Business Focus Research Articles

An MBA capstone that's out of this world: Commercializing NASA patents

AbstractCapstone classes can help MBA programs achieve student learning goals and meet accreditation standards. However, such programs often fail to build the skills they are intended to develop. Technology transfer projects can be an effective way to build these skills while creating a positive economic impact. This article describes Crummer Graduate School of Business at Rollins College's MBA program's integrative capstone experience that partners with NASA to allow student teams to commercialize unused or underutilized NASA patents to develop new products and create business startups using a 4Ps model. First, students examine Patents for intellectual property that could be transferred to new applications with commercial potential. Next, they develop a knowledge network of Partners who could assist them to commercialize the technology. Then, students identify Prospects for the proposed commercial use of the technology. Finally, they Package a newly developed, market‐ready product with strategy, financial, sales and marketing plans, and pitch these to angel investors who might fund the startup and assist them in starting the business. This article details the 20 steps in the 4Ps model and discusses student outcomes, as well as the business focus of the 29 teams that have completed the course since 2012. Benefits, challenges, and advice for delivering the 4Ps model are discussed.

Improving the Monitoring and Management of Clozapine-Induced Gastrointestinal Hypomotility (CIGH) in Community Mental Health Services: A Quality Improvement Approach.

Clozapine is the only approved antipsychotic for refractory schizophrenia to date. It can cause a range of serious and fatal adverse effects, including Clozapine-Induced Gastrointestinal Hypomotility (CIGH). While guidance is readily available to help manage CIGH effectively in hospital inpatients, practical recommendations applicable to the community (outpatient) setting are lacking. This project set out to improve the prevention, detection and management of CIGH in psychiatric outpatients. An initial baseline audit followed by quality improvement work was undertaken in a busy support worker-run community clozapine clinic focusing on, education and training, risk assessments and clinical documentation. The project was registered and managed using the Life QI web-based platform, where a set of primary and secondary drivers were defined and change ideas were executed. Qualitative and quantitative data were collected over a three-month period, demonstrating a significant improvement in clinical documentation (up from 36% to 99%). 23% of enhanced risk assessments resulted in treatment recommendations, modifiable risk factors were proactively discussed in 53% of clinic appointments and 65% of patients were provided with additional written information on CIGH. It was evident from staff and our patient feedback that further efforts would be required to continue to raise awareness about harms of unmanaged constipation among this client group. Future approaches may include enhanced collaborative efforts with primary care, and improving the skill mix in existing clozapine clinics, which could include the utilisation of mental health pharmacists.

Engagement logics: How partners for sustainability‐oriented innovation manage differences between organizational logics

AbstractInnovation partnerships frequently experience tensions due to differences in partners' organizational logics. The literature recommends that partners adopt collaborative, empathetic mindsets but even so, tensions can threaten outcomes and partnership continuation. Difficulties can be exacerbated when firms engage stakeholder organizations in sustainability‐oriented innovation projects, where each partner is seeking their own combination of social, environmental, and economic objectives. This study explores strategic responses to these differences in logics through eight case studies of sustainability‐oriented innovation engagements between a focal business and an external organization. The key finding is that partners can respond to their differing logics by shaping a new “engagement logic” that guides members of both (or all) organizations. A logic frame with four value‐related dimensions—value salience, instrumentality, temporality, and language—allows a subtly idiosyncratic engagement logic to be created that is acceptable to both parties. This classification of ingredients of a logic frame forms a wider contribution to the institutional‐logics literature. A complementary range of logic practices is identified, covering logic emergence, logic enactment, and boundary defining. The engagement logic aids the partnership by contributing to four partnership‐level generative outcomes: partnership commitment, capability integration, scope flexibility, and system orientation. A notable finding is the presence of a logic boundary, specified in work, time, and space, enabling the engagement logic to co‐exist with organizational logics; a research direction is whether this boundary also exists in logics at organizational and field levels. The study shows partnerships to be a new context within which novel logics can emerge, contributing to an understanding of how logics evolve.

