READINGS ON SEJAHTERA MKITCHEN ENTREPRENEURSHIP

READINGS ON SEJAHTERA

MKITCHEN
ENTREPRENEURSHIP

Abdul Rahman bin Ahmad Dahlan
Majdan bin Alias

Jamaludin bin Ibrahim
Rahmah bt Ahmad H. Osman

Suhaimi bin Mhd. Sarif
Ghazali bin Jaapar
Saupi bin Man

Dzuljastri bin Abdul Razak
Noor Azian bt Mohd Ali
Normaziah bt Abdul Aziz

Noor Azizah bt Mohamadali
Nurhafizah bt Mahri

Amelia Ritahani bt Ismail
Andi Fitriah bt Abdul Kadir

Hafizah bt Mansor
Rizal bin Mohd Nor

Ahsiah bt Ismail
Asmarani bt Ahmad Puzi

Izyani bt Zulkifli
Sarah Athirah bt Saruchi

Rafiqa bt Murdipi
Maznah bt Ahmad
Dini Oktarina Dwi Handayani
Siti Asma bt Mohammed

INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA

1

READINGS ON SEJAHTERA

MKITCHEN
ENTREPRENEURSHIP

Abdul Rahman bin Ahmad Dahlan
Majdan bin Alias

Jamaludin bin Ibrahim
Rahmah bt Ahmad H. Osman

Suhaimi bin Mhd. Sarif
Ghazali bin Jaapar
Saupi bin Man

Dzuljastri bin Abdul Razak
Noor Azian bt Mohd Ali
Normaziah bt Abdul Aziz

Noor Azizah bt Mohamadali
Nurhafizah bt Mahri

Amelia Ritahani bt Ismail
Andi Fitriah bt Abdul Kadir

Hafizah bt Mansor
Rizal bin Mohd Nor

Ahsiah bt Ismail
Asmarani bt Ahmad Puzi

Izyani bt Zulkifli
Sarah Athirah bt Saruchi

Rafiqa bt Murdipi
Maznah bt Ahmad
Dini Oktarina Dwi Handayani
Siti Asma bt Mohammed

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READINGS ON SEJAHTERA

MKITCHEN
ENTREPRENEURSHIP

Please visit Facebook:
https://www.facebook.com/mkitchen.iium/
Youtube: mkitchen@iium Email: [email protected]

3

FIRST PRINT 2022
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Perpustakaan Negara Malaysia Data Pengkatalogan-dalam-Penerbitan

READINGS ON SEJAHTERA MKITCHEN ENTREPRENEURSHIP
Abdul Rahman bin Ahmad Dahlan, Majdan bin Alias, Jamaludin bin
Ibrahim, Rahmah bt Ahmad H. Osman, Suhaimi bin Mhd. Sarif,
Ghazali bin Jaapar, Saupi bin Man, Dzuljastri bin Abdul Razak,
Noor Azian bt Mohd Ali, Normaziah bt Abdul Aziz, Noor Azizah bt
Mohamadali, Nurhafizah bt Mahri, Amelia Ritahani bt Ismail, Andi
Fitriah bt Abdul Kadir, Hafizah bt Mansor, Rizal bin Mohd Nor,
Ahsiah bt Ismail, Asmarani bt Ahmad Puzi, Izyani bt Zulkifli, Sarah
Athirah bt Saruchi, Rafiqa bt Murdipi, Maznah bt Ahmad, Dini
Oktarina Dwi Handayani, Siti Asma bt Mohammed.

Published by mKitchen, Kulliyyah of Information and Communication
Technology (KICT), Jalan Gombak, 53100 Kuala Lumpur. Email:
[email protected]

ISBN 978-967-26569-5-1

4

PREFACE

This book provides a critical reading on mKitchen
entrepreneurship concepts, principles, and practices through five
chapters. Chapter 1 deliberates ta‘awun (cooperative behaviour)
at IIUM Mkitchen Entrepreneurship project at IIUM and with Masjid
Al-Syakirin Gombak (MASG). The outcome is to empower asnaf to
optimize the use of masjid as a platform to provide free food, to up
skills in foodpreneurship, to create new employment
opportunities, to give empowerment, and to nurture
entrepreneurship (3Es) for poor and needy people in the
surrounding area of it.

Chapter 2 deliberates on Sejahtera Business Model on Asnaf
foodpreneurship. The model is based on employment,
empowerment, and entrepreneurship (3Es). The Sejahtera
Business Model is imbued with Tawhidic paradigm, maqasid al-
shari'ah, and sustainability. The Sejahtera Business Model allows
for new employment creation for asnaf and needy people who
need employment.

Chapter 3 explains the budiman attributes to reinforce sejahtera
asnaf entrepreneurship with 3E and Sejahtera Framework.
Budiman comprised of adab (virtue), budi (kindness) and
sejahtera (peace). Budiman and budiwati have the capacity of
bijak berbudi (wisdom in kindness), berani (brave) and bijaksana
(full with wisdom).

Chapter 4 deliberates on mutual cooperation development. The
first phase of mutual cooperation (ta‘awun) among team members
is the usrah process which includes ta‘aruf (get to know), tafahum
(get to understand), takaful (get to protect) and tanashur (get to
love and care) orientation.

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Chapter 5 explains mKitchen IIUM students' journey in mKitchen
by integrating food entrepreneurship with Budi Sejahtera. The
students started the journey with in-class training on
entrepreneurship, business plan development, digital marketing,
and cash management. Then, the students had a cooking
demonstration on Turkish delights. One month has been allocated
for both process and content phases of training. Then, the
students had the pre-internship demonstration at Wadi Budi
before a month-long of internship during Ramadan 1443.

