DOCSLIB.ORG

Youth Entrepreneurship Strategy an Action Plan for Wales 2010-15

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Youth Entrepreneurship Strategy an Action Plan for Wales 2010-15 Youth Entrepreneurship Strategy An Action Plan for Wales 2010-15 yes Contents Ministerial Foreword ...............................................................................................1 1. Introduction ....................................................................................................2 2. Building on success: future challenges and opportunities ...........................3 3. Delivering the Action Plan .............................................................................7 i. Engaging: Promoting the value of entrepreneurship to create opportunities and develop young people .........................8 ii. Empowering: Providing young people with entrepreneurial learning opportunities ...........................................12 iii. Equipping: Supporting young people to create and grow businesses ..........................................................................16 4. Measuring success .........................................................................................20 Annex 1: Background ............................................................................................21 Annex 2: Action Plan Summary ............................................................................22 ISBN- 978 0 7504 5810 8 WAG10-10640 WAG_2621 © Crown copyright 2010 www.BigIdeasWales.com Ministerial Foreword The Youth Entrepreneurship Strategy (YES), launched in 2004, has achieved important gains for Wales. More young people in Wales now want to set up their own businesses and the proportion actually doing so is significantly ahead of the UK average. The Strategy aims to boost young people’s entrepreneurial confidence so they can play a full and effective part in the economy and Leighton Andrews AM Ieuan Wyn Jones AM community. As such, it remains important for the Minister for Children, Deputy First Minister & Education and Lifelong Minister for the Economy success of individuals, businesses and society. Learning & Transport Learning gives our population the skills and aspirations to drive a successful economy designed to increase the impetus and bring even containing highly-competitive and innovative more impressive results. This is made all the businesses that generate good quality jobs more urgent by the current economic downturn and sustainable prosperity for all. Enhanced and the number of young people who are entrepreneurship among young people is unemployed or economically inactive. essential if we are to boost our performance and create opportunities. We are fortunate in Wales because our relatively small size allows us to bring people together The Strategy has made significant progress to share expertise and best practice and use towards its targets and won recognition for our networks to develop solutions to common good practice from the European Commission. problems. Such collaboration and partnership Over the past five years YES has directed between different organisations and between the development of new and exciting the relevant departments of the Assembly entrepreneurship material for the curriculum, Government is what will bring ultimate success. brought entrepreneurs into the classroom and It is especially important that those who supported graduate businesses. The Third guide, support and influence young people Mission Fund has been introduced into Higher embrace the culture change needed to embed Education Institutions, and partner organisations, entrepreneurial thinking and skills in their such as Careers Wales, have integrated learning or employment experiences. entrepreneurship into the support they give young people. The Welsh Assembly Government thanks all partners who have contributed to the Economic Renewal: a new direction development of this Action Plan. We look highlights the importance we place on youth forward to delivering it with you. entrepreneurship. Building on what has been achieved to date, the new Action Plan has been 1 1. Introduction The Youth Entrepreneurship Strategy (YES) draws The entrepreneurial journey of young people together the different dimensions of the Welsh progresses from increased awareness, Assembly Government’s Economic Development to embracing positive attitudes, learning and Education policies. It aims is to equip young entrepreneurial skills and eventually practicing people aged 5-25 with entrepreneurial skills and these, whether in business or in employment. attitudes to raise aspirations so they can fulfil The skills, knowledge and experience they gain their potential whatever choices they make in along the way are valuable assets in all areas of their future working life. their lives, whether they set up in business or YES was launched in 2004 to provide a structure work in a public or voluntary sector organisation, and focus for entrepreneurship education in a multi-national company or one of Wales’ Wales. Details are provided as background in many small and medium-sized enterprises. Annex 1. The new YES Action Plan will refer Young people need dynamic entrepreneurial to the term entrepreneurship in a holistic way qualities to fulfil their potential, whatever to build skills and prepare young people for the life-path they select. future. This term includes all enterprise activity An important strength of YES is the collaboration and all types of business, profit, not-for-profit or and support of partners across Wales. The new social enterprise. Action Plan was therefore developed with The Action Plan in the original Strategy covered this very much in mind following an extensive the period 2004-09. This