A Call for Change in Healthcare Governance

No abstract available. Article truncated after 150 words. Over the past 30-40 years many healthcare organizations have gradually shifted from a charitable, not-for-profit organization to a not-for-profit in name only business. Accompanying this shift, has been a shift in hospital governance away from a benevolent organization directed by charitable organizations such as religious organizations to businessman focused on revenue and profits. Of course, this does not mean that not-for-profit organizations are for loss. Small or modest profits are necessary to continue to operate. Accompanying this change in organizational goals from a charitable to a more business focus, has been changes in the hospital board of directors or trustees (1). The mission of a publicly traded corporation is to return economic value to their shareholders and is the primary fiduciary focus of that board. On the other hand, the mission of a not-for-profit, 501c, charitable healthcare system is to provide health services improving the well-being of the community. The …

Preparing Oncology Patients for Surgery: A Prehab Pilot Program

Only 7% of oncology patients complete enough low-impact exercise despite long-term benefit. Prehabilitation is a method to build functional status before major stressors, such as surgery. To improve patient recovery, a nurse practitioner developed a prehabilitation pilot program at a busy surgical center focusing on providing physical therapy exercises to oncologic patients before major abdominal surgery. This article delineates the creation, implementation, assessment of benefits, and improvement measures of the pilot program in detail, which resulted in a 59.93% increase in participants’ functional status (N = 6).

Analysis of Information Technology Strategy in Multifinance Companies Based on Digital Present Information Website

Technology is needed both in the process of collecting data, information and activities to reduce the use of paper or paperless. According to OJK, a Financing Institution is a business entity that carries out financing activities in the form of providing funds or capital goods. Some of the benefits of IT strategy Making a roadmap for IT development and development both related to infrastructure, application systems, services and information security. With the data and information that can be collected, it can be managed and used in decision making through an analysis that can be used in looking at the policies and strategic decisions of the organization. With the IT strategy, companies can have strategies in securing data and system management in the organization, in particular, with the IT strategy, it can be used to segment the market and determine business focus to increase added value that can be provided to consumers or debtors. From making a checklist using the websites of 26 finance companies, it can be seen that the company's strategy in digitalization and information technology such as having applications, ISO 270001 standards, using marketing and payment channels as well as the use of financing glorification forms and financing applications shows that multifinance companies have begun to move to digitalization. If a multifinance company has an aggressive vision for asset development and digital present, digital channels are enhanced to increase the number of potential new customers entering through digital channels and of course by improving and maintaining data quality by using third party data and increasing payment channel cooperation to ensure more choice of debtor payments. With a moderate vision, the use of third party data to improve credit quality to improve or improve the quality of the asset portfolio of multifinance companies.

Next skilling talent for the intelligent automation revolution

The increased use of intelligent automation (IA) is challenging organisations to rethink their business models and focus on agility, consumer centricity, innovation and operations excellence. Recognising the global impact of COVID-19, rapid changes in technology, data-driven decision-making and competition for differentiated talent, the Department of Management Engineering and Consulting (ME&C) prioritised the next skilling of talent to proactively prepare for the increased use of IA. This paper discusses our strategic approach, best practice interventions and diversity of methods to prepare ME&C staff. In alignment with Mayo Clinic’s new strategy to the year 2030, which is a catalyst for staff to develop the skills needed to transform healthcare, ME&C leveraged the 70-20-10 model for learning and development. Various next skilling interventions were adopted to disseminate knowledge and accelerate skill building across the IA continuum of discovery, translation and application. Commercial digital offerings were used, and various Mayo Clinic offerings (eg a series of artificial intelligence [AI] seminars, a journal club and an IA community of practice) were introduced. A crowdsourcing website was created to promote learnings focused on industry insights on AI, robotics, cloud computing, digital transformation and platform scalability. ME&C staff engaged with multidisciplinary teams on the execution of IA strategic priorities. Through diverse interventions, ME&C validated the importance of experimenting, learning from experiences (inside and outside Mayo Clinic) and developing reusable assets such as frameworks and playbooks. While engaging in initiatives that covered a constellation of technologies, staff learnt about the applied value of emerging technologies, business implications and considerations for consumer and staff experiences. We believe that our project will inform other organisations in their quest to build IA capabilities to accelerate business transformation while developing talent.

Analysis of Brand Crisis Public Relations

This article delves into the case of Fuyao Glass, a Chinese company that purchased a General Motors assembly plant in Dayton, Ohio, in 2014, investing heavily to establish operations in 2016. Amid speculation about the company's business focus shifting to the United States, Chairman Cao Dewang reassured the public that their primary focus remains in China. However, the incident highlighted the importance of crisis communication in the new media era, where crises can spread rapidly and have far-reaching consequences. Understanding public relations as a means of managing relationships between organizations and the public is crucial, especially in crisis situations. The text emphasizes the need for proactive crisis management strategies, including real-time monitoring of public opinion and the development of contingency plans. Additionally, it underscores the significance of corporate social responsibility in maintaining a positive brand image and navigating crises effectively. Ultimately, the article underscores the importance of strategic communication and crisis preparedness in safeguarding a company's reputation and mitigating potential risks.