JEL Classification: M13 and M15

Keywords: mKitchen®, Budi Sejahtera, Community Engagement,
IIUM.

Please visit Facebook:

https://www.facebook.com/mkitchen.iium/

Youtube: mkitchen@iium Email: [email protected]

6

TABLE OF CONTENTS PAGE
CONTENTS 8-22
CHAPTER 1
TA‘AWUN (COOPERATIVE BEHAVIOUR) IN 23-46
MKITCHEN ENTREPRENEURSHIP 47-70
71-96
CHAPTER 2 97-137
SEJAHTERA BUSINESS MODEL

CHAPTER 3
BUDIMAN ATTRIBUTES

CHAPTER 4
MUTUAL COOPERATION

CHAPTER 5
EXPOSITION SEJAHTERA

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CHAPTER 1

TA‘AWUN (COOPERATIVE BEHAVIOUR) IN MKITCHEN
ENTREPRENEURSHIP

ABSTRACT
This chapter deliberates ta‘awun (cooperative behaviour) at IIUM
Mkitchen Entrepreneurship project at IIUM and with Masjid Al-
Syakirin Gombak (MASG). The main objective of the project is to
transform the mosque into a platform to provide free food, to up
skills in foodpreneurship, to create new employment
opportunities, to give empowerment, and nurture
entrepreneurship (3Es) for poor and needy people in the
surrounding area of it. Ta'awun refers to cooperative behaviour
among the participants, the sponsors, and the beneficiaries in
initiating, planning, sponsoring, executing and evaluating the
Mkitchen project at Masjid Al-Syakirin Gombak (MASG). The
journey officially started on 24th January 2021 through its first
meeting among the interested as well as committed members.
After executing two events, the project was continued with a full-
scale project for a month. The project has secured its proof of
concept (POC). Nevertheless, the project has been continued on a
small scale due to the movement restriction by the authority to
prevent the spread of coronavirus disease (COVID-19).

Keywords: Ta‘awun, Cooperative Behaviour, Mkitchen,
Community Engagement, IIUM, Masjid Al-Syakirin Gombak

INTRODUCTION
Mkitchen operates on ta‘awun (cooperative behaviour) at both the
International Islamic University Malaysia (IIUM) Mkitchen
Entrepreneurship project and IIUM with Masjid Al-Syakirin
Gombak (MASG). The main objective of the project is to transform
the mosque as a platform to provide free food, to up skill in
foodpreneurship, to create new employment opportunities, give
empowerment, and nurture entrepreneurship (3Es) for poor and
needy people in the surrounding area of it.

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Ta‘awun refers to cooperative behaviour among the participants,
the sponsors, and the beneficiaries in initiating, planning,
sponsoring, executing, and evaluating the Mkitchen® project at
Masjid Al-Syakirin Gombak (MASG). The journey officially started
on 24th January 2021 through its first meeting among the
interested as well as committed members. The title of the
proposed project for an initial start is MKitchen (Mosque Kitchen).
Figure 1.1 depicts the initial title of the project after a few hours of
deliberation.

Figure 1.1: The initial title of the project

The project is also aimed to address SDG 1 to end poverty, SDG 4
to provide quality education, and to create decent work and
economic growth. The execution of SDG 1 and SDG 4 needs SDG
17 of partnerships for the goals.
OBJECTIVES OF THE PROJECT

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There are three main objectives of this project as discussed in the
first meeting. The objectives are to formulate and establish initial
business models and to explore the use of Business Model Canvas
(BMC) to generate alternative business models. Figure 1.2 depicts
the objectives of the project.

Figure 1.2: The initial objectives of the project

The first point from the three main objectives of this project can be
further elaborated as (i) to provide free daily food to the Bottom 40
in the scheme of income (T20, M40, and B40) and asnaf (zakat
recipients, like poor and need) group around the mosque, (ii) to
employ the low income, poor and needy, and (iii) to generate
sustainable income for masjid via rental of the mosque's kitchen
facilities.
The second point focuses on developing the income generation
objective in providing sustainable income that includes the sales
of food to be collected as a donation, providing food delivery
services, and kitchen rental services.

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INITIAL BUSINESS MODEL
The idea to have a business model erupts since sustainability is
one of the vital features that need to be characterised in any
projects and model that can ensure its continuity in giving longer
benefits to society.

Using the concept of Business Model Canvas (BMC), one can
present the overall planned idea of a business intended to be
developed.

In the figure below, the BMC is called Sejahtera Model Canvas
since the aim of this project is not to derive profits as a normal
business would, but to focus on the enrichment of the basic needs,
employment and incomes for the unfortunate group in the
community around the mosque.

The term 'sejahtera' which means 'wellbeing' and 'prosperity' as
suggested by the Rector, Prof. Emeritus Tan Sri Dato' Dzulkifli
Abdul Razak is believed to give an impact on paving the right path
of the project towards elevating the social motive rather than only
the profit motive.

With this kind of model, it gives a strong signal that the social well-
being of the community is the main concern for this project first,
where the profit for its business activities comes second.

Members of the project believed that the project should be
streamlined to the mainstream. At least, MKitchen® should be
part of the IIUM Flagship project. It can be on its flagship or be
part of an existing flagship. There is a merit point for members of
the IIUM if they are part of any project with flagship status.