new Action Plan further consultation process during 2009-10. The input progresses this agenda to 2015, delivering on the of key stakeholders has been critical in shaping One Wales commitment to “create and develop this document. links between entrepreneurship and education”. It is crucial that the public, private and voluntary It builds on what has been achieved and delivers a sectors take ownership of the vision itself and key action within the new Economic Development actions agreed. Success ultimately depends policy Economic Renewal: a new direction. on genuine commitment and collaboration by The Vision below identified in YES, still remains all stakeholders. at the heart of the Action Plan for 2010-15: The Assembly Government will be the lead “To develop and nurture implementation body but, recognising the self-sufficient, entrepreneurial need for collaborative delivery by numerous young people in all communities agencies and organisations, our work will be across Wales, who will guided by a YES Action Plan Panel comprising key stakeholder representatives. A summary of contribute positively to actions are listed in Annex 2. economic and social success.” 2. Building on success: future challenges and opportunities The impact of the actions of the YES Strategy to date Since the launch of the Youth Entrepreneurship Strategy (YES) in 2004 we have been encouraged by progress made on changing attitudes and start up rates amongst our graduates. Changing Attitudes Young people under 25 have higher aspirations in comparison to the average 16-64 age group. to work for themselves and be their own boss, (Wales Omnibus survey) Desire to work for yourself and be your own boss 70 60 50 40 30 Percentage Percentage 20 10 0 Sep 04 May 05 Nov 05 Mar 06 Sep 06 Mar 07 Sep 07 Mar 08 Sep 08 Mar 09 Sep 09 Mar 10 16-24 year olds 16-64 year olds 3 Early Stage Entrepreneurship and Start Ups The Global Entrepreneurship Monitor In the Global Entrepreneurship Monitor Special Report: A Global Perspective on (GEM) Report 2009 the rate of early stage Entrepreneurship Education and Training 2008 entrepreneurship in Wales for those aged highlights the importance of Schools, Further 18-24 is 4.3%, higher than the UK average and Higher Education Institutions in providing a of 3.4%. foundation for entrepreneurship. Early Stage Entrepreneurial Activity (TEA) 16-24 Age Group 7% 6% 5% 4% 3% Percentage of TEA Percentage 2% 1% 0% 2004 2005 2006 2007 2008 2009 Wales UK Whilst the average level of total early-stage International Good Practice entrepreneurial activity for graduates in the UK At the 2008 European Charter for Small is 7.3%, the level of graduate entrepreneurship Enterprises Conference, YES was voted one in Wales is 8.5%, this ranks Wales 3rd, after the of the top ten good practices in Small and East of England (9%) and the West Midlands Medium Enterprises policy “most beneficial (8.9%) (GEM 2009) to implement.” Portugal, Norway, Iceland and The Higher Education - Business and Community Albania are now looking at the Welsh model and Interaction Survey (HEBCIS) 2010 reports that elements within it, with a view to introducing Higher Education Institutions in Wales make within their own countries. up 5% of UK Higher Education population, but generate 10% of all UK graduate business start-ups and 9% of active firms lasting 3 years or more. Future Challenges Despite the significant achievements made over the past five years we need to recognise that there is still a great deal to do. The economic downturn has hit young people that for the three months to April 2010, the hard and in some areas of Wales, nearly half the rate of economic inactivity amongst people unemployed are under 25 years old. Over a five of working age in Wales stood at 23.9%. year period the rate of youth unemployment has Although this is down from 24.2% in the same increased by almost 50%. Youth unemployment period a year earlier, it is significantly higher than in Wales is higher than
Load more

Recommended publications
  • Putting the Frontline First: Smarter Government Putting the Frontline First: Smarter Government
    PUTTING THE FRONTLINE FIRST: smarter government PUTTING THE FRONTLINE FIRST: smarter government Presented to Parliament by the Chief Secretary to the Treasury by Command of Her Majesty December 2009 Cm 7753 £14.35 Much of the work outlined in this document applies across the UK, in those policy areas where government responsibilities extend across England, Northern Ireland, Scotland and Wales. However, many other aspects of policy highlighted in the document, including frontline services such as delivery of healthcare and education, and local government, are devolved, in differing settlements, to the administrations in Northern Ireland, Scotland and Wales. It is the benefit of devolution that the Devolved Administrations can tailor their policies and thus deliver public services to meet the specific needs of their citizens. The Government and the Devolved Administrations will continue to work closely together to build a more prosperous, stronger, fairer UK, while recognising their particular and varying responsibilities. Equality is a fundamental principle of fair and effective government. The actions and policies set out in Putting the frontline first will be consistent with the requirements of current and future public sector equality duties. © Crown copyright 2009 The text in this document (excluding the Royal Arms and other departmental or agency logos) may be reproduced free of charge in any format or medium providing it is reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the document specified. Where we have identified any third-party copyright material you will need to obtain permission from the copyright holders concerned.