A study on factors influencing churn at Enerlife India Private Limited

This research is about a study on factors influencing churn at Enerlife India Private Limited (Nabati). This company provides fast-moving consumer goods products all over India. The origin of the company is from Indonesia. Nabati Group is a business group that has a business focus in the field of fast-moving consumer goods (FMCG), especially food. The company was initially only engaged in the snack food business with a home industry scale. Assessing the impact of factors such as job satisfaction, cost Implications, leadership and management, employee burnout, career development, and flexible work arrangements. Proposing recommendations and best practices for reducing employee churn and fostering a more engaged and stable workforce. By studying the external factors, that influence churn in the organization, job security perceptions and career advancement opportunities on churn are the objectives. This study contributes valuable insights to the existing literature on employee churn in the company by identifying new factors or confirming existing ones that influence churn rates within the organization. In research methodology a questionnaire to collect data from the employees. Stratified random sampling is a type of probability method using which a research organization can branch off the entire population into multiple non-overlapping, homogenous groups (strata) and randomly choose final members from various strata for research which reduces cost and improves efficiency. This research study underscores the importance of churn at the company. As the employees always looking for new roles for their career growth, the company should ensure that the employee will have their career growth in the company. Giving importance to the employee’s insights and suggestions will make as one of the retention strategies used by the company. Churn poses significant challenges for organizations, impacting productivity, morale, and financial stability.

Marketing innovation for sustainability: Review, trends, and way forward

AbstractSustainable development goals are aligning marketing innovations to meet sustainability interventions. Recently, marketing has evolved to incorporate sustainability in outreach objectives. Heightened literature on the interplay between sustainability, innovations, and marketing demands a holistic understanding to guide future research direction. The current review bridges the research gap using quantitative performance analysis and qualitative intellectual structure analysis. The thematic and content analysis points towards permeating sustainability focus across the business verticals and value chain for differentiated brand positioning and sustainability‐based competitive advantage. The emergent conceptual framework underpins the moderated‐mediation role of sustainability and economic enablers with marketing initiatives to promote business innovations beneficial to all stakeholders. The sustainability‐aligned innovations in products and processes reflect in gaining cost advantage, revenue generation, access to newer markets, and differentiation. It can be inferred from the study that sustainability and conducive marketing strategies can co‐create value across the value chain, providing tangible and non‐tangible corporate payoffs. This cross‐section in the research domain calls for environmental and business focus at the micro and macro levels, supported by pro‐business strategies, system efficiencies, productivity, and technological changes in synergy with the societal landscape. The findings discern strategic directions for practitioners to chart out an organizational portfolio centered around marketing innovations to create business value for the shareholders and sustainability value for the stakeholders, ecosystem, and society. The conceptual framework can help academicians comprehend the business model around sustainability, innovations, and marketing. The evolutionary mapping of the research domain can be used to discern corporate or macro‐level policies and transcend reforms aligned to the dynamic market/stakeholder expectations.

Financial performance response of manufacturers to servitization: curvilinear relationship mediated by service business focus and moderated by digital technology application

PurposeServitization of products is becoming increasingly prevalent among manufacturing enterprises. Existing research has primarily focused on exploring whether the direct impact of servitization on manufacturer performance follows a linear or a curvilinear relationship. However, the understanding of the underlying mechanisms between servitization and manufacturer financial performance remains limited. This paper aims to examine the non-linear relationship between servitization and manufacturer performance as well as the mediating process and boundary condition associated with this relationship.Design/methodology/approachDrawing on resource-advantage theory, this paper proposes a theoretical model of the U-shaped relationship between servitization and the financial performance of equipment manufacturers. Panel data of 248 listed equipment manufacturers in China during the period of 2010–2020 are used to test each hypothesis through the ordinary least square method.FindingsThe empirical results indicate that servitization follows a U-shaped relationship with service business focus and the financial performance of equipment manufacturers. Service business focus mediates this U-shaped relationship between servitization and financial performance, and digital technology application moderates this relationship.Originality/valueThis paper pioneers the unraveling of the potential mechanism that can explain the curvilinear relationship between servitization of manufacturers and financial performance. This mechanism is the focus of the service business, which is theoretically delineated and empirically tested. Furthermore, digital technology application enables manufacturers to achieve service business focus more effectively in the process of servitization. Thus, this study addresses the call for research on digital servitization.

