Technological and Innovative Development of the Megapolis Using the Implementation of Government Support Measures of Small and Medium-Sized Business

These days big cities are developing faster than ever, influencing the development of the whole country. There are more and more new technologies and innovations that can make people's lives more comfortable and better. However, these technologies and innovations do not appear by themselves. Small and medium-sized business make a great contribution to the development of cities, including in the field of high technologies and innovations. Important aspects of publicprivate partnership, the problems faced by small and medium-sized businesses, as well as modern measures to support small and medium-sized businesses are studied in this article on the example of the city of Moscow.

Introduction
Modern megacities around the world are striving to introduce high technologies and innovations into their lives. In the 21st century, those cities that are able to create innovations and effectively apply them to different areas occupy leading positions on the world stage. And, it means that they will become the legislators of development trends, will determine the main directions of the evolution of the urban economy. Each developed and developing state and its cities is faced with one of the most important questions: how to be among the leaders in the conditions of modern technological progress, given the limited resources, unique internal problems of each city, political, social and economic realities? The solution of the task, most often, requires an individual approach, both at the state and at the municipal levels.
Cities are historically one of the most active consumers of new technologies, because organizing a comfortable life for a large population has always been difficult. Cities are growing, residents and their preferences, needs are changing, the demand for a comfortable urban environment is increasing. Therefore, now the main tasks of the cities are to provide people with a higher level of comfort for living, working, studying and tourism in the city.
Housing, security, transportation, education, medicine, etc.-areas in which innovation is truly relevant. And each area of a city's life, its level of development depends both on government support and on the involvement of business in its activities, including small and medium-sized businesses (hereinafter -SMBs). The state and the executive authorities of each city are in dire need of the active participation of business structures in finding solutions to the problems of urban development and the country as a whole. Executive authorities in cities offer innovations, laws, develop city development strategies and provide various resources to business representatives, while the business itself implements the proposed programs, implements its ideas, develops and applies innovative and high-tech solutions in the city.

State-Private Partnership as a Driver of Development
To solve the problem of assessing the relationship between the state and SMBs, we consider an ecosystem model that describes the current state of state-private partnership, shown in Figure 1. To illustrate the dynamics of development of SMBs in Russia, Figure 2 below shows the increase in the share of small and medium-sized businesses in the country's GDP from 2009 to 2025. The diagram shows the ratio of shares of large businesses and SMBs in Russia's GDP. It is important to note here that, in addition to data from previous years, the situation that is planned for the next 6 years is predicted. The forecast was made on the basis of the goal set by the Ministry of Economic Development of the Russian Federation to achieve a 32.5% share of SMBs in the country's GDP. It is not certain to say whether it will be possible to achieve the desired figure for this period, but the implementation of effective programs for the development and support of small and medium-sized businesses should lead to the desired result. An important aspect here is the level of interaction between the executive authorities of Russia and small and medium-sized businesses. It is public-private partnership that can become a serious base for technological and innovative development of the country and cities through the support of SMBs. Further, this aspect will be studied in more detail. In Russia, the SPP is carried out mainly in the following forms: 1. The sign of contracts between state or municipal authorities and commercial organizations on the implementation of projects.
2. Applying of state funding sources to support the implementation of large projects in strategic directions of the city development.
3. Creation of corporations with a mixed state and private capital for the development of priority sectors of the economy.
4. Cooperation of the state and business in the development of the social sphere on the basis of the implementation of projects by commercial organizations and individual entrepreneurs in priority sectors for the state and society, at their own expense and on their own initiative. Moreover, there are other forms of public-private partnership: this is the interaction of state and business in the framework of special economic zones (hereinafter -the SEZ), as well as the combination of public and private capital through the creation of various innovation clusters. The goal of the SEZ is to develop the innovation ecosystem of the city by attracting and locating Russian and foreign high-tech enterprises on the territory of such zones and providing them with the most favorable conditions for the implementation of projects. Enterprises and individual entrepreneurs using services in the SEZ operate in the field of microelectronics, optics and electronic equipment; medical technology and equipment; information and communication technology; development of modern materials and nanotechnology; high-tech production. Now in Russia, in particular in Moscow, this is a very popular form. The city provides resources and a specialized platform for the implementation of regional business projects. In Moscow, an example of such an approach is the Technopolis "Moscow". 56 resident companies are registered in this SEZ. A large investments in the amount of 18.49 billion rubles are attracted already. It is planned that the volume of planned investments by residents will be 40 billion rubles by the 2025. That means that, over 6 years, this figure will increase by 45%, which reflects the long-term development of innovative projects in this SEZ. For residents of Technopolis, the city offers a prepared site, developed infrastructure, free technical services and facilities, as well as resolved issues with logistics, customs clearance, provides benefits and preferences that allow these enterprises to be much more efficient and reach break-even point faster in their starting cycle.
Combining state and private capital through the creation of various innovative and high-tech clusters is also an effective form of SPP. On the territory of Russia there are such clusters in various directions [1]. In the field of high technologies and innovations: Biotechnological Innovative Cluster Pushchino, Innovative and Technological Cluster "Yuzhnoe Sozvezdie" in the Rostov-on-Don region, Innovative Cluster "Zelenograd", Innovative Cluster of Nanotechnologies of the Republic of Tatarstan, Innovative Cluster of Mechanical Engineering and Metalworking of the Lipetsk region "Dolina Mashinostroeniya "and others.