    [Show full text]
  • Professional and Business Services Sector
    Professional & Business Services sector Creating further demand and growth outside London BEIS Research Paper Number 2020/006 February 2020 The views expressed in this report are that of the author and do not necessarily reflect those of the Department for Business, Energy and Industrial Strategy. Acknowledgements This report was written by Rebecca Riley, Dr. Chloe Billing, George Bramley, Professor Anne Green, Dr. Charlotte Hoole and Dr Abigail Taylor with funding from BEIS. It was made possible through the support of colleagues at BPS Birmingham, Darlington Borough Council and Greater Birmingham and Solihull Chamber of Commerce. We would like to thank Hilary Smyth- Allan, Mark Carrigan, and Henrietta Brealey for their assistance and support. We would also like to thank BEIS staff for their input into this report, particularly the BEIS PBS Policy and Sector Analysis Teams. © Crown copyright 2020 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected]. Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned. Any enquiries regarding this publication should be sent to us at: [email protected] Contents Abbreviations ______________________________________________________________ 5 Figures and tables __________________________________________________________ 6 Executive summary _________________________________________________________ 7 1. Introduction ____________________________________________________________ 10 1.1 Background and purpose of the work ______________________________________ 10 1.2 Background to the sector _______________________________________________ 11 2.
    [Show full text]
  • UN Guiding Principles on Business and Human Rights at 10 the Impact of the Ungps on Courts and Judicial Mechanisms
    UN Guiding Principles on Business and Human Rights at 10 The Impact of the UNGPs on Courts and Judicial Mechanisms Disclaimer This report has been prepared in conjunction with the ‘UNGPs 10+’ project organized by the United Nations Working Group on the Issue of Human Rights and Transnational Corporations and Other Business Enterprises to mark ten years since the adoption of the United Nations Guiding Principles on Business and Human Rights (UNGPs) by the UN Human Rights Council in 2011. This report is designed to provide an overview of the application of the UNGPs by judicial and quasi- judicial mechanisms, and is prepared on the basis of material available generally up to January 2021. It is not intended nor is it to be used as a substitute for legal advice. The information provided to you in this report is not intended to create and does not create an attorney-client relationship with Debevoise or with any lawyer at Debevoise. You may inquire about legal representation by contacting the appropriate person at Debevoise. © Debevoise & Plimpton LLP All rights reserved. 2 Project Lead Authors David W. Rivkin Samantha J. Rowe Deborah Enix-Ross Partner, New York and London Partner, London and Paris Senior Advisor, New York [email protected] [email protected] [email protected] Emily Austin Sophia Burton Aymeric Dumoulin Associate, Hong Kong Associate, London Associate, New York [email protected] [email protected] [email protected] Nelson Goh Rhianna Hoover Jesse Hope Associate, London Associate, New York Trainee Associate, London [email protected] [email protected] [email protected] Merryl Lawry-White Nadya Rouben Katherine Seifert Associate, London Associate, London Associate, Washington D.C.
