Entreprising entities do not stay still. They do not keep to the status quo – they continuously change with an evolutionary environment and transform even before the environment becomes revolutionary.

They are acutely conscious that they operate in none other than a RUDE environment, an environment that can quite easily kill a still entity.

To become a significant market player, if not the market leader, the entreprisingship spirit and practice must prevail.

This article addresses 3 key questions:

(1) WHY is Entreprisingship needed?
(2) WHAT is entreprisingship?
(3) HOW can entities become entreprising?

(1) WHY is entreprisingship needed?
In today’s and tomorrow’s environment, constant changes are not unexpected, and what one should expect even more is that change is and will be the constant. Such changes may not just be evolutionary but at times revolutionary, resulting in a RUDE environment.

Before looking in-depth into WHAT is entreprisingship and HOW entities can be more enterprising, it will be important to deeply appreciate WHY Entreprisingship is not just needed, but a necessity.

In short, Entreprisingship is needed primarily because the environment is RUDE. RUDE is an acronym that stands for an environment that is:

Rapidly changing and at times, Ruthless;
Uncertain and at times, Unpredictable;
Dynamic and at times, Disruptive;
Engaging and at times, Enabling

and these characteristics permeate through all the macro and micro environmental factors…

Revisit intention is a significant area of concern among practitioners, academics, and scholars. While sports tourism is becoming increasingly popular and promotes repeat visitations to a destination, this study identified how intrinsic and extrinsic motivation factors of inbound sports tourists in Sri Lanka influence their revisit intention. It further examined the active and passive engagement in sports tourism activities and how it affects sports tourists revisit intention. Adopting a quantitative approach, data collection of this study was conducted through a questionnaire distributed among 110 inbound foreign travelers in four sports tourism destinations: Kalpitiya, Arugambay, Bentota, and R.Premadasa stadium. Data analysis was conducted through SPSS 20 statistical computer package. Hypotheses testing indicated that the revisit intentions are mainly affected by the intrinsic rather than extrinsic motivation factors.

Moreover, the active sporting participants indicated a high revisit intention due to their passion for the sports activities they participate in. In contrast, the passive participants in sports activities indicated a low revisit intention. The findings of this research will help the tourist board of Sri Lanka, sport tourism agencies, and travel companies to reevaluate the prominence given to sports tourism in Sri Lanka and realise the importance of improving infrastructure facilities to enhance tourist satisfaction and revisiting tourist intention…

1. Consumer Empathy: The ability to use your curiosity and customer empathy to create and deliver meaningful differentiation through new ideas for superior product and services and marketing innovation.
2. Data Science: The ability to understand, analyze and make best use of big data in decision making for new marketing initiatives.
3. Business and its eco-system: The ability to understand competitive business environments both direct and indirect and business impact on its eco-system.
4. User’s Experience Design: The ability to understand customer’s journey including cognitive, emotional and behavioral aspects of customers and design meaningful experience for them.

Undeniably, understanding these 4 types of marketing skillsets is indispensable in fostering the environment to drive marketing innovation and having empathy mindset is a starting point and key to successful execution for most marketing professionals in Thailand. Five years ago, I was introduced to the concept of “Human Empathy” when I was going through the process of becoming a certified facilitator for the “Design Thinking” program at the Stanford Center of Professional Development. Since then, empathy became one of my most favorite topics that allows me the opportunities to learn to understand more about people, their cognition and their behavioral actions. The word “Empathy” is often used in so many different ways that it is difficult to determine what people mean exactly when they use it. Nevertheless, I found the concept of “the Empathy Triad” proposed by Daniel Goleman (2017) more insightful when it comes to understanding people’s cognition and their behaviors. Three distinct kinds of empathy as defined by Goleman include: …

Those customers that we refer to as the “MZ Generation” are evolving into a great point of interest in the business and marketing worlds. The MZ Generation was born into a digital world and grew in lockstep with this digital environment. Having grown up, developed, and matured from within a largely decentralized network, their DNA is programmed with concepts of “the individual” and “personal.” They live their everyday lives ceaselessly forging relationships and communicating via digital touchpoints. They are connected to the world uninterrupted via a “me-centric” outlook, but, when desired, can flip the switch and simply disconnect at any time. Their identity is different, the values they pursue are different, as are their behaviors and action. Companies are in 24/7 contact with the MZ Generation. But businesses play only a single role in their multi-faceted lives and this relationship can be severed at any time by the MZ Generation consumer. Businesses are faced with the task of finding new means of communicating and forging relationships with this new customer base. We will address this task by focusing primarily on SNS – the firmly entrenched and favored digital communication channel of the Korean MZ Generation. We need to address the following 3 questions:

1. What are we going to talk about? (message and content)
2. Which channels should we use? (touchpoint)
3. How are we going to format this dialogue? (activation)

Successfully answering these 3 questions will ultimately lead us to the solution.

Especially in a RUDE environment (Rapidly changing and at times, Ruthless; Uncertain and at times, Unpredictable; Dynamic and at times, Disruptive; Engaging and at times, Enabling), marketers need to be entreprising because entreprising Marketers can really make a significant difference to any entity, beyond just quantitative results. Marketers with Entreprising mindsets can make the critical difference between a “me-too” and an “outstanding” entity.