Possible Solutions for Advancing the State-Private Partnership in Russia
State-private partnership is included in the economic policy of Russia, both at Federal and regional levels. Currently, it is actively developing in the country. This is confirmed by the annual increase in the number of infrastructure projects involving private organizations' capital.
According to the Center for the development of state-private partnership at the beginning of 2018 2446 infrastructure projects in the Russian Federation passed the stage of decision-making, including 17 projects at the Federal level, 238 projects at the regional level and 2191 project at the municipal level.
The leader of the rating by the level of development of SPP in Russia in 2018 is its Capital. According to the investment portal of the city of Moscow, in the period from 2013 to 2018 the volume of contracts signed in Moscow on SPP projects is about 700 billion rubles. The state-private partnership in Moscow is implemented in the fields of transport, medicine, education and restoration of cultural heritage, innovations and high technologies are implemented in the development of "Smart city" program.
Innovative projects are a priority of the state bodies of city of Moscow. In other words, Moscow needs the program of innovative development of the city. The Capital will depend on private organizations that will conduct certain research work, the results of which will form a comprehensive innovative program that will be implemented in the city. In the framework of this research work private organizations will: 1. Form a system of reference points of innovative development, 2. Assess current technological and innovative profile of the Capital; 3. List the activities for the development of sustainable and efficient innovation ecosystem of the city of Moscow; 4. Consider trends in the global technological and innovative development of modern cities, 5. Check availability of the city competencies, market potential, priority directions of economic development and technology innovation, opportunities and constraints of their implementation. Next, we need to consider the examples (methods) of interaction of public authorities and business in the field of innovative projects for the development of the modern metropolis, which work now.
1. The centers of development of industrial technology in Moscow. Thanks to the work of such centers, the small and medium-sized industrial enterprises of Moscow have the opportunity to conduct certification to confirm compliance with the requirements and standards imposed on large companies and state corporations to their suppliers. In the centers of development of technologies of production are the production enterprise of Moscow on rendering of services in testing of product samples and materials, as well as in voluntary and obligatory certification of products and services, processes and quality management systems.
2. The program "Open queries of Moscow". The program allows high-tech companies to propose and test innovative solutions in the urban environment for the current needs of the capital's infrastructure. Requesters are the Executive Bodies of the city of Moscow, subordinate organizations and state corporations. This program is available for any Russian or foreign company which can offer an innovative solution to the open query ready for pilot testing and potential implementation in an urban economy.
3. Session of the Moscow manufacturers. This is a unique opportunity for the company to talk about their innovative products and get feedback directly from representatives of potential government customers. This service is relevant for small and medium enterprises, which are owners of the products as well as large enterprises, offering unique developments. Session give the opportunity for high-tech manufacturing companies to talk about their products directly to potential customers and also get feedback from them. Having received a positive opinion from potential customers on the session producers to representatives of Executive authorities, leading companies receive further support in the promotion of products by attracting these companies to the specialized development activities demand for innovative products, ongoing innovation Agency of Moscow for a wider range of customers, including large private businesses, subsidiaries and affiliated companies with state participation, foreign organizations interested in the Russian innovative products.
4. Navigator innovation infrastructure iMoscow. This portal is a unique information service resource platform which contains more than 20,000 objects of innovation infrastructure of the capital, as well as information about their capabilities for technology entrepreneurs, innovative organizations and anyone interested in innovation. IMoscow users can find objects of interest on an interactive map, to rent space in industrial parks and co-working centres in Moscow, to take advantage of technological services to find business partners, learn about opportunities in the sphere of support of innovative business [2].
5. The Department of Entrepreneurship and Innovation Development of the City of Moscow keeps a register of legal entities and individual entrepreneurs exporting and (or) importing high-tech and innovative products, scientific equipment and research objects. Legal entities and individual entrepreneurs included in this register can carry out customs clearance at the scientific and innovative customs post (hereinafter referred to as NITP) and use a closed-type temporary storage warehouse for imported goods during customs procedures. The advantages of using the NITP include: reducing the time of customs procedures, since this post only works with organizations of the specified profile; the possibility of electronic declaration of goods; ensuring the remote release of goods.
All these services are aimed at effective interaction of SMEs and the Government of Moscow in the face of the executive authorities, so that business representatives have as many opportunities for development in the city as a result, Moscow as a whole becomes more attractive and comfortable for residents and tourists. Thus, Moscow, as a metropolis, is becoming very competitive in the arena of cities around the world.

Conclusion
In conclusion, it is necessary to highlight such important indicators in the system of SPP in the field of high technologies and innovations, as the costs of ongoing programs and projects, as well as their profitability. In the specific case considered, on the example of the capital of Russia, many of the programs of the Moscow Government to support small and medium-sized businesses are carried out thanks to the allocation of funds from the city budget. The costs are really high, since the Government of the capital allocates entire sites and premises for the most effective development of SMBs, the results of which are being introduced into the infrastructure of Moscow. In addition, the newest and most expensive technologies and equipment are provided for the use of the business, while specialized state institutions provide advice and other services for small and medium-sized enterprises. Many services are provided free of charge. However, it is not necessary to take the invested resources and funds for the development of SMBs only as expenses. In fact, these are longterm investments in the development of the city, which, 5-10 years after the implementation of specific SPP-based projects, are returned to the city budget with revenues many times higher than the costs. Innovative and high-tech results, products and services created by small and mediumsized businesses are sold abroad, domestically and provided to the population, which allows businesses to grow further. Moreover, modern high-quality innovations and technologies attract foreign investment, increase the level of development of the city, and as a result, the whole country. SPP in Russia is developing not only at the level of the capital, but also in other cities. However, Moscow is currently the most striking example in this area. It is still very difficult to accurately predict how implemented and planned programs and projects will be effective within the framework of a state-private partnership in the long term (10-15 years). But the results of the already implemented programs and projects indicate that the development of SMBs based on SPP is indeed a promising direction not only for Moscow, but also for Russia as a whole, although the stateprivate partnership in the country requires many more improvements and changes. Therefore, this topic remains relevant and important at the present time.


extfieldsofstudy:
Computer Science
Engineering

text:
Modern Design Methodologies and the Development of Mechatronic Products

This article presents a quick view on the development of mechatronic products and how the techniques of Design Thinking, Concurrent Engineering and Agilism can be integrated to address this development. Design Thinking is employed in the early stages in order to better explore creativity, whereas Concurrent Engineering and Agilism are applied during the development of the product, in order to deal with emerging requirements, typical of the development of complex products.

Introduction
The current economic environment is characterized by increasing customer requirements on product performance, quality, and price, leading to a highly dynamic product design environment with shortened development and product lifecycles.
Product innovation then participates in a significant way in obtaining and maintaining the competitive capacity of companies. In this scenario, dealing with the design of innovative products becomes a challenge, given that this activity usually demands the solution of technological challenges while dealing with emerging product requirements.
This scenario also favors the growth of the application of the concepts of Mechatronics, which unites the principles of mechanics, electronics, and computing to generate simpler, more economical, and reliable products and manufacturing systems, making the division between these disciplines blurred, demanding for more integrated approaches to engineering in general.
In this scenario, this article intends to briefly discuss the background of the development of mechatronic products and to address the main aspects of the dominant modern design methodologies, presenting in which points they converge and in which they diverge, in order to give an initial direction that allows the development of mechatronic product design processes based on them. In order to achieve this, it is structured as follows, after this Introduction: -Topic 2 is a brief review on developing mechatronic products; -Topic 3 is a presentation of the main features of the selected design methodologies; -Topic 4 introduces the convergent and divergent points of the methodologies; -Topic 5 presents the the conclusions.

