RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
17
Observations on SMEs’ eBusiness Readiness:
Singaporean Restaurants in Tanjong Pagar
Suttisak Jantavongso

Abstract—This paper reports findings from the qualitative
study conducted in Tanjong Pagar, Singapore, to determine the
state of electronic business (eBusiness) readiness by small to
medium enterprises (SMEs). This paper is one of series of
working papers on an eBusiness deployment framework (EBDF)
for Thai SMEs by the author. The author is actively refining key
factors that contribute to a successful adoption of eBusiness in
Thailand since 2002. In 2003, the author published a new age
eBusiness model targeting at SMEs in developing countries [1].
This was followed by the study of eBusiness Adoption Focusing
on Thai SMEs in 2006 [2]. Following these studies, the EBDF for
Thai SMEs was successfully developed and statistically validated
in 2007 and 2013, respectively. While the studies were targeting
at the SMEs in Thailand, the author has always envisaged that
the EBDF is applicable to SMEs operating in other countries
with some contextual modification. Therefore, it was expected
that SMEs operating overseas were able to take advantages of the
EBDF in their eBusiness implementations. Three restaurants
classified as SMEs in Tanjong Pagar were selected. This paper
presents a discussion on the findings. The aim of the paper is not
to re-introduce the full details of the EBDF, but to state the
eBusiness readiness of Singaporean SMEs and see whether the
EBDF would fit their engagements in eBusiness. A mixed
research approach was employed involving observations, indepth interviews, and document reviews to gather relevant data.
The observations took place in March 2013 at the participants’
premises. The initial findings are aligned with the author’s
existing studies and show that the EBDF is applicable to support
the Singaporean SMEs’ eBusiness initiative.
Index Terms—Electronic business deployment framework
(EBDF), electronic business (eBusiness) readiness, small to
medium enterprise (SME), SME enterprise software.
I. INTRODUCTION
S
MALL to medium enterprises (SMEs) are considered key
contributors to the economic development of most
countries. SMEs comprise of the majority of enterprises
worldwide. The importance of SMEs as a prime generator of
economic activity is confirmed in the statistics provided by the
Organization for Economic Cooperation and Development
(OECD). Within the 34 nations comprising the OECD, SMEs
account for approximately 95 percent of the total number of
enterprises, and provide more than 50 percent of the private
sector employment within the region [3]. A similar picture also
The author is with the Faculty of Information Technology, Rangsit
University, Pathumthani 12000, Thailand (e-mail: suttisak.j@ rsu.ac.th).
Fig. 1. Location map of Tanjong Pargar [5].
emerges in other regions, and of interest in the context of this
study is Singapore which is a member of the Asian Economic
Community (AEC).
Accordingly, SMEs in Singapore are also the lubricant of
its economy without which Singapore economy may not
thrive. There are approximately 148,000 SMEs in Singapore,
contributing almost 99 percent of all enterprises. SMEs
contribute more than 45 percent to Singapore’s gross domestic
product (GDP), and employ more than 60 percent of the
workforce [4].
Singapore is selected as the country under study for this
research as the Singapore government has declared interest in
promoting and supporting SMEs. On the other hand, Tanjong
Pagar district is an economic center of Singapore. It is also a
historic district located within the Central Business District
(CBD), see Fig. 1. Tanjong Pagar has been promoted as an
authentic representation of Singapore [6]. It represents the
efforts of the Singapore government in promoting Singapore’s
built heritage, in particular the architectural details of shophouses to ensure authenticity [6, Chapter 14]. Nearly 80
percent of the activities within Tanjong Pagar are restaurants,
retail outlets, offices, pubs, lounges, and hotels.
Three foci of the study are presented in this paper. The first
is to study background of restaurants in Tanjong Pager. The
second is to study current circumstances and problems of
restaurants in Tanjong Pagar. The third is to assess the
eBusiness readiness of restaurants in Tanjong Pagar based on
the finding of the first two foci.
© 2013 RANGSIT UNIVERSITY
18
RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
II. LITERATURE REVIEW
eBusiness
A. Definition of SMEs in Singapore
The natural starting point in defining an SME is an
overview of the ways in which an SME differs from a large
enterprise. Identifying and distinguishing SMEs is not an easy
matter, and there is no single definition of an SME.