Before the flagship agenda, a few members of the project had
contemplated using digital entrepreneurship approach to address
post-COVID-19 lockdown consequences.

BUILDING DIGITAL ENTREPRENEURSHIP

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This module is helpful to facilitate SMEs' Quick Recovery from
COVID-19 Post MCO Crisis. Small and Medium Enterprises (SMEs)
businesses and entrepreneurs are very important to any economy.
They are the engine of growth and innovation. They are usually the
largest employer and job creators of developing economies. A
healthy economy requires strong, innovative, and vibrant
entrepreneurs.

Unfortunately, the recent COVID-19 pandemic has exacerbated
the SMEs. The pandemic crisis incident response measures such
as Movement Control Order (MCO) have greatly impacted their
business viability – disrupted supply chains, no customers, and no
cash flow.

Social distancing and MCO are COVID-19 Pandemic Crisis
Response phase. Once the infection has subsided the country has
to activate the Business Recovery phase, executing a plan and
strategy for the whole country to recover including the economy –
to return to the old normal if possible.

The recovery strategy must be chosen properly to ensure no
return of the pandemic, a safe and fast recovery. It is mission
critical for the SMEs (old and new startups) to embark on the right
recovery strategy and desirably the strategy that would enable
them to create their own Blue Ocean market.

In this time of rapid change, we have a golden opportunity to
engage the SMEs to rethink and adopt a more scientific approach
to restarting their businesses – a better recovery strategy.

For the stalled economy to recover fast, the country must revive
and restart the SMEs the soonest, and COVID-19 safe. However,
the COVID-19 pandemic has changed much of the business
landscape.

Without a proper vaccine for COVID-19, businesses must contend
with the new normal. Social distancing has disrupted how
business is conducted. SMEs must adapt to this new customer
behavior. To survive and thrive, Post COVID-19 MCO
entrepreneurs must acquire the ability to quickly foresee and
adapt to a potential crisis.

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All these require flexible modeling tools that allow analysis to be
made on the fly. Specifically, in this research project, we are going
to employ the Business Model Canvas and Value Proposition
Canvas (BMC-VPC) as the tool to help analyse and build a
compelling business model to catalyse recovery.

Using the BMC-VPC paradigm, we will build a Meta-business
model by analysing each of the nine BMC components for any
disruption caused by the pandemic crisis. An alternative course of
action will be formulated to leverage the changes. For example,
the main delivery channel Post COVID-19 MCO would mainly be
based on e-commerce.

However, this may change with the discovery of the COVID-19
vaccine. From the VPC, the customer profile will include the pains
and gains caused by the pandemic resulting in different painkillers
and gain creators.

All these will generate different value proposition prototypes that
will readily comply with the constraints posed by the pandemic.
The new design space of the meta-business model will inform the
entrepreneurs of the feasible business model prototypes it could
choose to test, validate, and implement. This flexibility would allow
the entrepreneurs to analyse and formulate the necessary
changes quickly.

Given the Meta-business model, we will be designing, testing,
validating, and implementing an entrepreneurship training module
prototype to help entrepreneurs meet the challenges posed by the
new normal – helping them to recover fast and adapt to the new
normal.

We called it the Digital Entrepreneurship module because of the
pervasiveness of digital technology and business modeling being
used to help SMEs business owners and new entrepreneurs to
design their businesses leveraging on the new normal.

This scientific approach will allow the entrepreneurs to build
prototypes, test, validate and improve them before embarking on
full-fledged business investment. Entrepreneurs could thus

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optimize within the feasible design space of the meta-business
model and could create their own Blue Ocean Strategy.

The final output of the research will be the COVID-19 Pandemic
compliant SMEs Business Recovery Tool (see figure below). A tool
to be used by stakeholders (such as business model designers,
coaches, mentors, funders, SME owners, and entrepreneurs) to
help SMEs recover. The main component of this tool is a digital
platform called the Meta-Business Model.

Conceptually, the Meta-Business Model is the generic BMC-VPC
model used to generate a compliant Digital Entrepreneurship
Module required to reskill SME Owners and new entrepreneurs.
Furthermore, the Meta-Business Model is also used to generate
alternative BMC-VPC model prototypes for specific business
ideas, products, and services. The tool will be tested for its
effectiveness in aiding the recovery of the participating SMEs
owners and entrepreneurs.

COVID-19 has brought about new challenges and opportunities to
businesses, especially SMEs. The pandemic has changed the
business landscape. The lack of vaccines and social distancing
requirements made business more challenging.

The lockdown measures have exacerbated the survival of small
businesses. It has not only disrupted the demand for products and
services, but has destroyed the supply chains that are crucial to
the continuity of businesses. The value chain from raw materials
to the customer is disrupted and in need of new thinking. The old
supply chain may have disappeared altogether.

Entrepreneurs must rethink their approach and redesign their
business models to meet these challenges. The early birds will
have the opportunity of creating blue-ocean business models –
having the whole market to themselves for a period. We need to
question assumptions made about the business model before the
pandemic.

COVID-19 kills people and fuels fear. It cripples businesses and
shrinks bank accounts. Pity the countless workers who may lose

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their jobs. And the numerous employers who feel they are sinking
into financial quicksand.