    [Show full text]
  • Small Business Friendly Concordat Good Practice Guidance
    Small Business Friendly Concordat Good Practice Guidance people innovation potential saving money e-commerce leadership sustainability using multiple skills increasing capacity improving services stimulating markets and achieving community benefits cost reduction recruitment benefits of being an innovative council better quality of life focusing on excellent services for citizens working in expert partnerships growth through trading on behalf of others meeting customer requirements building relationships that improve our services Small Business (SME) Friendly Concordat: Good Practice Guidance March 2005 Local Government Association Department of Trade and Industry Office of the Deputy Prime Minister: London Office of the Deputy Prime Minister Eland House Bressenden Place London SW1E 5DU Telephone 020 7944 4400 website www.odpm.gov.uk © Crown copyright, 2005 Copyright in the typographical arrangement rests with the Crown. This publication, excluding logos, may be reproduced free of charge in any format or medium for research, private study or for internal circulation within an organisation. This is subject to it being reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the publication specified. For any other use of this material, please write to HMSO Licensing, St Clements House, 2-16 Colegate, Norwich NR3 1BQ. Fax: 01603 723000 or e-mail: [email protected]. Further copies of this publication are available from: ODPM Publications PO Box 236 Wetherby LS23 7NB Tel: 0870 1226 236 Fax: 0870 1226 237 Textphone: 0870 1207 405 Email: [email protected] or online via the Office of the Deputy Prime Minister’s website. Printed in Great Britain on material comprising 75% post-consumer waste and 25% ECF pulp.
    [Show full text]
  • R&D and Innovation-Strategy and Support in the UK, Scotland, Wales
    Research and Information Service Research Paper January 2012 Aidan Stennett R&D and Innovation – strategy and support in the UK, Scotland, Wales and Republic of Ireland NIAR 848-11 This paper examines the R&D and innovation strategy, funding and support mechanisms in operation at a national level in the UK and Republic of Ireland, and at a regional level in Scotland and Wales Paper 24/12 26 January 2012 Research and Information Service briefings are compiled for the benefit of MLAs and their support staff. Authors are available to discuss the contents of these papers with Members and their staff but cannot advise members of the general public. We do, however, welcome written evidence that relate to our papers and these should be sent to the Research and Information Service, Northern Ireland Assembly, Room 139, Parliament Buildings, Belfast BT4 3XX or e-mailed to [email protected] NIAR 848-11 R&D and Innovation Key Points . In all four regions examined R&D and innovation are viewed as key drivers of economic development and productivity growth. The UK and the Republic of Ireland have bespoke R&D and Innovation strategies. In Scotland and Wales these elements are woven into their current economic recovery strategies. Scotland and Wales have identified key sectors with which to secure economic growth. All regions offer, at regional level, a range of research funding and support. This is generally tailored to businesses size (i.e. whether SMEs or large companies) and targeted towards different stages in the R&D and innovation process – feasibility studies, pre-production development, prototype development and commercialisation.
    [Show full text]
  • Business Support and SME Performance: Exploratory Analysis of the Longitudinal Small Business Survey 2015 and 2016
    Business support and SME performance: exploratory analysis of the Longitudinal Small Business Survey 2015 and 2016 ERC Research Paper 70 May 2018 1 Business support and SME performance: exploratory analysis of the Longitudinal Small Business Survey 2015 and 2016 Geoff Gregson Northern Alberta Institute of Technology, CANADA [email protected] Hossein Mazdeh University of Calgary, CANADA [email protected] Simon Raby Mount Royal University, CANADA [email protected] Chad Saunders University of Calgary, CANADA [email protected] The Enterprise Research Centre is an independent research centre which focusses on SME growth and productivity. ERC is a partnership between Warwick Business School, Aston Business School, Imperial College Business School, Strathclyde Business School, Birmingham Business School and Queen’s University School of Management. The Centre is funded by the Economic and Social Research Council (ESRC); Department for Business, Energy & Industrial Strategy (BEIS); Innovate UK, the British Business Bank and Intellectual Property Office. The support of the funders is acknowledged. The views expressed in this report are those of the authors and do not necessarily represent those of the funders. 2 EXCUTIVE SUMMARY This report presents findings from a study of the relationship between business support and Small and Medium-sized Enterprise (SME) performance. The analysis draws on two waves of data (2015, 2016) from the Longitudinal Small Business Survey (LSBS), a large-scale telephone survey of 15,502 SME employers (e.g. owners and managers). The survey defines SMEs as businesses with between one and 249 employees, with further sub-group analysis based upon employment size: micro businesses (1-9 employees); small businesses (10-49 employees); and medium-sized businesses (50-249 employees).
