AxeChangeAcadia Business Society

Volume 2; Issue 1

Harish KapoorAn intimate interview with one of Acadia’s marketing professors about branding. - p. 3

ABSA welcome and intro-duction to this years new Business Society executives- p. 4

Ambir John Spear Kelly DyeTaught ethics: how ideas are transferred to the student - a professorial opinion. - p. 7

A New Brunswick company that has na-tional and internation asperations . - p. 5

Decisions that can have an ethical impact upon your firm, and suggestions. - p. 6

www.AcadiaBusinessSociety.ca

Ian Cavanagh is someone that all Acadia business stu-dents should be acquainted with. He is a role model in business and leadership throughout Canada. Cavana-gh’s long list of accomplishments and successes include his position as director of Associated Alumni of Acadia University.

Holding a Bachelor of Electrical Engineering De-gree from Acadia University and the Technical Univer-sity of Nova Scotia, Cavanagh is a Registered Profes-sional Engineer in New Brunswick. He began his career as a Transmission Design Engineer with NBTel, which led to his founding of Daruma Consulting Inc. where he focused on providing strategic guidance to start-up companies both in Canada and the United States. Cavanagh has held senior executive roles in business development with Kana Communications, Redwood City, California, and Genesys Telecommunications Laboratories Inc., Daly City, California, and was the founder of Genesys Canada, a successful joint venture between Genesys and NBTel.

Experienced in both private and public high growth technology companies, Cavanagh was offered and ac-cepted the position of Canadian president of 24/7 Customer, a global outsourcing company.

Ian Cavanagh:CEO of AmbirAcadia Grad

continued - p.8

Heather AngusBBA Student

� November • October �007

Personal with KapoorDr. Kapoor gives his personal insight to some current contro-versial brands

- p.3

Acadia Business SocietyWords of welcome from the new 07/08 executive council

- p.4

Business Ethics

The complexity and influencing factors of ethics

- p.6

Entrepeneurial Co-op Insight to starting your own small business.

- p.8

The Debate continuesShould Ethics be Taught or Modeled? Insight from Professor Kelly Dye

- p.7

Who is Ambir?

“Achieving the goal is not critical to us as a business; it is a shared goal that is essential to the future of prosperity...”

- p.5

Editorial

Dear Reader:

As another year dawns upon us, it comes to me write another editorial. The first edition in this year’s three part AxeChange run is on the topic of ethics. Ethics has become a very controversial and much talked about topic. While this discussion, it would seem, started with the downfall of Enron, WorldCom, and Arthur Anderson, it is a debate that has raged on since the conception of the corporation.

In a capitalist society, in which greed and need for gain is leveraged for the social good, what constitutes unethical behavior and what is simply profit making? Without getting into an essentialist debate about individual ethics and what is good, it is argued that there is a general code of conduct that firms should abide by. Since corporations are in the business of making money, then it is not (CRM Marketing aside) in their best interests to be overtly ethical? In comes the institution of govern-ment; the association that we, the people, elect each four years (in Canada) to govern others. Since the corporation is, legally speaking, a person, then it goes hand in hand that we essentially elect a body to rule over our fellow men or women and corporations.

Thus tension is created. Companies try to make money wherever possible, individuals try to make their lives better, and government tries to mediate. But how much government intervention should government take on corporations? Capitalism calls for a laissez faire government, yet we are moving away from this sort of uncontrolled governing style. Legislation is becoming tighter, trade unions force companies to provide better working conditions, and consumers demand that the prod-ucts they buy are ethically sourced.

This is no longer capitalism. It is a system that is focused on the generation of profits for big companies, but as the X & Y generation moves from education into practice we bring with us vastly different ideas about how things should happen. The greed of the 80’s has passed, we have grown up with a rising divorce rate, and numerous Hollywood films enlightening us to the horrors of those who overwork; work/life balance is now becoming much more important to corporations. Our generation understands the power that we yield as consumers, the power to change the actions of corporations.

How does this relate to ethics? Organizations have not changed to ethical practices because they have gained ethics. Organizations, while legally a sole entity, suffer from diffusion of responsibility. While changes have been made with the Sarbanes-Oxley act, these pertain largely to accounting practices and do not affect to the soul of an organization. We the consumer, by telling firms what we want, force them to have a soul. Organizations have become more sustainable, more ethical, and practice business in a more beneficial way for their stakeholders. This change however was not brought about wholly by a change in heart, or government legislation, but by organization’s need to make profitable relationships with us, their clients.