Based on different scenarios for the impact of COVID-19 on global
GDP growth, the International Labour Organisation (ILO, 2020)
estimates indicate a rise in global unemployment of between 5.3
million ("low" scenario) and 24.7 million ("high" scenario) from a
base level of 188 million in 2019. ILO calls for urgent, large-scale,
and coordinated measures across three pillars: (i) protecting
workers in the workplace, (ii) stimulating the economy and
employment, and (iii) supporting jobs and incomes.
Underemployment is also expected to increase on a large scale,
as the economic consequences of the virus outbreak translate
into reductions in working hours and wages.

A survey, with 168,182 respondents aged 15 years and above,
conducted by the Department of Statistics Malaysia (DOSM, 2020)
online from March 23 until March 31, 2020, following Covid-19 and
the Movement Control Order (MCO) being enforced has found that:

a. 46.6% of self-employed respondents had reported losing
their jobs.

b. The agriculture and services sectors recorded the highest
percentage of job losses as compared to other sectors, with
21.9% and 15.0% respectively. ―For the agriculture sector,
33.0% of workers in the fisheries sub-sector reported job
losses whilst 21.1% in agriculture & plantation. In the
services sector, job losses were in the Food & Beverage
Services sub-sector recording 35.4%, followed by the
Transport & Storage sub- sector with 18.7%.‖

c. An estimated nine out of 10 respondents were still working
with lower than usual salaries.

d. In terms of financial savings, more than two-thirds (71.4%) of
self-employed respondents have sufficient savings for less
than one month. Only 6.2% of respondents said they were
less affected and 52.6 percent of respondents informed they
were financially most affected.

e. The duration of employee tenure also influences the financial
savings of which 69.7% of those who have worked for less
than one year stated that their financial savings may only
support them for less than a month. About 11.4% of those

15

working for 21-30 years and 11.7% working over 30 years
had sufficient financial savings for up to 4 months.
f. The majority of respondents said they are unprepared if the
duration of the MCO was extended except for employees
under Government Linked Companies (GLC) and
multinational companies (MNCs).

DIGITAL ENTREPRENEURSHIP MODULE OVERVIEW
The module equips participants with a practical design
technique to understand the digital platform business model:
the creation of digital communities and marketplaces that allow
different groups to interact and transact. Participants need to
learn about the new digital entrepreneurial competencies and how
they can work in this new world of ecosystems which requires a
completely new way of dealing with customers, partners, and
traditional competitors. It is critical for the success of any
digital strategy that a business needs to have the ability to
compare and contrast these transformation changes against
the industry trends as they prepare to enter the digitalisation
era.

Throughout this module, participants will be equipped with the
knowledge and practical skills that enable them to
comprehend, explain and analyse, thus understanding how
their current business is currently operated which enables
them to visualise the business model improvement for their
immediate and future businesses. The business modelling
tools (BMC, VPC & EM) can be used to describe, design,
challenge and pivot their business model based on the
industry best practices.

Digital Entrepreneurship Module Objective
To assist SME owners and retrenched workers by up-skilling or
reskilling them with the required attitudes, mindsets, and digital
entrepreneurial competencies – knowledge, skill, and value - in
enhancing the probability of their business success while
assisting them to create job opportunities for others.

Digital Entrepreneurship Benefits
Upon the completion of this module, participants will acquire
the knowledge, skills, and values to:

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a) Understand the core concepts of Customer Centricity and

Business Model Canvas.

b) Learn the various elements of the Business Model Canvas

and how to visualize them.

c) Make comparisons and understand the difference

between Business Models of various businesses.

d) Modify various aspects of the business model for

improvement and visualize the impacts on the overall
business success.

A JOURNEY ON 2 FEBRUARY 2021
Indeed, 7 in 10 of these households reported that COVID-19 had
affected their ability to meet their basic living expenses, with 37
percent reporting that they struggle to purchase enough food for
their families while 35 percent are unable to pay their bills on time.

Families need assistance due to their inability to resume work or
economic activities, with much-preferring cash and rental
assistance, as well as job opportunities. Assistance coverage can
be improved, in particular for the self-employed, given that only 2
percent of the self-employed applied for the PRIHATIN Special
Grant.

The main objective of this project is to transform one of the key
resources of masjid i.e. kitchens (m-Kitchen®) as a potential:

(a) Soup Kitchen [S.K.] (SDG2), and
(b) Job creation for B40 & Asnaf groups (SDG1, SDG4 & SDG8).
The 17 SDGs are SDG (1) No Poverty, (2) Zero Hunger, (3) Good
Health and Well-being, (4) Quality Education, (5) Gender Equality,
(6) Clean Water and Sanitation, (7) Affordable and Clean Energy,
(8) Decent Work and Economic Growth, (9) Industry, Innovation
and Infrastructure, (10) Reducing Inequality, (11) Sustainable
Cities and Communities, (12) Responsible Consumption and
Production, (13) Climate Action, (14) Life Below Water, (15) Life
On Land, (16) Peace, Justice, and Strong Institutions, (17)
Partnerships for the Goals.

This is aligned with the motivation to turn a zakat recipient into a
zakat payer or 'Dari Penerima Zakat Ke Pembayar Zakat‘.