    [Show full text]
  • Em/Ria Guidance
    PUBLIC HEALTH (WALES) BILL Explanatory Memorandum Incorporating the Regulatory Impact Assessment and Explanatory Notes June 2015 1 PUBLIC HEALTH (WALES) BILL Explanatory Memorandum to the Public Health (Wales) Bill This Explanatory Memorandum has been prepared by the Department for Health and Social Services of the Welsh Government and is laid before the National Assembly for Wales. Member’s Declaration In my view, the provisions of the Public Health (Wales) Bill introduced by me on 8 June 2015, would be within the legislative competence of the National Assembly for Wales. Mark Drakeford AM Minister for Health and Social Services Assembly Member in charge of the Bill 8 June 2015 2 CONTENTS List of abbreviations PART 1 – Explanatory Memorandum 1. Description 2. Legislative background 3. Purpose and intended effect of the legislation 4. Consultation 5. Power to make subordinate legislation 6. Regulatory Impact Assessment PART 2 – Regulatory Impact Assessment 7. Options, costs and benefits 8. Competition assessment and specific impacts 9. Post implementation review Annex A – Explanatory Notes Annex B – Summary Costs tables Annex C – Table of derivations Annex D – Summary table of existing and planned tobacco / e-cigarette control measures 3 List of Abbreviations ACAS - Advisory, Conciliation and Arbitration Service BCAP – Broadcast Committee of Advertising Practice BMA – British Medical Association BTA – British Toilet Association CAP – Committee of Advertising Practice CIEH – Chartered Institute of Environmental Health CPD – Continuing
    [Show full text]
  • Final Report
    Institutional arrangements for the design and delivery of entrepreneurship policies INSTITUTIONAL ARRANGEMENTS FOR THE DESIGN AND DELIVERY OF ENTREPRENEURSHIP POLICIES by Andy Pike Introduction This report notes the context of entrepreneurship policy issues, reviews the strengths and weaknesses of the current policy approach, identifies examples of good practice in Croatia and sets out recommendations for adjustments to the institutional arrangements for the design and delivery of entrepreneurship policies. Learning models concerning national and regional/local co-ordination (Scottish Enterprise and its Local Enterprise Companies), regionalisation and service provider accreditation (Business Link in North East England) and provincial and local partnership and co- operation for youth entrepreneurship (Youth Entrepreneurship Challenge in Québec) are then presented followed by the conclusions and the identification of strategic issues. Entrepreneurship policy in Croatia reflects a context of post-socialist and post-conflict transition following the events of the early 1990s. In institutional terms, the legacy of central planning lingers in strong national central institutions. The development of regional and local institutions has been uneven albeit with some notable successes. Recent national economic growth has been steady, consumption and import-oriented, and led by the main cities, especially Zagreb, creating spatial disparities within and between regions and localities. The disintegration of formerly state-owned large enterprises, high levels of job loss and the contraction of previously well established routes into employment underpin the predominance of necessity entrepreneurship.28 With few notable exceptions, small business in Croatia is overwhelmingly focused upon the domestic national market. The challenge of upgrading entrepreneurial skills faces the difficulty of engaging entrepreneurs and small business owners and managers already occupied in running existing businesses.
    [Show full text]
  • Economic Impact Study of Business Link Local Service
    Economic Impact Study of Business Link Local Service Economic Impact Study of Business Link Local Service URN 07/1169 Final Report ASTON BUSINESS SCHOOL University of Warwick, Aston Business School and Kingston University 1 Economic Impact Study of Business Link Local Service CONTENTS Page Acknowledgements 8 Glossary 9 Executive Summary 10 1. Evaluation Framework and Approach 1.1. The Evolution of Business Support in the UK 21 1.2. Business Link Implementation Issues 22 1.2.1. Brokerage Model in Action 24 1.3. Business Link Programme Objectives 25 1.4. Design of the Economic Impact Study 31 1.4.1. Analytical Approach to the Derivation of Value for Money 32 (VfM) Estimate 1.4.2. National VfM Estimates 32 1.4.3. Qualitative Views of Business Link Impact 33 1.4.4. Evaluation of Alternative Brokerage Models 34 1.4.5. Regional Benchmark Analysis 34 1.5. Structure of Report 34 2. Sample Characteristics 2.1. Introduction 36 2.2. Sample Confirmation and Contamination 36 2.3. Respondent Profile 37 2.4. Business Characteristics 40 2.5. Strategic Direction 45 2.6. Partners, Directors and the Background of the Business Leader 46 2.7. Main Partner/Managing Director 47 3. Nature Of Business Link Support and Business Performance 3.1. Profiling Business Link Support 50 3.2. Other External Business Assistance and Support 54 3.3. Firm Size and Performance 55 3.4. Summary 56 4. Assessing the Impact of Business Link 4.1. Introduction 58 4.2. Impact of Business Link Assistance 59 4.3. Perceived Impact of Business Link Assistance 70 4.4.
