Bee venom is a sub-product of the beekeeping activity, and has a wide field of applications in several pivotal markets. Nevertheless, its collection is not an activity disseminated among Portuguese beekeepers, as its production is marginal. There are limited empirical studies on the production and the technical aspects involved in this type of activity. Our study, therefore, contributes to narrowing this knowledge gap, by analyzing and comparing the productivity and profitability of two bee venom collection techniques. The first involves equipment available on the market, and the second involves a new device developed from the aim of the present work. Concerning market knowledge, a questionnaire was given to a sample of beekeepers, to understand and characterize the market’s needs and the level of information about bee venom. Because of the growing market interest in this product, a new collector is proposed, based on a set of intensive frame collectors strategically placed inside the beehives. The improvements obtained were increased production, either in terms of quantity or quality, obtaining a positive profitability. To evaluate the productivity of the proposed equipment, a comparison was performed, in an apiary, between existing state-of-the-art equipment and the proposed intensive collector. In a second stage, the profitability of the new proposed equipment was analyzed, using a comparative method between incomes and costs associated with both solutions. The results obtained showed that the new intensive collector enables a profitable collection of bee venom in Portugal, despite its higher initial investment.

Purpose: The purpose of this paper is to present a conceptual model of business development that provides operational ways to increase the competitive presence of more micro and small ventures (both actual and new) in enlarged markets, including international ones. Design/methodology/approach: The paper develops a conceptual model starting from the identification of the most usual constraints limiting the SMEs and entrepreneurship development and success. After this stage, the model was built with the help of selected concepts, which represent a theoretical framework of support. Findings: Regarding the universe of SME and entrepreneurship, the authors usually find some weaknesses: markets mainly local/regional, absence of growth, cooperative networks and/or international operations, because of several usual constraints: limited competences and resources, absence of critical mass on buying/selling and difficulty to cooperate. These shortcomings represent an economic waste when there are competitive offers and/or endogenous resources. Research limitations/implications: The model will be applied in a Portuguese county, in this way the authors expect to make an empirical research in the near future. Practical implications: The model surpasses the, usual, limited skills of people and organisations betting in their competitive specialisation, with the assumptions that few people can be successful entrepreneurs/managers, but quite everyone can perform something competitively. The organisation/structure – Local Development Platform (LDP) – has the responsibility to assure the competitiveness of value chains built over networks of these agents. Additionally, the LDP should provide collective resources to lower the investments and operational needs of the agents involved, provide the added value services necessary for offers and agents’ competitiveness, achieve critical mass on buying and selling and enlarge/open new markets. These resources are organised in up to five specialised platforms, to service a strategy structured along five axes of development. Social implications: With this model, it is possible to increase the levels of employment and welfare. Originality/value: A practical/operational integrated model able to be applied in different contexts will help private and public agents to define and implement strategies of development to enable the growth and success of SMEs and entrepreneurial initiatives in the international markets context.

In an ever-changing world, people and organizations face a growing number of threats with increasing levels of volatility, uncertainty, complexity, and ambiguity. To face this reality, managers and specialists need to be armed with a set of soft and technical skills inherent to their jobs and positions. Th is reality is recognized by OECD, UNESCO, and others, with Higher Education Institutions increasingly embracing Social Responsibility concerns, job market views, new generation learning styles, and student perspectives on career planning.

This study conceives career development as a design process and not as a planning activity. An uncertain and fast-changing professional environment requires adaptation and training in a proper mindset. Since there is no such thing as “expertise” in life, Design methodologies and principles may be helpful for students to develop self-awareness and guidance. This study presents a comparative approach based on Beckman and Barry’s (2007) learning framework of the two main career development methodologies for students based on Design Thinking: “Designing Your Life and BE(A)ST” (BE Aware STudent). Designing Your Life explores design thinking principles and techniques to help individuals create fulfilling and meaningful careers. BE(A)ST is an approach, process, and set of tools that assist students in designing their careers while still at university.

Information about the paper titled "2030 – CHARTING THE FUTURE WITH SOCIAL RESPONSIBILITY" at IATED Digital Library

This book provides university administrators, professors, and career specialists with a comprehensive introduction to the BE(A)ST (BE Aware Student) approach. The BE(A)ST approach aims at enhancing students’ awareness of personalized career development, fostering a connection between their professional identity, beliefs, and actions to support career awareness. With the BE(A)ST approach, we provide a solution to improve the alignment between the career and the life of our students. The Personalized Career Development (PCD) course based on the BE(A)ST approach and described in this book is the result of three research programs focused on the development of the method and on its adaptation, scientific validation, and dissemination.