International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
A Comparative Study of Entrepreneural Processes
between Immigrant and Local Entrepreneurs
Precious Pearl Modise
Faculty of Business
University of Botswana
Gaborone, Botswana
Abstract: This paper studies how migrant entrepreneurs
become more successful in their foreign countries than the
locals. In an effort to increase research on the
entrepreneurial processes followed by migrant and local
entrepreneurs, the researcher interviewed 10
entrepreneurs; 5 migrant and 5 locals in Gaborone,
comparing how both groups identify opportunities, how
they acquire resources and how they use them to take up
opportunities. According to this research, success means
personal achievement as well as satisfaction with the
performance of a business venture. Findings indicated that
just like locals, migrant entrepreneurs either identify the
opportunity themselves or it is identified by someone else,
but what differentiates them from locals is that they
capitalize on it immediately. Furthermore migrant
entrepreneurs use their own savings, bootstrap and use
resources wisely because it is hard for them to obtain
assistance in a foreign country to take up the opportunity.
Therefore, the analysis concludes that local entrepreneurs
should do likewise to improve their chances of success.
This research will not only help local entrepreneurs; it will
benefit government on formulating effective policies which
would lead to entrepreneurial success of local
entrepreneurs, hence, the development of the country.
Keywords:- entrepreneurial processes, migrant entrepreneur,
success.
I. INTRODUCTION
Due to entrepreneurial qualities of individuals, social and
economic reasons, people find themselves either pulled or
pushed into entrepreneurship (Canadian Council for Small
Business and Entrepreneurship, 1994). Those that are pulled
are usually opportunistic entrepreneurs and those that that are
pushed are mostly necessity entrepreneurs (Wilkinson &
Kannan, 2013). Entrepreneurship is viewed as an agent of
economic and social development for countries as it also helps
in policy making (Audretsch, 2006). According to
Schumpeter’s technology regime 1, Entrepreneurship is very
important to the economy of each nation as it makes
businesses innovative through creative destruction as
businesses render current products and technologies obsolete
through new inventions (Stel, 2006). This in turn helps
consumers get the best quality goods and services at a
reasonable price, which is achieved through efficiency and
cost-effectiveness (Bessant & Tidd, 2015). Moreover,
innovation impacts businesses and employment positively as it
makes firms grow much faster and creates employment
respectively (Mitra, 2017). Innovative ideas are turned into
market opportunities (Raposo, 2011)
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According to Fayolle (2007) entrepreneurship is about
creation and seizing of business opportunities. Since
entrepreneurship is important to economies, it makes it
important to know the entrepreneurial processes, which may
lead to success in business (Ali, 2013). According to Baum
(2007) the entrepreneurial processes are; emergence of
entrepreneurial opportunities from the changes in economy,
social and technological advancements. An entrepreneur then
recognises the opportunity, evaluates the opportunity before
capitalising in it. After garnering resources, they then exploit
the opportunity to create value for themselves and their
communities. These processes helps an entrepreneur to seize
on opportunities and gather all resources needed to be able to
run sustainable ventures, create employment and provide good
quality goods at affordable prices (Kunene, 2008).
There are five entrepreneurial stages in the
entrepreneurial processes being discovery, concept
development, resourcing, actualisation and harvesting (Ali,
2013; center for entrepreneurship and innovation, 2017; Shih,
2014; Edom, 2016). However, there is confusion as to what
should be included in each stage, For example; Centre for
Entrepreneurship and Innovation (2017) included planning in
the resourcing stage of which other authors included in the
concept development stage. Again, Kunene (2008) included
activities like, marshalling of resources, which are on the third
stage according to other authors, on the second stage. Finally,
according to Kunene (2008), the five stages overlap, connect
and depend on one another, hence, the need for the researcher
to investigate the entrepreneurial processes and how they
