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This case discusses Bank Islam Brunei Darussalam’s (BIBD) social responsibility initiative. Social marketers are committed to people’s health and well-being; they are not profit-oriented and are seeking a larger market share than commercial marketers. One such example is “Community for Brunei” the Corporate Social Responsibility (CSR) initiative by BIBD. It is an online marketplace designed to help small businesses, highlighting different social and philanthropic causes that are important to Bruneians’ nurturing identity. BIBD assists the country’s small, medium, and micro entrepreneurs to actively and competitively expand their businesses through the Brunei community. It aims to help ease and transform the marketplace for struggling entrepreneurs during the pandemic. The Brunei Community Platform uses technology to bring communities together and provide an online ecosystem with integrated digital payment gateways as part of their efforts to encourage a digital society driven by a cashless economy. Other than a digital marketplace, the Community for Brunei has evolved into a social charitable platform conducting charity drives in collaboration with other non-government organizations as well as a donation platform enabling the community to donate and give back to the nation in difficult times such as the COVID-19 pandemic. As part of BIBD’s overall commitment to maintain the United Nations Sustainable Development Goals, events related to Community for Brunei also guards urban areas to ensure its safety, resilience and sustainability. BIBD’s CSR projects also promotes sustainability in consumption and clean production patterns, and takes urgent action by responding to climate change and its impact. The key takeaways of BIBD’s digital platform Community for Brunei is not only to accept but to fully embrace digitization of today’s businesses to not only continue thriving in this very restricted and scarcely resourced environment but to also open up opportunities to enter their goods and services into the global market. It has also become a community-driven and socially responsible platform providing a place for the society to give back to the community.

Corporate Social Responsibility, Consumer Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case highlights the challenges that Society for Community Outreach and Training (SCOT) faced to be self-sustained in running the operation. SCOT is one of the non-government organizations (NGOs) in Brunei that aims to eradicate poverty in sustainable and creative ways. The founder of SCOT is Anwar Mohammad, one of the recipients of National Youth Leader in Brunei. The other 18 members of SCOT Board of Directors and Executive Committee also consist of youths who are committed in their mission of alleviating poverty in Brunei. Like many other NGOs, SCOT’s activities depend on fund from public or private organizations. One of the obstacles facing NGOs in Brunei including SCOT is the difficulty in obtaining funds for their projects. To be self-sustained, Anwar came up with a project idea named Xchange Project to encourage people to collect recyclable materials and exchange them for basic commodities. He thought this would help build the habit of recycling among Bruneians as well as help those with low income to have an extra source of income.

Using this case the students will be able to:

• understand the role of NGOs (such as SCOT) in performing corporate social responsibility (CSR);

• understand the challenges that are encountered by the NGOs in obtaining fund;

• understand the role of Green Xchange program to be self-sustained; and

• understand the role of NGOs (such as SCOT) in alleviating poverty level in Brunei.

understand the role of NGOs (such as SCOT) in performing corporate social responsibility (CSR);

understand the challenges that are encountered by the NGOs in obtaining fund;

understand the role of Green Xchange program to be self-sustained; and

understand the role of NGOs (such as SCOT) in alleviating poverty level in Brunei.

This chapter gives an overview on the importance of business innovation during the COVID-19 pandemic with a special reference to Brunei Darussalam. It also highlights the important role of technology and digitalization of businesses. Micro, small, and medium-sized enterprises (MSMEs) have been the backbone of the Association of Southeast Asian Nations (ASEAN) economy, thus innovative strategies are required to assist them in during the pandemic. The information obtained is based on observation and secondary sources. Despite businesses struggling to stay afloat as a result of movement restriction orders and partial lockdown, new startups were created as a result of addressing a specific problem during the pandemic which requires entrepreneurs to be more innovative and proactive. However, being innovative should not be focused on businesses only. As maintaining positive cash flow is the main issue among MSMEs, a financial innovation to assist MSMEs should be explored, learning from the experience of Islamic banking and finance during global financial crisis. This chapter also suggests future studies, for instance exploring a resilient and adaptable business model during economic uncertainties, the important role of Islamic financial technology and financial digital economy which could help to empower both startups and MSMEs.

