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Entrepreneurship

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Title: Entrepreneurship


1
Entrepreneurship
2
Entrepreneurship
  • Glenn Muske
  • Micro Business Specialist
  • Oklahoma State University

3
Outline
  • Entrepreneurship
  • Myths
  • Defined
  • Opportunity, Risk and Reward
  • What the social sciences tell us
  • Entrepreneurs and the community
  • Entrepreneurs vs. small business owners others
  • Role of entrepreneurs in the local economy
  • Building an entrepreneurial community
  • Entrepreneurial examples
  • Special entrepreneurial situations
  • Final thoughts

4
Personal Passion
  • The freedom to pursue personal passion leads many
    to start businesses.
  • Nothing great in the world has been accomplished
    without passion.
  • George Wilhelm Friedrich Hegel
  • German Philosopher (1770-1831)

5
Questions often asked but arent the most
important
  1. What can I do? What business should I start?
  2. Can I get a grant?
  3. What business will earn lots of money?
  4. What about e-commerce?

6
Questions often not asked but should be!!
  • Am I an entrepreneur?
  • Is there a market?
  • Can I profitably tap that market?
  • How do I get to market?
  • - E-commerce is just a means to market

7
The Myths of Entrepreneurship
8
Myth 1
  • Get Rich Quick!
  • Truth is
  • Life as an entrepreneur is not about money.
  • Success rarely happens overnight.
  • It's about what you want to do with your life.

9
Myth 2
  • You must be born an entrepreneur
  • (trait theory)
  • Truth is
  • some of the most successful entrepreneurs are the
    most unlikely.
  • It is a lifestyle choice, not an accident.

10
Myth 3
  • You must be at the right place at the right time
  • (environment theory)
  • Truth is
  • successful entrepreneurs operate whatever the
    macroeconomic and structural factors are

11
Myth 4
  • "I'll have all this free time"
  • Truth is entrepreneurs work many hours
  • advantages are
  • control of time
  • variety of tasks

12
Myth 5
  • It get easier.
  • Truth is it gets more challenging
  • must work faster, smarter longer
  • must enjoy the battle

13
Myth 6
  • If you build it, they will come.
  • Truth is building your business is just the
    start.
  • Next is the real work
  • planning
  • timing
  • strategizing and more.

14
Myth 7
  • It's all about the bottom line.
  • Truth is that the bottom line is necessary but
    not sufficient
  • purpose and meaning to the business
  • inspire customers and employees

15
Myth 8
  • Entrepreneurs are risk takers
  • Truth Entrepreneurs are calculators
  • Studies show entrepreneurs are only moderate risk
    takers

16
Myth 9
  • You have to have a great idea
  • Truth
  • Your idea must be good
  • Your idea must be doable
  • Your idea must be wanted or needed
  • Your idea must be priced right

17
Myth 10
  • It takes a lot of money
  • Truth Over 50 start for under 10,000
  • Also look for
  • Certain business types
  • Turn-around situations
  • Possibility of using other peoples money

18
Entrepreneurs goal is
to create or capitalize on new economic
opportunities through innovation
  • By finding new solutions to existing problems
  • Or by connecting existing solutions to unmet
    needs or new opportunities
  • SOURCE Lichtenstein Lyons, Incubating New
    Enterprises A Guide to Successful Practice, 1996

19
Entrepreneurship Definitions
  1. Creation of an innovative economic organization
    for the purpose of gain or growth under
    conditions of risk and uncertainty
  2. Self-employment through business ownership that
    includes significant elements of risk, control,
    and reward (Coleman Foundation)
  3. Organizing a business venture assuming a certain
    amount of risk to make a profit (Burns and Bolton)

20
More Definitions
  • Profits from bearing uncertainty and risk
  • Purposeful activity to initiate and develop a
    profit-oriented business
  • Moderate risk taking
  • Creation of new organizations
  • The pursuit of opportunity without regard to
    resources currently controlled

21
EntrepreneurshipBasic Elements
  • Opportunity recognition
  • Creation and/or innovation
  • Resource gathering and the founding of an
    economic organization
  • Desiring the chance for gain while accepting risk
    and uncertainty

22
Other Entrepreneurial Motivators
23
Be my own boss!
Time With Family
LIFE STYLE
MONEY
24
?? Tell a time when you were entrepreneurial ??
  • Were you successful??

