Figure 1 Strategic options and evaluation matrix for KRETO’s sericulture decision Source: Created by authors Flowchart outlining strategic decisions for KRET0, including options to persevere, pivot with the SHG model, or postpone the project. This flowchart presents strategic decision optio... More about this image found in Strategic options and evaluation matrix for KRETO’s sericulture decision ...

Figure 1 Case study board plan Source: Author’s own work A layout of seven labelled sections, titled Key Theory, Key Case Insights, Entrepreneurial Decision Making, Growth Model, Adaptive Strategy, Synthesis and Key Learnings, and Conclusion and Reflections. The grid includes seven labelled... More about this image found in Case study board plan Source: Author’s own work A layout of seven lab...

Figure 5 The BCG matrix Source: Author’s own work, based on Henderson (1970) A matrix showing Relative Market Share and Market Growth Rate with four categories: Stars, Question Marks, Cash Cows, and Dogs. A matrix is divided into four quadrants based on Relative Market Share and Market ... More about this image found in The BCG matrix Source: Author’s own work, based on Henderson (1970) ...

Figure 6 The adaptive cycle theory Source: Author’s own work, based on Miles et al. (1978) A matrix showing Exploration and Exploitation with four types: Prospector, Analyzer, Reactor, and Defender. A matrix is divided into four quadrants based on Exploration and Exploitation. The vertical axis shows Exploration from Low to High. The horizontal axis shows Exploitation from Low to High. The top left quadrant is Prospector, representing High exploration and Low exploitation. The top right quadrant is Analyzer, representing High exploration and High exploitation. The bottom left quadrant is Reactor, representing Low exploration and Low exploitation. The bottom right quadrant is Defender, representing Low exploration and High exploitation. More about this image found in The adaptive cycle theory Source: Author’s own work, based on Miles ...

Figure 7 The ANSOFF growth matrix Source: Author’s own work, based on Ansoff (1957) A matrix showing Product and Market with four strategies: Market Penetration, Product Development, Market Development, and Diversification. A matrix is divided into four quadrants based on Product and Ma... More about this image found in The ANSOFF growth matrix Source: Author’s own work, based on Ansoff (...

Figure 8 The four-action framework Source: Author’s own work, based on Kim and Mauborgne (2005) A framework with a central circle titled A New Value Curve, surrounded by Eliminate, Reduce, Raise, and Create, each linked to guiding questions on industry factors. A central circle labelled A... More about this image found in The four-action framework Source: Author’s own work, based on Kim and M...

Figure 9 Kapferer’s brand identity prism Source: Author’s own work, based on Kapferer (2012) A hexagon framework divided into 6 sections labelled Physique, Personality, Relationship, Culture, Reflection, and Self Image, linked to externalization and internalization. A hexagon is divided i... More about this image found in Kapferer’s brand identity prism Source: Author’s own work, based on Kap...

Figure 10 Kotter’s eight-step change management model Source: Author’s own work, based on Kotter (1996) A stepwise list from 1 to 8 outlining change actions, including Create Urgency, Form a Powerful Coalition, Create a Vision for Change, Communicate the Vision, Empower Action, Create Quic... More about this image found in Kotter’s eight-step change management model Source: Author’s own work, b...

Figure 1 The artificial intelligence canvas Source: Adapted by authors from of Agrawal et al. (2018) A conceptual framework shows stages prediction, judgment, action, outcome, input, training, and feedback with guiding questions. The conceptual framework presents key components of a predictive model process. Prediction asks what information is needed to make the decision. Judgment asks how to assess the value of different outcomes and errors. Action asks what is being accomplished. Outcome asks which metrics define success for the task. Input asks what data is needed to run the predictive model. Training asks what data is needed to train the predictive model. Feedback asks how results can be used to improve the model. More about this image found in The artificial intelligence canvas Source: Adapted by authors from of Ag...

Figure 2 Example of the “AI Canvas” application Source: Adapted by authors from of Agrawal et al. (2018) A conceptual framework shows A I canvas stages for fraud detection with prediction, judgement, action, outcome, input, training, and feedback. The conceptual framework presents an A I canvas for fraud detection. Prediction describes deciding whether a transaction is fraudulent or legitimate using true or false outcomes. Judgement explains comparing costs of false positive blocking a real customer and false negative allowing fraud to define decision thresholds. Action describes flagging transactions in real time to block, hold for review, or allow based on confidence score and rules. Outcome explains evaluating if the decision was correct and using the results to improve the model. Input lists transaction data such as amount, merchant category, geolocation, device fingerprint, transaction velocity, and time of day. Training describes using labelled historical transaction data with features like past behaviour and spending patterns. Feedback explains using confirmed fraud cases, disputes, and analyst reviews to retrain and improve accuracy over time. More about this image found in Example of the “AI Canvas” application ...

Figure 3 Reward/risk quadrant Source: Created by authors A risk reward matrix shows high and low risk against low and high reward with focus area marked 1 and 2. More about this image found in Reward/risk quadrant Source: Created by authors A risk reward matrix ...

Figure 4 Simplified diagram of dynamic capabilities, business models and strategy Source: Adapted by authors from of Teece (2018) A flowchart shows dynamic capabilities with sense, seize, and transform linked to strategy and supporting activities. The flowchart presents dynamic capabilities... More about this image found in Simplified diagram of dynamic capabilities, business models and strategy ...

Figure 5 Conceptual framework of the relationships between the different components Source: Adapted by authors from of Rachinger et al. (2019) A conceptual model shows business model layers with strategy, value proposition, value creation, value capture, and business process. The conceptual model presents the business model across planning, architectural, and implementation levels. Strategy is shown at the planning level above the business model. Value proposition, value creation, and value capture are placed within the business model at the architectural level. Business process appears at the implementation level, supporting these elements. Dynamic capabilities for business model innovation are indicated across the model. Curved arrows represent continuous interaction across levels. More about this image found in Conceptual framework of the relationships between the different components ...