Design of Mechatronic Products
Although the concept of Mechatronics refers back to the early 1970s, it should be considered from the year 2000 onwards that there was a great leap forward in Information Technology, and hence, from then on Mechatronics also becomes even more present in society in general. Considering this recent period then, it can be stated that the VDI 1 2206 standard, "Design Methodology for Mechatronic Systems", of the German Association of Engineers, is the one that most influenced the most followed in the area of the definition of mechatronics product design processes. The VDI 2206 1 Verein Deutscher Ingenieure, the Association for Germans Engineers. started to be defined in the year 2000 and was created based on experiences of the industrial practice and the results of empirical design research, which show that there is no fixed form of an optimal process that an engineer can follow. Thus, according to Gausemeier and Moehringer (2002), the VDI 2206 is a flexible procedure model, based on three main elements: -A general cycle of problem-solving on the micro-level; -The V-Shaped model on the macro-level, and -Predefined process modules for repeating operation steps during the design.
The first and third elements above come from Systems Engineering, while V-Shape (or V-Model) comes from Software Engineering, and has been adapted to mechatronic design needs. That is, the VDI 2206 is a meta-process that integrates established techniques in favor of a coherent development between the three disciplines considered: Mechanics, Electronics and Computing. After the diffusion of the VDI 2206, in the last decade and a half a series of other processes have been proposed, aiming to adapt it to specific circumstances or to improve it. At this point, articles of relevance that explicitly address changes in the macro-process based on the V-Shape (or V-Model) in recent years are commented below. Chami and Bruel (2015) state that Mechatronics has been considered as one of the main innovation leaders in the industry, and that in each of its design and development process phases, a wide range of languages, methods, and tools are used. Chami and Bruel (2015) also state that one of the main problems in this area is the integration, for instance when changes in a given requirement are needed, the engineers "have to start analyzing from this requirement, moving forward to the refined functions, concepts, and proposed solutions while considering all discipline specific criteria.
Consequently, the complexity arises due to the fact that this entities level is directly dependent on the other factors such as the tools, methods and human factors levels." Highlighting that system engineers still follow a document-based approach to hold the disciplines' interdependencies, which leads to weak synchronization and result in inefficiencies that often appear during the integration or testing. In order to solve this and other problems, several methodologies have been developed, with a lot in common, nevertheless, the literature agrees that there is no "one accepted methodology" and from another practical side, this problem seems to be hardly solved as companies are individually developing their own methodologies. Chami and Bruel (2015) explore the application of Model-Based Systems Engineering and Artificial Intelligence for supporting the mechatronics design, introducing SysDICE, a method for making use of SysML as a common language between system and discipline engineers. Salem and Mahfouz (2016) deal with Mechatronic systems design, also considering educational aspects. According to this view, Mechatronics system design is a modern interdisciplinary design procedure, comprised of concurrent selection, evaluation, synergistic integration and optimization of the whole system and all its subsystems and components as a whole, with all the design disciplines working in parallel and collaboratively throughout the design and development process to produce an overall optimal design. This approach offers fewer constraints and shortened development, also allows the design engineers to provide feedback to each other about how their part of the design is effect by others. here it is important to notice that the ideal process of concurrent (simultaneous) approach is characterized by parallel work of a potentially distributed community of designers that know about the parallel work of their colleagues and collaborate as necessary; sharing of knowledge in a common database builds a basis of cooperative design, since a shared database is the place where all design results are integrated. In this context, Salem and Mahfouz (2016)  divided into a macro level and micro level. The macro-level process is used to describe the generic procedure for the design of mechatronic systems, and it can be specified according to the individual design phase which is called the micro-level process. The micro-level process supports every specific design phase where individual designers can structure design sub-tasks and proceed and react in unforeseen situations. The proposed design methodology adopts an extended V-model as the macro-level process and the hierarchical design model as the micro-level process. In particular, Zheng et al. (2017) extend the V-Shape by introducing a decision point after the Integration Tests. A multidisciplinary interface model is proposed to ensure the consistency and traceability between the two levels. In the extended V-model, the right branch of the V-model represents the system integration sub-process, which is divided into two phases: Compatibility test phase and Verification and validation phase. The objective of the Compatibility test phase is to guarantee the subsystems integrate correctly and to ensure the multidisciplinary integration among different design teams. If the sub-systems are incompatible with each other, an iterative process is carried on. This compatibility test in the early phase of system integration greatly reduces the number of iterations in the later phase so that the overall development cost and the time-to-market decrease accordingly. A Verification and Validation phase is used to test the performance of the integrated system and check whether the system realizes the proposed function and satisfies all the proposed requirements.
Eigner, Gilz and Zavirov (2018) present a model-based, data integration process for the interdisciplinary development of products, focusing on the left wing of the Vmodel and extending it. Eigner, Gilz and Zavirov (2018) state that a complete definition of requirements, functions and logical system elements, (the three proposed views), is difficult to achieve directly from the start, therefore, the development process should follow the V-shape going in incremental loops that refine all aspects further. Their process is based on functional and data models. The functional product description model is divided into Hierarchies, Cross-references between model elements of different types, and Typed Internal Connections among model elements of the same type. The data model for product data management searches to integrate the functional model to the Product Lifecycle Management activities, assuming the Product Design Management system already supports the management of requirement and BOM structures. The data model integrates the functional product description between the requirements and the BOM, modeling functions as hierarchical structures, which in turn can be modeled as block definitions in SysML editors. According to Eigner, Gilz and Zavirov (2018), the data model facilitates the tracking of complex relationships within the products and their interaction with each other, especially in the early phase of the development process, thus better integrating the design of the products to the Enterprise Resource Planning (ERP) functions, such as customer and supplier management (CRM and SRM).
As can be seen, the studies presented here propose derivations of the V-shape through different approaches, while drawing similar conclusions: there is no optimal process adaptable for all situations, the development activities of the different disciplines need to occur concurrently, and the aspects of the product should be refined through iterations. In this sense, and without intending to propose another derivation of the V-Shape, the process presented here focus on the development of innovative mechatronic products and is situated at a higher level of abstraction, when compared to the others briefly described previously. This said different models of micromanagement can be adapted to the proposed process.

Modern Design Methodologies
Best practices for the design of products can be found on the way project-based organizations operate. According to Hölzle and Holger (2019), in these organizations, the majority of products or services are produced through projects for either internal or external customers. Following this direction, it is necessary to investigate the methodologies that help project-based organizations to execute their projects efficiently within the economic scenario enunciated at the beginning of this article. There are currently three methodologies that stand out in terms of positive impacts in this area: Concurrent Engineering, Agilism, and Design Thinking. Concurrent Engineering (CE) is a design methodology that has had the opportunity to mature in recent years to become a well-defined systems approach towards optimizing engineering design cycles of complex systems (Ma et al., 2008).
Because of this, CE has been implemented in a number of organizations, most notably in the aerospace industry. Among the CE premises is that the preceding design activities should all be occurring at the same time, i.e., concurrently. The idea is that the concurrent nature of these processes significantly increases productivity and product quality. This way, errors, and redesigns can be discovered early in the design process when the project is still flexible. By locating and fixing these issues early, the design team can avoid what often turns into costly errors, as the project moves to more complicated models and eventually into the actual manufacturing of hardware of a complex system (Kusiak, 1993).
Talking about modern complex systems means talking about software, whose role within systems, in general, has fundamentally changed over the past 50 years.
According to , the software's role has changed both in mission-critical systems, such as fighter aircraft and medical equipment, to commercial products, such as mobile telephones and consumer electronics. The software has become not only the brain of most systems but also the backbone of their functionality. In the mechatronics arena, for instance, software applications, such as those for controlling devices and instruments, have been growing rapidly since the 1980s. The demand for producing software with small memory and processor footprints and high reliability has grown even more, given the emergence and exponential growth of Internet of Things (IoT) applications, products, and systems.
However, what does developing good embedded software mean? In the mechatronics area, good software means embedded software with small memory and processor footprints and high reliability. In this sense, it has been known for more than a decade that the way to producing good embedded systems inevitably passes through the use of integration and testing "at the very fabric of software development", as advocates Ganssle (2008) and using automated tests into this fabric (GRENNING, 2011, P. 2).
Integration and automated testing leave at the core of Agile software development, which is a group of methods in which solutions evolve through collaboration between self-organizing, cross-functional teams. Agilism promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change (Agile Alliance, 2013). Given the similar philosophies followed by Concurrent Engineering and Agile Methods, it can be said that both can be combined in the development of mechatronic products, or the second can be integrated into the first in order to explore synergies. Hemphälä (2014) Gartzen et al. (2016) state that innovative products are general is characterized by high degrees of both market and technological uncertainty, and the necessary reduction of the time to market and the development costs can be achieved by parallelization and forward displacement of activities, as with Concurrent Engineering and front-loading. In the case of more radical innovations, however, Gartzen et al. (2016) state that a learning-oriented approach is recommended, with a high degree of flexibility and agility to give development teams more freedom of creativity, by developing incrementally physical products through prototypes, corresponding to the development of functional code for software, which allows the team to learn and incorporate obtained information into the next development cycles. Gartzen et al. (2016) then propose a methodical approach to prioritize items from the design backlog, aiming at following the most efficient development path through the prototypes. The potential customers and other stakeholders can be integrated into the early stages of the development process, in order to provide important information about their needs, including the latent, and requirements. Additionally, prototypes represent milestones of the process, acting as a channel of communication between stakeholders.
Prototyping is also a core feature of Design Thinking, which is a user-centric set of design methods and principles that first appeared in the 1980s and was developed and made popular by David Kelley and Tim Brown over the late 1990s (Kelley-Littman 2001), and it is prescribed for the design of innovative products and services (Brown, 2008). As part of a design process, Design Thinking is well suited to approach will-defined requirements, encompassing a series of techniques among which stands out: -Problem framing, which means that rather than accept the problem as given, designers explore the given problem and its context in order to reach a particular framing of the problem that points to a path to a solution (Dorst, 2011); -Solution-focusing thinking, instead of problem-focused thinking; -Co-evolution of problem-solution, which means exploring the problem and its solution in parallel, leading to a deeper understanding of the core problem, which in turn may help to find additional solution components (Wiltschnig;Christensen;Ball, 2013).
Using these techniques and more, Design Thinking is ideal for brainstorming in the early stages of developing innovative products, however, it is also criticized for oversimplifying the design process, undermining the importance of the technical skills (Kolko, 2018).
Hence, in the design of innovative products, while Design Thinking is ideal for exploring ideas and requirements in the early stages of a product development project, Concurrent Engineering and Agilism are more adequate to coordinate the developers' technical skills in the more advanced phases of the design. What is desired is to integrate these methodologies into a high-level process, which can be derived for specific organizations and problems.