Alastair Collier, B.A.Editor In Chief, AxeChange

�AxeChange • November �007

Academic

Kevin LandryBBA Student

Personal with Dr.Kapoor

It was my pleasure to have the opportunity to sit down and pick the brain of Dr. Harish Kapoor, professor of marketing at Acadia University. Dr. Kapoor exposes truths of his Saturday night rituals and summer vacation hotspots in this revealing interview. Hope you enjoy!

Kevin- So tell me, Dr. Kapoor, what do you do here at Acadia

University?Harish- I am an assistant professor of marketing

at the Fred C. Manning School of Business. I began working here in fall 2005, and teach courses introductory and advanced courses in marketing.

K- So before settling into teaching in Wolfville, where were you living?

H- I lived in Ottawa, on and off, for about 15 years. Before that I moved to Canada in 1990 from India. I came to Canada to do my Masters and then I got to liking the academic stuff a bit too much and took on a PhD.

K- Summer just passed so what did you do?H- Well, I did work throughout the summer. I was at the University

almost every day.

K-Work!?!?H- I did take some time off. Since my family and I are new to Nova

Scotia, we took the time to travel around the province. We went to Briar Island and Rissers Beach Provincial Park a couple of times.

K- The Beach! I love the beach, are you a swimmer or a sunbather?

H- Sunbather, I basically go there with my children, see them run around, try to read something.

K- Ok, how about we dive right in to the business stuff and you tell me about one of the best brands on the market today in your opinion.

H- Well that’s a tough one, I have quite a few favorite brands but I would have to say that one of my favorite brands is Apple.

K- An Apple guy,huh? So what do you think of the Dell?H-…. (Frowns)K- Be honest.H- Well, I personally like IBM’s, actually. I didn’t experience Dell until

I came to Acadia University; they are fairly decent machines, but I would say my favorite machines are IBM.

K- So your favorite brand is Apple but your favorite Machines are IBM?

H- Yes, they are design orientated and sleek.K- Well this question may be out of left field, but let us say Canada

were a brand, like Apple, what kind of brand that would be and would you be the spokesperson?

H- Well freedom, diversity and mutual respect, Canada would be a brand that stands for some high values; it represents real human values. Yes, I would be proud to be spokesperson of Canada.

K- Some celebrities can be considered a brand in themselves, so what do you think of someone like Paris Hilton; if she were a brand would you buy her?

H-Well she is a brand, I think she is an example of a bad brand.

K- So you wouldn’t buy her?H- No, I wouldn’t recommend her either.K- What about Tom Cruise?

H- He is all rightK-Well would you buy him?H- Let me tell you, my celebrated brands would be Tom Hanks or

Morgan Freeman, people who are very versatile actors…Tom cruise is good.

K- As far as brands go, how is Acadia doing?H- Acadia has a very strong brand. If you look at MacLeans magazine,

Acadia consistently ranks among the top three schools and among the top 20 in innovation, and that is among all schools, not just undergraduate in all of Canada.

K- Now the burning question, on a typical Saturday night, what do you do?

H- I would either pick up a beer or shake myself a martini and watch Saturday Night Live. I love comedy programs.

K-I can relate to that! What’s your brand of beer?H- I shuffle between two or three different brands.

I like Canadian and, after coming to Nova Scotia, I like Keith’s and the other one is Propeller. I was exposed to

it by Professor Callaghan and Professor Weatherbee.K- They clearly know their stuff. I have been on that brewery tour

before $15: two hours and plenty of free samples.H- I may have to try that.K -Martinis. You like those?H- I do, but rarely, only special occasionsK- Are we talking classic, James Bond Martinis?H- You can say that... with an extra olive!

As far as brands go, how is Acadia

doing?

� November • October �007

Acadia Business Society

Ashley Hannon, President

I am extremely excited to introduce myself as the Acadia Business Society President for the 2007-2008 academic years! As the ABS President, I will have the responsibility to oversee and represent all members and aspects of the business society throughout the year. I will also chair all meetings within the business society and essentially act as the liaison between the students and staff of the Fred C. Manning School of Business. My goal for the society this year is to see the ABS grow into an active and recognized society on and off campus. Some of the key initiatives that we are planning in order to reach our goal include: making improvements to the Rhodes Hall basement, hosting the Atlantic School of Business Case Competition at Acadia, and getting involved in community and environmentally conscious fundraising initiatives. As for me, I am a Halifax girl in my third year of a BBAH with an interest in Marketing and the Natural Environment. I am passionate about outdoor adventures, cooking good food, dancing, and traveling! I love getting to know people and hearing new ideas; so please contact me with questions and suggestions for the business society. Looking forward to a great year!

