Chapter 3 - 'Entreprening'
OBJECTIVES
After studying this chapter you will be able to:
• Explain the nature and roots of the term
'entrepreneurship' and how it is related to the characteristic entrepreneurial
path.
• Uncover the different backgrounds that foster
entrepreneurship among individuals, consequently engaging factors that will
facilitate the development of such backgrounds in the business to stimulate
entrepreneurial spirit and conduct among teams and employees.
• Recognize that individuals differ in
finding entrepreneurship as the most desirable career path, subsequently
facilitating the way to entrepreneurship for those who are attracted to it as
well as introducing entrepreneurship to those who are less attracted to it, to
enable them to make more conversant choices along their future career path.
• Understand the different drivers toward
entrepreneurship.
• Identify the main characteristics of
today's entrepreneurs (e.g., human capital-related factors, vision, motivation,
and psychological traits).
• Discuss factors related to individuals'
readiness to enter into entrepreneurship.
• Articulate the multifaceted relationships
between entrepreneurial businesses and their ecosystems, and be able to take
knowledgeable decisions on the relevant niche in which to set up a business.
WHAT DOES IT TAKE TO BE AN ENTREPRENEUR?
Eelore discussing what it takes to be an entrepreneur, the term entrepreneur
itself has to be defined, aT-C the various activities and actions involved
in entrepreneurship examined and understood. T; date, no firm agreement
on either of these has been reached, and the numerous proposed ctunitions and
suggestions are usually sketchy and inconsistent. Many researchers, as well as
many organizations, have highlighted the need for a collaborative international
approach to entrepreneurship and have voiced strong support for the
development of a core set of measures, within an agreed-upon framework, to identify the
attributes and activities of the entrepreneur. In the belief that such a model
can serve to promote entrepreneurship the world over, efforts have been made to
build models and establish indicators that would benefit professionals in the
area of entrepreneurship (e.g., counselors, mentors), as well as help academic
researchers identify those measures. In this section, we attempt to 'crack the
entrepreneur code' by delineating the attributes of today's entrepreneur and
the main activities that he or she must be able to manage successfully. Some
researchers define entrepreneurs as creative and motivated individuals who take
a risk and establish a business, the risk being that of selling at uncertain
prices after buying at certain ones (Brockhaus 1980; Garland et al. 1984;
Palich and Bagby 1995; Chell 2008); others suggest that entrepreneurs are those
who are willing to take risks, and are able, via networking ability and
relationship-building skills, to bring different parts of the market together
(Dubini and Aldrich 1991; Ostgaard and Birley 1996; Greve and Salaff 2003;
Jack, Dodd and Anderson 2008). Entrepreneurs have been defined in myriad other
wavs. the predominant ones being: inventors of ideas that they evolve to
creation; people able to maintain and ensure the growth of an enterprise;
developers of new technologies or products that change the field in which they
are working; creators and exploiters of new opportunities, and people who
change the way in which we think and function in a given area of social
activity ('Sandber^ and Hofer 1987; Bygrave and Hofer 1991; Sarri
andTrihopoulou 200S;Taormina and Kin-Alei Lao 2007).
The'Bill Gates syndrome',1 typifying 'ordinary'
children who become powerful and influential entrepreneurs, is a recognized and
acknowledged example, but it is the exception — albeit a
notable one — rather than the rule. In many ways, the original iailure to
recognize Bill Gates' abilities, as proven by the later outburst of his
creative abilities and resultant success story, should actually be considered a
failure of the educational system.
The educational system, and bodies such as labor- and
market-related ministries, industrial ministries and associations and
institutions of higher learning, among others, should develop measures to
identify potential entrepreneurs and initiate programs to stimulate and
encourage innovation, creativity, and other qualities that are necessary for
entrepreneurial success. This should also be done among young people, even
pupils in elementarv and high schools, since identifying and developing the
traits, abilities and other resources that are vital for entrepreneurship can
facilitate their future careers as successful entrepreneurs.
IS THERE A BACKGROUND THAT PROMPTS ENTREPRENEURSHIP?