differ amongst migrant and local entrepreneurs.
II. BACKGROUND INFORMATION
According to Jerinabi & Santi (2012) some entrepreneurs
end up pursuing their entrepreneurial dreams in other
countries. The two authors further stated that this is made
possible by globalization which has made the movement of
capital and labour much easier. Economies are moving
towards creation of one world market so entrepreneurs are
moving across borders looking for attractive business
opportunities (Azais, 2010). Governments are also doing their
best to promote trade at the same time protecting local
businesses (Government of Dubai , 2011), Botswana is one of
the countries where the government supports entrepreneurship
by giving loans at low rates, grants and policies which support
entrepreneurship but still immigrants are more successful in
businesses than locals (Jones, 2014; T.B., 2012). According to
the researcher, Batswana ventures are equally important in
contributing to the country’s Gross Domestic Product (GDP)
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 International Journal of Economics, Commerce and Management Research Studies
so locals could do like their counterparts to improve their
ventures and not waste Government resources.
III. PROBLEM STATEMENT
With high unemployment rates especially amongst the
youth, the Government of Botswana is investing a lot on local
entrepreneurs with the expectation that their firms will survive
(Johnson, 2011). In Botswana, the government give loans to
locals up to two million pula at the lowest interests of about
7% per year (Embassy of Botswana, 2010). In addition, Jones
(2014) argued that grants, training and favorable policies are
also offered in favor for Batswana hoping they will be
successful. However that is not the case as many Batswana
businesses are failing within a period of five years. Self-
employment levels of immigrants exceeds the national average
in most countries as new start-ups are mostly owned by
immigrants (Mthembu-Mahanyele, 2002).
Immigrants are successful because they take advantage
of the opportunity very fast with the little resources they have
(Jones, 2014; Patel, 2010). Moreover, Patel (2010) argued that
immigrants learn the industry they are in and think big but
start small. He further stated the advantages of starting small
by arguing it allows immigrants to learn different skills at the
same time as they usually start with a few employees and
focus more on making customers happy.
According to Patel (2010), unlike immigrants, locals
receive free education in tertiary institutions, free training and
are being mentored for free, receive loans which are below
market rates and are also favored in tenders but still their firms
do not grow up to five years. He further stated that having
everything at their disposal make them to want to start big
rather than starting small, they do not see the need to
bootstrap, network nor research. In addition, he said obtaining
favors from the government makes them not to feel the sense
of urgency and drive to take advantage of opportunities as they
arise and become innovative. He concluded by stating that
locals only want to spend not make money, hence, their
businesses are not sustainable.
During the research, the researcher noted that authors do
not compare entrepreneurial processes followed by local and
immigrant entrepreneurs, which gives immigrants an upper
hand in business. Thus, this research aims to investigate on
how entrepreneurial processes differ amongst local and
migrant entrepreneurs, leading to the following research
objectives and questions.
A. RESEARCH OBJECTIVES
 To understand how local and immigrants entrepreneurs
identify opportunities
 To understand how local and migrant entrepreneurs acquire
resources needed
 To determine how they use the acquired resources
B. RESEARCH QUESTION
 MAIN RESEARCH QUESTION
Why are immigrants more successful in business than
their local counterparts from the process perspective.
 SPECIFIC RESEARCH QUESTIONS
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Volume 1, Issue 1, August - 2018
 How do local and immigrants entrepreneurs identify
opportunities?
 Where do local and migrant entrepreneurs acquire
resources needed?
 How do they use the acquired resources?
C. HYPOTHESIS
 Locals wait for other people to present an opportunity to
them while immigrants identify opportunities themselves
then act immediately (Jones, 2014).
 Local entrepreneurs mostly rely on their governments to
provide required resources in starting and running
businesses, on the other hand, immigrants are independent