Integrating the Methodologies
In order to integrate the three methodologies, it is necessary to evaluate at which points they converge and at which they diverge.

Convergent Practices
Teamwork: The very basis of the three techniques, the design team is divided into cells, each of Computing, Electronics, and Mechanics. For bigger projects, each discipline can have more than one cell. Cells can be arranged in different ways, including as a single team, especially during brainstorming tasks, or operating individually as disciplinespecific tasks emerge. Additionally, during the integration iterations, the cells tend to be merged into bigger cells, or, again, as a single team.
Knowledge Sharing: Direct consequence of the teamwork, it occurs in the intradiscipline form, when the work is performed by the individual cells, and in the interdiscipline form when the cells join.
Decision Sharing: This practice is implemented by two others, namely: "one person, one vote", which means that design decisions are, in most cases, taken in groups, where each individual has equal rights; and "the most able leads", in the sense that cell leader can change depending on the specific task being performed, and the person with the biggest technical expertise will then lead the task execution. The task leader deliberates with the team and decides through consensual decisions, in the cases of greater complexity. The idea is to avoid monocratic decisions so that everyone is responsible for the paths chosen for the project.
Flexibility to Change: Developing innovative products means dealing with emerging requirements, so you need to be able to make changes to the product quickly and at acceptable costs. The heavy use of automated testing for software and hardware, and prototyping for hardware and mechanical components is intended to provide this capability.
Task Independence: Cell activities should be as independent as possible from each other. Basically, it seeks to clearly define the interfaces between the disciplines, and consequently between the software, hardware, and mechanical components, and to establish (micro) contracts that ensure that the components will work in an integrated manner. In this way, it is possible for each cell to perform its work in parallel to another, reducing the total time, while ensuring systemic coherence.
Early Error Detection: Agilism and Concurrent Engineering use constant implementation, integration, and testing in order to detect errors as soon as possible while Design Thinking trusts in prototyping in the way of constantly checking the functioning of the product as it evolves. dIP uses prototyping together with automated tests to ensure early error detection.
Design for Sustainability: This practice is explicitly referred in Concurrent Engineering and Design Thinking, in Agilism however, the reference is implicit, since it aims at developing the product meets the requirements and only the requirements, in the most efficient way. dIP seeks to stimulate the stakeholders to think about the issues that involve the decommissioning of the product from its conception.

Divergent
The time regarding technical Decision Making is, basically, the single divergence among the three techniques. Agilism uses Late Decision Making -from its origin in the software industry and the ability to more easily change the product; Concurrent Engineering uses Early Decision Making, from its origin in the aerospace industry and its demand for avoiding late and costly changes; Design Thinking relies on prototyping and while uses early decision making for the high-level requirements, in theory, adopts late decision making in the technical arena (while evolving the prototypes towards the final product). In order to mitigate this divergence among the techniques, dIP uses a cost-based logic to determine when to freeze certain characteristics of the product: the higher the estimated cost of change, the sooner the decision has to be taken, freezing the technical characteristic and deriving the others in function of it. Although the use of prototyping pushes the decision-time window forward in general, software-related decisions tend to be delayed, intermediate timing is used for hardware, and early timing for mechanical components.

Conclusions
The majority of the current studies in mechatronic product development propose derivations of the V-shape and draw similar conclusions, namely: there is no such a process adaptable to all situations, the development activities of the different disciplines need to occur concurrently, and the aspects of the product should be refined through iterations. This paper contributed by, following these findings, investigating the most influential techniques of the present time, and introducing the first steps aiming to compose a specific process for the development of innovative mechatronic products.
The main conclusions is that, while most of the techniques employed by the three methodologies are convergent -clearly showing that they can be integrated, the main point of divergence is the timing for making design decisions. The three techniques diverge a lot, with Agilism deciding late, Concurrent Engineering deciding early and Design Thinking counting on experimentation to decide. Thus, any process that aims to integrate these methodologies will have to clearly establish which phases will be employed or which decision-making process should be followed. Starting with the identified points of convergence and divergence, it is then possible to define an integrated process for the design of mechatronic products.


THE ROLE OF INVESTMENT OPPORTUNITIES, MANAGERIAL OWNERSHIP, CAPITAL STRUCTURE ON CORPORATE VALUE

There are still companies that pay less attention and maintain value of ownership even though this is a concern in making investment decisions. In this study will examine investment opportunities, capital structure, and managerial ownership of firm value. The sample used is the financial statements of 27 companies manufacturing consumer goods sub sector in 2015-2017. This research is an associative research using secondary data which is quantitative data. Data is processed using Stata 12 by using multiple linear regression tests. The results showed that investment opportunities, capital structure, and managerial ownership had a significant effect on the firm's value partially on companies manufacturing the consumer goods sub sector.

INTRODUCTION
In investing, investors not only have short-term goals, but also gain long-term income. Investors will use all the information to analyze the market and invest in hopes of making a profit. The company will make every effort to maintain company performance and increase the company's performance so that it will have an impact on the company's value.
There are still many companies that have problems with the value of the company which is marked by a decline in the share price of the company in the capital market, such as that experienced by PT Bakrie & Brothers Tbk and PT Campina Ice Cream Industry Tbk where the stock prices of the two companies have decreased due to due to poor performance triggered by company debt problems and a decline in sales (cnbcindonesia.com).
The company's efforts to increase company value are predicted to be caused by the selection of a series of investment opportunities or commonly called the Investment Opportunity Set (Handriani & Irianti, 2015). Investment opportunities will affect the stock market price because investment opportunities will be received as a positive signal by investors (Suwartawan & Yasa, 2016). Manager's interests that conflict with company goals can interfere with the performance and sustainability of a company's business so that it will affect the value of the company. Conflicts between managers and shareholders can be minimized by a supervisory mechanism that can align these interests. With managerial share ownership it is expected that managers will behave in line with shareholders and will be motivated to always maintain and improve the performance of the company so that the company's value will increase. Managerial ownership has two different roles. First, the manager acts as a shareholder, and secondly acts as the manager of the company that carries out the company's operational activities. Such roles can affect the manager's performance at work and can trigger a desire to maintain a position in a company (Anggarini and Ceacilia, 2009) in ( Samisi & Ardiana, 2013).
According to Lubis, Sinaga and Sasongko (2017) the capital structure of a company will affect the value of the company, where the capital structure is the ratio between the amount of longterm debt with share capital. The composition of the best capital structure for a company is one that can optimize the balance between risk and return.
The research question in this study is whether there is a significant influence of investment opportunities, capital structure and managerial ownership on the value of a company partially?