Two random examples of successful and renowned entrepreneurs
depict very different background scenarios: Oprah Winfrey and Conan O'Brien,
the host of XBC's Tonight Show, both recognized television personalities
in the United States. Oprah Winfrey's life story2 tells of a
traumatic childhood and a young woman whose rebellious spirit enabled her to
break through and overcome social and racial barriers. Determined to excel, she
rose to become a prominent and innovative television talk-show host, and an
influential multipreneur who owns a film company, a widely read monthly
magazine and a cable network, in addition to establishing several philanthropic
organizations. She has been quoted as saying that: 'with every experience, you
alone are painting your own canvas, thought by thought, choice by choice',3
stressing that despite her background, her attitude toward life experiences is
that thev can be translated into choices that craft opportunities. Conan
O'Brien was born and raised in an Irish Catholic family in a suburb of Boston,
Massachusetts, to a mother who was an attorney, and a father who was a
physician and professor of medicine. He graduated from Brookline High School,
as valedictorian, and entered Harvard University, where he was a writer for the
Harvard Lampoon humor magazine. In 2001, he formed an agreed-upon
framework, to identify the attributes and activities of the entrepreneur. In
the belief that such a model can serve to promote entrepreneurship the world
over, efforts have been made to build models and establish indicators that
would benefit professionals in the area of entrepreneurship (e.g., counselors,
mentors), as well as help academic researchers identify those measures. In this
section, we attempt to 'crack the entrepreneur code' by delineating the
attributes of today's entrepreneur and the main activities that he or she must
be able to manage successfully. Some researchers define entrepreneurs as
creative and motivated individuals who take a risk and establish a business,
the risk being that of selling at uncertain prices after buying at certain ones
(Brockhaus 1980; Garland et al. 1984; Palich and Bagby 1995; Chell 2008);
others suggest that entrepreneurs are those who are willing to take risks, and
are able, via networking ability and relationship-building skills, to bring
different parts of the market together (Dubini and Aldrich 1991; Ostgaard and
Birley 1996; Greve and Salaff 2003; Jack, Dodd and Anderson 2008).
Entrepreneurs have been defined in myriad other wavs. the predominant ones
being: inventors of ideas that they evolve to creation; people able to maintain
and ensure the growth of an enterprise; developers of new technologies or
products that change the field in which they are working; creators and
exploiters of new opportunities, and people who change the way in which we
think and function in a given area of social activity ('Sandber^ and Hofer
1987; Bygrave and Hofer 1991.
The'Bill Gates syndrome',1 typifying 'ordinary'
children who become powerful and influential entrepreneurs, is a recognized and
acknowledged example, but it is the exception — albeit a
notable one — rather than the rule. In many ways, the original iailure to
recognize Bill Gates' abilities, as proven by the later outburst of his
creative abilities and resultant success story, should actually be considered a
failure of the educational system.
The educational system, and bodies such as labor- and
market-related ministries, industrial ministries and associations and
institutions of higher learning, among others, should develop measures to
identify potential entrepreneurs and initiate programs to stimulate and
encourage innovation, creativity, and other qualities that are necessary for
entrepreneurial success. This should also be done among young people, even
pupils in elementarv and high schools, since identifying and developing the
traits, abilities and other resources that are vital for entrepreneurship can
facilitate their future careers as successful entrepreneurs.
MAIN CHARACTERISTICS OF TODAY'S ENTREPRENEURSHIP AND ENTREPRENEURS
The multifaceted aspects of entrepreneurship and entrepreneurs are
summarized in Table 3.1, which lists some of the major findings on human capital
(HC) and the ecological and psychological aspects of entrepreneurship, along
with several such entrepreneurial-related topics as networking, team work,
career path and more.These characteristics have been identified in a large
number of studies to date, but since the phenomenon of entrepreneurship is
growing rapidly and is appearing in more and widely dissimilar countries all
over the world, entrepreneurs, too, are becoming increasingly dissimilar.
Today's entrepreneurs may be highly educated, uneducated, or even
illiterate; they may be trained professionals or lacking any trade or
occupation; thev mav be very young (adolescents have established their own
enterprises) or old enough to be out of the workforce; they may have had formal
preparation for entrepreneurship or have learned about it along the way;
finally, more and more women have entered the field of entrepreneurship i WE)
as the constraints of work and home have become less limiting for women in most
countries.
Theoretically, entrepreneurship can provide the best fit between a
person and a profession or career, as the enterprise and how it is managed are
determined bv the entrepreneur's own predilections and decisions, rather than
by those made bv others, while within the corporate system employees have to
adapt themselves to the dictates of employers or prestructured jobs (Gupta,
MacMillan and Surie 2004; Mayo 2005).