of themselves (Patel, 2010).
 Locals misuse resources whereas immigrants manage
resources well and use them efficiently (Patel, 2010).
D. SIGNIFICANCE OF THE STUDY
This study is very important because it will help local
entrepreneurs on how to identify innovative ideas and run
successful ventures by benchmarking on what immigrants are
doing. It would also help the government on formulating
effective policies which will lead to entrepreneurial success of
locals, who are then taxed to improve infrastructure of the
country.
E. CONCEPTUAL CLARIFICATION
 Migrant; A person who lives temporarily or permanently in
a country where he or she was not born, and has acquired
some significant social ties to the country (UNESCO, 2017)
 Immigrant; Kim and Diaz (2013) defined an immigrant as a
foreign-born person who enters a country with the intention
to settle permanently.
 Entrepreneur; A person who sorts out and accept the danger
of a business or endeavor (Pinderhughes, 2004).
 Success; includes dimensions of both personal and business
success. Business success meaning satisfaction with the
business performance and personal success include
dimensions as self-fulfillment, goal achieving and balance
of work and family (Faculty of Administration; university of
Regina, 2016).
 Innovation; is when new ideas are being exploited (Neely &
Hii, 1998)
 Entrepreneurship; Ireland, Hitt & Sirmon (2003) defined it
as a context dependent social process through which
individuals and teams create wealth by bringing together
unique packages of resources to exploit marketplace
opportunities.
F. LITERATURE REVIEW
The first section critically analyses the entrepreneurial
processes. It then goes on to explain the factors that make
entrepreneurs successful and finally, it narrows down to
arguing about what makes migrant entrepreneurs better
entrepreneurs.
 Entrepreneurial processes
There is an agreement amongst authors on the definition
of entrepreneurial processes. They all define it as a series of
stages, events and activities that a business venture goes
through due to an individual taking initiative. Entrepreneurial
process involve all capacities, exercises and activities which
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 International Journal of Economics, Commerce and Management Research Studies
are related with the acknowledgment of entrepreneurial open
door, and also composing a strategy for success, setting up an
association and establishing the venture itself, considering the
vital assets, guaranteeing the reasonable market foundation of
the undertaking and the accomplishment of development
(Shane & Venkataraman, 2000). According to Getz et. al
(2004) it speaks to the level one channel and is a cooperation
of a complex, multi-dimensional and dynamic arrangement of
elements and conditions which emerge from attributes and
states of mind of individual business people who are inspired
to partake in enterprise as a result of hereditary cosmetics and
social advancement inside their host group's way of life.
Moreover, Davidson (2008) defined it as the cognitive and
behavioral steps from coming up with a business idea, or first
actions towards the recognition of an innovative business
activity until the process is either ended or has led to an up and
running venture with consistent sales. Welter et.al (2012)
defined the processes as how business people build up their
business and get to basic assets in times of crisis and which
roles learning and advancement play in consistent venture
improvement.
Entrepreneurial processes are grouped into two categories,
namely: Internally stimulated, where an entrepreneur has the
desire to start a new venture therefore actively looks for
business opportunities. Ideas are evaluated before one decides
on what to venture into. Another category is; externally
stimulated where an entrepreneur first encounters a problem
with a current product then improves it (Bhave, 1994;
Davidson, 2008). He summarized the two categories a diagram
at appendix 1.
Moreover the entrepreneurial process differ amongst business
ideas, for example, innovative ideas would not follow the
same processes as imitative ideas; Schumpeterian ideas are
innovative and rare to find in nature whereas Kirznerian
opportunities are incremental and common (Jong, 2011).
There are five entrepreneurial stages in the
entrepreneurial processes being discovery, concept
development, resourcing, actualization and harvesting (Ali,
2013; center for entrepreneurship and innovation, 2017; Shih,
2014; Edom, 2016). However, there is confusion as to what