25
Opportunity Recognition
26
An Entrepreneurial Opportunity defined
  • A situation in which changes in which changes in
    technology, or economic, political, social, and
    demographic conditions generate the potential to
    create something new or to remarket something
    existing.

27
Entrepreneurial Opportunity Grid
Product/Service
Existing New
Market
Existing New
Market Penetration
New Offering Development
Market Development
Diversification
28
What are opportunities?
  • Small steps
  • Little jumps
  • Huge leaps

29
"Don't be afraid to take a big step if one is
indicated you can't cross a chasm in two small
jumps." David Lloyd George
30
Opportunities can be...
  • Social demographic changes
  • New raw material
  • Product obsolescence
  • Corporate stagnation
  • One-product vulnerability
  • Chance
  • Technical or scientific
  • Political and regulatory
  • Process or production method
  • Organizing
  • New market and marketing
  • Personnel

31
Think like a..
  • Manager Problem solving
  • Entrepreneur Opportunity Exploitation

32
Opportunities
  • External
  • Unexpected event
  • Technology changes and convergence
  • Change in methods
  • Demographics/market size,
  • Changes in competition
  • Internal
  • Other methods

33
The Opportunity Myth
  • An Idea
  • does not equal an
  • Opportunity

34
Creation Innovation
35
Creativity
  • Imagination is more important than knowledge -
    Einstein

36
The Creative Process
  • Planning definition
  • focus on building the RIGHT product
  • Design, demonstration customer support
  • focus on building the product RIGHT

37
Customer requirement
Product solution
NOT
Find a consumer
Technology
Product
38
Basic questions
  • What is the customers need?
  • How large is the opportunity?
  • How likely is it to happen?
  • What is the market timing?
  • Is it aligned with our organizational strengths?

39
Time is money!
  • Delays give others time to develop the same
    product.

40
Reduce product development time by 1/3 you will
triple profits growth.
41
Exercise
  • In groups of 3-4, think of 3 things you have
    observed externally lately that would be a
    potential business opportunity.

42
Resource Gathering
  • Resourced-based Theory of Entrepreneurship

43
Dimensions of Entrepreneurship
Individual Characteristics
New Venture Creation
Organization
Environment
Constraints in the Environment
44
Resource
  • any thing or quality that is useful
  • used to develop sustainable competitive advantage
  • heterogeneous immobile
  • you have them, others cannot easily get them

45
Strategic Resources
  • Valuable Exploit an environmental opportunity
  • Rare Not enough for all competitors
  • Imperfectly imitable Cannot be merely copied
  • Non-substitutable

46
Competitive Advantage
No Advantage Resource Dimension Advantage
Common Valuable Exploits opportunities
Readily available cheap Rare Unique expensive
Ordinary Imitable Complex ambiguous
Many easy Substitutable Difficult
47
Types of Resources
  • Financial
  • Physical
  • Human
  • Technology
  • Reputation
  • Organizational

48
Risk and Reward
49
If the business succeeds, the entrepreneur reaps
the reward of profits if it fails, one takes
the loss.
50
Business Failure Rate
51
Statistics
  • 10 of small businesses fail each year
  • 40 - 80 of small businesses do not survive for
    5 years
  • Most small businesses closures do not result in
    uncovered liabilities
  • Majority of small business owners who fail will
    start another business

52
Why do businesses fail?
  • 2 general categories
  • Financial
  • Nonfinancial

53
Financial Reasons
  • Under-capitalized
  • Poor cash flow planning
  • Lack of record keeping
  • Inadequate financial forecasting and review
  • Lack of accounting training
  • Excessive debt

54
Nonfinancial Reasons
  • Loneliness
  • Lack of management skills and training
  • Little passion
  • Impact of regulations
  • Inefficiency
  • Inexperience
  • Lack of planning

55
"I never failed once. It just happened to be a
200l-step process." Thomas A. Edison
56
Rewards
  • ???