Vision and motivation
Visions are all around us, in everything we see and think about.
Thev can be things that we would like to see exist or happen, or things we
would like to improve: they may be things that we think would help us handle
our lives more effectively and pleasantly. A vision can also be a bright and
exceptional idea that springs forth unexpectedly and with no apparent
connection to ongoing affairs. In the context of entrepreneurship, however,
vision means seeing something that others do not, and implementing it before
they do. This kind of vision is an underlying requisite of venture creation and
the motivating factor for the establishment of an independent and self-run
enterprise.
Visions that emerge from very personal needs or experiences can
grow and develop into entrepreneurial enterprises, as exemplified by the
successful chain of Starbucks coffee shops. Howard Schultz, the former CEO of
Starbucks, was drinking a cup of coffee in an Italian coffee bar during one of
his trips to Europe. He loved the taste, the service and the atmosphere, and
realized that he did not mind paying a little extra for them. This experience
stimulated him to create the same atmosphere and presence in the United States.
Schultz's vision led to a chain of Starbucks throughout North America, and in
several countries in Europe and Asia, among other places (Hinterhuber and Popp
1992; Olsen 1994).
The normative process of decision-making in selecting a job,
staying in or quitting an active job, or entering entrepreneurship, moves
through three main circles (illustrated in Figure 3.1). The first, innermost
circle in a person's motivation to select a specific job or profession is
basically concerned with his or her personal desires and aspirations, and the
answer to the existential question 'What do I want to do for a living?' or,
perhaps, 'What do I want from life?'The primary
Gender
•
Men launch businesses more than women do
•
Men's businesses are more successful in terms of
survival time and revenues than those of women
•
More women are launching and managing their own
businesses today than in the past
•
More women consider entrepreneurship a career
path today than in the past
•
More women are attracted to entrepreneurship
today because the home-work conflict is more manageable
•
Local,
embedded
•
There are more transformations from cluster
entrepreneurships to global, multinational and borderless ones
•
Specific groups are more locally embedded:
ethnic groups, low-tech sectors, local-oriented businesses, women more than men
•
Motivations
•
• Diverse motivations to enter entrepreneurship:
person/, uch as, autonomy,
fulfillment of personalneeds; economic such
•
Very diverse configurations (e.g., partnerships,
multipreneurships, intrapreneurships, franchises) • Leading entrepreneurs have
or develop different roles; involvement in one feature (i.e., creator of ideas,
investor, launcher of start-ups, manager of the firm), does not predict
engagement in others
•
Human
capital (HO
•
Today's entrepreneurs' HC is more varied than in
the past
•
Wide-ranging HC is not necessarily related to
entrepreneurial and/or professional activities: physicians may launch a
computer-based venture, and retired teachers may launch websites for adult
recreation possibilities
•
Most entrepreneurs lack specialization in
entrepreneurship and management
•
Competition
for scarce resources
•
Power plays a crucial role in securing scarce
resources
•
Entrepreneurs utilize networking, political
connections and innovation in order to compete against both entrepreneurial and
corporate businesses in securing scarce resources
•
Traits
•
Entrepreneurs
possess diverse psychological traits:
•
Ambition
•
NoMconformism
•
Difficulty
adjusting to a orpoivilc sysfiMii
•
Advcnlurc
M'rkimi
•
Risk
l.ikiiui
•
OiMlivity
•
Networking
•
Most successful entrepreneurs are able to
communicate their ideas and 'sell'them to their relatives, friends and family
on an ongoing basis, thus establishing networks
Table 3.1 Continued Human capital
Personal characteristics
•
Age -younger individuals are more likely to
start a business
•
Individuals in mid-career and ret/red people are
turning to entrepreneursfiip more than in the past. The main
exp/anations for this refer to longer life spans, better health care, past
experience in the labor market, and the desire to fill free time with
meaningful activities
•
Women at a child care stage of life are more
involved in entrepreneurial activities than in the past
•
Ethnic
groups and minorities
•
Ethnic groups and minorities are
under-represented in most entrepreneurial activities
•
Female entrepreneurship in
these groups is significantly under-represented
•
In immigration countries (e.g., the US and
Canada), ethnic entrepreneurship is addressed more than in non-immigration
countries (e.g., most European and Asian countries)
•
Ecology
•
Spatial
heterogeneity
•
Less rigidity in organizational structures
•
Heterogeneity and adaptive organizational forms