should be included in each stage, For example; Centre for
Entrepreneurship and Innovation (2017) included planning in
the resourcing stage of which other authors included in the
concept development stage. Again, Kunene (2008) included
activities like, marshalling of resources, which are on the third
stage according to other authors, on the second stage. (See
table at appendix 2 showing the stages of the entrepreneurial
processes as described by different authors). Finally, according
to Kunene (2008), the five stages overlap, connect and depend
on one another.
 Factors that make entrepreneurs successful
In the view of Dalziel (2008) entrepreneurial success is a
result of personality traits and social networks as well as
strategy (resources and capabilities). According to him
personality traits, being; persistence, dedication, tolerance for
ambiguity and risk and the need for achievement determine if
one will be successful or not. These personality traits are
mostly associated with culture so cultural differences affect the
performance of a firm (Dalziel, 2008).
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Volume 1, Issue 1, August - 2018
Furthermore, he suggested that social networking is key
to successful businesses. He argued that where there is trust,
people work with one another therefore their firms tend to
perform better than those who do not network but when social
networks take priority over economic reasons, it may lead to a
firm’s failure. To elaborate his point, he gave an example of
hiring relatives who are not qualified as a contributing factor
to failure. Maslovskis (2013) also emphasized the need for
networks by arguing that interaction with other people is key
in business as one gets to communicate their thoughts and
opinion to others who then help in finding customers,
suppliers and other critical elements for the survival of a
business.
Moreover, a strategy is another factor that is critical for
the survival of every business in a competitive environment as
it helps the business to assess both its internal and external
environment (Dalziel, 2008) . A Strategy is a plan of action
through which an organization relate itself with the
environment to achieve the objective (Senapati, 2015).
According to (Dalziel, 2008) a strategy comprises of both
resources and capabilities. He explained capabilities as what
the firm can do best which differentiate it from its competitors,
and it includes good management and marketing skills
whereas resources include capital equipment, financial and the
human resources. He argued that human resources help a firm
to achieve its goals and offer a competitive advantage only if
they have the expertise, knowledge and skill to do the required
work. Finally, financial resources help a firm to be able to buy
the equipment needed, pay their day to day expenses as well as
attract competitive human resource (Dalziel, 2008). Even
though these success factors are applicable to both local and
migrant entrepreneurs, migrants have an upper hand in
business hence the need to narrow it down to examine what
makes them successful than their local counterparts.
 Why migrants become better entrepreneurs relative to locals
Patel (2010) argues that immigrants are more successful
because they come to make money; profits are the primary
reason and happiness comes last which makes which results in
immigrants finding ways to work for more hours. According
to him, locals are taught to do what makes them happy
therefore, work for few hours. He further argued investors love
immigrants and also, immigrants are united and help one
another succeed. Furthermore, he argued immigrants believe
saving money is easier compared to earning it so they are
always negotiating discounts and bootstrap a lot. Fairlie (2012)
agreed with Patel (2010) argument that immigrants rely on
personal savings, family and friends as sources of funds
whereas locals rely on banks and other financial institutions;
they have wider options but still immigrants do well in
business and own a lot of businesses compared to locals. Lack
of other job options and the need for social networking are
other factors which gives immigrants an upper hand in
business (OECD, 2010). Moreover, Patel (2010) argued that
immigrants never find it too late to go back to school
especially when firms are not doing so well, they would rather
do online and night time classes. On top of that, they never
take “no” for an answer, they believe they can turn a “no” into
a “yes.” To them “no” means “not right now” which could
later turn convert a “yes” (Patel, 2010). He argued that