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How to do it?
Firstly, the team has to decide what the practical and realistic
deliverable is. As for now, the team has to make sure M-Kitchen®
can be a soup kitchen and employment creation.
What does the team have to do?
Firstly, the team has to get interested parties to sign a
Memorandum of Understanding (MOU) with either: (a) identified
Masjid As-Syakirin & Majlis Agama Islam Selangor (MAIS), or (b)
Social Welfare Department or Jabatan Kebajikan Masyarakat
(JKM) under the Ministry of Women and Family Development.
Secondly, the team has to establish a partnership with groceries,
suppliers & donors for the m-Kitchen®.
Thirdly, the team has to decide on the right menu & food.
Fourth, the team has to drive and recruit community volunteers (or
some kind of self waqf or waqaf diri).
Fifth, the team has to establish partnerships with local NGOs &
collaborators.
Sixth, the team has to develop vocational programmes for re-skill
or up-skill low-income, poor and needy or B40/asnaf, masjid staff,
and community volunteers.
Finally, the team and collaborators must engage in aggressive
campaigning for Public awareness.
What are the activities to achieve the deliverable and milestone?
Firstly, the team needs to choose a masjid. A masjid that reaches
the most people should be located where the poor, unfortunate &
homeless people can reach easily. Improve the design of an
integrated public kitchen, storage system, and tracking system
like Menjejak Asnaf (MOJA) application.

18

Secondly, the need to establish an MKitchen eco-system including
kitchens, call-centre system/apps, project manager, bank
account, and B40 full-time.

Thirdly, the team needs to get groceries for the m-Kitchen - This is
where the community has to pitch in. Ask local businesses,
restaurants, and grocery stores to donate food or give your m-
Kitchen a discount.

Fourthly, the team needs to get the right menu & foods – as (a)
soup kitchens, and (b) income generation (more importantly, it
does not ―disturb or kill‖ the local micro & small food business
community).

Fifth, the team needs to get donations & community volunteers
(waqaf diri) - This is where the community needs to volunteer at
the m-Kitchen. Ask neighbours, friends, family, schools, local
businesses, and organizations to donate excess food or be a
sponsor for the m-Kitchen. Every little bit helps.

Sixth, the team needs to get collaborators. There is no need to
reinvent the wheel. Other local organizations & NGOs e.g. PPIM
(Persatuan Pengguna Islam Malaysia), have help the poor &
unfortunate.

Seventh, the team needs to offer reskilling/upskilling programmes
for B40/asnaf, masjid staff, community volunteers e.g. kitchen &
storage apps/SOP, office & accounting management,
entrepreneurship, and customer/partners services.

Finally, the team needs to get the word out (word of mouth) and
create public awareness.

First M-Kitchen IIUM-MASG meeting on 8 February 2021
This meeting marks the first milestone of mKitchen® to start
collaborating with the mosque outside the campus and help the
unfortunate communities.

The Mkitchen® project has taken its journey from zero to where it
is today. The journey was from 1 Muharram 1442 until 30 Zulhijjah
1442. The journey has been full of colours. It took a lot of
sacrifices, but the value is of lifetime achievement in spreading

19

mercy to the world (rahmatan lil ‗alamin). The steering and
strategic committee had no rest. Weekly strategic meetings have
been a routine. Sometimes, there were ad-hoc meetings on
weekdays and weekends.

All stakeholders (participants, donors, partners) of Mkitchen®
have done their best level. Alhamdulillah, there have some
outcomes to prove the concept of Mkitchen® has value for all.
Table 10.1 summarises the outcomes of Mkitchen® (within 1
Muharram – 30 Zulhijjah 1442 Hijriyyah).

CONCLUSION
Mkitchen® project received a warm welcome from various entities
in society in principle. Each entity proposed for customized
modus of Operandi to meet the uniqueness and contexts of
different entities. The way forward in the 1443 hijriyyah calendar
will be inclusive, customized, and driven by Sejahtera Lestari
Afiyah Rahmatan lil ‘alamin with Ta‘awun (cooperative behaviour)
and digitalization.

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Mhd. Sarif, S. (2018). Effects of strategic ta'awun on sustainable,
entrepreneurial and urbanised smart society in Muslim world.
Journal of Education and Social Sciences, 9(3), 40-46.

Mhd. Sarif, S. (2020). Taqwa (piety) approach in sustaining Islamic
philanthropy for social businesses. Journal of Islamic
Management Studies, 3(1), 58-68.

Mhd. Sarif, S. (2020). Strategic planning with ulū al-albāb
approach. Journal of Islamic Management Studies, 3(1), 48-57.

OECD.Stat (2021). Key Short-Term Economic Indicators.
https://stats.oecd.org/

UNICEF (2021). Annual Report 2020.

https://www.unicef.org/reports/unicef-annual-report-2020

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CHAPTER 2

SEJAHTERA BUSINESS MODEL

ABSTRACT
This chapter deliberates on Sejahtera Business Model on Asnaf
foodpreneurship. The model is based on employment,
empowerment and entrepreneurship (3Es). The Sejahtera
Business Model is imbued with Tawhidic paradigm, maqasid al-
shari'ah, and sustainability. The Sejahtera Business Model allows
for new employment creation for asnaf and needy people who
require employment. The empowerment component enables
people to practice knowledge and vocational and technical skills
in their existing employment and new employment. The
entrepreneurship component nurtures, develops, and reinforces
asnaf and needy to venture into enterprises for triple bottom line
(profit, people, and planet).

Keywords: Sejahtera Business, Entrepreneurship, Food
Entrepreneurship

INTRODUCTION
When the world is very competitive in maximizing profitability by
sustaining competitive advantage dynamically, sustainability of
human civilization, human well-being, and environmental
protection have been compromised. The mainstream is
comfortable with the commercial and profitability agenda despite
knowing the consequences for humanity, the environment, and
civilization. Any attempt to divert the profit-maximizing agenda
could not go fast and far.

