Choosing an Entrepreneurial Development System:The Concept and the Challenges

William L. Smith, Ph.D.School of BusinessEmporia State Universitysmithwil@emporia.edu

Abstract

This paper presents a discussion of the process of choosing an entrepreneurial development system for a local rural community and region.

A later version of this paper is “in press” in the International Journal of Management and Enterprise Development

Entrepreneurship has been defined in a number of ways over the years From Schumpeter [1934] to the Internet of

today – Google gives a page of definitions I have adopted the definition of the field of

entrepreneurship as ‘the scholarly examination of how, by whom, and with what effects opportunities to create future goods and services are discovered, evaluated, and exploited’

From Venkataraman [1997] and Shane and Venkataraman [2000]

In Essence - the field involves: the study of sources of opportunities the processes of discovery, evaluation, and

exploitation of opportunities, and, the set of individuals who discover, evaluate

and exploit them.

Figure 1 Entrepreneurial research framework (1) Opportunities, plus (2) Individuals, lead to (3) Entrepreneurial event

Our Goal

This paper seeks to explore the possibilities of creating an ‘entrepreneurial community’ environment in a rural setting within which individuals and groups of individuals may develop sets of skills which allow them to recognize opportunities for entrepreneurial activities that did not seem to exist previously.

Background

Foundation support; Kauffman and Kellogg Government support, Federal and State Enterprise Facilitation Lichtenstein and Lyons [1996, 2001]

Seven unique challenges for rural entrepreneurs [Kauffman, 1999], p. 1 of 2: 1) culture that promotes entrepreneurship 2) distance to markets and services 3) capital availability and capital-ready deal

flow 4) threshold of demand to justify the location

of support services 5) absence of other entrepreneurs

Seven unique challenges for rural entrepreneurs [Kauffman, 1999], p. 2 of 2: 6) absence of industry clusters 7) independent spirit of rural population – i.e.,

balance the entrepreneurial desire to ‘be one’s own boss’ with the realization that successful entrepreneurs cannot ‘do it alone.’

Lichtenstein and Lyons [1996, 2001] The focus of entrepreneurial development

should be shifted from programs to development of individual entrepreneurial skills.

They proposed a comprehensive ‘needs assessment’ approach,

To build on each of the existing programs in the community, and

Identify additional training services required

The Proposed System

Expand the population of entrepreneurs, not just the ‘right’ ones.

Entrepreneurs need continuous assistance with many of the skills needed to move through the stages of business development.

This suggests an ongoing mentoring program coupled with networking with others who have already been through the process themselves.

Truly creating an ‘entrepreneurial community.’

Bringing together, in a developmentally focused system, persons with entrepreneurial skills at various stages of development to share these skills

Persons who help each other develop these skills, and

Persons who will assist others in recognizing new opportunities for innovation in the community.

Table 1 The four entrepreneurial skill categories and 17 skill dimensions 1) Technical skills

• Operational – the skills necessary to produce the product or service • Supplies/raw materials – the skills to obtain them, as necessary • Office or production space – the skills to match needs and availability • Equipment/plant/technology – the skills to identify and obtain

Table 1 The four entrepreneurial skill categories and 17 skill dimensions 2) Managerial skills

• Management – planning, organising, supervising, directing, networking • Marketing/Sales – identifying customers, distribution channels, supply chain • Financial – managing financial resources, accounting, budgeting • Legal – organisation form, risk management, privacy and security • Administrative – people relations, advisory board relations • Higher-order – learning, problem-solving

Table 1 The four entrepreneurial skill categories and 17 skill dimensions 3) Entrepreneurial skills

• Business concept – business plan, presentation skills • Environmental scanning – recognize market gap, exploit market opportunity• Advisory board and networking – balance independence with seeking assistance

Table 1 The four entrepreneurial skill categories and 17 skill dimensions 4) Personal maturity skills

• Self-Awareness – ability to reflect and be introspective • Accountability – ability to take responsibility for resolving a problem • Emotional Coping – emotional ability to cope with a problem • Creativity – ability to produce a creative solution to a problem

Volunteer Entrepreneur Corps (VEC) mentoring program

A volunteer group to be formed in the community (region) who offer their experience to provide assistance in their specialties to other entrepreneurs, for the betterment of the ‘entrepreneurial community.’

Share their experience using a skill with others rated ‘medium’ on that skill.

Annual volunteer recognition/citations

Evaluation (p. 1 of 6)

Motivation of rural entrepreneurs: There is a significant difference in motivation between rural entrepreneurs and their urban counterparts. All the adaptations have been made with this issue in mind, and they will be regularly reviewed to assure compliance.

Evaluation (p. 2 of 6)

Culture: Rural culture has multiple and conflicting personalities; it is ‘anything goes’ and ‘can do’ on the one hand, and very conservative overtones on the other, that often discourage risk-taking and inhibit entrepreneurial activity. The networking and mentoring process will be built on this dichotomy, with continuous attention to making it a strength, not a weakness.

Evaluation (p. 3 of 6)

Networks: Networks are even more important to rural entrepreneurs. In fact, they are essential to entrepreneurial success – but providing adequate forums to share experiences, explore new opportunities, and seek reinforcement – are the biggest challenges to promoting entrepreneurship in rural America. Networking is at the heart of the proposed system. Providing the correct forums, the best mentors, and the most effective balance of outside trainers and experienced entrepreneurs to provide guidance and skills development to less experienced entrepreneurs will be critical to success of the system.

Evaluation (p. 4 of 6)

Capital and deal flow: There is both a lack of equity capital and a lack of ‘capital literacy’ in rural areas. Skills related to understanding and obtaining appropriate funding are integral to the skills development system proposed. New funding sources will be available based on recent legislation in the state.

Evaluation (p. 5 of 6)

Workforce: Both skilled workers and management skills are often miles away. Identifying ways to access these skills is a continuing challenge.

This identification and matching to the benefit of area entrepreneurs is the reason for the creation of the proposed system. Skills not available will be created, brought in, or otherwise made available as an integral part of the entire entrepreneurial development system processes.

Evaluation (p. 6 of 6)

Youth: Rural America’s most significant export has been its children – which are recognized by community leaders as among the greatest threats to the viability of many rural communities. Rural entrepreneurship can address the aging of rural communities in two ways:

1) Discussion with rural youth about the value of closeness to their rural hometowns and finding ways to allow them to remain.

2) Promoting rural communities as attractive to youth and young families with a pro-entrepreneurship environment.

Action Steps, 1 & 2

Enhancements of entrepreneurial education at all levels are already under way through closely coordinated efforts of related programs of the university and other educational entities.

An AgriTourism initiative is being undertaken in the region which will provide mutually beneficial activities and increased opportunities for entrepreneurial tendencies to act upon.

Action Steps, 3 & 4

Implementation will require wide political and social cooperation among a broad spectrum of service providers, governmental units, and members of the general community.

Appropriate information sharing and input from interested members of the public in general will be critical to successful system implementation.

Action Steps, 5, 6 & 7

Organize the Volunteer Entrepreneur Corps (VEC) and begin the networking process

Create the “needs assessment” process by validating the Skills Sets to be measured and the process of measuring them.

Support the infrastructure to allow this systematic process to be sustained over time.

Conclusion

From the conclusion section of Lichtenstein and Lyons [2001], a great quote: “H. L. Mencken once said that ‘for every complex problem there is an easy answer, and it is wrong.’ Community-wide enterprise development is a complex problem; therefore, any useful solution is bound to be so as well.” [p.17]