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 International Journal of Economics, Commerce and Management Research Studies
immigrants rarely complain about their lives, they believe it
will better with time because usually those conditions are way
better than where they were before in their countries of origin.
He concluded that immigrants believe their current situation
does not define their destiny.
The researcher had to collect her own data from
entrepreneurs rather than relying on secondary data only.
IV. METHODOLOGY
G. STUDY DESIGN
There are various methods that one can use during
research. The choice of method depends on the type of
research questions and objectives (Maart, 2011) . They are
summarized at appendix 3.Multiple case study was suitable for
this research because it tries to explain present circumstances.
Moreover, case study answers the how and why questions so it
is used when the researcher wants to study reality in depth
(Maart, 2011).
H. SAMPLING TECHNIQUE
Ten successful participants were interviewed; 5 local and
5 immigrant entrepreneurs, all from the Information
Technology industry. Snowballing was suitable because it
made it easy to identify successful entrepreneurs in the IT
Industry. In snowballing technique, a researcher makes contact
with one to two cases in the population who then identify other
cases until the sample is large (Saunders et.al (2012) ).
I. DATA COLLECTION TECHNIQUE
The choice of data collection instrument depends on the
type of questions a researcher asks. Data collection techniques
include questionnaire, interviews, observation, experiment,
focus group discussion (Saunders, Lewis, & Thornhill, 2012).
For this research, data was collected through interviews, as it
was the most suitable; it allows the researcher to collect more
information from the questions she asks. The questions are
structured to help the researcher to ask multiple participants
the same questions thus achieving data saturation (Fusch &
Ness, 2015).A set of questions were prepared, guided by the
research questions (See questions at appendix 4). According to
Saunders et.al (2012) advantages of an interview is that it
allows the researcher to make follow up questions. Moreover,
it reduces the risks of getting distorted information as it is a
one on one interaction (Kajornboon, 2005).
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Volume 1, Issue 1, August - 2018
J. SOURCES OF INFORMATION
The researcher interviewed 5 local and 5 migrant
entrepreneurs based in Gaborone because the place was the
most accessible. Also there were time and financial
constraints, hence the choice of location.
K. DATA ANALYSIS
Data was analyzed qualitatively because mostly words
were used to explain the differences in entrepreneurial
processes between migrant and local entrepreneurs (Saunders,
Lewis, & Thornhill, 2012). The researcher used content
analysis to analyze the cases because she wanted to enrich her
understanding on entrepreneurial processes and how they
differ amongst local and migrant entrepreneurs which gives
migrants an upper hand. Case study interviews provide a
richer content for analysis because of its depth of interaction
between interviewees and interviewers (Trace, 2001). An
author further stated that in case study analysis, a researcher
identifies themes relating to her research. For this paper,
themes were derived from opportunity identification and
resource mobilization.
L. ETHICAL CONSIDERATIONS
Saunders et.al (2012) define ethics as “standards of
behavior that guide conduct in relation to rights of those who
become the subject of your work, or are affected by it.”
Participation was voluntary and they had a right to withdraw at
any time if they wished. All information gathered was treated
with confidentiality and used strictly for research purposes.
Again, the researcher had to respect their privacy (anonymity).
See appendix 5: consent form
M. LIMITATIONS OF THE STUDY
 Lack of data; some entrepreneurs who agreed to take
part said they had tight schedules and did not really
have time for interviews. As a result, they suggested
that the interview script should be sent to them via
email so the researcher was not able to ask follow up
questions.
 Sample size; the study collected data from a sample
therefore restricts generalization of the results to the
whole population.
 The research was limited to the Information
Technology (IT) industry.
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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
V. ANALYSIS OF DATA AND DISCUSSIONS AND FINDINGS
N. DATA ANALYSIS