Key Factors Shaping Green Logistics in Thailand’s Auto Industry: An Application of Structural Equation Modeling

Background: Environmental responsibility is a critical focus in business and production. International partners have urged Thai businesses to adhere to global standards in environmental and social accountability. Green logistics management focuses on minimizing costs and boosting competitive efficiency in the industrial sector, while also promoting environmental protection. This study investigates the factors influencing green logistics in the motor vehicle industry. Methods: A self-administered questionnaire was used for data collection from 1638 participants. Confirmatory factor analysis and structural equation modeling were employed to identify causal links impacting green logistics effectiveness. Results: Findings indicate that government and organizational environmental policies, a company’s financial ability to implement green initiatives, commitment to eco-friendly investment, and public environmental attitudes significantly and directly affect the efficiency of green logistics. Conclusions: This research provides valuable insights for car manufacturers into key factors in green logistics management. These insights can help in developing strategic plans to achieve environmental sustainability in the context of future market competition.

Research on Credit Risk Management of Inclusive Finance in Bank A

MSMEs play an important role in China's economic system, and the Chinese government has been strongly emphasizing MSMEs' role of the massive wealth they create and the large number of jobs they provide. However, the difficulty of financing for MSMEs has always been a bottleneck restricting the development of MSMEs, for which the Chinese government has called on commercial banks to promote inclusive financial services for MSMEs. As MSMEs themselves have problems such as unstable operation, irregular corporate governance, and dependence on the personal credit of the controller, coupled with the severe macroeconomic situation in recent years, it makes the loan risk of MSMEs higher. Therefore, how to scientifically and effectively manage the risk of small and micro-enterprise loans has become the focus and difficulty of commercial banks' inclusive financial business.

Carbon Intensity During Oil and Gas Production Process

This report focuses on reviewing the types of carbon intensity metrics, and the use of such metrics across the oil and gas sector, to monitor progress towards transitioning away from fossil fuel production. Producers are under pressure to respond to challenging conditions resulting from increasing climate policy, tightening markets and a move away by investors. A number of commentators are suggesting that production may have peaked, given these emerging trends, and the post Covid-19 pandemic. From a combination of review and modeling, this report provides some key insights on carbon intensity metrics and the impact of different carbon intensities on future production, which are pertinent to the future strategies of the oil and gas sector – Narrow-scoped metrics that only include upstream emissions are insufficient for producers reporting on progress towards climate goals. The carbon intensity of the final product also needs to be considered, given that it is increasingly subject to increased demand-side policy e.g. in relation to carbon pricing, bans on the sale of internal combustion engines (ICEs) etc. Given that climate targets are expressed in absolute terms, the relative measure of progress provided by carbon intensity metrics is insufficient to guide progress towards net-zero emissions. As shown by the modelling, there is a significant decline in the levels of production permitted under climate targets by 2050. Given the need for diversification, metrics that account for scope 3 emissions will be important, to help monitor the transformation away from oil and gas. As discussed in this report, a number of IOCs appear to be making small steps in this direction, although their key business focus very much remains on oil & gas. As the IEA (2020a) has reported, less than 1% of capital expenditure is being spent outside of core business areas. However, cleaner operations are also important. Therefore, scope 1&2 metrics are still useful for minimising upstream emissions. The modelling highlights the impact for example of high carbon intensity gas resources (due to methane emissions) on their production levels. Unconventional resources, which tend to require more energy input per unit of extraction, and are more costly, appear unlikely to be exploited in our Paris-aligned case. Any assertion that higher carbon intensity production upstream can be offset by lower emissions downstream (e.g. via higher vehicle efficiency standards) is not supported by the modelling. This is particularly the case where these oil products areexported abroad to regions with low efficiency forms of transportation/limited environmental regulation. National oil companies (NOCs) have more potential to achieve emission reduction from operational emissions, although the incentives to do so might be lower (with far less scrutiny and reporting). Diversification is also likely to be more of a challenge for NOCs, due to the reliance of public budgets on revenues gained. However, a number of high-producing countries are vigorously exploring diversification strategies. Such strategies could include massively increasing support for renewable industries, and focusing on areas such as hydrogen production and CCS applications. For the large NOC producers, with the lowest-cost conventional reserves, it is likely that they may be able to continue producing for the longest time, as climate policy stringency increases. However, given that NOCs hold the largest reserves, risks of stranding will be greater in absolute terms.

