see the black arrow) to a’ Human
5
6. resource development’ the middle gear use less power and more less in a ‘local to
global’ while the smallest gear turns at the same speed. The reason is the more self
reliance and creativity run the more of human resources development or villagers
become powerful as well as challenges.
Then the smallest gear ‘local to global’ component is turning faster to keep up,
meaning that a community easily to offer the globally standardized products because
they have their own supports from the community.
Having more self-reliance and creativity help economics grow faster, means that
any business problem would solve with the more capabilities and flexibilities. Also it is
better for the innovative products with costs less. In the meantime, it saves operating
costs. As well, the wasted costs. Then OVOP has achieved the purpose ‘Local to global’
Local to
Self - Human
reliance global
Creative
resource
develop
ment
‘Figure 5 .The OTOP basic conceptual principle diagram’
From figure 5, OTOP project starts from turning a ‘self-reliance & creativity’ small spur
gear same the black arrow’s direction, to turn other bigger gears with the same speed it
needs more power than turning the equal-sized gears. Next turning ‘human resource
development gear’ (Idler gear) is done by fostering villagers with more know ledges and
creative spirits to operate this gear. Then, the bigger local to global gear, it is too big
component for OTOP’s project that start from a small source of ‘self-reliance & creativity’
which is not enough own capabilities power to turn the bigger gears. Thus, the projects or
villages need more supports from government in order to adding more facilities, subsidies
and other supports. On the other hand, if the community or village required more outside
supporters, the self-reliance has less to run itself.
3.2 The Nine components of OVOP framework
The nine components of OVOP project based on community , urban area, local
materials, local labors, environments, villagers, cultures and traditions, society, behavior,
governments, and many more components. By using nine jigsaws and three triangle layers
explain the nine components of OVOP framework. After selecting the right nine
components then classify them into three layers, which are:
1) Essential layer is required a set of a local material resource (LMR), local labor
resource (LLR) and local skills & capabilities (S&C).
2) Structure layer is required a set of a community based model (CM), an
endogenous structure (ES) and a strong community (SC).
6
7. 3) Maintenance layer is require a set of an awareness of OVOP (AO), initiative and
practical innovation (I&PI) and trustworthy and value added (T&V).
The nine jigsaws of OVOP component below are related and supported to each
other, as well as classified the three layers component. (see figure 6)
‘Figure 6. The Nine Components of OVOP framework within three layers’
From figure 6 (see above), after combining the nine jigsaws and became OVOP
framework, those classifications of three layers are organized the nine components in
order to facilitate the systems. See also figure 7; an alternative choice or a replacement
plan helps fixing and solving any challenges.
‘Table 1. A description of the nine OVOP components’
Layer Component Resource Usefulness Importance
Local material Rural areas (all or part of it), Supporting Marketing-
resources Work in process or Goods in local opportunity,
(LMR) process from other economies Reducing Cost
resources. Structures
Local labor Local residents / Villagers More job Revitalization,
Structur Essential Layer
resource (LLR) opportunities Less moving out
Local skills & Traditions, Cultures, Life Valuable and Product quality,
capability style (sociology), impressive Singularity,
(S&C) Knowledge, Practices products Employability
Community Community development Understanding Stabilization,
e Layer
based model plans, Community’s the real Easy and well
(CM) problems problems realization
7
8. Endogenous OVOP’s infrastructure, Local Ability to plan Flexibility and
structure (ES) government (Self-governing & control Agility
towns)
Strong Their cooperative, Local Independence Manageability,
community governments, Mayors and & more Dominance
(SC) Councils flexibility
Awareness of Maintenance status, Motto Sustainable Internal
OVOP (AO) and Business plan by JICA business, controls,
Limitations Controllable
business
Initiative & Economic revitalization, Motivation and New creativities,
Practical Local government and Economic Innovative ideas,
Maintenance Layer
innovation Community, Social life incentives Singularity
(I&PI)
Trustworthy & Proudness, Meticulous Royalties and Longevities and
Value added procedures , Honesty, Valuable Sustainability
(T&V) Motivation, Business products
systems, Customer services
According to the details on the above will be able to demonstrate a shortlist of
the Resources that indicates ‘Where do they come from’, the Usefulness indicates ‘What
are their benefits’ and the Importance indicates ‘Why they are needed’ (in the table 1).
