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Getting Started in Community-Based Entrepreneurship 267

Schroeder, chapter 7)? Positive examples for integrating entrepreneurship
into formal educational programs exist. Integrating entrepreneurship into
the curriculum may occur through examples, activity-based learning, for-
mal courses, or projects, and it should permeate every level of education
from kindergarten through advanced studies. Kayne and Schroeder, in this
volume, provide solid discussions of educational principles and practical
resources for entrepreneurship development. In addition, the national net-
work of Centers for Economic Education and Junior Achievement provide
many easy-to-adapt learning materials. School boards can institute a “no
child without a business plan” approach in curriculum revision.
26. Do club-based entrepreneurship development opportunities for youth exist
(Emery, Wall, and Macke 2004)? The Cooperative Extension system,
through its 4-H program, offers entrepreneurial experiences (Woods and
Muske, chapter 11) as do many other youth organizations. If existing clubs
do not offer these experiences, new clubs might be formed around this
theme.
27. Do local enterprise managers help train youth for business ownership
through internship-type opportunities (Emery, Wall, and Macke 2004)? Intern-
ships with local businesses can help youth explore careers as they learn
about the daily life and challenges of entrepreneurs. While they tackle chal-
lenges with fresh perspectives, interns can help business owners understand
youth in terms of a potential market and managing future employees. Some
interns may become valued employees as they learn about a career path and
tailor their educational experiences to fit the business’s needs. Interns who
start their own businesses later may become suppliers or customers of the
mentor firm.
28. Do local enterprises encourage and support spin-offs (Illeris 2000; Nylan-
der and Brown 2004)? Existing enterprises are a surprisingly frequent
source of new enterprises. Business owners can benefit in several ways from
mentoring their staff to develop spin-off enterprises. For example, some in-
ternal operations can be outsourced to the new local firm at a lower cost
due to economies of scale. Say firm X needs photocopier repairs, has a staff
member who is good at fixing the photocopier, but the photocopier only
breaks down every three months. By helping the staff member start a pho-
tocopier repair service, overall costs can be reduced even while the company
pays the (former) staff member more per hour. At the same time, a new ser-
vice is extended to other firms in the area, improving their efficiency.
29. Do local enterprises rotate responsibilities so that more people can learn the
complete operation (Nylander and Brown 2004)? This kind of cross-training
exercise can be important for sustaining businesses in a time when key peo-
ple transition (sometimes without warning) out of the business, but also in
helping various parts of the business understand each other as the business
grows. As each part of the business comes to a better understanding of the