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The world needs a sejahtera context. Sejahtera denotes peace,
harmony, and prosperity in human society. None of the humans is
left behind and suffering severely in physical, spiritual, and
cognitive. A sejahtera context allows for human development
according to the nature of humans and values.

SEJAHTERA FRAMEWORK
The most fundamental in sejahtera is the paradigm and value to
put the paradigm into action. The paradigm provides direction
according to faith, values, and interest. Islam provides Tawhidic
paradigm to guide the direction for decisions and actions.
Tawhidic paradigm is about realizing the existence of humans in
this world to execute duties as ‗ibad (servants of Allah) and
khalifah (vicegerents of Allah). The primary reference to the
Tawhidic paradigm is the revelation from Allah in the Quran and in
the Sunnah of the Prophet.

The guiding standard of the operating procedure is through
Maqasid al-Shariah (objectives of Islamic law) or five human
existences (protection of faith, life, intellect, progeny, and wealth).
The primary priority is to protect the five human existence or also
known as daruriyat (necessity) priority. This primary priority must
be protected at all times. The secondary priority or hajjiyat can be
delayed while meeting the daruriyat priority.

3E FRAMEWORK
This 3E provides employment, empowerment, and
entrepreneurship to the target group. In this context are the asnaf
and needy people.
group. In this context is the asnaf and needy people.

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Unlike the general public, university students have been exposed
to various entrepreneurship programs organized by various
entities on campus and outside the campus. However, for
mKitchen, the training has been customized to achieve the
specific objectives of mKitchen. Firstly, is to optimize the
utilisation of mosque and/or mahallah kitchens in providing
sejahtera soup kitchen (free, halal & toyyiban food) for the low-
income, poor and needy. Secondly is to provide an incubation
facility that is dedicated to creating apprenticeship and short-term
employment, to make empowerment, and nurturing
entrepreneurship (3E) in food entrepreneurship for students from
the low-income, poor and needy families. The students' version is
of sejahtera, humanising, maqasidic, and for rahmatan lil‘alamin
(Ahmad Dahlan et al, 2021a, 2021b, 2021c).

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MODULE 1: ENTREPRENEURIAL MIND-SET & BUSINESS MODEL
The 3E Digital Entrepreneurship Workshop Module 1 is focusing
on transforming the entrepreneurial mindset based on a multi-
sided digital platform business model.

ENTREPRENEURIAL MINDSET:
An entrepreneurial mindset is a set of skills that enable people to:
a. identify pains & gains of customers
b. identify & make the most of opportunities,
c. overcome & learn from setbacks, and
d. succeed in providing solutions & value creation as "forces
for good".

DOMAINS OF ENTREPRENEURIAL MINDS:
a. Future orientation
b. Comfort with risks
c. Flexible and adaptable
d. Creative in identifying and solving problems
e. Able to be creative and innovative
f. Able to recognise the opportunity
g. Able to communicate and collaborate
h. Able to initiate and self-reliance

WHY DO ENTREPRENEURS VENTURE INTO A NEW BUSINESS?
a. They understand the extreme pains, essential gains &
challenges of the Customer Segment (CS). They have the passion
& interest to solve the problems faced by the CS.
b. They have the competency to build the product/services as
solutions that the CS wants i.e. the job-to-do, gain creator, and
pain reliever.
c. They know the sustainability of their business (at least paying
entrepreneurs‘ salary), with high demands, where CS is willing &
capable of paying for the solutions.

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WHAT IS A BUSINESS MODEL?
A business model describes the rationale of how an organization
creates, delivers, and captures VALUE. It can be described using
the business model canvas (BMC) through 9 building blocks:
a. Customer Segments,
b. Value Propositions,
c. Channels,
d. Customer Relationships,
e. Revenue Streams,
f. Key Resources,
g. Key Activities,
h. Key Partnerships, and
i. Cost Structure.
BUSINESS MODEL CANVAS (BMC)

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A sample BMC for a typical soup kitchen business model:
A possible BMC for mKitchen business model:

©mKitchen 2021

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WHAT IS THE PLATFORM ECONOMY BUSINESS MODEL AND
WHY IS IT IMPORTANT?

The platform economy is supported by the unique level of global
internet connectivity and promises huge financial and business
value.
a. Permits innovative/agile business collaboration within/across
industries.
b. Allows for innovative delivery solutions for goods and
services.
c. Provides access to new markets and customers at the local
and global levels.
d. Sets the basis for rapidly accelerating growth.

Mkitchen students should design a unique platform business
model. The platform business model enables entrepreneurs to
realise the opportunities provided by the platform economy and to
reap the benefits.
a. Enables entrepreneurs to innovate their businesses as game
changers.
b. Enables the monetisation of data by data acquisition and
sharing, control of data flows, and data analytics.
c. Demonstrates business scalability with close to zero
marginal costs.
d. Allows for cost-cutting by streamlining business processes
and organisations.

MODULE 2: BUILDING AN INITIAL BUSINESS MODEL USING
DESIGN THINKING AND BUSINESS MODELLING TOOLS

Module 2 focuses on building an initial business model using the
design thinking approach and business modelling tools by
Osterwalder & Pigneur (2010) – Business Model Canvas (BMC),
Value Proposition Design Canvas (VPC), Business Environment
Map (EM).