OPPORTUNITY IDENTIFICATION

1. How do entrepreneurs identify opportunities?

8 themes were derived under opportunity identification

Entrepre Content and coding Themes

neur
1 Identified a problem that he had to be near his music equipment to play Experience
music so he developed a device that allowed him to play music from his
phone.
2 Observed a gap in the marketing companies so he came up with innovative Observation
ways of marketing products and services.
3 Realized that children are so creative so she developed an application to Observation
enhance creativity.
4 Realized a problem of lack of skills in business innovation and marketing so Observation, experience
he solved it by helping companies market themselves.
5 Realized there was a need for efficient data collection, developed software Passion, observation
and hardware solutions to enhance efficiency
6 In his previous job, he realized there was a gap in the market which he Experience, passion, observation
wanted to fill. he helps customers solve document management issues
7 He followed his heart by providing institutions with laboratory equipment. Passion, information

8 there was shortage of power in the country so he pursued the opportunity by Observation, information
providing solar lighting solutions
9 Provides laptop both software and hardware solutions. she was motivated by Passion, observation
passion and skills she had
10 Observed there was a gap in the market, there were a few people who could Observation
offer software and hardware solutions

Sources of opportunities for locals are; passion, experience and observation whereas for migrants are all of them. See appendix 6

2. How long do migrant and local entrepreneurs take to actualise the idea? And why
Entrepre Content and coding Themes
neur
1 Took a year due to lack of skills Scarcity
2 7 years due to lack of resources Scarcity
3 4 months due to shortage of Skills, money, equipment Scarcity

4 1 year, 4 months; resources were in short and he had to do market research. Scarcity, research
5 He needed to find qualified staff, acquire finances and assets. Again, Scarcity, research, reluctance
reluctance of decision makers in organizations delayed. He also got delayed
by market research so he actualized after 3 years

6 Acted immediately but employees were not committed Reluctance

7 Acted immediately but the government had policies in place which were not Regulations
supportive
8 2 years due to government regulations and market research Regulations, research

9 Garnered resources and did market research in a year Research

10 3 years; Was faced with lack of capital and reluctance of her business Scarcity, research, reluctance
partner

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
From the above themes, those that were applicable to locals were; reluctance, research and scarcity while for migrants, all
the themes were applicable. They were delayed by regulations, reluctance, research and scarcity to actualise their ideas. See
appendix 7

RESOURCE MOBILISATION

1. How did you acquire the most critical resources for starting the business?
For this research, there were only four Resource types that the researcher looked into; financial resources, social capital,
human capital and tangible/physical assets. The author came up with seven themes.

entrepreneur Content and coding Themes

1 Used the internet to educate himself of the music components, Bootstrapping, Savings, Education,
used savings. He also recycled old parts. Because he was already relationships
in the industry, he had already established networks. Finally,
media companies sponsored him to market his product.
2 Bootstrapping and personal savings financed his product. Bootstrapping, savings, incubation,
Botswana Innovation Hub(BIH) also incubated him to access education
critical resources. His skills on marketing made resources much
more accessible.
3 Her family helped her anyhow they could and gave her support. Relationships, banks
Bank also assisted with a loan.
4 Business partner assisted him and also, relied on his allowance to Relationships, savings, bootstrapping
finance his business. Moreover, he bought second hand
equipment and hired some resources he could not afford.
5 Angel investors helped with funding. BIH also incubated him to Incubation, loan
access critical resources.
6 Relied on the skills and experience from his previous job and Relationships, education, savings
saved money to start this business” He also said that as he was
interacting with his potential customers, they gave him advice.
7 His uncle helped him access resources. He also obtained a loan Relationships, bank
from a bank.
8 Saved money from her previous job and bootstrapped. Also, her Relationships, savings, bootstrapped
friend helped her garner critical resources she needed.
9 Mentor assisted her. Also, she was financed by friends and Relationships
family
10 Was assisted by family and business partner who motivated her Savings, relationships, education
and gave financial support. She also contributed her skills to the
business and money she had saved to pursue the opportunity.

Locals managed to acquire resources by bootstrapping, incubation, savings, education, relationships and banks. As for
migrants, they garnered critical resources just like locals, except for incubation. Visit appendix 8 for more information

SUCCESS
1. How do you define success, and would you say you are successful?
Nine themes emerged
entrepreneur Content and coding Themes
1 He described success as having achieved the set goals so he felt he was victorious as he Goals
achieved the goal of wanting to see his product work, however, has not achieved another
goal of wanting to broaden his market share so he was successful to some extent.
2 Enabling other people to pursue what they want so he believed he was not yet successful. Delivering
3 To be able to still see your vision despite failures on the way, to study failures and learn Experiences,
from them and never quit. She believes she has failed as far the Botswana market is growth
concerned. However she believes other markets in Africa might give her better results.
4 An accomplishment made due to previous bit of achievements and failures experienced. Experiences,
She stated that she is successful, based on the success criteria they use. goals, profits,
delivering,
5 Positive bank balance, good and committed employees and long term contracts with Profits,
clients. He believes he is on the road to success. delivering
6 being able to sustain oneself and everyone around, making profit as a shareholder and Profits
overcoming day to day challenges so he believes he is successful