The table 1 above indicates the sources of nine components, the essentials and
benefits of the nine components. These results will be useful information and beneficial
processes to perform any similar OVOP projects at a later time.
3.3 The nine components of OVOP and OTOP basic conceptual models
The purpose of creating a model is help to understand, describe and forecast by
exploring a simplified representation of a particular entity. Business model is representing
how a company earns money from buying and selling goods and services (Osterwalder,
2004). According to figure 7 and 8, after combining figure 4 with figure 6 (from the above)
into an OVOP model (figure 7) and figure 5 with figure 6 into an OTOP model (figure 8).
The small ovals indicate OVOP/OTOP components, the three spur gears indicate
original OVOP conceptual principles, the black-arrow indicates a starting gear/concept, the
big oval indicates OVOP/OTOP structures, and the curved arrows indicate the rolling
direction of the OVOP’s conceptual principles under the spur gears concept.
8
9. Figure 7 below shows the development process of OVOP business model. Starting
from the nine ‘OVOP’s components’ into ‘OVOP structure’ by transferring all component
into OVOP structure. It is operated by three gears ‘OVOP conceptual model’.
The structure begins to perform with a self-reliance and creativity concept. It helps
motivating a human resource development concept to operate a local to global concept.
The concept of local to global is originated from traditional knowledge and local skills to
meet with the global standard concept.
ES
CM SC
S&C AO
‘OVOP Structure’
LLR Self- I&PI
Human Local
reliance & Resource to
creativity Develop Global
LMR T&V
`vvV
‘Figure 7. OVOP Nine Components with Basic Conceptual Model (based on Metaphysics-Ontology)’
ES
CM SC
S&C AO
‘OTOP Structure’
Local to
LLR Self-
reliance
Human global I&PI
Creative Resource
Develop
ment
T&V
LMR
PI
‘Figure 8. OTOP Nine Components with Basic Conceptual Model (based on Metaphysics-Ontology)’
The figure 8 is an OTOP basic conceptual model, it’s similar with OVOP, begins
with nine OTOP’s components go into ‘OTOP structure’ by transferring all components
into OTOP structure. It is operated by three gears ‘basic OVOP conceptual model’.
The model has first performing based on a tiny self-reliance & creativity concept to
run a human resource development concept, then human resource development
concept operated the model by turning a local to global concept, the concept mostly
supports by local and central governments including a few traditional skills, knowledge
and global standards. Lastly, the main differences between the two business models are:
‘OVOP’ is good because the outcome grow up very fast, able to catch up market’s
needs in due time with the high quality products, but OVOP model is not very good yet
because it really can not process the big orders or transactions. The reason is the whole
9
10. processes needed a specific time frame for the meticulous products. But this case may
has already been fixed by using a franchise strategy.
‘OTOP’ is good because its goal local to global, expected lot of orders, running
the small gear of ‘self-reliance and creativity’ would probably affect the quality of
product. The government tries more support in generating and supporting. So, the
community is not being able to improve their products.
3.4 Comparison OVOP and OTOP framework by Main Characteristics
In this category is comparing of two business frameworks based on theirs
characteristics and functions, to have more understanding in factors and problems, the
analysis and improvement of both business models. The study is aims to identifying the
similarities and differences of both frameworks in order to find out about their
transformations throughout the process. However, it is necessary to have a true
understanding of both frameworks for knowing their differences and overlaps in their
organizations (see table 3).
‘Table3. Comparison nine building blocks of OVOPOTOP frameworks by Benefits.’