Responsible AI (RAI) in Manufacturing: A Qualitative Framework

Artificial Intelligence (AI) has profound economic influence in manufacturing, but its unmindful integration can also pose societal and environmental risks. This paper provides a quantified overview of manufacturing areas that are highly advanced in AI capability research, such as maintenance. Integrating Responsible AI (RAI) in further studies of those areas is essential to mitigate risks and deliver business benefits. To enable this, manufacturing specific RAI dimensions are defined to represent accountability, explainability, fairness, human-centricity, sustainability (Green AI) and privacy & security. Further, a qualitative RAI framework consisting of responsibility areas (human involvement, decision making, business focus, system design) is proposed. Practical considerations to align the framework with manufacturing requirements are made by discussing it within an AI systems lifecycle.

СОЦІАЛЬНА ВІДПОВІДАЛЬНІСТЬ ЯК ЧИННИК ФОРМУВАННЯ КОНКУРЕНТНИХ ПЕРЕВАГ ПІДПРИЄМСТВА

Companies want to occupy better positions in the market than competitors. For this, they use different methods. One of these ways is the social focus of business. Many foreign and domestic companies have long understood that their responsibility to society is an important factor that directly affects work results. It is positive that such activity is conscious and voluntary, well perceived by consumers of products and services. Any enterprise wants to have competitive advantages. They represent such a system, which has an exclusive value and makes it possible to stay ahead of competitors in various fields of activity. Competitive advantages are individual for each company, but have common features. The classification of competitive advantages makes it possible to consider them by areas of activity: organizational, functional, etc. It is these of the listed ones that cause the greatest interest. Organizational competitive advantages are formed thanks to a better geographical location, proximity to locations of raw and labor resources, distribution of products. Work experience, the size of the enterprise and the presence of branches are also taken into account and have a positive effect. Competitive advantages by functional sphere of activity have the following varieties: marketing, production, personnel. Marketing allows the source of competitive advantages to have relationships with suppliers and intermediaries, consumers. The image of the enterprise is also a component of marketing competitive advantages. The production sphere is the basis for gaining competitive advantages due to modern production technologies and the state of equipment, quality of raw materials and products. The last variety is based on a high-quality staff and their ability to work with new technologies and modern technological equipment. These areas of activity when considering competitive advantages are important, but do not take into account the social component. But it is she who can strengthen the advantages that the company has already acquired. It is proposed to consider the social orientation of business according to the directions of responsibility proposed by A. Carroll: economic, legal, ethical and discretionary. These types of liability, if the company has them, allow you to get additional benefits. Chief among them will be the loyalty of society and consumers. They will affect the company's performance and strengthen its market position.

ETG: Connecting Africa to the World

What started as a FMCG distributor in 1967 in Kenya as Export Finance Company, is now a dynamic global conglomerate across 48 countries and 5 continents — Export Trading Group. ETG was taken over by the then CFO Mahesh Patel after exit of the founding stakeholders. It was then when the company shifted its focus to being a key regional player. In the next 35 years, the company grew systematically. Business focus evolved when Patel saw an opportunity in logistics in remote sub-Saharan Africa. This was followed by business expansion with supply chain diversification and significant infrastructure investments. All the different businesses amalgamated under a single group for better operations and ease of scaling up. They were later divided into six separate verticals for better management. Vamara (FMCG vertical) was launched in 2018 as the company moved towards digitalisation — externally and internally. ETG plans to focus on new business opportunities and continue to diversify across geographies and portfolios.