Definitions of SMEs also vary across countries, and depend
on the selected parameters and the extent of economic
contribution [7].
Despite this, SMEs in Singapore can be defined as having:
(1) at least 30 percent of their local equity being held by
Singaporeans or Singapore’s permanent residents (PRs); and
(2) either annual sales turnover of not more than S$100
million Singapore dollars (SGD), or employment size not
exceeding 200 workers [4, 8]. This definition would be
comparable to those used in the Asia-Pacific and European
countries, where sales turnover and employment size are
commonly used to define SMEs.
According to the factsheet by the Enterprise Development
Centres (EDCs) [8], restaurants in Singapore would be
classified as non-manufacturing sectors which include
services, construction, agriculture and fishing, and utilities.
Following these definitions, the participated restaurants in this
study would be classified as SMEs under food and beverage
services.
B. Definition of Restaurants in Singapore
Having defined SMEs in Singapore, this section focuses on
defining restaurants in a context of Singapore. Szende et al.
[9] provided a board term restaurant as “a food services
operation offering customers food and beverages from a
menu, usually for consumption on the premises”.
Additionally, this study followed the Singapore Department of
Statistics’ classifications of restaurants as: (1) restaurants; (2)
fast food restaurants; (3) food caterers; and (4) others which
include (a) cafes, coffee houses, and snack bars, (b) food
courts, coffee shops, and eating houses, (c) pubs (including
bars), (d) other restaurants, cafes, and bars, and (e) canteens
[10].
C. Significance of Restaurants in Singapore
Restaurants constitute almost 36 percent of the food and
beverage establishments. In 2011, operating receipts and value
added of restaurants amounted to S$2,655 million and
S$1,008 million respectively. Restaurants contributed about
38 percent of the total operating receipts and 41 percent of the
total value added of the overall food and beverage service
industry [10].
As previously indicated, restaurants provide food services to
their customers. Thus, they have been a significant component
o f S i n g a p o r e’ s g r o w i n g ec o n o my [ 1 1 ]. T h er e ar e
approximately 6,500 food establishments and 70,000
corresponding workers in Singapore [10]. Restaurants in
Singapore also have cultural impacts on Singapore’s economy.
Food is promoted by the Singapore government as one of the
eCommerce
Internet Commerce
EDI
Web Commerce
Web based advertising
Web based distribution
Web marketing
Customer services
CRM
SCM
Groupware
eMail
eCollaboration
Transaction processing
Social media
Web 3.0
mCommerce
Fig. 2. Definition of eBusiness [1].
reasons for visiting Singapore. A variety of food is presented
as an icon of the different ethnic communities which make up
Singapore as the multiculturalism nation [12].
D. Definition of eBusiness
There are many definitions of eBusiness and one of the first
uses was by the International Business Machines Corporation
(IBM). IBM introduced the term eBusiness when it launched
an advertising campaign in 1997 to differentiate its products
from other vendors. Prior to this, the term eCommerce was
more often used. In this study, eBusiness is defined as any
form of commercial transaction involving goods and services
which is conducted over a digital medium. Here, eBusiness is
taken in the broadest sense of eCommerce. It covers the
buying and selling of products and services over the Internet,
including those that facilitate online transactions and those
enabling the dissemination of information over the Internet.
eBusiness encompasses all online interactions that happen
between buyers and sellers [3, 13, 14], see Fig. 2.
E. eBusiness and Restaurants
eBusiness always has a close relationship with restaurants.
eBusiness is not a revolution, nor did it suddenly appear.
Rather, eBusiness is an evolution of traditional business
practices designed to take advantage of the technologies of the
Internet age. The first electronic store (eStore) appeared in
1993, where the term eStore represents a set of webpages on
the Internet that allows customers to find, evaluate, order, and
pay for products [15]. An early example of such eStore was
Pizza Hut. Pizza Hut announced its Pizza Net program on
August 22, 1994. This was a pilot program that enabled
computer users, for the first time, to electronically order pizza
from their local Pizza Hut restaurant via the World Wide Web
(WWW) [16].