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
7 Having principles, being committed and delivering to customers is what makes him Delivering,
successful. He believes he is successful goals,
8 Providing the market with its needs and generating enough profits. She believes she is Delivering,
successful. She added that her success is due to good customer service. profits,
9 Accomplishment of goals so she believes she is not yet there as her business not Goals, growth
internationally recognized.
10 Reaching both personal and business goals so since her business has expanded she Profits, goals,
considers herself successful. growth

Both migrant and local entrepreneurs defined success in a similar manner. See appendix 9

2.What distinguishes your firm from others you are in the same industry with?

entrepreneur Content and coding Themes

1 He differentiated himself by giving customers a choice to play the music from a distance, Convenience
they don’t necessarily have to be near the music equipment.
2 constantly innovating and reinventing Innovation
3 She said, “We believe a child must learn on their own pace and our competitors still follow Convenience
the traditional way of teaching with one teacher, directing up to classes of 40 students and
all expected to follow a unison.”
4 customer service and work ethic are on point Service
5 Provide innovative technologies, with proven records and results. Also they customise Innovation,
their services for clients thus meeting individual needs. customization
6 I do not focus on my competitors; I focus on myself because focusing on my business help Convenience
me achieve the goals I had set for the company. Focusing on competition makes one lose
focus because you always want to be a step ahead of them.”
7 good customer service and charging reasonable prices helps them beat the competition Service
8 Customer service Service
9 “We serve the needs of our customers and give a great customer service.” she said Customisation,
service
10 good customer service and going an extra mile Service

Local entrepreneurs managed to distinguish themselves from the competition through innovation, convenience, good
customer service and customisation while migrants relied on innovation, customisation and a good customer service to
differentiate themselves from their competitors. See appendix 10

O. DISCUSSIONS products or services than the competition. Motivation also

OPPORTUNITY IDENTIFICATION
Local entrepreneurs; Findings showed that all entrepreneurs
identified the opportunity themselves. According to Edom
(2016) the opportunity can be identified and evaluated by an
entrepreneur. As per literature (Ali, 2013) some identify such
opportunities to solve problems, some want to fill gaps they
identified in the market while others observe trends. Due to
resource shortage and market being sceptical, all local
entrepreneurs took a longer time to take up the opportunity
which was attractive to them. According to Allen (2016), at
start-up the aim is to build a combination of resources that will
help the new venture to start and function until sales of the
product or service yield a positive cash flow, but those
resources usually are not sufficient (Leach & Melicher, 2015).
play a role in helping entrepreneurs actualise their idea much
faster, moreover, one has to be talented and passionate about
the idea (Edom, 2016). From the interviews, other locals were
passionate whereas others were fuelled by the fact that there
was a problem they wanted to solve and/or a gap which they
wanted to fill.
Migrant entrepreneurs; on one hand, migrants that stayed in
Botswana identified the opportunity themselves but those who
were away had the opportunity identified by friends and/or
family who then informed them of the opportunity to come
and pursue. All of the five migrant entrepreneurs were
bridging a gap in the market. This is contrary to (Jones, 2014)
when he argued that locals wait for other people to present an
opportunity to them while immigrants identify opportunities
themselves.