    [Show full text]
  • Smarter Government Putting the Frontline First: Smarter Government
    PUTTING THE FRONTLINE FIRST: smarter government PUTTING THE FRONTLINE FIRST: smarter government Presented to Parliament by the Chief Secretary to the Treasury by Command of her Majesty December 2009 Cm 7753 £14.35 Much of the work outlined in this document applies across the UK, in those policy areas where government responsibilities extend across England, Northern Ireland, Scotland and Wales. However, many other aspects of policy highlighted in the document, including frontline services such as delivery of healthcare and education, and local government, are devolved, in differing settlements, to the administrations in Northern Ireland, Scotland and Wales. It is the benefit of devolution that the Devolved Administrations can tailor their policies and thus deliver public services to meet the specific needs of their citizens. The Government and the Devolved Administrations will continue to work closely together to build a more prosperous, stronger, fairer UK, while recognising their particular and varying responsibilities. Equality is a fundamental principle of fair and effective government. The actions and policies set out in Putting the frontline first will be consistent with the requirements of current and future public sector equality duties. © Crown copyright 2009 The text in this document (excluding the Royal Arms and other departmental or agency logos) may be reproduced free of charge in any format or medium providing it is reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the document specified. Where we have identified any third-party copyright material you will need to obtain permission from the copyright holders concerned.
    [Show full text]
  • BUSINESS BULLETIN No. 5/2014 Friday 10 January 2014
    BUSINESS BULLETIN No. 5/2014 Friday 10 January 2014 1 Contents The sections which appear in today’s Business Bulletin are in bold Section A: Today’s Business - Meetings of Committees - Meeting of the Parliament Section B: Future Meetings of the Parliament Section C: Future Meetings of Committees Section D: Oral Questions - Questions selected for First Minister’s Question Time - Questions selected for response by Ministers and junior Scottish Ministers at Question Time Section E: Written Questions – new questions for written answer Section F: Motions and Amendments Section G: Bills - New Bills introduced - New amendments to Bills - Members’ Bills proposals Section H: New Documents – new documents laid before the Parliament and committee reports published Section I: Petitions – new public petitions Section J: Progress of Legislation – progress of Bills and subordinate legislation Section K: Corrections to the Official Report 2 Business Bulletin: Friday 10 January 2014 Section B – Future Meetings of the Parliament Business Programme agreed by the Parliament on 8 January 2014 Tuesday 14 January 2014 2.00 pm Time for Reflection – Trishna Singh, Director, Sikh Sanjog and Punjabi Junction Social Enterprise Project, Leith followed by Parliamentary Bureau Motions followed by Topical Questions (if selected) followed by Scottish Government Debate: Veterans followed by Rural Affairs, Climate Change and Environment Committee Debate: Scottish Government’s Consultation on its Draft Climate Change Adaptation Programme (for text of motion S4M-08732 see
    [Show full text]
  • Assessment of the Online Business Support Offer
    ASSESSMENT OF THE ONLINE BUSINESS SUPPORT OFFER Growth and Improvement Service, My New Business and Helpline DECEMBER 2012 Report by: Centre for Enterprise and Economic Development Research (CEEDR), Middlesex University Business School and BMG Research. Assessment of the Online Business Support Offer Contents Executive Summary........................................................................................................................ 1 1. Introduction ............................................................................................................................... 11 1.1 Research Rationale and Context .......................................................................................... 11 1.2 Key Research Aims:.............................................................................................................. 12 2. Methodology.............................................................................................................................. 14 2.1 Introduction ........................................................................................................................... 14 2.2 Stage 1 – In-depth Surveys with New and Established SMEs.............................................. 14 2.3 Stage 2 – Large-scale Survey of SMEs in England .............................................................. 16 3. Survey of SMEs in England ..................................................................................................... 18 3.1 Introduction ..........................................................................................................................
    [Show full text]