F. eBusiness Readiness
Having defined these terms, attention now shifts to the aim
of this paper, i.e., assessing the eBusiness readiness of
restaurants in Singapore. In this study, eBusiness readiness
measures the capability of SMEs’ business environment to
seize Internet-based commercial opportunities. Meanwhile,
eBusiness may help SMEs in gaining competitive advantages
over their rivals, as well as improving the ways in which
© 2013 RANGSIT UNIVERSITY
RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
SMEs perform their business processes. Unfortunately, it
incurs a high level of implementation risk. SMEs need to be
able to assess their business whether they are really ready for
implementing eBusiness [17-20]. In addition, Huang et al.
[18] believed that in the case that SMEs are not ready to
implement eBusiness, SMEs would probably like to know
where they should improve themselves so that they will be
ready for implementing eBusiness in a later stage.
19
TABLE I
PROFILES OF RESTAURANTS
Type
Number
Years
of
of
in
Food
Staff
Operation
Restaurant
A
Chinese
B
Chinese
fondue
(Steamboat)
C
Café and
bistro
(Western
Fusion)
5
(Total)
10
4
(Total)
3 months
(5 years
at the old
establishment)
Working
class,
middle
income, and
family
13
(6 per
shift)
9 months
(9 years
at the old
establishment)
Working
class,
middle to
upper
income, and
office
workers
III. STUDY DESIGN
This section addresses the study setting. This study
followed a study by Pesonen and Smolander [21] and adopted
an observation approach. Three restaurants in Tanjong Pager
district, Singapore, were participated for data collection. The
author selected the restaurants in the food and beverage
services sector to assess their eBusiness readiness. The data
collection involved gathering both numeric information as
well as text information so that the final findings represent
both quantitative and qualitative information. This allowed the
author to relate various characteristics in order to explain a
phenomenon. Accordingly, the field research allowed the
author to gain first-hand knowledge. The aim is to gather
information without influencing the environment. The
difficulty faced by the author was determining when and what
observations to record. Also, an opportunity had to be
available and accessible to conduct the observations. In line
with the study on eBusiness readiness by Amoroso and Sutton
[22], the participants will remain anonymous due to a mutual
non-disclosure confidentiality agreement between the author
and the restaurants.
TABLE II
CURRENT DIFFICULTIES THAT RESTAURANTS ARE FACING
Restaurant
Major Difficulties
Owner’s Solutions
Closing down the business
Profitability,
and looking for a job with
A
high material cost, and
more stable income
high rental cost
B
Lack of staff and
high rental cost
Accepting high prices and
paying premium price for
staff and rental
C
High rental cost and
staff’s proficient in
technology
Moving to new premises and
improving efficiency of its
operational and manpower
IV. STUDY RESULTS
A. Profiles of Restaurants
As indicated, the author will refer the participants only by a
code, i.e., Restaurant A, Restaurant B, and Restaurant C. The
three restaurants participated in this study are among the most
popular ones in the locality or surrounding area of Tanjong
Pagar. All of them have been in business for more than five
years and have between four and thirteen staffs. The services
that these restaurants provide are: (1) cooked to order, (2)
hotpot and buffet, and (3) café and bistro. Restaurants A and
B have served Chinese cuisines, and Restaurant C has served
a Western cuisine. The profiles of all restaurants are
simplified and presented in Table I.
B. Current Difficulties
There are three main difficulties that Restaurant A is
currently facing. The first difficulty is the inability to meet the
projected profit levels. The second difficulty is the rising cost
of ingredients. For example, the food price adjustment is at
minimum in order to be competitive. The third difficulty is
related to the high cost of rentals. Restaurant A is currently at
the end of its lease. The owner of the premises wants to
further increase the rent.
Market
Segments
(Groups)
Working
class,
middle
income,
office
workers,
young, and
family
In contrast to Restaurant A, a lack of staff is the major
difficulty that Restaurant B is facing. The local regulations in
employing non-Singaporean staff are also added to this
difficulty. Similar to Restaurant A, high rental cost is another
problem at Restaurant B. To cope with these difficulties,
Restaurant B is currently accepting high prices and paying
premium price for its staff and rental. One of the solutions
given is moving to the new premises at the end of each lease
term.
In line with the two restaurants’ difficulties, Restaurant C is
also facing the high rental cost as its top difficulty followed by
the staff training in using technology. However, unlike
Restaurant B, Restaurant C places its emphasis on operations
and manpower to overcome its difficulties. Table II presents
an overview of the difficulties.
