Page 226 - 1-Entrepreneurship and Local Economic Development by Norman Walzer (z-lib.org)

Energizing Entrepreneurs: Lessons from the Field 215

entrepreneurs are not familiar with these services, do not know how to ac-
cess them, or do not know the rules of engagement (e.g., fee for services).
The RUPRI study found that places with successful strategies worked hard
to connect and graduate entrepreneurs into the world of private business
services. Successful locations had built regional business service networks
and created an understanding of, and pathways to, external and more so-
phisticated resources. They brokered and connected entrepreneurs to the
right services, both public and private, at a fair price and at the right time.

A Systems Approach
Creating and growing a venture is a challenge and it truly takes a system
to grow an entrepreneur. Meeting the needs of entrepreneurs with different
types and levels of entrepreneurial talent requires a support system that can
easily connect entrepreneurs to the resources needed on a real time basis
(see Lyons, Lichtenstein, and Kutzhanova, chapter 6). That means, provid-
ing access to resources and support when crises arise, whether at night or on
the weekends. It also means connecting and coordinating service providers
so that entrepreneurs can access appropriate services from any door to the
system, i.e., there is no wrong door.
A systems approach also recognizes that entrepreneurs exist within a
community and that a supportive policy environment is needed. The sys-
tem must include programs or activities that promote a new culture of en-
trepreneurship in the community or region, beginning with K–12 educa-
tion and extending to state and regional policymakers.
Most entrepreneurs readily admit that failures were usually their most
powerful teachers. The same can be said with entrepreneurial programs.
Programs viewed today as highly successful can share horror stories of mis-
steps, challenges, and incorrect approaches from which great learning was
realized. Many lessons were learned in the RUPRI-sponsored field research,
but five main reasons for why entrepreneurial efforts come up short were
identified:

1. Traditional economic development repackaged
2. General versus specific support
3. Too few resources
4. Limited staying power
5. Failure to target entrepreneurial talent

Repackaged Development
Experiences in the field support the perception that many, if not most, ru-
ral communities and regions do not participate effectively in the economic