Firm Value
The price formed due to the demand and supply of shares of certain companies in the capital market can reflect the investor's assessment of the company value of the company that issued the shares. The higher the company's stock price is received by investors as a positive signal to the performance of the company. And the high market price of a company's shares reflects the high wealth owned by the company so that investors believe that the company has good prospects (Harmono, 2009).

Investment Opportunities
Investment opportunities are choices for making future investments that will be a component of company value (Smith andWatts, 1992 in Handriani &Irianti, 2015). whereas according to Myers (1997) alternative investment decisions chosen by a company based on assets owned and investment choices to be made in the future are indicated by a positive Net Present Value (NPV) so that it affects the value of the company. Investment choices are expected to produce greater returns (Gaver and Gaver, 1993).

Capital Structure
The source of funding from a company can come from share capital and debt. The composition of capital owned by a company from the funding source is called the capital structure (Rodoni and Ali, 2010) where the company must be able to consider the risks that will be faced from choosing the composition of the funding source.

Managerial ownership
Agency conflict occurs because of the separation of company ownership and those who carry out the company's operational activities. but these conditions will be different if the management participates in the ownership of shares in the company. Companies with managerial ownership, as shareholders will certainly align their interests as managers and shareholders. This will be different if the manager is not at the same time a shareholder, it is likely that the manager is only concerned EAJ (Economics and Accounting Journal) -Vol. with his interests as a manager (Hidayah (2015) Figure 1 Research paradigm Myers (1997) states that investment opportunities provide broader guidance where the value of the company will depend on company expenditures determined by management, and is an investment expected to obtain a greater return in the future. Investor confidence in companies that take investment policies in high amounts will result in an increase in demand for company shares. the investment opportunity will give an idea of the condition of the company in the future. Research by Pratiska (2012) states that the company's value of a company is influenced by investment opportunities that the company will carry out. Then the hypothesis can be drawn as follows: Ha1: There is a significant influence of investment opportunities on firm value.

Role of Capital Structure on Firm Value
A company tends to optimize its capital composition which will provide a low capital cost. The most optimal and best capital composition that can provide an efficient capital cost for each company is not the same depending on the policy of the company by considering the level of risk that will be faced (Dewi & Wirajaya, 2013). According to Chowdhury and Chowdhury (2010) the capital structure of a company will affect the value of the company because the capital structure owned by the company will affect the stability of the company's operational activities because of the choice of funding sources so that it will have an impact on performance so that it will have implications on the firm value. hypothesis as follows: Ha2: There is a significant influence of capital structure on firm value.

Effect of Managerial Ownership on Company Value
The amount of share ownership by the management of all the company's share capital that is managed is called managerial ownership. According to EAJ (Economics and Accounting Journal) -Vol.  Samisi & Ardiana (2013), the separation of management functions and ownership functions within a company can trigger the emergence of agency conflict within the company. will have an impact on the value of the company. Based on the description above, then the hypothesis can be drawn as follows: Ha3: There is a significant influence of managerial ownership on firm value.

RESEARCH METHOD
.

Data Collection Techniques
Investment opportunities, capital structure, and managerial ownership of firm value are the objects of this study. While the research subjects of this study are manufacturing companies engaged in consumer goods listed on the Indonesia Stock Exchange in 2015 -2017. Data obtained from the company's financial statements.

Sample Collection Techniques
The total population in the manufacturing industry sector engaged in the consumer goods sub sector listed on the Indonesia Stock Exchange in the period 2015-2017 there were 41 companies. The sampling technique used is to use a purposive sampling method that is the selection of samples based on predetermined criteria, based on this, the number of companies that meet the criteria of 27 companies is obtained as the sample used in this study.

Data Analysis Techniques
Data were tested using multiple linear regression tests using Stata 12 which had previously passed the classic assumption test consisting of normality test, Autocorrelation test, Multicolli-nearity Test and Heterokedasticity Test.

F Test
Prob F value of 0,000, which means all independent variables jointly affect the dependent variable. This shows that together the IOS variables, Managerial Ownership and DER significantly influence the PBV variable.

Multiple Linear Regression Test
Obtained the following regression equation Y = 2.202 + 0.007 X1 + 0.015 X2 + 0.010 X3 + e. Where Y is PBV variable, 2,202 is constant, X1 is IOS variable, X2 is Managerial Ownership variable, X3 is DER variable and e is error. The probability value of each variable is <0.05, indicating that all independent variables have a causal relationship with PBV variables.

Determination Test (R2)
The R-Squared Test is the Multiple Determination Coefficient, amounting to 0.2983 which shows that the independent variables tested in this study only affect the dependent variable by 29.83%.

Rule of investment opportunity on firm value
Investment opportunity variable proxied by the Investment Opportunity Set (IOS) has a significant effect on firm value variables that are proxied with Price Book Value (PBV), both simultaneously with other variables or partially, showing that IOS significantly influences the value of the company (Sudiani and Darmayanti, 2016), (Suwartawan & Yasa, 2016). IOS provides an overview of investment opportunities made by a company, but it is very determined on corporate expenditures that provide benefits in the future. So the Investment Opportunity Set affects the value of the company (Hidayah, 2015).

Role of capital structure on firm value
Firm value is influenced by company structure, the results of the study are in line with research conducted by Prastuti & Sudiartha (2016) that firm value is significantly positively related to company structure. investors will pay attention to the capital structure of the company before deciding to invest in the company because the composition of the selection of funding sources owned by the company will have an influence on the stability of the company's operational activities which will affect the achievement of the company's performance and have implications for the value of the company (Fahmi, 2014). Thus for a company it is very important to strengthen its financial stability, because changes in capital structure are thought to cause changes in the value of the company.

Rule of Managerial Ownership on Company Value
Managerial ownership has a significant positive effect on firm value. according to Fritz Kleinsteuber (2004, 313) in (Muktiajdi & Felicia, 2013) also revealed that the factors that are able to influence the value of the company include internal and external factors. internal factors here one of which is managerial ownership. These results are in line with research conducted by Ningsih (2013) that firm value is positively and significantly affected by managerial ownership. This is consistent with the results of research by Abbas (2013) and Abdolmanafi (2013) that increasing managerial ownership has a positive impact on firm value.