Peter Smith, VP Finance

As the “money man” for the 2007-2008 executive, it gives me great pleasure to represent business students as the ABS Vice President of Finance. In this position, I am responsible for all financial aspects of the Society, as well as for managing the fundraising efforts and activities by the Acadia Business Society. While maintaining the financial accountability and transparency of the Society, my central focus for this year is to help create a bigger, brighter appearance for the ABS on campus. Within this project, my role is to identify funding opportunities, help obtain them, and efficiently allocate our fiscal resources to the benefit of the business student and faculty population. I am a musician-turned-business-student in my third year of a BBA in finance. I have a strong interest in environmental economics, and if I don’t become an outrageously famous rock-star, I’d like to eventually incorporate that into a career. Aside from music, I love outdoor adventure sports (kayaking, rafting, hiking, etc), good movies, Thursday nights, and of course, long walks on the beach. If anyone has any questions or ideas about fundraising, sponsorship or the finances of the business society I would love to hear them.

Angela Malec, VP Internal

For the 2007-2008 school years, I will be serving as VP Internal. My role involves serving as the link between the business students, faculty, and staff of the business school as well as with Acadia University itself. This also includes leading the Year Representatives and ensuring that their needs are fulfilled. One of the biggest goals I have is to increase the student involvement in the Business Society and create a more unified community among the students, faculty, and staff within the school of business. I strongly encourage all business students to get involved in the ABS by joining as a Year Representative or attending the numerous events and functions. As for myself, I am 20 years old, grew up in Halifax, and in my third year pursuing a BBAH degree with a focus in Marketing. I really enjoy getting involved in activities and talking to people, which is one of the main things that attracted me to this position. I’ll warn you now: If you start a conversation with me about country music we, will be talking for at least an hour. I also have a passion for history, culture, traveling and dancing. I’m looking forward to a great year!

Jessica Vaughan, VP Events & Activities

As a member of the Acadia Business Society executive for the 2007-2008 academic year, I am thrilled to announce my position as Vice President of Events & Activities. It is my main responsibility to plan and organize all ABS events to ensure that the business students of Acadia University have an unforgettable year. I am going into my third year at Acadia working toward my Bachelor’s of Business Administration, with a special interest in Marketing. I was born and raised in Bedford, N.S., and I had planned on studying at Acadia ever since I can remember. I have an unrelenting love for horses and horseback riding, and an ongoing passion for singing and music. My plan for the ABS this year is to create an environment where business students can meet people with similar interests and really feel at home. I strongly believe the events we have in store for the upcoming year will be enjoyed by all and I hope that everyone comes out to join us for an awesome time!

Introducing the New 07/08 Business Society!

Kevin Landry (VP External)

Picture me as the link to the outside world. I am a liaison between the business society and the wonderful world beyond. This includes case study/speaking competitions as well as conferences. A few goals of mine are to try and secure some funding so all the interested students can attend these events. I also want to help prepare the interested parties so they can succeed at these events and show all the competition that Acadia students have “the skills to pay the bills,” so to speak. By day I am a mild mannered marketing major en route to a BBA. By night I am a rugby-playing surfer with a keen interest in jumping out of planes (with a chute of course). In my spare time I enjoy hiking (and getting chased by bears- ask me the story; it’s pretty humorous) cliff jumping, cooking (I fancy myself quite a chef ), traveling (22 countries under the belt to far) and just having a good time. If you see my darling face around campus, say hello, because I love to talk (perhaps too much) and if you want to get involved in Business Society activities, external or otherwise, stop me and ask how you can. I’d love to help you out!

�AxeChange • November �007

Industry

Ambir is an ICT Services company founded on a vision of innovation, solution efficiency and a relentless commitment to delivery excellence. In-corporated in 2004, Ambir maintains offices in Saint John & Fredericton, New Brunswick and Halifax, Nova Scotia.