C. Current Business Operations
Food, services, quality, and price are the four important
management factors that allow Restaurant A to continue
serving its customers, as shown in Table III. Restaurant A does
© 2013 RANGSIT UNIVERSITY
RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
20
Restaurant
A
TABLE III
BUSINESS MANAGEMENT FACTORS
Management Factors
Food, services, quality, and price
B
Friendly services, customer satisfaction, and lower
profit margin
C
Friendly and fast services, and comfortable
environment and location
not have any computerized system or web service. Instead, it
is operating manually, and concentrates on providing friendly
services and economical food options to its customers. Thus,
the maximum number of customers is 50.
Restaurant B believes that friendliness and free dishes for
the regular customers are the important factors in running its
business. Moreover, Restaurant B is happy with a small profit
margin and most importantly its customers’ satisfaction.
Restaurant B would welcome the Singapore government’s
financial support, e.g., subsidization of 50 percent or more for
new equipment or appliances purchased. Thus, the weakest
management practice at Restaurant B is English
communication. Hence, the maximum number of customers at
Restaurant B is 70.
Similar to the Restaurant B, the Restaurant C also sees
friendly and good (fast) services are its strongest management
practices; followed by comfortable and well renovated
environment. Added to these, the location of the restaurant is
also contributed to its management practices. In comparing
with the previous premises, the current location of the
Restaurant C has more space, facing the main road which is in
front of traffic crossing next to the Mass Rapid Transit (MRT)
station.
D. Usage of Computers
While computer usage lies at the heart of the EBDF for
SMEs (see Fig. 3), there is only one restaurant which has
computerized systems to assist the owner and staff in running
their business. However, the restaurant which has
computerized systems does not have internal information
technology (IT) support nor outsource technical support. Two
of the restaurants use computers on a daily basis, and have
access to the Internet. The primary use of the Internet was for
facebook, eMailing, and sourcing information. Two of the
restaurants have their own facebook pages. One of the
restaurants has planned to have an online ordering and
booking systems within a year. The restaurants had indicated
that they are considering the adoption of eBusiness in their
restaurants within the next two years.
E. Experience with eBusiness
Common answers given as reasons for not taking up
eBusiness were “lack of skills”, “lack of resources”, and “lack
of experience people”. Three forces encouraging the adoption
of eBusiness were identified. They were “improvement in
market opportunity”, “relevance to their businesses”, and
Fig. 3. Key elements in the EBDF.
Fig. 4. Use of social media activities on Restaurant A.
“access to new customers”. When asked about their
perception of the impact of the Internet and eBusiness, the
participants responded that the Internet and eBusiness had
changed and will change the way they conduct business
within the next few years. In addition, they expressed the
opinions that the Internet will bring positive impact to the
business landscape in Singapore. The participants also
believed that their use of the Internet and eBusiness,
especially social media activities (see Fig. 4), will continue to
increase over the next few years.
V. STUDY DISCUSSION
A. eBusiness Deployment Framework for SMEs
Recalling several points made earlier, the EBDF aims to
facilitate eBusiness implementation among SMEs through a
holistic approach which addressed not only the technological
aspects, but also the managerial issues within the specific
social and cultural context. While the EBDF specifically
developed for Thai SMEs, to enable them to overcome the
lack of resources, the EBDF would also enable SMEs in
Singapore to distribute the costs of eBusiness by sharing
resources. This makes the operating costs lower. It has five
major components: (1) application service provider (ASP); (2)
professional service provider (PSP); (3) SME enterprise
© 2013 RANGSIT UNIVERSITY
RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
software; (4) government involvement; and (5) trust
facilitation. The complete details of the EBDF was published
by the author in the 2006 International Conference on
Computational Intelligence for Modeling, Control and
Automation (CIMCA) [2].
The EBDF was designed by the author and based on
specific objectives and strategies. The objectives had been
identified through: (1) literature review, to ensure that they
were grounded within the theoretical perspective of eBusiness
success factors; and (2) interviews, to ensure its relevancy to
the context of Thai SMEs. The strategies were formulated to
achieve the set of objectives, and in turn, this formulation
leaded to the identification of five key elements of the EBDF.