CONCLUSION
Investment opportunities have a positive and significant impact on the value of Manufacturing Companies in the consumer goods sub sector. So it can be interpreted that investment spending that will provide benefits in the future is interpreted by investors as something good because the company will continue to grow in the future. With the investment opportunity, it means that at this time the company's performance is considered good by investors because the company is considered to have the ability to manage its finances well besides the company is able to finance its operational activities it turns out that the company is also able to make investment expenditures that are considered beneficial in the future and later on from the investments made will further support the company in achieving company performance which will later have an impact on the company's value.
Capital structure has a positive and significant influence on firm value in the manufacturing industry sub-sector of consumer goods. This shows that capital structure with a good and efficient composition will be accepted by investors as positive information because the company's funding sources are well managed so that it will affect the value of the company.
Managerial ownership has a positive and significant effect on Company Value. Managerial ownership can affect the course of company activities because management also has a stake in the company so that managerial ownership will be able to equalize the interests between management and shareholders which will ultimately affect the company's performance which will have an impact on the company's value.
The value of a company owned by a company is the value given by the market through the market price of shares sold in the capital market because investors see the performance of the company. A company that has good performance and continues to increase is accepted by investors as a sign that the company has good prospects in the future so that investors are willing to buy shares of the company at a high price so that this has implications for the business continuity of a company because it gets trust or legitimacy from investors.
The number of samples used only in manufacturing companies in the consumer goods industry sub-sector makes this a limitation in this study. It is recommended that the next researcher expand the number of samples used and also add other independent variables so as to strengthen the results of research on the importance of paying attention and maintaining firm value.


extfieldsofstudy:
Physics
Computer Science

s2fieldsofstudy:
Business
Computer Science

text:
Designing a Medical Device Marketplace Business Model Using the Lean Startup Method

Marketplace is a model of business where sellers and buyers do their selling and purchasing transactions online. Medical devices marketplace comes in application software that can be used as a place for promoting products that have a purpose to increase health quality in Indonesia. This application is called ‘MedMarket’ that stand for Medical-Market. The aim of this study is to design business processes that will be implemented and design product prototype according to market needs. So it can be solution to obtain various types of medical devices with good quality and competitive price in one application that will make it easier to look for the requested medical device. MedMarket is designed with lean startup method which consist of three stages: document the plan, identify the riskiest parts of the plan, and systematically test the plan to validate feedbacks from respondents. MedMarket has three main features which are verified sellers, products information, and the products are divided in several categories. Application’s prototype was designed with Adobe Xd software.

Introduction
Indonesia is not included on the 50 healthiest countries according to the Bloomberg Healthiest Country Index 2019 edition. This index consists of several variables such as health infrastructure and life expectancy. Based on Permenkes No. 86 of 2013, high demand for medical devices has not been followed by the development of the medical devices industry in Indonesia [1]. Today, 90% of medical devices in Indonesia are imported. Therefor the government has been assigned that medical devices industry as priority industry to develop [2]. The medical devices industry has great potential market in Indonesia, therefor it needs to be improved because there are still many debilities found in the medical devices management [3]. For that reason, the condition and function of medical devices have to be in good condition so they can support health services and can be functioned optimally [4].
Medical devices are articles, instruments, devices or machineries used in prevention, diagnosis or treatment, or to detect, measure, improve, or modify structure of human body for health purposes [5]. The high tax on medical devices in Indonesia caused a high medical cost and a cost to obtain medical devices [6]. To overcome this, it is necessary to increase bargaining power while maintaining good quality, and one of them is planning a marketplace for specific medical devices.
Marketplace is a virtual market where buyers and sellers meet with more computerized system using a network that can support the market, therefor it can be used efficiently in providing the latest information and services [7]. The internet advancement has an impact on economic growth where the society is currently innovating to create startups. In 2018, internet users in Indonesia reached 64.8% or ICI_ME 2020 IOP Conf. Series: Materials Science and Engineering 1003 (2020) 012144 IOP Publishing doi:10.1088/1757-899X/1003/1/012144 2 equal to 171.17 million people with a percentage of user growth in one year is 10.12% or equal to 27 million people [8]. In 2016, Indonesia had two thousand startups. It makes Indonesia to be the country that has the most startups in Southeast Asia. The majority of startups that had been develop are technology, science, and engineering based companies [9].
This phenomenon bears the potential to collaborate health sector with marketplace to be a startup. This startup is called 'MedMarket'. MedMarket is designed as an application that is going to be used by people who are looking for medical devices, especially for doctors and residents. MedMarket is designed using the Lean Startup method by collecting data and mapping with Business Model Canvas, therefor a business model can suits with market needs. The aim of this study is to design business processes that will be implemented and design product prototype according to market needs. So it can be solution to obtain various types of medical devices with good quality and competitive price in one application that will make it easier to look for the requested medical device.

Methodology
The methodology used to design the marketplace 'MedMarket' consists of three stages based on lean startup method [10] as described in Figure 1.

Figure 1. Stages of lean startup method
The methodology begins with (1) document the plan. It aims to map the strategy of building a business by collecting data with questionnaires to 35 respondents. The questionnaire recapitulation is used to identify customer problems, jobs, and gains which used to create a Business Model Canvas (BMC). The functions of BMC are to analyse respondents' need based on problems that had been found and mapped them into nine blocks, which are value proposition, customer segments, channel, customer relationship, revenue stream, key activities, key partners, key resources, and cost structure. (2) Identify the riskiest part of the plan. It aims to determine the riskiest parts of the Business Model Canvas that have been formed to be a priority for testing. Identification is based on the consideration of researchers and experts. (3) Systematically test the plan. It aims to test Business Model Canvas to determine the problem/solution fit and product/market fit.

Result and Discussion
The research was begin with document the plan using Business Model Canvas according to questionnaire recapitulation about customer problems, jobs, and gains from 35 respondents. The Business Model Canvas presented in Figure 2. Business Model Canvas #0 consists of (a) value proposition: MedMarket is expected to reduce losses experienced by consumers such as less informative services, difficulties in finding product at store, and queues that occur in stores. MedMarket offers convenience to consumers in choosing good quality products, getting information about product availability, and choosing product at affordable prices. (b) customer segments: MedMarket is intended for people range 20 -30 years old who use medical devices and are internet users. (c) channels: application can be downloaded at Playstore and marketing is done through vendors and word of mouth marketing. (d) customer relationship: MedMarket using self-service and personal assistant system to help users' problems. (e) revenue streams: users are charged with administrative fee for each product purchased. (f) key partnership: collaboration with vendors, e-wallet, bank, and delivery courier to optimize operational activities. (g) key activities: activities are related to problem solving to help users when they are using the application. (h) key resources: MedMarket's resources consist of physical assets, human, and intellectual prop. (i) cost structure: a costs description used to run this startup.
Stage two, identify the riskiest part of the plan. Based on consideration of researches and experts, the riskiest part of this startup is customer segments determination. Determination of customer segments must be precise so the product can be adjusted to costumer's needs who are searching, recognizing, and obtaining medical devices easily. Therefor the selected customer segment has an age range of 20 -50 years old with early adopters are students in medical cluster.
The last stage, systematically test the plan using two-step experiments which is the problem and the solution. The problem experiment has been figured by collecting data using a questionnaire to 10 people to validate product risk, market risk, and consumer risk. Then the Business Model Canvas was updated based on questionnaire recapitulation in value proposition and customer segments section presented in Figure 3.

Figure 3. Business model canvas iteration #1
Based on problem experiments, Information system modeling at MedMarket is done by creating a Business Process Model and Notation (BPMN) which aims to coordinate the sequence of processes and messages that flow between actors in different activities so that they can be easily understood. BPMN shows the business processes in the MedMarket application, where there are three stakeholders involved, consist of users, systems, and sellers as in Figure 4.
The prototype design of the MedMarket application was designed with three main features using Adobe Xd software. The first feature is the option of categories that divided into 6 categories, consists of dental equipment, vital equipment, assistive devices, consumables tools, learning support tools, and portable test kits. The second feature is product information that consists of product details, amount of available stocks, and product ratings based on user reviews. The third feature is verified sellers that allows the MedMarket's team to verify the new sellers on MedMarket application. It has purpose to make sure the quality of the products and to confirm the sellers in MedMarket already have a medical devices distribution permit.   Figure 5. MedMarket prototype application The final step is solution experiment. This experiment was done by collecting data with questionnaires to 20 people to validate consumer risk based on priority features, product risk based on administrative fee agreed, and market risk based on early adopter validation. Solution experiments also presents the prototype of MedMarket application to find out feedback from respondent. Then the Business Model Canvas was updated based on questionnaire recapitulation in value proposition, revenue streams, and customer segments section presented in Figure 6.