in different environments (i.e., working from home, diffuse hierarchy in
entrepreneurial businesses, partnerships, weakened bureaucracy, among
others)
•
Psychological
aspects
•
Core
traits required
•
Innovation, creativity and proactiveness are
core traits throughout the entrepreneurial venture
•
Communication, emotional intelligence and
risk-taking are prime traits needed to sustain a competitive advantage
•
Each entrepreneurial stage requires different individual
traits: launching stage - creativity and risk-taking; operation and
maintenance stage - managerial competence
•
Leadership, persistence and managerial
attributes are valuable in crisis phases
•
Entrepreneurshaip
and SME
•
Team
work
•
Team hierarchy and traditional chain-of-command
rules are less common today than in the past
•
Teams are based on expertise. Relations in teams
that are professional, interest-driven, informal and non-obligatory are more
likely to lead to win-win situations, which are more likely to lead to a
successful venture
•
Career
path
•
Potential entrepreneurs should attend
preparatory programs
•
Active entrepreneurs should participate in
training programs
•
Mid-career employees tend to go back to specific
training programs prior to switching careers to entrepreneurship
•
Entrepreneurs find that their careers are
ongoing learning experiences
'ENTREPRENING'
Myself Organization Career path
Figure 3.1 The process of
decision-making in selecting a job
is therefore on myself,4' which encompasses
other questions such as: What is best for me? : interests me? Where and how can
I utilize my knowledge and skills? How can I grow and : in the course of my
working life? Some individuals find their way to a job that provides i with a
sufficient degree of satisfaction, while others must compromise and, in order
to make
r, work in whatever job the market offers, with a lack of interest
and enthusiasm. The middle circle refers to one's identification with the organization
that he or she is actually ag in. An individual may be satisfied with his
job per se, but not with the values, culture, »» or atmosphere
of the workplace. This will lead to a feeling of detachment, or to a lack of
jtment and identification with the organization, and although individuals in
such a situation r continue to work in their organizations, their lack of
identity will lead some of them to search elsewhere outermost circle represents the individual's career path. Within
this circle are past and nt ;obs, as well as envisioned future jobs
and other possibilities. Commitment, contentment 1 enthusiasm with past and
present jobs or organizations, or the lack of any or all of these, are sfcr tc
arfect or even determine perceptions of a future career path. Individuals who
are satisfied i tbeir present or past jobs and organizations may nevertheless
have doubts about their potential Bccess in other places of work or in an
independent enterprise.
kivement from one circle to another is not always in what the
individual considers a desired riiirward direction. For example, a professor
who is highly competent in and satisfied with his rlier crosen academic field
may be called upon to fill an even higher level position in admini-k«.
as a dean or as head of a university department. Since such administrative
positions are m demanding, full-time posts, very little time is left for
academic research. There is also an n, two-sided dilemma: neglecting or
abandoning research for three or four years is likely ioainger progress in one
's academic career path, but refusing such administrative jobs can often i
renouncing prestigious and well-networked appointments. lifer ir.anv
individuals in the workforce, entrepreneurship has proven to be an excellent
choice, it ran pro\ide a satisfactory or even excellent livelihood, as well as
fulfillment of the a.'s desires and aspirations (the innermost circle). In
terms of many individuals' need for tzji;:r i the middle circle),
entrepreneurship is likely to fulfill the need for commitment and iDKaTion with
their own creation, and to do so in an organization that is planned,
established
THE RESOURCE-BASED PERSPECTIVE
and developed by the entrepreneur, according to his or her own
vision and desires, thereby promoting the entrepreneur's career path (the
outermost circle), in a way that answers the needs of the id (a return
to the innermost circle). Many entrepreneurs are more comfortable in a protean
career (Hall 3976, 2002); that is, a career process in which the person, not
the organization, manages his or her career; as such, the protean person s own
personal career choices, desires, and their implementation are unified,
controlled and adjusted by that person, promoting his or her self-fulfillment.
As protean core values are freedom and growth, mobility between jobs is high,
success criteria are subjective, and professional and job preferences
fluctuate. Entrepreneurship is the best format for such a career type. Thus,
for many individuals, entrepreneurship is highly likely to satisfy the needs
found in all three circles.