57
  • "In the realm of ideas everything depends on
    enthusiasm, in the real world all rests on
    perseverance." - Johann Wolfgang von Goethe

58
The Social Sciences onWhat Makes an
Entrepreneur
59
Trait Theory
  • Energy/motivation
  • Business orientation
  • Business attitude
  • People skills

60
  • http//www.sba.gov/starting_business/startup/entre
    preneurialtest.html
  • http//www.toolkit.cch.com/tools/downloads/swchek.
    rtf

61
Personality Characteristics
  • Need for achievement
  • Locus of control
  • Risk-taking propensity

62
Career Anchors
  • Motivate vocational choices
  • Technical
  • Managerial
  • Security
  • Creativity
  • Autonomy

63
Sociological Characteristics
  • Negative displacement
  • Between things
  • Positive pull
  • Positive push

64
Situational Characteristics
  • Perceptions of desirability
  • Perceptions of feasibility
  • Entrepreneurial event

65
Desires
  • Change
  • Your life
  • A product or service
  • The environment

66
Entrepreneurs and the Community
67
CARE Model (Dr. Mike Woods, Jack Frye, Stan
Ralstin)
  • Creation
  • Attraction
  • Retention
  • Expansion

of New Jobs Created Attraction - 1 Retention
Expansion 44 Creation 55
68
  • We all want to find the next gazelle!!

69
Entrepreneurs vs. Small Business Owners
  • Carland, Hoy, Boulton, Carland argue they are
    different
  • - Entrepreneurs and entrepreneurial businesses
    involve innovation growth
  • Entrepreneurs goal-orientation is different
  • financial success vs. other criteria
  • need for achievement/power
  • Entrepreneurs use strategic management practices

70
Small Business
  • Independently owned and operated, not dominant in
    its field, and does not engage in any new
    marketing or innovative practices
  • Owner Establishes and manages for purpose of
    furthering personal goals. Business is primary
    source of income consumes majority of time
    resources. Owner perceived business as extension
    of personality, intricately bound with family
    needs and desires.

71
Entrepreneurial Venture
  • Engages in growth and profitability and
    innovation by introducing new products, new
    processes, opening new markets, or reorganizes
    the industry
  • Entrepreneur Establishes and manages the
    business for growth and profit. Is innovative
    and employees strategic management practices.

72
??QUESTION??
  • Are entrepreneurs and small business owners the
    same thing?
  • Why??
  • Why not??
  • Does rural make a difference??

73
Comparing Entrepreneurs toManagers and Leaders
Entrepreneur Manager Leader
Innovates Administers Innovates
Creates Maintains Develops
Sees opportunities See problems Sees the future
Asks how and when Asks how and when Asks what and why
Makes it happen Does things right Uses influence
Builds the team Relies on control Inspires trust
74
  • Entrepreneurship is a style and a general method
    of operating, not just a set of business skills.
  • Jerry Gustafson
  • Beloit College

75
Entrepreneurs
  • People who create and grow enterprises
  • Aspiring entrepreneurs
  • Survival entrepreneurs
  • Lifestyle entrepreneurs
  • Growth entrepreneurs
  • Serial entrepreneurs
  • Social entrepreneurs
  • SOURCE WK Kellogg Foundation

76
Entrepreneurs and the Community
  • What they bring

77
Does it matter what they are called?
  • Both
  • Add income to the household and jobs and wealth
    to the community
  • Add economic strength to a community
  • Add stability to a community
  • Provide the owner with the ability to achieve his
    or her goals
  • Create new opportunities within the community -
    Multiplier

78
Who entrepreneurs are?
  • Classified as
  • Small business
  • Micro business
  • Home-based business
  • Family business
  • Also
  • Underground economy
  • Informal economy
  • Formal economy

79
Metro, Micro, Rural Comparison20 of OK
households own run a business
Metro (n146) Micro (n54) Rural (n46)
Primary bus. Service Construction Retail Ag/For/Fish Service Retail Ag/For/Fish Construction, FIRE Service
Family bus. 62 74 78
Home-based 66 63 70
Spouse in bus. 48 46 65
80
Metro, Micro, Rural Comparison
Metro (n146) Micro (n54) Rural (n46)
Avg empl 1.83 2.04 2.11
Gross inc. - Mean - Median 241,891 49,000 333,589 35,000 162,190 40,000
81
The numbers
  • Small businesses 16 million nonfarm
  • OK 290,000 (employer nonemployer)
  • 50 of private workforce
  • OK 54
  • Create 2/3 of all new jobs
  • 52 of all nonfarm output
  • Micro businesses ???
  • OK 270,000 94
  • 84,000 farm/ranch operations

82
The numbers
  • Family businesses 12.7 of households
  • OK 185,000 - 6.5 billion inc transferred to
    family
  • South 3.3 million - 109 billion transferred
  • U.S. 9.7 million - 348 billion transferred
  • Home-based businesses 5 - 18 of hh
  • OK 67,000 176,000
  • - 1 - 6.2 billion/year