Que(e)rying How Professional STEM Societies’ Serve Queer and Trans Engineering and Science Undergraduates

The STEM climate is overall less welcoming for queer students, and is especially harrowing for transgender, nonbinary, and students with additional gender non-conforming identities (TNBGNC+). Professional STEM societies provide students with a range of resources that help them persist in STEM, though qualitative research shows that such societies geared toward queer and trans students may offer less professional and academic resources and prioritize identity management. The objective of our research is to identify, among queer and trans students, whether there are differences between how TNBGNC+ students and gender majoritized students access resources important in STEM persistence across professional society types, including those societies organized to serve women, racial/ethnic minoritized groups, queer and trans groups, as well as those science societies and chapters without a stated group focus. The society resources we focus on include: sense of community, social networking, professional resources, leadership skills, academic resources, reduced isolation related to identities, and perceptions that societies in which they may participate are helpful to them in their degree progress. This study offers an analysis of survey data from 477 queer and trans STEM undergraduates relating to their participation in STEM professional societies. To conduct this research, we embraced and enacted recommendations by scholars on strategies and frameworks to queer our methodology, survey, and analysis. We found that at oSTEM, TNBGNC+ students may not be benefitting to the same extent as gender majoritized students when it comes to feeling in community with other members and having opportunities for social networking. However, TNBGNC+ students may benefit more from a reduction in isolation related to their identities. Differences in how SWE served TNBGNC+ students echoes previous work, and may speak to the society’s organization around the cisgender, patriarchal framework. SHPE’s relative success with TNBGNC+ students also reproduces existing work, suggesting the society may be more largely scaffolded for more affirming environments writ large. As well, that science in comparison to industry chapters were more beneficial to TNBGNC+ students brings forward possible differences between science and industry chapters, in which the former may be influenced more by the scholarship and science of gender, while the latter, with its more business and public focus, could be more influenced by dominant narratives in STEM. This work has implications for societies when it comes to enacting policies to cultivate more inclusive community environments and buttress potentially unequal access to social networking as well as professional and academic resources. At the same time, there is room for oSTEM to augment how it supports TNBGNC+ students with academic and professional resources and benefit students’ progress in their degree programs.

Passing the torch or the hot potato? Leadership in the wine industry: an empirical investigation

ABSTRACT Most studies that investigate sustainability across the wine industry and related support industries focus on the ‘triple-bottom-line.’ None directly consider company leadership as a sustainability driver. What skills will leaders of successive generations need? Two qualitative field research methodologies are used for this investigation: content analyses of published wine business case studies and focus groups with wine business leaders. Findings indicate that leaders continuously develop a combination of transactional and transformational skills and capabilities that comprise: (a) support from the previous generation, (b) emotional intelligence, (c) industry knowledge, and (d) active listening. A 2 × 2 matrix modeling optimal vs. sub-optimal leadership styles, as well as propositions for further research and implications for practitioners are presented.

DTI Development Framework in Application to Business Operations among Selected Micro Small Medium Enterprises Towards an Enhanced Business Model

Ninety-nine percent of the establishments in the Philippines are constituted by Micro, Small, and Medium Enterprises (MSMEs), which hold a vital role in delivering consumer needs and wants. The Philippine Statistics Authority reported a decrease in export trade and business registration percentage for the last five years. The Department of Trade and Industry (DTI) introduced the 7Ms Development Framework to address this issue. In this study, 240 MSMEs participated in a survey to assess the following: 1) How do the assessed Micro, Small and Medium Enterprises depict the DTI’s business in relation to business climate, market access, technology accessibility, innovation, finance accessibility, as well as management and labor capacity; 2) The effectiveness of the DTI development framework, in relation to Mastery, Mind, Money, Mentoring, Market, Machine, and Model; 3) The prevalent issues and challenges encountered by selected MSMEs in coping with the development of the Department of Trade and Industry’s 7Ms development framework; 4) Identifying gaps based on the common issues and concerns raised by MSMEs; and 5) Proposing a business model to enhance the strategic and global competitiveness of MSMEs. The study’s findings indicated that the majority of the selected micro, small, and medium enterprises described the Department of Trade and Industry (DTI) business focus area “access to the market” as the “most” moderately visible or adequately observed. Access to technology and innovation, on the other hand, was viewed as the “least” moderately visible. In terms of the DTI development framework’s effectiveness, participants perceived that money was the “most” moderately effective or adequately applicable to their business operations, while mastery was regarded as the “least” moderately effective. Results also show that the most challenges and issues that selected MSMEs encounter include difficulties in business licensing and permits, high cost of inputs, and access or finance. LGU’s non-uniformity of rules, high cost of inputs, and high standards/qualifications set for MSMEs to access finance are the gaps identified. The researcher used different statistical methods, such as weighted mean and standard deviation. The data analysis involved the use of a Windows-based program called the Statistical Package for Social Science (SPSS). The study recommended a business model for how MSMEs become sustainable and globally competitive. Keywords: Effectiveness, Development Framework, business focus area, business model, issues and concerns, gaps