Psychological traits
Psychological theories focusing on the personal traits, motives
and incentives of entrepreneurs stress their need for achievement, a propensity
for risk-taking, and an 'internal locus of control', all of which are
considered major characteristics of the entrepreneurial personality. The strong
need for achievement, in terms of accomplishing difficult tasks, organizing
ideas, overcoming obstacles and/or attaining a high standard of work, is
considered a significant psychological variable associated with new venture
creation; independence and a strong internal locus of control, which are both
associated with self-awareness, self-development and ongoing learning, as well
as with self-regard and sometimes competitiveness, are also significant factors
(McClelland 3963; Pandey and Tewary 1979; Sexton and Smilor 1985; Shaver and
Scott 1991; Kaufmann, Welsh and Bushmarin 1995; Mueller and Thomas 2003).
Entrepreneurs have been found to be creative and enthusiastic
about the fruits of their creativity, and to have a zeal for the challenge of
inventing new products and exploiting new ways of marketing. They are restless,
and even the most successful ones are never fully satisfied with their
accomplishments: they tend to continually look for additional and different
paths to achieve their goals and realize their vision. Sustaining
goal-directed action and utilizing coping strategies when faced with obstacles
are also traits identified with entrepreneurs, as is tenacity, which has been
consistently identified as a typical trait of both inventors and entrepreneurs.
Researchers in cognitive theories that address entrepreneurs'
perceptions of the startup process assert that in order to keep their long-term
goals alive in the face of surprises, shortages and barriers, entrepreneurs
develop intense mental imaees of desirable futures. These researchers also
found that to cope with the uncertainties and urgencies thev face,
entrepreneurs draw upon tacit knowledge, similar to intuition, through
cognitive processes based on compressed experience, rather than on strategic
thinking. The combination of these images and tactics comprises the overall
scheme of the venture that the entrepreneurs want to create. All of these are
important in the entrepreneur's exploratory and experimental setting, when
information is scarce and outcome probabilities unclear, and in which rational
decision-making processes strain limited resources and provide little gain
(Brockhaus 1980; Sexton and Bowman 1986; Low and MacMillan 3 988;
Chen, Greene and Crick 3998; Ireland and Miller 2004).
The main resource; human capital (HC)
The combination of higher education, work experience and expertise
has a strong impact on entrepreneurship. Explanations for this derive from the
laws of supply and demand. In the job market, education, experience and
specific expertise are exchangeable assets that enable job
Characteristics
Theories have addressed the multifaceted relationships between new
businesses and lilies- environments. These studies are based on the concept
known as the Competitive Exclusion Hfflrimcipie (Hannan and Carroll 1992;
Aldrich and Wiedenmayer 1993), which asserts that two •iimnmar
businesses cannot occupy the same niche at the same time in the same ecosystem.
In order •011 succeed, new entrepreneurial businesses must have or construct unique
products or services, Kiir s'i-rJon or devise attractive conditions or
characteristics that suit their particular environment. 'Hue ~;ultifaceted
relationship between environment and business is the prime concern in iiino!;;c
rical studies. Ecological models focus on how organizations change over time,
especially lltllkrourli the demographic processes of selective replacement —
organizations' founding, growth ann»«L "ortality. The major theories of
organizational ecology dealing with the founding of new iiUiiszrjesses include,
among other topics: the rate of new venture launches or launch attempts;
CBKroetition across regions; rates of founding across geographical locales; the
contribution of initial iK*corce endowments; allocation of power; risk-taking
under conditions of uncertainty, and infihrmation asymmetry.
T.ie ecological conditions upon which entrepreneurial viability is
dependent are difficult to liter:e and measure, and the long-term or continued
success of such ventures, both newly launched .»; 'up and
running', is therefore highly unpredictable. Ecological models are beginning to
provide diiearer explanations for these relationships (Aldrich, Zimmer and
McEvoy 1989; Reynolds 1991; te and Audretsch 2005).
SUMMARY
anyone can be an entrepreneur, be they young or old, male or
female, with formal -aration for entrepreneurship or thrilled to explore this
path with no previous knowledge, rj concrete or amorphous visions. All have a
common drive — they are keen to develop rriselves into their own, extant
venture. Yet entrepreneurship is quite a difficult matter: it -Tonts
individuals with various vague, risky and uncertain business situations.