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THE DESIGN THINKING (DT) APPROACH:

The DT approach has two key domains namely (a) Problem
Domain with two processes – Empathise & Define, and (b) Solution
Domain with three processes – Ideate, Prototype & Test. The
Problem Domain is to understand and define the key challenges
and problems to be solved. The Solution Domain is to ideate,
prototype, and test & pivot the viable solutions:
a. Firstly, Sketch out your Hypotheses
● Develop a series of untested hypotheses
● Summarize hypotheses in the form of a BMC, VPC, and EM
b. Secondly, Listen to Customers
● ―Get out of the building‖ approach. Customer development is
to test their hypotheses.
● Rapidly assemble minimum viable products (MVP)
c. Thirdly, Quick, Responsive Development
● Agile joint development with customers
● Developing MVP iteratively & incrementally

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MODULE 3: VALIDATE & TEST THE INITIAL BUSINESS MODEL
The 3E Digital Entrepreneurship Workshop Module 3 is focus on
validating and testing the initial business model developed in
Module 2 in the form of EM, BMC, and VPC.
VALIDATE, TEST & PIVOT THE INITIAL BUSINESS MODEL

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Lean and new start-ups use a ―get out of the building‖ approach
called customer development to validate and test their hypotheses
(Listen to Customers).
a. They go out and ask potential users, purchasers, & partners
for feedback on all elements of the business model, including
service & product features, pricing, distribution channels, and
affordable customer acquisition strategies.
b. The emphasis is on nimbleness & speed: New ventures
rapidly assemble minimum viable products (MVP) & immediately
elicit customer feedback.
c. Using customers‘ input to revise their assumptions, they
start the cycle over again, testing redesigned offerings & making
further small adjustments (iterations) or more substantive ones
(pivots) to ideas that aren‘t working.

Validate and test the initial business model (adapted from Bland &
Osterwalder, 2020; and Osterwalder et al., 2014).

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35

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MODULE 4,5 & 6: BUILDING THE BUSINESS, MARKETING &
FINANCIAL PLAN
The 3E Digital Entrepreneurship Workshop Module 4 is focus on
building up the business plan, marketing plan, and financial model
based on the validated business model developed in Module 3.
Both business model and business plan are needed.

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BUSINESS PLAN

The following is typical Business Plan Content:
a) Executive summary
b) mission statement
c) Business description
d) Business environment analysis
e) swot analysis
f) Industry background
g) competitor analysis
h) market analysis
i) marketing plan
j) operations plan
k) Management summary
l) financial plan
m)Achievements and milestones

Typical questions addressed by a business plan
a) What problem does the company's product or service solve?
What niche will it fill?
b) What is the company's solution to the problem?
c) Who are the company's customers, and how will the
company market and sell its products to them?
d) What is the size of the market for this solution?

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e) What is the business model for the business (how will it make
money)?

f) Who are the competitors and how will the company maintain
a competitive advantage?

g) How does the company plan to manage its operations as it
grows?

h) Who will run the company & what makes them qualified to do
so?

i) What are the risks and threats confronting the business, and
what can be done to mitigate them?

j) What are the company's capital and resource requirements?
k) What are the company's historical and projected financial

statements?
FINANCIAL MODELLING TOOL:

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DIGITAL MARKETING USING WHATSAPP:

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CASH MANAGEMENT:

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REFERENCES
Ahmad Dahlan, A.R., Ibrahim, I., Ahmad H. Osman, R., Mhd. Sarif,
S., Jaapar, Man, S., Abdul Razak, D., Mohd Ali, N. Z., Abdul Aziz,
N., Mohamadali, N. A., Mahri, N., Ismail, A. R., Abdul Kadir, A. F.,
Mansor, H., Mohd Nor, R. (2021a). Business model shifts: masjid
kitchens as soup kitchens, jobs employment and empowering
asnaf entrepreneurs, and income generation for the masjid. In:
International Conference on Information Technology for the
Muslim World (ICT4M 2021), 4 - 6 June 2021, Virtual.

Ahmad Dahlan, A.R., Ibrahim, I., Ahmad H. Osman, R., Mhd. Sarif,
S., Jaapar, Man, S., Abdul Razak, D., Mohd Ali, N. Z., Abdul Aziz,
N., Mohamadali, N. A., Mahri, N., Ismail, A. R., Abdul Kadir, A. F.,
Mansor, H., Mohd Nor, R. (2021b). A Jouney of Ta‘awun
(Cooperative Behaviour) in Edu-Action at IIUM Mkitchen® and
Masjid al-Syakirin Gombak (MASG). Meso Publishing, Gombak.

Ahmad Dahlan, A.R., Ibrahim, I., Ahmad H. Osman, R., Mhd. Sarif,
S., Jaapar, Man, S., Abdul Razak, D., Mohd Ali, N. Z., Abdul Aziz,
N., Mohamadali, N. A., Mahri, N., Ismail, A. R., Abdul Kadir, A. F.,
Mansor, H., Mohd Nor, R. (2021c). Mkitchen® UIAM Penggerak
Asnaf Sejahtera Lestari. Meso Publishing, Gombak.

Bland, D. J. & Osterwalder, A. (2020). Testing Business Ideas.
John Wiley & Sons, Inc., Hoboken, New Jersey.

Mhd. Sarif, S. ed. (2020). Managing Ta'awun in post normal times.
Meso Publishing, Kuala Lumpur.

Mhd. Sarif, S., Ismail, Y. & Zainudin, D. eds. (2021). Cooperative
(ta‘awun) behaviour in transforming sejahtera society through
education in action (edu-action). Meso Publishing, Kuala Lumpur.