A key challenge for all marketing educators is how to help marketers become more entreprising through education and training which is the focus of this article.

Given the complexity and dynamism of entreprisingship, focusing on any one single aspect is not sufficient to meaningfully educate marketers to be more entreprising. Instead, a holistic entreprisingship education and training is needed to help marketers develop an entrepreneurial mindset and entreprising skills.

However, in the first place, a key question is, can entrepreneurship be taught? I still remember very clearly when none other than the daughter of Hermawan, Staphanie who herself is a successful entrepreneur posed this question to me when I was then Director of Singapore’s Nanyang Technological University’s Nanyang Technopreneurship Centre.

While nature no doubt plays an important part for a person to be entreprising, so does nurture. To respond to the many sceptics who doubt that entreprisingship can be developed, one does not have to look far than to take a leaf from none other than the Guru of Management, Peter Drucker who said that “Entrepreneurship is neither a science nor an art. It is a practice. It is a knowledge base… but as in all practices, medicine, for instance, or engineering, knowledge in entrepreneurship is a means to an end. Indeed, what constitutes knowledge in a practice is largely defined by the end, that is, by the practice… innovation is the specific tool of entrepreneurship, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced.”

Our main source of water for drinking, agriculture, navigation, and industry are surface water and groundwater, which are accumulated through rainwater and snow. The first civilizations formed on the banks of rivers, since they were the source of water for drinking and irrigation, marine nutrition, hunting animals drinking from the river, and transportation. The most notable amongst these civilizations were the Egyptians, on the Nile, Mesopotamians on the Tigris, Chinese on the Yellow, and Indian on the Indus. These early civilizations began to form around the time of the Neolithic (agriculture) Revolution1 . Water is distributed unevenly throughout the world through sea, rivers, ponds, lakes, and underground aquafers. The early civilizations taking advantage of this unique asset were called hydraulic empires2 . It is obvious that in addition to navigation, inland waterways can be a resource for many other human services. The foremost being source for human sustainability.

What is a brand?
The purpose of “Brand Building” or “Branding” is to build something of consequence that has a value for humankind. This requires the entity to have social and global identity through making and ultimately keeping the promise resulting in trust8. Thus, it is beyond a trade mark or a symbol as conceived during the earlier scholars9. Branding pioneer Walter Landor’s states “products are made in the factory, but brands are created in the mind.” Thus, Brand is a fundamental entity in marketing and societal wellbeing10 . The concept of place branding according to Dolores is endogenous marketing development process, which integrates social, economic, environmental, and technological dimension of a society with the purpose of maximizing benefit among stakeholders11. The emergence of Nation Branding, coined by Simon Anholt, refers to “the systematic process of aligning the actions, behaviors, investments, innovations and communications of a country around a clear strategy for achieving a strengthened competitive identity12 .” The Anholt model is depicted in Figure 1 below. It is therefore evident that to be globally competitive, nations must rethink about their model and design nation branding strategies after assessing, culture/ nature, heritage/history, adventure/ sports, innovation/technology, trade/ commerce, education, and ultimately human wellbeing that other nations may not be able to offer…

This research focused on ex-covid 19 patients at one private hospital type B (just called it Hospital X) in the North of Jakarta area. There is a phenomenon that the patient ex-covid-19 normally does not want people know that they have suffered for covid-19. Ex-covid-19 patient felt ashamed and fear of being avoided in the community. This situation raises the curiosity of hospitals whether ex-covid-19 patients want to do wordof-mouth (WoM) about hospital X. The other phenomenon is the decline of noncovid 19’s patients coming to Hospital X because they are afraid to visit and frightened in contacting with covid-19 patients. In the first quarter of the year 2020, there were 7226 patients but in the first quartal of the year 2021 the number of patients declined to 3716 patients.

In the hospital industry, service quality (servqual) is the biggest factor to encourage patient satisfaction and is willing to convey WoM (Anand, Bashir, 2013; Kitapci, Akdogan, & Dortyol, 2014; Fatima, Malik & Shabbir, 2018; Rehaman & Husnain, 2018). WoM is spontaneous. When consumers do WoM, it is expected that there will be a positive impact. Of course, there are many things that businesses must do so that WoM can improve the company’s reputation. WoM is sometimes more effective than advertising …

Indonesia’s economic growth in the last five years (2014-2019) showed encouraging results with annual growth of above 5 percent (BPS, 2020). However, due to the Covid-19 pandemic that began to be felt in Indonesia in March 2020, Indonesia’s economic growth in 2020 experienced a growth contraction of 2.07 percent (c-to-c) compared to 2019 (BPS, 2021). Finance Minister Sri Mulyani Indrawati projects that by 2022 the Indonesian economy will improve and can achieve growth in the range of 5.2 to 5.8 percent. This assumption considers various global and national economic dynamics, risks of uncertainty, and economic recovery next year provided that the Covid-19 pandemic can continue to be controlled, the banking intermediation function can recover, and is supported by Bank Indonesia monetary policy and conducive OJK financial sector policies (Kemenkeu, 2021).