Pillars OVOP’s style OTOP’ Shared Main Benefits
Characteristics of OVOP
model
Differentiation, Popular-trendy Traditional Knowing what
Value Proposition
Proudness, Meticulous products/services , knowledge, Local to offer to
products, Innovative Too many brands in skills& capabilities, customer.
offers ,Trustworthy brand same category, Product quality
name Competitive pricing control
Strong community, Central government Local government Knowing how
Key Partners
Villagers, Local banks agencies, Outsider agency, SMEs to manage the
and cooperatives, supports, Nation Bank systems.
Regional training Schools
10
11. The initiative and A self-help Local government Knowing what
practical innovation. A development supports, should replace
community based model, program, Exogenous Residential or adjust the
Endogenous structure, structure, Central participants, system for
Key Activities
Cooperative, Strong government control, Logistics more flexibility.
community organizing, SMEs, Supporters, R&D
Own R&D, Word of by supporters
mouth
Awareness of OVOP, A Customer(market) ’s Local material Knowing what
community revitalization needs/interested, and labor should
purpose, Self-reliance Government &Others resources, Local business look
Key Resources
and creativity, directed supports, wisdom, Skills & for or have and
Trustworthy & Value New entrepreneurs& knowledge, why.
added customers Culture,
Distributions ways
Website& own surveys, Government & Website, Events, Knowing
Business advisors, Supporter’s Surveys (feed what/how to
Relationships
Training Program & researches and back) do with your
Customer
Dispatch lecturers, Word surveys, Websites customer
of mouth relationship
management
Local customer, Regular Middlemen Tourists, Exports, Knowing who
customer, Exports, (Wholesalers, Retailers SMEs, Online should
Customer
Segments
Franchise customer. agents), customers business has
relationship
with.
Antenna shops, Local OTOP shops, Direct Trade fairs, Knowing how
festivals (matsuri), Micho selling, Middleman Exhibitions, Micho to get in touch
Channels of
Distribution
no eki, Franchises (reseller) no eki (roadside w/ customer,
stations) reducing
logistics costs.
Research &Development Middleman costs, Local material & Knowing more
Stream Structur
cost labor costs, ways to save
Revenue Cost
logistic costs costs
e
Regular customers, Visitors, traders, Affairs, Online, Knowing more
Royalty customers, Middlemen Traders, SMEs business
Franchises channel
11
12. The above table 3 compares characteristics between OVOP and OTOP frameworks
and the main benefits of OVOP model that had been missing during the process of
transferring to become OTOP. Both models based on Metaphysics-Ontology which are
related to environments, society, traditions, cultures and much more. Then the design of
their models rely on their information some are same some not, it depends on their
business purposes. In spite of, they have the same conceptual principles; the out come
will be difference. The most important structure of frameworks is the differentiation
between two frameworks. The differences are; orderly, methodology and the purpose of
creating a framework. On the other hand, the challenges of OTOP need to resolve in a
right place and way. Otherwise, it will be wasted more time and cost. The research of this
paper is provided OVOP & OTOP’s information as well as the classification between the
two. It will also be useful and very beneficial of this project in the near future.
4. Discussion
Both businesses models have similarly purpose, they aim to improve their
economies, but they have many different purposes which are the characteristics like Self-
Reliance, Business purpose, Knowledge management, and Management structure.
Self-Reliance is the most important characteristic in OVOP model because
originally OVOP’s concept aims to support local community that they are able to take
care themselves by own self-sufficiency with reliable and sustainable occupations. While
OTOP project did not realized that they did reduced community’s self reliance with more
direct subsidies. Not only does the unclear position of improper component capability in
today’s market, it also impairs progress on the development of OTOP program and its
capability. However, OTOP project has to be truly understanding with the real problem
before they would be able to get things fix properly.
Business purpose is the topic that stimulates the business plan. OVOP purpose is
maintaining the community living specially in the rural area to be longevity and
revitalization for the village life, but for the OTOP purpose is making money and having
career did not think about become strong community which is an important part of OVOP
conceptual model. Based on the components in the business model, product, customer,
infrastructure, management and finance several business models can be created.