Mhd. Sarif, S., Ismail, Y., Zainudin, D., Ahmad Dahlan, A.R., Alias,
M., Ibrahim, I., Ahmad H. Osman, R., Jaapar, G., Man, S., Abdul
Razak, D., Mohd Ali, N. Z., Abdul Aziz, N., Mohamadali, N. A.,
Mahri, N., Ismail, A. R., Abdul Kadir, A. F., Mansor, H., & Mohd Nor,
R. (2021). Cooperative behavior (ta‘awun) between mosques and
civic organizations in empowering asnafpreneurs through IIUM m-
kitchen® project. In: 2nd Kedah International Zakat Conference
2021 (KEIZAC 2021), 17-18 August 2021, Online.

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Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos,
T. (2014). Value proposition design: how to create products and
services customers want. John Wiley & Sons, Inc., Hoboken, New
Jersey.
Osterwalder, A. & Pigneur, Y. (2010). Business model generation:
a handbook for visionaries, game changers, and challengers.
John Wiley & Sons, Inc., Hoboken, New Jersey.

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CHAPTER 3

BUDIMAN ATTRIBUTES

ABSTRACT
This chapter explains the budiman attributes to reinforce
sejahtera asnaf entrepreneurship with 3E and Sejahtera
Framework. Budiman comprised of adab (virtue), budi (kindness)
and sejahtera (peace). Budiman and budiwati have the capacity of
bijak berbudi (wisdom in kindness), berani (brave) and bijaksana
(full with wisdom). Budiman and budiwati with these attributes will
manifest budi bahasa (rasa), budi pekerti (rupa), and budi bicara
(roh). Thus, budiman and budiwati manifest sejahtera niat
(peaceful intentions), sejahtera keputusan (peaceful decisions),
and sejahtera tindakan (peaceful actions). The foundation of adab
(virtue) is based on formula A-D-A-B. A is amanah (trustworthy),
dakar (staunch), akhlak (ethics), and bestari (intelligent). Budiman
and budiwati are persistently making contribution of sejahtera to
self and others.

Keywords: Budiman, Sejahtera, Adab, Akhlak, Intelligence.

INTRODUCTION
Budiman in Mahallah Kitchen aims to achieve several objectives,
namely to provide budi through free, halal & toyyiban food for the
low-income, poor and needy students, and to be equipped with
food industry capability through incubation facility for a short-term
apprenticeship and employment and at the same time up-skilling
and empowering of the interested students from the low income,
poor and needy family to become entrepreneurs (3E) in food
entrepreneurship.

The Budiman in Mahallah Kitchen is motivated, inspired, and
guided by IIUM Roadmap 2021-2022. The Budiman is to nurture
balanced human while creating values for institutional stability
and societal wellbeing via experiential learning, responsible
research and innovation, and community engagement. This is
relevant to the neighbouring, local, national, regional, and global
citizens. Figure 3.1 shows IIUM Roadmap 2021-2022.

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Figure 3.1: IIUM Roadmap 2021-2022

Budiman guides the humanizing education through vision and
mission of IIUM. The humanizing education is guided by the
Maqasid al-Shariah to protect and preserve faith, life, intellect,
lineage, and wealth. Budiman protects five (5) Budi Maqasid al-
Shari‘ah, while aligning to the Sustainable Development Goals.
Budi covers all SDG goals. Figure 3.2 depicts the humanising
education.

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Figure 3.2: Humanising education with Sustainable Development
Goals

Source: Sejahtera Centre of Humanity and Sustainability IIUM.
(2021). Roles of Universities. In UNGS1201 Sustainable
Development.
Budiman follows IIUM Sejahtera Academic Framework (SAF) and
the guiding principles of empowerment, flexibility, innovation, and
accountability. Sejahtera Academic Framework provides
guidance and direction on how budiman are educated, trained,
and developed with the foundation of Tawhid (true submission to
Allah) by preserving and protecting basic humanity in terms of
faith, life, and knowledge, wealth and lineage.

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These maqasid (objectives) must be protected and preserved to
assure that budiman are ready to be educated, trained, and
developed with the values of IIUM. The values of IIUM are
explained by the vision and mission statements. The vision
statement stated that "IIUM is inspired by the worldview of tawhid
and Islamic philosophy of the unity of knowledge as well as its
concept of holistic education, the university aims at becoming a
leading international centre of excellence in education, research,
and innovation which seeks to restore the dynamic and
progressive role of the ummah in all branches of knowledge for
the betterment of human life and civilisation.‖

The mission statements of IIUM mentioned:

1) To undertake the special and greatly needed task of
reforming the contemporary Muslim mentality and integrating
Islamic Revealed Knowledge and Human Sciences positively;

2) To produce better quality intellectuals, professionals, and
scholars by integrating the qualities of faith (ʾīmān), knowledge
(‗ilm), and good character (akhlaq) to serve as agents of
comprehensive and balanced progress as well as sustainable
development in Malaysia and the Muslim world;

3) To promote the concept of Islamisation of human knowledge
in teaching, research, consultancy, dissemination of knowledge,
and the development of academic excellence in the University;

4) To nurture the quality of holistic excellence which is imbued
with Islamic moral-spiritual values, in the process of learning,
teaching, research, consultancy, publication, administration, and
student life;

5) To exemplify an international community of dedicated
intellectuals, scholars, professionals, officers, and workers who
are motivated by the Islamic worldview and code of ethics as an
integral part of their work culture;

6) To enhance intercultural understanding and foster
civilizational dialogues in Malaysia as well as across communities
and nations;

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