Although repreneurship is encouraged by many national agencies and governments
in many countries, : is culturally incorporated into many communities, some
individuals will be more attracted rnrreprenurship than others, as this
demanding, tough yet challenging and stimulating career r. Is more appealing to
individuals possessing the combination of specific human capital erminants,
psychological traits and family encouragement, along with positive values
toward repreneurial spirit (e.g., independence, risk-taking, onoing learning,
learning through doing). Some people find entrepreneurship a satisfactory, self-fulfilling
career path as it provides them -i their desired livelihood, matches their
aspirations and fits their independent, free-spirited psychological
characteristics; others are attracted to entrepreneur ship as it fulfills their
need for commitment and identification with their own creation, their own
venture; yet others find it the best path for a protean career.
Entrepreneurship fulfills different needs in different people as a preferred
job and way of life.
CASE STUDY 3.1 Jemex,
Croatia
After twenty years as a consultant in a large company, Luka
Brstilo was bored with his job. 'I get bored easily/ he confesses. Brstilo was
employed as a consultant in information technology (IT) management and
marketing-related matters. He was earning well, but always felt that something
was missing in his life. At work, Brstilo was considered 'rebellious', as he
was frequently involved in disputes and disagreements \vith his boss and
colleagues. They wouldn't fire him, however, due to his creative thinking and
h:s commitment to the company's projects and clients: every project was carried
out quickly and completely, and there was widespread satisfaction with his
devotion and professionalism. In fact, after one particular disagreement,
Brstilo was actually fired, but clients'threats to ieave the company if he
wasn't there resulted in his boss's rehiring him the very next day. Brstilo's
creative solutions often entailed risks, and the company he worked for could
not afford to take them. Such refusals frustrated him. He felt that he was
going downhill. One evening, on the way 10 scccer practice with his son, a
neighbor told him that he looked 'gray'. Although Brstilo wasn't sure he
understood exactly what this meant, he did feel old and run-down and bored.
Brstilo quit his job the very next morning. Within a month, he launched two
businesses-simultaneously. 'T/y wife was very worried about my decision to
quit. She has a job, but we have two children, and there was no guarantee that
things would work out for us. So I decided to have two businesses: one of them
is solidly based, that is, it specializes in what I do best-marketing and
management consulting-and I'm the only "player" there. My clients are
only large companies, and I work for them when I really need money. The other
one, Jemex, is a company that provides internet services. The internet activity
was launched early last year, and I have been running it full time since
September. I manage this second business, but my income is mainly from the
first one.' Jemex is still in its infancy, and it faces several constraints,
but Brstilo is very devoted to his entrepreneurial activity: he works longer
hours and his work often spills over into his personal and family life, but
Brstilo is happy: 'Croatia is an economically emerging country, but it has some
old legal and economic structures, with so many rules that it is sometimes
difficult to distinguish between them. The country suffers from very long
decision-making processes and a lot of bureaucracy. Many people that I have
spoken with avoid entrepreneurship for just those reasons,' he says. Brstilo is
a restless doer with irrepressible creative energies, and he decided to turn
these attributes to his advantage. He saw that the government's procedures were
slow and burdensome, which made it difficult for new businesses to become
established, including those related to the internet. He saw an opportunity
there, and launched a company. He also began to look for other mergers,
partnerships or opportunities that would make it possible to circumvent the
government's cumbersome bureaucracy and provide services that were becoming
more in demand. 'Suddenly, it occurred to me that in some parts of Croatia's
main cities, especially in the south where I live, there is a lot
WEBSITES FOR ENTREPRENEURIAL COUNSULTING
ACE, Action Community for Entrepreneurship,
http://www.ace.org.sg/Site/index.aspx.
Disney Entrepreneur Center, www.disneyec.com/.
DIY.BizPlan.com,
www.diybizplan.com/HELP!_Free_Consulting_for_Entrepreneurs.
ECWT, European Centre for Women and Technology,
www.womenandtechnology.eu/digitalcity/news/
FKCCI, Federation of Karnataka Chambers of Commerce and Industry,
India, www.fkcci.org/services.php. Networked Intelligence for Development,
www.networkedintelligence.com. SBA programs,
www.world-entrepreneurship-forum.com/. SCORE, Counselors to America's Small
Business, www.score.org/index.html. SMEtoolkit,
http://us.smetoolkit.org/us/en/. SPRING, Singapore, www.spring.gov.sg/Content/HomePage.aspx.
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