They include (1) the employment of ASP and PSP to
encourage sharing of resources and cost distribution; (2) the
use of SME enterprise software that is an operation centric to
support back office integration and utilize cutting edge
technologies; (3) pro-active role of government to impose
legal framework and regulations, as well as to promote and
educate the public on the use of eBusiness; and (4) trust
facilitation among all parties. The author also performed
statistical analysis to examine the potential acceptance of the
framework in 2007 and again in 2013. The statistical result
indicated that the EDBF had a potent acceptance among Thai
SMEs.
It is useful to recall several points made in this paper, in
particular the application of the EBDF in an Asian context and
eBusiness readiness of SMEs in Singapore. Hence, one of the
important issues to be addressed was the need for these
restaurants to build integrated business processes within and
across organizations. It is essential that each restaurant’s
websites should be supported with a mature back office
operation and that the eBusiness solutions should be
seamlessly integrated. The SME enterprise software was
designed to make use of an operation-centric eBusiness
system to be provided through an ASP.
In this study, the participants have already adopted basic
technical infrastructure. The minimum requirements, such as
PCs, tablets, electronic funds transfer at point of sale
(EFTPOS), and Internet access via broadband, are
widespread. As indicated, the participants have their own
facebook pages and website advertisement (see Figs. 5 and 6).
Although basic technical infrastructure is in place and has
been for a while efficient usage of eBusiness is not very
widespread nor particularly frequent among the restaurant
industry. SMEs’ owners and managers in Singapore need more
eBusiness knowledge and skills. Although SMEs report having
access to people with eBusiness skills, they report that their
o w n limi te d k n o w l ed g e an d s k i lls ar e b a r r ie r s to
eBusiness. Better external support and infrastructure are
needed. However, all of the SMEs’ owners believe that
national infrastructure, technical, financial, and regulatory
bodies within Singapore are up to standard. In addition, they
can acquire support of eBusiness by local and national
governments.
21
Fig. 5. Restaurant C's facebook.
Fig. 6. Restaurant B's online advertisement.
The participated SMEs are positive about eBusiness. SMEs
in Tanjong Pagar strongly viewed eBusiness as an opportunity
rather than a threat. Their enthusiasm is neither new nor
obviously declining, based on the continued progress in
information communication technology (ICT) and eBusiness
preparedness over the last few years.
The author interprets the results of positive attitudes and
basic infrastructure adoption as an indication that the
Singaporean SMEs are ready to move forward with eBusiness.
The steps that have already been taken are significant, and the
author see their progress as a cautious but forward-looking
approach to this still new and evolving area.
VI. WORK IN PROGRESS
The author has been proactively engaged in a number of
studies to investigate the applicability of the EBDF among
SMEs operating in Thailand and other countries. While this
study was targeted at the SMEs’ eBusiness readiness in
Tanjong Pagar, Singapore, the author’s primary objective is to
understand how the EBDF would fit into the operation of
restaurants. This would assist the author in determining what
the factors hinder them in implementing eBusiness. An
interesting area of future research would be to test the
acceptance level of the EBDF in the cultural and economic
© 2013 RANGSIT UNIVERSITY
22
RANGSIT JOURNAL OF INFORMATION TECHNOLOGY, VOL. 1, NO. 1, JANUARY-JUNE 2013
settings of Singapore. The detailed findings will be published
in future publications.
VII. CONCLUSION
There are many similarities between SMEs in Thailand and
in Singapore. As noted, SMEs because of their size are
unlikely to be able to access technical and financial resources
in the same way as a larger organization. The role of
Singapore government may need to be extended to that of a
facilitator, and the eBusiness readiness factors outlined would
reinforce this. It appears that SMEs under a restaurant sector
in Singapore are already aware of the potential benefits of
adopting eBusiness. The result of this study also indicated that
a high level of eBusiness readiness is not exclusively a
Western attribute, and Asian countries such as Singapore also
have a high level. In refining the EBDF, the starting point is to
examine Asian countries that have a high level of eBusiness
readiness for essential characteristics and any lessons that can
be learned from their experience. SMEs in Singapore provide
such an opportunity.