Actually, every business model can be perceived as a unique one, depending on
the significance and difference of the variables. The success depends on the inequality in
the equilibrium between cost and revenue drivers. As for any different sector components
of OTOP business model are also demonstrate in the business models of OVOP project.
Actually, new business model is emerging from one sector find their way and application
in other sectors. A relatively new type of business model is the open innovation business
12
13. model. The basic principle of an open innovation business model is the partnering with
others for better technology, products and services. It is also that business model is
typical for all knowledge where innovation, singularity and business creation are very
critical for securing a competitive edge.
5. Conclusion
In this paper is about OVOP and OTOP business structures, the comparison
between two differences models with same conceptual principle and how it is affected to
the business and economic. Both business models are operating based on same
conceptual principle but different purposes. And both businesses continue maintenances,
innovate products and service offering by doing as best as they can within their
capabilities and responsibilities in developing the suitable way. Even though OTOP is
improving in efficiency and capability, it will still need a better model with more flexibility
and adjustable solution.
There for, a business model is a conceptual tool that contains a set of elements
and their relationships and allows expressing a company's logic of earning money. It is a
description of the value a company offers to one or several segments of customers and
the architecture of the firm and its network of partners for creating, marketing and
delivering this value and relationship capital, in order to generate profitable and
sustainable revenue streams. The business model ontology is a set of elements and their
relationships that aim at describing the money earning logic of a firm. As outlined above
the ontology contains nine business model building blocks, so-called business model
elements.
Further research would include the way to adjust the difference between all kind
of OVOP models, especially in OTOP model. The purpose of future research will be able
to enable the capability and adjusts the configurations to develop the model and
structure. By every business model elements can be decomposed into a set of defined
sub elements and recreate into a new one.
References
Friedman, R. E. (1987). The role of entrepreneurship in rural development, in
B.W.Honadle and J.N. Reid, (Ed), National Rural Entrepreneurship Symposium, Southern
Rural Development Centre, Knoxville, pp.1-6.
13
14. Fujioka Rika (2006). Thai no OTOP Projekuto (Thai OTOP Project), in Matsui &
Yamagami (eds.) Isson Ippin Undo to Kaihatsu Tojyokoku: Nihon no Chiiki Shiko ha dou
Tsutaeraretaka (One Village One Product Movement and Developing Countries: How
Japan’s rural development strategy was transferred), Chiba, IDE (Institute of Developing
Economies) and JETRO (Japan External Trade Organization).
JICA Research Institute (2010). Challenge for the OVOP Movement in Sub-Saharan
Africa Insights from Malawi, Japan and Thailand Vol. 18. Available at: http://jica-ri.jica.go.jp
Kimoto Shoji (2008). The ‘One Village, One Product’ Movement Spreading
throughout the World.(Planning Director, Oita One Village One Product (OVOP)
International Exchange Promotion Committee, Japan) Available at:
http://www.apecovop.org/ebs01-1.asp?todir=15
MacKenzie, Lynn Ryan (1992). Fostering entrepreneurship as a rural economic
development strategy. Economic Development Review, 10(4), 38-44.
Okura, Yujiro (2007). OVOP to burando senryaku [Regional development and OVOP:
Implications from the brand image survey in Oita, Japan]. Business Review of Kansai
University 51.
Osterwalder, Alexander (2004). A Proposition in a Design Science Approach .The
Business Model Ontology. University De Lausanne (Ph.D. thesis 2004), pp.14-17/1, pp.42-
43/2
Takano, Takeshi (2007). JICA’s Policies, Strategies and Tasks Ahead to Help Partner
Countries to Introduce the One-Village One-Product Movement. Proceedings: First Annual
IOPA Conference. Beppu: IOPA, pp.35-37.
UN-HABITAT (2006). United Nations Human Settlements Programm: Innovative
policies for the urban informal economy. Available at: http://www.unhabitat.org
Wortman, MS (1990), ‘A Unified Approach for Developing Rural Entrepreneurship in
US’, Agribusiness, Vol.6, Iss.3, pp.221-222.
14