Ambir leverages a syndicate of personal and professional relationships which date back more than two decades. We deliver a business proposi-tion that is built around the notion that our team – some of the most experienced IT talent in the region – can be combined with specific com-petencies from elsewhere around the world to deliver the high value ICT services that address our clients’ business challenges. Ambir ICT Services portfolio includes: Program & Project Management, Business & Func-tional Analysis, Technology Audit, Intel-lectual Property Definition & Protection, Product Requirements Definition, Product Management, Functional and Technical Architecture, Software Design & Devel-opment and Systems Design and Mainte-nance. Our team has experience delivering these services across a variety of vertical and horizontal markets with a growing emphasis on ERP, CRM and contact cen-ter environments, both premise based and software as service architectures.

Our NameThe name Ambir has important sig-

nificance to our culture and vision. It is composed of the prefix amb (“around”) and the verb root ire (“to go”), de-rived from the Latin root of the word ambition; meaning to embark on a journey, to move around freely, and to exert a sphere of action, expres-sion, or influence. It is no coincidence that our name, Ambir, reflects our intent to build a company composed of experienced, intelligent, practical and ambitious individuals that will help our clients and our local com-munity develop a sphere of positive influence that both encompasses and extends beyond our province. Achieving this goal is not just critical to us as a business; it is a shared goal that is essential to the future prosperity of Atlantic Canada.

Our PropositionWe acknowledge that the skills required to best solve our clients’ needs

may not always be available locally. Technology and networks have flat-tened the world and made talent accessible from any location. Ambir is developing a network of partners from within the region and from around the world, and we ensure delivery success with our own unique Flatworld™ methodology for managing the development of ICT Solutions in a distrib-uted delivery mode:

This means flexible, scalable and cost-effective solutions that meet our clients’ business and IT needs, offered through a wide spectrum of options leveraging onsite, offsite, near-shore and offshore teams that give them the savings, efficiencies and control they require.

Our People, Our Clients, Our GoalsThe combined reputations of our people have allowed us to attract

outstanding clients, challenging business opportunities, and the top profes-sionals in our field. Ambir’s principals are both experienced and success-ful, with CVs that include the co-founding of MCM Technologies (which became one of the most successful services firms in New Brunswick), 724

Solutions Inc. (an advanced technology firm that became Canada’s most successful IPO), Genesys Labs Canada (subsidiary of Genesys Telecommunications Laboratories and responsible for defining their network provider solutions), and many more.

Our Success… and the FutureThe nature of competition in the ICT

sector is changing rapidly and we are pre-sented with a unique opportunity to cata-lyze a change in how solutions may be de-livered from New Brunswick. Today, our competitive landscape has become global. We believe that the flat world offers not only new challenges but opportunities as

well: We want to live here in NB and want to make a meaningful contribu-

tion to the local economy while leveraging global trends: the world is our backyard and our playing field

We want to leverage the reality of our flattening world and bring re-sources from around the world to bear on our clients’ needs in a cost- and value-effective manner

We will provide leadership for entrepreneurs in our region through our own success. Partnership is key to our agenda, and a network that started with CanLink Global here in New Brunswick has now grown to encompass strategic relationships with firms in both China and India. Since our first full fiscal year of business, Ambir has seen realized, consis-tent and profitable growth, and we are poised to continue this trend.

We are creating a global network of IT engaged professionals using Ambir’s Flatworld™ methodology, committed to helping our clients and community become more innovative in the way they do business. We will grow our business, support retention, repatriation and immigration of key skills locally by creating employment opportunities for individuals to real……

Who is Ambir And what do they do?

Ambir Press Release

� November • October �007

Industry

Business ethics is a complex area. Just as in life, organizations have a scope of ethics that range from laudable to despicable. However, just as in our own personal life, organizations follow a code of ethics that matches the code of the key decision makers / stakeholders and is strongly shaped by the norms of the corporate world (corporate social values) and legislation. When I look at the ethical culture, standards and approach within my own organization, how they have developed and what they are today has been shaped by a number of key factors, a situation not too different from that found in the majority of organizations world wide.

Personal views of the cultural leaders within an organization

One of the strongest influencing factors, shaping ethical standards is the example set by the people at the top of the organization. The personal ethical views will, perhaps, more than any other factor, influence the behaviour of the organization.

The cultural and behavioural signposts within an organization

Following closely on, the cultural sign-posts within an organization will provide guidance to staff on how to behave. In par-ticular the “war stories” of exploits past, which are applauded and held up as examples to be emulated; the measures used to run the or-ganisation and monitor performance; the behaviours that are seen to be rewarded and conversely punished; and finally the activities that get no-ticed. These are all pointers to the staff, and particularly the new recruit, which demonstrate how they should behave, irrespective of what is said on how they ought to behave.