83
Creating Entrepreneurial Communities
People
Formal Institutions
Informal Organizations
84
Entrepreneurial Communities
  • 4 types
  • Those that develop entrepreneurs
  • Those that act entrepreneurially
  • Those that do both
  • Those that do neither

85
  • Entrepreneurship development
  • the infrastructure of public and private supports
    that facilitate entrepreneurship
  • Entrepreneurial communities
  • those where significant economic and social
    entrepreneurial activity exists and where there
    is an effective system of entrepreneurship
    development
  • SOURCE WK Kellogg Foundation

86
Entrepreneurial Communities
  1. Has critical mass of entrepreneurs actively
    engaged in capturing new market opportunities
  2. Group of entrepreneurs recognizable within the
    community
  3. Community as a whole is entrepreneurial
  • Social capital (Floras)
  • Human capital-diversity (Florida)
  • Clusters (Porter)
  • Public-Private Partnerships (Tupelo-Grishom)
  • Innovative Infrastructure (Feldman)

87
Theory Expansion
  • Social capital
  • Trust, networks, reciprocity, and collective
    action
  • Horizontal, vertical, and flexible (not in the
    group at all times)
  • Human capital
  • Education
  • Beyond high school
  • Continuous and life-life long
  • Include specific and general
  • Inclusive pre-K older citizen
  • Just-in-time
  • Knowledgeable and involved citizens

88
Theory Expansion
  • Clusters
  • Why? Based on economies of scale, technology
    transfer availability of human capital (Eric
    Scorsone, Industrial clusters Enhancing rural
    economies through business linkages, SRDC 21st
    Century Series)
  • Innovative infrastructure
  • Basics plus items such as a visionary government,
    day care, technology

89
Creating an Entrepreneurial Climate
  • Entrepreneurship must be an explicit economic
    development strategy
  • Community must embrace and nurture entrepreneurs
  • Goal - A continuous pipeline of entrepreneurs
  • Supportive public policies
  • Balances regulations with business needs
  • Education early on-going, formal and
    nonformal
  • Access to capital banks, investment, angels
  • Access to quality workers
  • Recognize entrepreneurial efforts

90
Enterprise Development
  • Assistance to entrepreneurs in support of the
    creation, growth, and survival of their
    businesses Koven Lyons (2003)
  • nonprofit, private, public service providers
  • youth entrepreneurship programs
  • micro enterprise programs
  • business incubators
  • manufacturing network
  • small business development centers
  • angel capital networks
  • revolving loan funds
  • technology transfer programs

91
Nurturing of Entrepreneurs
  • Mentors and coaches
  • Business/management assistance support
  • Coordinated, seamless, and local
  • Access to technology
  • Technical assistance
  • Inclusion of all into events, programs, groups

92
Other ExamplesHow Communities Can Help
  • Purchase locally
  • Help create new local businesses
  • Develop human resources
  • Free-up potentially productive space
  • Initiate local investment strategies (endowments,
    fundraising, micro-loan programs)
  • Mobilize external resources

93
Challenges for Sustainable Rural Economic
Development
  • Translating models to place- based strategies
  • - no silver bullet
  • Implement strategy with tangible benefits
  • - taxpayers see return on investment
  • Need to create good jobs
  • - self-sustaining wages

94
Challenges for Sustainable Rural Economic
Development(cont.)
  • Need for strategies that build on all assets
  • - young, old, men, women, ethnicities
  • Shortage of resources in most small towns.
  • SOURCE Emery, Wall, Macke, 2004

95
Shortcomings of Enterprise Development
  • 1 Tool-Driven-Not Needs-Focused
  • Worked one-place and one-time
  • Solutions in search of a client base
  • Voice of the customer-the entrepreneur-is missing
  • Entrepreneurial Needs
  • Hard for entrepreneurs to articulate
  • Entrepreneurs may not trust those asking the
    questions
  • Entrepreneurs difficult to identify and reach
  • SOURCE Lichtenstein, Lyons, Kutzhanova, 2004

96
Shortcomings of Enterprise Development (continued)
  • 2 Fragmented and Categorical
  • Creaming we need more than a quarterback
  • 3 Too Little Focus on Execution
  • Various gurus crisscross the country then go
    home
  • Gap between ideas and education
  • 4 The Broken Learning Cycle
  • Best practices vs. successful practices
  • SOURCE Lichtenstein, Lyons, Kutzhanova, 2004