Governor of Bank Indonesia (BI) Perry Warjiyo is optimistic that Indonesia’s economic growth will grow 5% in 2021 and lead to 6% in the next five years. It is said that the strong synergy between the government’s fiscal policy, the accommodative monetary policy of the central bank and the role of the Financial Services Authority in promoting recovery, and economic growth will be another important factor (Avisena, 2020).

The emergence of the Covid-19 pandemic in March 2020 in Indonesia made all companies change the strategies and plans that had been made previously. Despite the current pandemic conditions, the growth of sales of men’s leather shoes in Indonesia still shows interesting data for the next few years. The growth of the leather shoe market in Indonesia is determined by the Compound Annual Growth Rate (CAGR) which is still increasing at 3.62 percent (Statista, 2020).The current market conditions are very different compared before the pandemic occurred. Starting from market tastes, purchasing power, behavior, needs, to how to shop consumers. One local (Indonesia) shoe brand, namely GM, is facing challenges during the Covid-19 pandemic, especially related to offline sales. Since 2020, many GM outlets have been forced to close. This business phenomenon resulted in a very significant decline in sales, plus with very tight competition in shoes industry. To increase the sales of GM brand shoes, various efforts are made to make consumers purchase or at least have purchase intentions on GM brand shoes. Among all efforts is by renovating the offline store starting in 2019 by using the latest and modern store image with the aim of making the appearance of the store more attractive to consumers. Therefore, this research is conducted to find out if the renovation of the outlets carried out in 2019 would be a factor in increasing consumer buying intention. Making limited edition shoes is also a marketing program to increase consumer buying intention. By looking at the gap in the phenomena that occurred during the pandemic, this research was carried out. This is also a preparation for doing business offline after the pandemic ends. This research gap will deal with product characteristics of limited-edition shoes due to the topic is very rare to be researched. At the end, there will be expectation that the new store image and product characteristics of limited-edition shoes could increase the customers’ perceived value of product GM and increase willingness and intention to buy it.

Bhat and Darzi (2016) postulated that customer orientation, customer knowledge, customer empowerment and complaint resolution dimensions of customer relationship management positively affects the behavioral and attitudinal dimensions of customer loyalty. Their study affirmed that customer knowledge dimension has had the greatest influence on loyalty of facility management customer’s. These finding parallels literature which posits that instituting customer relationship management is essential to carve loyalty among customers and establish a competitive advantage for a business (Siddiqi, 2011). Additionally, Kocoglu and Kirmaci (2012) confirmed the presence of a strong relationship between dimensions of customer relationship management namely staff’s knowledge and experience, customer satisfaction, customer’s demographics and customer loyalty, hence, reiterating the significance of a one-to-one relationship with customers. As the mainstay of customer relationship management is to gain new customers and ensure existing customers remain indefinitely, the presence of such relationship is undeniably important. Consequently, Toyese (2014) postulated that efficient service is a catalyst to customer relationship management and is strongly related to customer loyalty.

To date the facility management industry is undergoing rapid growth and is advancing towards globalization. Valued at approximately 3.24 billion U.S.D. the Malaysian public facility market has outweighed the private facility management worth 2.06 billion U.S.D. in the year 2017 (Hirschmann, R., 2021). Despite of continual growth the facility management (FM) landscape in Malaysia remains intensely competitive. The industry is being championed by several established service providers both local and foreign with each competing to sustain their market share even though price sensitivity is very high. Many service providers depend on recurring revenue streams and strive to secure their long-term market position. As such, loyalty of customers has evolved to be of prime importance to these service providers. Moreover, their involvement in the business-to-business (B2B) commercial transaction with other companies, has made loyalty through customer relationship management a central focus to their sustainability in the facility management industry. Reason being the contract value per customer is huge and losing a single customer can cause significant financial losses.

Innovation and knowledge are driving economic growth and competitiveness in the era of the Fourth Industrial Revolution (4IR). The world’s economic growth is increasingly driven by digitalization. Consumer behavior has evolved to prioritize quick and convenient experiences powered by the internet and mobile phones. The COVID-19 pandemic amplifies the importance of the digital economy to ensure continuity in economic activities. The internet and technological advancement contribute to the rapid growth of data, the future commodity.

The Google and Temasek Holdings Report (2020) predicted Southeast Asia’s internet sectors could witness strong growth and hit $100 billion in gross merchandise value (GMV) in 2020, with e-commerce registering a 63% growth (Google and Temasek Holdings Report).

Over the last five years, the Super App wave hit ASEAN countries. The recent improvements in infrastructure/logistics, mobile networks, and payments and the Covid-19 crisis forced people to stay at home and shop online. Many ASEAN nations are likely to see a significant inflection in digitalization over the next few years. The race to build the world’s next super-app is revving up, and many frontrunners are based in Southeast Asia. Today, Super apps have quickly become ingrained into users’ daily lives because of their versatility.