The nature of the businessDifferent businesses have different ethical decisions to make. For ex-

ample a law firm has to decide whether it will defend a client it believes guilty of a crime, and whether it will pass on any information that comes into its possession even if it would compromise a client; the competitive intelligence company, how it will go about obtaining confidential informa-tion on a client’s competitor; the chemical company how it will manage its interaction with the environment; and even the most simple office-based business how it will procure its energy and stationary – cheapest or most environmentally friendly sources?

For some organizations the decision will be easy to make. For others, their ethical decisions will make the difference between corporate success and failure.

LegislationWhat is the legislative impact of digression? Will you be taken to court

and if you are, what are the penalties if you are found guilty?

Customer perception, values and beliefsHow will your customers view your activities? Will they cease trading

with you? Will your organization be less attractive than your competitors? Or, conversely, will a higher ethical standard offer differentiation and com-petitive advantage? Will transgression reduce the value of your brand or will high ethical standards increase brand value?

Staff values and beliefsHow will your staff view your ethical approach and standards? In

the worst case scenario it will dissuade the best staff from joining you. In the best, it will positively attract staff and assist in retaining them.

The commercial cost If you transgress what will it cost you? We

have looked at customer perception, values and beliefs, and the impact ethics can have on winning, retaining and losing customers; but it also goes way beyond this. Organizations affected by a poor ethical approach can sue you. On the other hand, a detailed and robust approach to analysed overseas suppliers CSR (Corporate and Social Responsibility) has been demonstrated to deliver hard savings in the areas of improved quality and robust sup-

ply chain, which gives an immediate bottom line impact. If a developing country supplier has good CSR policies it is likely they will have good quality and supply chain standards themselves, improving the quality of products and services supplied.

Supply chainIn the increasingly global and integrated business world, it is not

enough to have ethical standards for your own organization, you also need to uphold them through the complete supply chain. The damage done to Mattel by recent examples of its Chinese suppliers using high lead con-tent paint, which damages its customers (young children) and the envi-ronment, is almost as bad as if Mattel had followed such practices in its own in-house factories. The impact on customer perception, brand, and the bottom line through product recalls, lost sales and compensation, is the same.

Ethics, therefore, is a critical area for all organizations for ethics will affect every organization whether one likes it or not. As in many areas of business, it is better to be in control, have thought out the issues and pro-actively managed them, rather than to have responded reactively.

BUSINESS ETHICSAn industry perspectiveJohn Spear

Director - SMT Consulting

In the increasingly global and

integrated business world, it

is not enough to have ethical

standards for your own

organisation, you also need

to uphold them through the

complete supply chain

7AxeChange • November �007

Academic

We live in an era where information is quickly accessed and transferred, consumers are more knowledgeable than ever before, and organizations are conducting business around the world. These three characteristics, coupled with the fact that unethical actions are highly publicized, make it more important than ever for organizations to understand ethics and the subsequent implications. Practitioners and academics alike have joined the discussion on ethical behaviour and how best to promote it, but they often disagree about the best way forward. Some argue for ethics training and education while others believe that all the theory in the world about ethical decision making may or may not trans-late into ethical actions. The latter feel that hiring decisions and leadership are key to assuring ethical behaviour in or-ganizations. Although much has been written about the utility of courses on ethics, ethics training, and the impact of leadership on ethics, a conclusion does not appear to be forthcoming.

The nature of ethics itself is at the core of the dilemma. Whenever we try to judge the behaviour of others and to ascertain whether something or some-one is good or bad, right or wrong, we run the risk of falling into the trap of our paradigmatic thinking, laden with latent biases and prejudices. We be-come judge and jury in a world where such cut-and-dry thinking is out of place and potentially discriminatory. Consider this: actions deemed by one society as unethical (i.e. bribery) are sometimes deemed acceptable and part of everyday business in another. Is one society right and the other wrong? What happens when a business from one society is doing business within another? Which rules should apply? Dilemmas like these are quite common in our global economy. Given these dilemmas, which ‘ethics’ should we teach?