Marketing Management, Consumer Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case teaches about the issues and challenges of promoting ecotourism. Sumbiling Eco Village (SEV) in Brunei is an example of ecotourism spot. Leslie Chiang, SEV’s owner, understands that running a successful tourism business and conserving the environment is not an easy task. At the heart of Brunei’s pristine jungle, ecotourism brings economic opportunities for local people, long struggling to find a path to prosperity. This noble feat is not without its challenges. One of SEV’s dilemma is their promotion strategy specifically the difficulty of raising awareness of energy conservation and environment preservation for e.g. discouraging tourists’ plastic use. Another dilemma SEV’s is Mother Nature’s impact on SEV’s green building and infrastructure.

This case illustrates:

• the concept of ecotourism such as SEV;

• the features and benefits of ecotourism; and

• the challenges that are faced by an Asian ecotourist spot and its ways to overcome those challenges.

the concept of ecotourism such as SEV;

the features and benefits of ecotourism; and

the challenges that are faced by an Asian ecotourist spot and its ways to overcome those challenges.

The introduction of the 22 member countries of the 4+10+2+6 model of the Asian economy is the immediate task. Japan, Korea, China, India, Indonesia, the Philippines, Brunei Darussalam, Malaysia, Singapore, Thailand, Vietnam, Cambodia, Laos, and Myanmar constitute the now-famous 4+10 model. Following the principle of inclusion, Mongolia, Chinese Taipei, Bangladesh, Bhutan, Nepal, Pakistan, the Maldives, and Sri Lanka, as they belong to the regional map of the continent of Asia, are the eight remaining member countries (see Chapter 1). An overview of Asia's 22 member continental economy the AE-22, with its 3.6 billion people (2006) who have made the region of Asia their home in a land area of 20.5 million km² should be welcome. To put these figures in perspective, the AE-22 comprises only 13.7 percent of the world's land area, but is home to over half the world's population. Tables 2.1–2.4, presented below, illustrate the various figures relating to population, land area, GDP, and GDP per capita of the member nations of the AE-22.

This chapter discusses aspects of the relationship between Islam and tourism in Brunei, Indonesia, Malaysia, and Singapore. Islam is shown to exercise considerable influence over social and political systems in the first three countries, in addition to affecting the tourism industry. It also gives rise to a series of particular demands from adherents, reflected in a movement termed Islamic tourism that encompasses product development and marketing efforts designed for and directed at Muslims. The activities of the four countries in the field are reviewed, revealing an appreciation of the volume and value of Muslim markets. However, there are challenges to overcome if the prospects for future growth are to be fully realized.

The leaders of the Association of the Southeast Asian Nations (ASEAN) announced to negotiate a Regional Comprehensive Economic Partnership (RECP) in November 2012, which is comprised of 10 ASEAN Member States (Thailand, Indonesia, Philippines, Malaysia, Singapore, Brunei, Vietnam, Cambodia, Laos, and Myanmar) and its six FTA partner countries (China, Japan, South Korea, Australia, New Zealand, and India). Embedded in the ASEAN Charter and implemented in all existing ASEAN + 1 FTAs, the ASEAN Centrality has been a corner stone principle in ASEAN-centric economic initiatives. Emerging discord in the region, complicated security climate and the rise of China, among others, have put the ASEAN Centrality under challenge. The development of the RCEP provides a timely case to assess ASEAN’s leadership role in creating the world’s most populous Free Trade Area. The RCEP may enhance ASEAN’s central role, but ASEAN needs to address challenges facing the regional integration now and beyond 2015. On the country/economy level, the chapter reviews some ASEAN Member States and their FTA Partners how they practice their ASEAN policy and seek leadership role in ASEAN. The three major players in ASEAN-Indonesia, Thailand, and Malaysia have reiterated the importance of the ASEAN Centrality in their foreign policy in the past, but debates emerge whether, such as in Indonesia, ASEAN Centrality best suits the national interests. The chapter also explores how the major powers, including China and the United States, respond to and collaborate with the group of smaller developing country players.