[16] R. G. Fuisz and J. M. Fuisz, “Method and apparatus for permitting stagedoor access to on-line vendor information,” US Patent 8255279 B2, May
2011.
[17] Ministry of Economic Development and Trade, The Wisdom Exchange
E-Business Readiness Assessment. Toronto: Queen's Printer for Ontario,
2001.
[18] J. H. Huang, W. W. Huang, C. J. Zhao, and H. Huang, “An e-readiness
assesment framework and two field studies,” Communications of the
Association for Information Systems, vol. 14, no. 1, 2004.
[19] D. Jutla, P. Bodorik, and J. Dhaliwal, “Supporting the e-business
readiness of small and medium-sized enterprises: Approaches and
metrics,” Internet Research, vol. 12, no. 2, 2002, pp. 139–164.
[20] J. Oliver and P. Damaskopoulos, “SME eBusiness readiness in five
eastern european countries: Results of a survey,” in Proceedings of the
15th Bled Electronic Commerce Conference, Bled, Slovenia, 2002.
[21] T. Pesonen and K. Smolander, “Observations on e-business
implementation capabilities in heterogeneous business networks,” in
Proceedings of the 11th IFIP Conference on e-Business, e-Service, and
e-Society, pp. 212–226, Kaunas, Lithuania, October 2011.
[22] D. Amoroso and H. Sutton, “Identifying e-business readiness factors
contributing to IT distribution channel reseller success: A case analysis
of two organizations,” in Proceedings of the 35th Annual Hawaii
International Conference on System Sciences, vol. 8, Washington, DC,
2002.
REFERENCES
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
S. Jantavongso and R. K.-Y. Li, “A new age e-business model for
SME,” in Proceedings of the 9th Australian World Wide Web
Conference, Gold Coast, Australia, 2003.
L. F. Sugianto and S. Jantavongso, “eBusiness adoption studies focusing
on Thai SMEs,” in Proceedings of the 2006 International Conference on
Computational Intelligence for Modelling, Control and Automation,
Washington, DC, 2006.
K. Blashki and S. Jantavongso, “E-business in SMEs of Thailand: A
descriptive survey,” in Proceedings of the International Conference
Information Resources Management, pp. 448–452, Washington, DC,
2006.
Inland Revenue Authority of Singapore, “Taxation of Small and
Medium Enterprises (SMEs) in Singapore,” 2007. Available:
www.itdweb.org/smeconference/documents/singapore_paper.pdf
Wikimedia Commons, “Tanjong Pagar,” 2013. Available:
https://commons.wikimedia.org/wiki/File:Tanjong_Pagar_Group_Repre
sentation_Constituency_locator_map.png
T. E. Ser, B. S. A. Yeoh, and J. Wang, Tourism Management and
Policy: Perspectives from Singapore. New York: World Scientific,
2001.
M. Grillet, “Internationalization towards China after its accession to the
WTO. Are there opportunities for European SMEs?,” Master thesis,
Department of Oriental and Slavic Studies, Catholic University of
Leuven, Leuven, Belgium, 2003.
Enterprise Development Centres, “Factsheet on New SME Definition,”
Ministry of Trade and Industry, Singapore, 2011.
P. Szende, J. K. Pang, and H. Yu, “Experience design in the 13th
century: The case of restaurants in Hangzhou,” Journal of China
Tourism Research, vol. 9, no. 1, Febuary 2013, pp. 115–132.
Department of Statistics, “Economic Surveys Series 2011 – Food &
Beverage Services,” Ministry of Trade and Industry, Singapore, 2012.
SPRING Singapore, “Singapore Food Manufacturing Industry
Directory,” Singapore, 2010.
B. H. Chua, Life is not Complete without Shopping: Consumption
Culture in Singapore. Singapore: Singapore University Press, 2005.
E. Turban, D. Leidner, E. McLean, and J. Wetherbe, Information
Technology for Management: Transforming Organizations in the Digital
Economy. Hoboken, New Jersey: Wiley, 2006.
D. T. Cadden and S. L. Lueder, Small Business Management in the 21st
Century. New York: Flat World Knowledge, 2012.
G. Philipson, Australian eBusiness Guide. North Ryde, Australia: CCH
Australia Limited, 2001.
© 2013 RANGSIT UNIVERSITY