Interactive Model of Disaster risk & Disaster management: The Egg Model

Background: A conceptual model is always a suitable way to show the relationship between the different components of a process or among different processes. In the field of incident management, there are several models. However, there is almost no simple, natural, conceptual model to show the relationship between disaster risk management.

Methods: Because of the need for the development of a simple model that can quickly and at a glance relate the overall steps and components of the risk management process and various phases of disaster management, this model has been invented based on the evaluation of previous studies and reviewing current literature as well as refining the research and innovation done by the authors.

Results: In this article, a new model, which is called the Egg model, including the shell, the white (albumen) and the yellow (yolk) parts, is introduced. In which, risk management includes three steps. The first step is the assignment of a body, either a person, team or organization, as responsible (the resembling the shell). In the second step, the body does the assessment of the risk (resembling the white part). Risk assessment, on its own, includes risk identification, risk analysis, and risk evaluation. Finally, (resembling the yellow part), treatment of the risk(s) is begun which includes, prevention and mitigation, and preparedness before the disaster and, response and recovery after the disaster occurrence. Obviously, without an intact shell, the whole egg (albumen and yolk) will decay and all resources will be lost. Also without assessment of the risks, proper and effective management of the disaster is almost impossible. The third step of the risk management, the risk treatment, is in fact the disaster management.

Conclusion: This simple model shows the relationship between risk management and risk treatment. Although this model may have oversimplified the process of Risk Management, it helps to create a unique overview and understanding for almost everyone

Background
Providing an interactive conceptual model between disaster and risk management can be useful for multiple reasons (1). Some of the benefits of such a model include: a model that distinguishes between important elements, simplifies the understanding of a complex event or process; comparing actual situations with a conceptual model leads to a better understanding of the current condition and facilitates the process of planning and completing risk and disaster management programs (2). The availability of a simple and interactive model for risk and risk treatment is a considerable point in the quantification of emergency state (3). A model designed for risk and disaster management (risk treatment) will lead to a common understanding of almost all the factors involved and thus enhances the centralization and convergence of all relief efforts in all stages (especially the response and recovery phase) (4).
Therefore, it is clear that a very simple and welldefined model will be very useful in understanding of the interaction of risk and disaster management and their relationship to each other and will help the efforts made in this area to be performed effectively. In the past, and sometimes in today's writings and commentaries, when one person speaks of disaster management, the minds turn to the response phase, as if it were only at the time of the incident that it should be managed. But we all agree that risk treatment starts with prevention and mitigation before it happens and continues with the preparation for an appropriate response to the emergency stage. In the event of a disaster, the emergency response needs are addressed through a number of measures, and after the response phase, recovery efforts should be performed including physical and mental rehabilitation and infrastructure reconstruction and facility restoration which, overall, called a disaster management cycle (5,6).
Although there are various views on the components of the cycle and the precedence and latency of its phases, its generality, as it was drawn, is in the consensus of all managers and researchers in the field of disaster management (7). It is true that prevention and mitigation must be prioritized, and in fact, the prevention and reduction of impacts must be continually addressed in all programs and such action must be taken on a continuous basis, but the question is: for which sort of risk(s), prevention and mitigation measures should be considered? This important question arises here and the answer to that is one step before the management of a disaster. It is a critical step: the risk assessment (8). The risk assessment step itself, however, involves a process of several phases that will be later discussed in this article. It should be emphasized here that neglecting this step in dealing with disaster management is relatively common and this is why communities come across unexpected incidents and disasters.
One more important question still remains here that who is responsible for assessing (identifying, analyzing and evaluating) the risk of incidents and disasters? Therefore, a person, team, entity or organization with sufficient authority and expertise to assess risk(s) should be assigned and required to draw a risk map and to do the emergency planning for the various hazardous situations in the areas under control, and accordingly preventive measures and preparative responses be considered and implemented (9). Therefore, assigning a responsible entity or organization for risk assessment is the first step of risk management that is of particular importance (10).
This paper presents the above concepts in a completely simple, clear and at the same time practical model, in order to facilitate the overall understanding of risk management and its relationship with disaster management to not only all managers and researchers in the field of risk and also disaster management, but also every member of the community.

Objectives
Since there is a need for the cooperation of officials and citizens to achieve a resilient community, the necessity to introduce a simple model that can easily explain the concept of risk and disaster management to all citizens has become critical which is aimed in this article (9).

Methods
Because of the need for the development of a simple model that can quickly and at a glance relate the overall steps and components of the risk management process and various phases of disaster management, this model has been invented based on the evaluation of previous studies and reviewing current literature as well as refining the research and innovation done by the authors. The model was also developed based on the experiences and knowledge of the authors.
Although different models are presented today to explain disaster risk management, due to the many parameters that are included, they are not easy to understand for everyone (including the general public, managers and non-professional experts), and therefore cannot always be useful and applicable. However, the importance and usefulness of those models remain in place in terms of the various factors affecting risk treatment process (4,11,12). Therefore, the model presented in this paper is compatible with existing models plus the conceptual and functional relevance of risk and disaster management. This very simple conceptual model is called the Egg Model.

Results
Our simple, innovative and novel model (the Egg Model) is here illustrated and explained in Figure 1. The most innovative point of this model is the resemblance of whole process of disaster risk management to an egg structure which is familiar to everyone and, therefore, is very helpful for being easily understood.
This novel and innovative model is called the Egg model and includes: the shell, the white (albumen) and the yellow (yolk) parts. Risk management includes similarly three steps. The first step is the assignment of a body, either a person, team or organization, as responsible (the shell). In the second step, the responsible body assesses the risks (the white part). In the final and third step (equals to the yellow part, the yolk), treatment of the risk(s) is begun which includes, prevention and mitigation, and preparedness before the disaster and, response and recovery after the disaster occurrence. Obviously, without an intact shell, the whole egg (albumen and yolk) will decay. The designation of the responsible organization or individual is the most primitive and initial step in the risk management process and all other steps must be performed under the leadership, guidance, and coordination of this responsible body.
One of the tasks of the responsible organization or person is to implement the second step of risk management which is the assessment of risks. Risk assessment, on its own, includes risk identification, risk analysis, and risk evaluation. Risk assessment should also be carried out before and during all phases of the third step which is risk treatment or disaster management. Without the necessary inspection and implementation of appropriate measures, new incidents and disasters may arise and add to the extent of current ones. Finally, the third step is risk treatment, which includes the components of prevention (including mitigation), preparedness, response, and recovery. Although the various components of disaster management phase are listed in different sources from three to eight components, this model lists four components. The first and second components that must be implemented before a disaster occurs are prevention and preparedness. These actions should take place at a time when the incident has not occurred (the day). While the third and fourth components, (response and recovery), take place during and after the disaster when the disaster is being resolved (the night).

Three steps of the risk management process in more detail
Here, the three steps which are the basis of the presented model will be explained in more detail. In general, the risk management process has three main steps: Step one: Establishment of a responsible entity or organization Step two: Assessment of the risk(s) Step three: Treatment of risk or management of disaster (6).