Also of great discussion in the debate is the notion that the teaching of ethics to adults is ‘too late’. Arguably, our individual feelings, in terms of what is right and what is wrong, come from several factors. Two of these factors, our values and our beliefs, start to develop at an early age. Certain-ly, an individual’s moral agreement values, formed over time and through experience, serve to shape his or her ethics. Can this be changed in an ethics class? Should it be? Another factor that carries significant weight in terms of ethical decision making is an individual’s culture. This

is also something that is internalized over time and is not easily changed. And, as discussed above, which culture gets to decide what is right and what is wrong? Can we convince them that something is wrong that their culture has always taught them was right? Do we have that right? This question remains unanswered.

Fortunately, many business schools have adopted the belief that a good understanding of ethics and ethical decision making can only widen the eyes of the decision maker, thus helping them to make ‘better’ decisions. Certainly, an informed decision is better than an uninformed one. Most universities offer courses or course segments on ethics based on this as-sumption.

North American organizations seem to agree that talking about eth-ics is better than not talking about it. More organizations than ever before are providing ethics training and are committed to developing and pro-moting organizational codes of ethics. Whether they do so to attract skeptical consumers, to avoid media disasters, or in an honest attempt to promote ethi-cal behaviour undoubtedly varies from firm to firm. The best indicators of a firm’s commitment to the code of eth-ics, and the reasons for having one, are the behaviour of the firm’s leaders and the time, effort, and resources com-mitted to communicating the message and monitoring adherence. For some, the code of ethics is merely a poster in the lobby, while for others, it serves as a guide for all organizational decision making.

So, what can we conclude about ethics and the best way forward? What

we cannot conclude is that we can ‘teach’ people to do ‘the right thing’. This is for two reasons. First, who gets to determine what is right and what is wrong in our global world (outside of formal laws)? Do we even want to go there? Second, can we ‘undo’ something that has taken a lifetime to develop (i.e. values)? Do we want to? These are tough questions. What we do know is that we do not want reoccurrences of events like the Enron or Tyco debacles. Would ethics training have made a difference? It is this author’s belief that our only hope is a better understanding of ethics and ethical decision making (as taught), coupled with good ethical leadership and a commitment of resources by management. Perhaps in concert, these efforts will be enough to put ethical decision making on the same pedestal as the quest for the almighty dollar.

The debate continues – Should ethics be taught or modeled? Kelly Dye, PhD.

Lecturer

� AxeChange • November �007

There he gained a comprehensive insight into the opportunities in the global Contact Centre and IT services sectors. He is an Advisory Board Member of Coemergence, YourTeam Online, Digant Technologies PVT (India), Kamelio, SaleNorth Solutions and CompreCultures. He is also a member of the National NASSCOM/ITAC Steering Committee on Outsourcing, and a Director of Propelsj. Cavanagh currently resides in

Hammonds Plains, Nova Scotia with his wife Diane (Acadia - Class of ’86) and three children. He at present holds the position of Chief Execu-tive Officer of Ambir, an ICT Services company founded on the vision of innovation, solution efficiency and a relentless commitment to the delivery of excellence. Incorporated in 2004, Ambir maintains offices in Saint John and Fredericton, New Brunswick, and Halifax, Nova Scotia.

You know that learning is not a spectator sport. You probably chose the co-op program because you want to do something with your degree—right now!

The Entrepreneurial Co-op allows you to experience starting your own business as part of your co-op term. Whether you have been dreaming about starting your own business for a long time, or if this idea is new to you,

then you owe it to yourself to investigate this co-op option.

With some planning, preparation and support you could be running your own business within the year. Read on to find out more about the program...So You Want to Start a Small Business!

In order to spend a term running your business, you first need to take a course that will help you create a business plan. You can do this through the New Venture Creation Course (BUSI 4553), through the Entrepreneurial Projects (IDST 2706) or through a special topics course run through ACSBE. During this course you will receive support from a Small Business Counselor at ACSBE to develop your business plan.

The Next Step in the process is to make an informed decision about moving forward with the business. If this is the right decision for you then ACSBE will help you identify funding options. With potential funding identified, your plan will go before an advisory board to help determine its viability. The board will make suggestions, share industry insight or connections they may have, and give the approval for you to enter the implementation phase of the Entrepreneurial co-op.

With funding in place and the advisory board’s approval, you will open your business and operate it for at least one semester. ACSBE will continue to provide counseling support throughout this time. With further approval you may be able to run your business for two consecutive Co-op terms. For more information, talk to Co-op and Career Services or ACSBE.

The Entrepreneurial Co-op @ Acadia

Ian Cavanagh: continued from front page