97
Shortcomings of Enterprise Development (continued)
  • 5 Focus on the Business, not the Entrepreneur
  • 6 Missing Function Responsibility for the
    Communitys Supply of Entrepreneurs
  • 7 Funders, not Clients, Drive the Program
  • 8 Impact is not Scalable
  • Community-wide impact
  • SOURCE Lichtenstein, Lyons, Kutzhanova, 2004

98
Successful Entrepreneurial(?) Communities
  • Acceptance of Controversy
  • Ability to Depersonalize Politics
  • Surplus Income to Invest
  • Willingness to Take Risks
  • Ability to Define Community More Broadly
  • Networking Ability
  • Emphasis on Academics
  • Flexible, Dispersed Leadership
  • SOURCE Flora and Flora

99
SOURCES FOR THIS PRESENTATION
  • Lichtenstein, Lyons, Kutzhanova
  • Building Entrepreneurial Communities The
    Appropriate Role of Enterprise Development
    Activities Journal of the Community Development
    Society, 2004
  • Emery, Wall, Macke
  • From Theory to Action Energizing
    Entrepreneurship (E2), Strategies to Aid
    Distressed Communities Grow Their Own Journal of
    the Community Society, 2004

100
Entrepreneurs We Know
101
Do you know who they are?
  • Stan Clark
  • Frank Epperson
  • Fred Smith
  • Bill Bowerman Philip Knight
  • Dr. John Pemberton Asa Chandler

102
Do you know who they are?
  • Jeff Bezos
  • Cohen and Greenfield
  • Ray Kroc
  • Tom Monaghan
  • Bill Gates
  • Howard Schultz

103
Entrepreneurs
  • All are not equal,
  • nor do they want to be!!

104
Entrepreneurs
  • People who create and grow enterprises
  • Aspiring entrepreneurs
  • Survival entrepreneurs
  • Lifestyle entrepreneurs
  • Growth entrepreneurs
  • Serial entrepreneurs
  • Social entrepreneurs
  • SOURCE WK Kellogg Foundation

105
Family Business Names
Wal-Mart Ford Weyerhaeuser Michelin Gap Anheuser-Busch Tyson Foods Dillards Cargill Koch Industries Ikea Cox Communication Enterprise Rent-A-Car Hallmark Levi Strauss Kohler
106
Family Businesses
  • Generate 62 of nonfarm business receipts - 16.8
    trillion in 1996
  • Even greater impact in midwest economy
  • Dominate form in agriculture, retail, wholesale,
    and distribution sectors
  • Employ 54.8 of workforce 69.5 million
  • Provide higher than average household income and
    net worth
  • Only 1 of households are poor vs. 11 overall

107
Sustainable Family Business Model
108
More info
  • www.hce.osu.edu/fambus
  • http//www.human.cornell.edu/ne167/

109
Home-based Business Names
  • Hewlet-Packard
  • Nike
  • Coke
  • Mrs. Fields Cookies
  • Microsoft
  • Dell

110
Home-based Business Facts
  • Nine-state study (1988)
  • Typical home-based worker
  • 44 year old male, married, with children, 14 yrs.
    education, a homeowner
  • Mean gross business income - 53,164
  • Mean net business income - 15,628
  • Mean household income - 42,263
  • Had medical insurance from some other source
  • As children increased, number of work hours
    decreased (1 day per child on average)
  • Had greater longevity in the community

111
Copreneurs
  • Defined Couples in business together
  • 31 of family businesses
  • Have more children, lower educational levels,
    rural location, business manager earns less per
    year, more likely home-based, and have fewer
    employees
  • Make significantly less business income and
    business profits (by factor of 5) feel business
    is less successful
  • Copreneurs more likely to view business as a way
    of life as opposed to a way to earn income

112
Copreneurs cont.
  • More likely to intermingle money between business
    and family More often family to business
  • Also use more ways of intermingling
  • Approximately 20 of couples discontinued the
    copreneurial relationship (but stayed together as
    a couple) in a 3-year period
  • Made less money saw the business as less
    successful.
  • Another 20 started a copreneurial relationship
  • Made most money of all 3 groups, run by older men
    with more education, had fewer dependents, and
    spouse worked fewer hours in business.