Step One: assigning an entity or organization in charge
Establishing an institution that is responsible for the task and has the necessary capability, expertise, authority, and credibility is an essential and important step. The entity or organization responsible for the protection of natural resources (including the environment) and man-made resources, both industrial and non-industrial, should be integrated (13). An organization responsible for the protection of resources and management of disasters must not only achieve relative self-reliance in managing certain disasters and emergencies but must also be adequately organized and interoperable with all organizations and agencies to manage emergencies and potentially critical, interactive and complex situations. In emergency situations, decision-making is difficult and decisions need to be made in a short time, and this can only be done properly by trained managers with the necessary attributes and authority (6, 7).

Step Two: Assessment of the risks and drawing the risk map
The second step involves assessing the risks which, in turn, involves three stages: 1) identifying the risks, 2) analyzing the vulnerability of the community in exposure to possible hazards and threats, and 3) evaluation and prioritizing risks to manage them (14).
Identifying the risk of hazards and threats includes: using past experiences and also historical information in a specific area on the one side and foreseeing the future and scientific prediction of probable exposure to the hazards and threats, on the other side.
Natural hazards include earthquakes, floods, landslides, colds and frosts, intense heat and the like, and man-made hazards include environmental pollution, explosions, toxic leakages, traffic hazards and the like. Secondary hazards include those that arise after a primary hazard, such as fire, landslides and dam breaks after an earthquake.
After identifying the risks, one should examine and estimate the extent of risks, the probability of incidents, and the extent of the damage and the consequences of their occurrence. The extent of damage and destruction or the consequences of a potential incident is, in fact, directly related to the vulnerability of the community at risk.
In the third and final stage of the risk assessment is evaluating and prioritizing probable events and exposure to the risks for management based on capabilities, financial affordability, level of community development, general policies, the political and economic situation. Therefore, prior to any action, a risk map of the potential hazards should be prepared and the extent of their occurrence and priority of treatment, as well as the manner of dealing with them, should be specified (15).

Step Three: Risk treatment or disaster management
The third and final step is the treatment of the risks which include prevention and mitigation, preparedness, response, and recovery in an allhazards approach and based on the previous step findings and drawn risk maps, considering the community's capabilities.
Prevention: Prevention is a set of measures that allows for adaptation to risks without causing an incident, emergency or disaster. Accurate implementation of preventive measures plays an important role in preserving community resources. Of course, efforts and costs for prevention are usually not appreciated, as they prevent incidents, emergencies, and disasters that have not occurred and therefore have not been seen and have not affected the community (16).
Mitigation (which is usually included in the prevention phase), is a set of measures that, while not preventing the occurrence of an incident or exposure to hazards, reduce the destructive effects of incidents. Some hazards, such as earthquakes, cannot be prevented, but mitigation measures are crucial in reducing casualties. Of course, these actions are also usually overlooked, since destructions have not happened and the value of these actions has not been clearly seen, and their status and importance remain hidden (with neglect).
Preparedness: Preparedness refers to a set of actions that respond to the needs of emergencies and disasters such as facilities, equipment, and trained human resources, along with planning, organizing, training, and maneuvering (17).
A set of preparedness measures for response operation, such as equipping, organizing, and training, and maneuvering based on possible scenarios of incidents or disasters, or in response to real-life events, is called the preparedness. Planning, training, and maneuvering which forms the preparedness cycle increase the actual preparedness.
In planning what is more important than having a written plan, is the full implementation of the planning process with the participation of all stakeholders, including agencies, NGOs, and the general public representatives. Implementation of the planning process will result in coordination, synergy, speed of operation, etc. in all areas of action. Training and organization to acquire the skills to make effective use of equipment and facilities and the ability to deal with specific situations of disaster and to work in a functioning team are among the essentials for a successful operation. Having different banks of data and information is also a necessity for effective planning.
Response: Response includes an extensive set of measures. The first measure in the response phase is a rapid and clear alert to the community members. Responding effectively to emergencies and disasters, including a number of core measures such as the early warning, emergency evacuation of people, initial assessment of casualties and physical damages, search and rescue, emergency treatment and transportation of the injured, relief including safe water and emergency food and settlement, psychosocial support, management of humanitarian aids, and also management of the volunteers, and finally management of the dead bodies (18).
Recovery: Recovery means a return of the community to a pre-disaster condition; the situation prior to the disaster occurrence. Recovery, in addition to rebuilding infrastructure, critical facilities, lifelines, and the physical and mental rehabilitation of disadvantaged people; it also includes reconstruction of the identity of the affected community. Physical rehabilitation and recovery of those who have lost part of their ability or organs are very important to keep pace with mental rehabilitation to minimize injuries and restore or enhance one's ability. Obviously, if the recovery plan is prepared in advance, preventive measures will be well implemented and recovery will be possible in a much shorter time (19,20).
The management of resources, communications, security, and police are some of the things that are not mentioned in this conceptual model for the sake of simplicity that can be learned and adjusted within the context of the above model after a general understanding of the key concepts.

Discussion
Today, global strategies for disaster management focus on risk reduction (21,22). Because it not only reduces costs, it also makes managing risk much easier in the early stages. However, reducing risk avoids events and disasters that are never seen because they do not occur. Therefore, it requires additional efforts to implement the risk reduction measures in the community (including both officials and people) (23).
One of the most effective efforts in this field is providing a conceptual model that shows the relationship of the response phase with the other phases of disaster management cycle including prevention, preparedness, response and recovery, and on the other hand to map the relationship of risk treatment cycle with different steps of risk management.
As suggested by the proposed model, identifying the individual or entity and assigning for the responsibility of protecting the community against various hazards is the first and most important step of risk management (24). Obviously, a person or entity in charge, with the ability, authority, credibility, experience, and expertise is required to perform the assigned missions. Therefore, the selection and assignment of a responsible person or entity with the required characteristics is one of the most important issues in any community, from the family as the smallest social unit to the whole country and the nation (25).
Identifying the risk of the hazards and analyzing and weighing and then prioritizing them according to the different conditions of society for dealing with and managing them is not properly performed, because this step is generally less considered. Usually, the community (including officials and people) goes directly into the third step of risk management, which is risk treatment. At best, those threats that have repeatedly affected the community have been addressed, while development of the countries, as well as the climate change and also technological advances, are always imposing new risks and threats on the community. Therefore, reviewing and monitoring the hazards and their risks is a constant need to be acknowledged at regular intervals and to implement preventive and other risk reductive measures appropriate to their possible impacts (26,27).
The link between the risk treatment measures, namely prevention, preparedness, response, and recovery, although always shown in a cycle and it helps to understand, but the other two risk management steps (the first and the second) should also be considered. Although some models specifically emphasize the importance of preventive measures before the disasters and incidents, while preventive measures are also important in the preparedness phase. Furthermore, ignoring the risk of response measures can increase the damage, and may even impose new and additional damage to the disaster-stricken community (28, 29).

Conclusion
Consequently, it is concluded that this simple and quickly understandable conceptual model, (the Egg Model) while not fully elaborating all the detail of risk and disaster management, can provide a common and general understanding for all members of a community (both people and the officials). In addition, this model is useful for understanding the whole risk management process and in all natural and man-made disasters. This fact is acknowledged by understanding that the third step of risk management is consistent with all disaster management measures (whether preventive or otherwise). In other words, one of the point that is emphasized in this model is the relationship between disaster management and risk management, and from the perspective of this model, disaster management is the third and final step of the risk management process. The whole process of risk management which three main steps have resembled the structure of an egg (the shell, the white and the yellow) is quite familiar and understandable to everyone and this is the key point and more innovative part the model presented in this article.