113
Value-Added Opportunities
114
Value-Added
  • Defined Adding consumer-desired features to raw
    materials
  • Done by
  • Additional processing
  • Marketing - change from the current method of
    distribution
  • Use existing resources to produce a new, more
    valued product/service
  • Some combination

115
Reap New Profits
  • Marketing
  • Strategies
  • for Farmers
  • Ranchers

116
Farmers Markets
117
  • People dont come all the way out here to get
  • cheap food. They come because its fun and the
  • berries are absolutely fresh.
  • -- Earnie Bohner, Persimmon Hill Berry Farm

Pick Your Own
118
ENTERTAINMENT
FARMING
119
OTHER OPTIONS
  • Farm Stands
  • Community supported agriculture (CSA)
  • Cooperatives
  • Restaurant sales
  • Mail order/ Internet/ Direct marketing

120
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121
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122
Resources
  • USDA Sustainable Agriculture Research and
    Education (SARE) www.sare.org
  • Farmers Markets - www.ams.usda.gov/farmersmarkets
  • Alternative Farming Systems Info Ctr
  • www.nal.usda.gov/afsic
  • USDA Farmer Direct Marketing
  • www.ams.usda.gov/directmarketing
  • North American Direct Marketing Assn.
  • www.familyfarms.com

123
Minorities and Women
124
General Information
  • Small business ownership rates for women and
    minorities are increasing faster than for white
    males Still men start new businesses at twice
    the rate of women
  • Women 9.8 own businesses
  • Translates to over 50 of all businesses
  • Minorities Ranges from 5 (Blacks) to 10.4
    (Asian)
  • Firm receipts average about 2/3 of all bus.
  • Proprietor income averages about 50 of all other
    businesses
  • Firms employee fewer people

125
Special Issues
  • Access to capital
  • Acceptance by business community
  • Acceptance by family and friends
  • Networks are smaller and more family-focused
  • Most often in retail or service industries
  • Industries with highest failure rates and lowest
    profits

126
Barriers to Entrepreneurship
127
A lack of
  1. Steady stream of want-a-bes
  2. Can-do attitude held by the entrepreneur and
    the community
  3. Coordinated, accessible, long-term support
    network
  4. Coaches and mentors
  5. Capital
  6. Available human capital
  7. Multi-faceted healthy community
  8. Supportive regulatory environment

128
  • The man who makes no mistakes does not usually
    make anything."
  • Edward John Phelps, American lawyer and diplomat
    (1822-1900)
  • "Nothing great was ever achieved without
    enthusiasm." Ralph Waldo Emerson

129
Highlights
130
Highlights
  • Entrepreneurship is an ever-continuing, growing
    trend
  • Entrepreneurs contribute to their household and
    to their community
  • Entrepreneurship is a learned talent
  • Entrepreneurs form our economic base
  • Entrepreneurship allows people to remain in a
    community
  • Communities can encourage entrepreneurship

131
  • Entrepreneurs
  • - See opportunity
  • - Are innovative in developing that
  • opportunity through creativity
  • and resource gathering
  • - Seek gain while accepting risk
  • and uncertainty

132
One Last MythThe key to success is a great idea
The keys are
Good idea
Great plan
Passion!
133
How Extension can help?
134
  1. Awareness of owners priorities
  2. Comfort with subject matter
  • One-on-one
  • Mentoring
  • Advocating
  • Partnering
  • Community support
  • Awareness of other programs
  • Education

135
Resources
  • Southern Rural Development Center
  • http//srdc.msstate.edu/
  • Kansas City Federal Reserve Bank
  • Center for the Study of Rural America
  • http//www.kc.frb.org/RuralCenter/RuralMain.htm
  • Rural Policy Research Institute (RUPRI)
  • http//www.rupri.org/

136
Resources cont.
  • Adult
  • Cashing In On Business Opportunities
  • NeXt Level/Fasttrac/other commercial
  • OSU
  • Putting It All Together
  • Food Based Business The Owners Guide
  • An Exploration of Entrepreneurship
  • Visual Merchandising
  • Educational program
  • Demonstration program
  • Mapping Your Marketing Future
  • Magazines, i.e. Entrepreneur

137
Resources cont.
  • Youth
  • Mini-Society
  • Be the E Entrepreneurship (4-H CCS)
  • http//youngbiz.com/
  • http//www.celcee.edu/ - clearinghouse
  • General
  • http//www.entre-ed.org/index.htm

138
Entrepreneurship
  • Glenn Muske
  • Micro Business Specialist
  • Oklahoma State University
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