Some were delayed by wanting to do market research
first, which according to (Edom, 2016) is critical for a start-up
as it gives an insight of the market to help make informed
decisions. One participant stated said ‘I conducted a market
research and checked whether there was anyone doing what I
was proposing’ which means market research can be done to
know about the competition and how they can provide better
Most migrant participants were motivated by passion,
some were motivated by both passion and the venture’s
lucrativeness. Having passion for what they were doing, they
were motivated to actualise the idea immediately. One other
entrepreneur said,’ I wanted to solve a problem in the market
and also make something for myself and leave a legacy.’ So it
made him take advantage of the opportunity immediately. All

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 International Journal of Economics, Commerce and Management Research Studies
of them acted on the opportunity within a period of three years
unlike locals who took up to seven years to capitalise on the
opportunity. It is important to pursue the opportunity while the
window of opportunity is still open (Kaiser, 2008).
Just like their local counterparts, they were faced with
challenges of shortage of resources but managed to garner
them much faster than locals due to networks which they
formed much faster and bootstrapped. Other challenges they
were faced with were that some business partners and other
key stakeholders were not committed as they were. Social
loafing is due to lack of commitment and failure to perform
their own share of work (Williams, 2013). Some of the
migrant respondents stated that they were also delayed by
wanting to study the market first. Others complained about
government regulations which delayed their idea actualisation.
They complained that government policies favors locals over
them which makes it hard to do business in Botswana.
According to (Government of Dubai , 2011) Governments are
doing their best to promote trade at the same time protecting
local businesses. One entrepreneur gave an example of him not
being allowed to supply his products directly to government
schools; only local entrepreneurs can do so he is forced to
target local entrepreneurs as his customers.
RESOURCE MOBILISATION
Financial resources
The other hypothesis was that local entrepreneurs mostly rely
on their governments to provide required resources in starting
and running businesses while immigrants are independent of
themselves (Patel, 2010). This is in conflict with the findings
which showed that both locals and migrants relied on their
savings and bootstrapped; their incubators, families and
friends, except for a few entrepreneurs who got funded by
banks and one who was financed by an angel investor.
The last hypothesis also varies with findings. Hypothesis
stated that locals misuse resources whereas immigrants
manage resources well and use them efficiently (Patel, 2010)
but findings show that they both use the funds efficiently
because they usually want to enjoy Return on Investment
(RoI) within a reasonable time.
Human capital
Locals; other participants were incubated by Botswana
Innovation Hub, who equipped them with the skills they
needed for start-up, but one already had skills on the area
before incubation. According to Cumming (2010) Business
Incubation is one way in which entrepreneurs are imparted
knowledge on coming up with innovative ideas and
sustainable businesses. They achieve that goal by delivering
services as technical and administrative, and entrepreneurial
knowledge (Thom, 2011). Moreover, they aim on nurturing
new venture development through short term usage of
buildings, access to investor funds through networking as
other financial institutions are usually reluctant to finance
start-ups (Cumming, 2010). Business incubation process is
concerned with developing a venture from the current state to
a desired state where it can be competitive in a changing
business environment through the provision of critical
resources and business support services (Phan, Mian, &
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Volume 1, Issue 1, August - 2018
Wadid, 2016). They are being mentored by experienced
entrepreneurs during the incubation process (Council of the
European Union, 2014). Incubation helps all start-ups obtain
all the resources they need to start and run sustainable
ventures.
The other one relied on the internet to research because
he had no expertise on what he wanted to venture into. Other
participants relied on the skills they had. On one hand,
majority of migrants stated that they ventured into something
they had skills, expertise and experience on. The other one was
helped by her friends, the last one was assisted by family,
friends and her mentor to be equipped with skills needed. She
did not have the required skills.
Social capital
Locals; BIH helped some participants to establish networks
during the incubation process. One said that the industry was
new so he did not know anyone but the other one said it helped
her form alliances with an American Company and the
Ministry of Education (who is their potential customer).
Another interviewee said that he has long been in the industry
so he already established links.
Migrants; the first interviewee established networks way
before he started a business as he long worked in the industry,
Others were helped by friends and friends. Another one said
he knew his uncle only when he first moved to Botswana. The
last one was helped by her mentor to establish relationships.
According (OECD, 2010) the need for social networking is
one of the factors which give immigrants an upper hand in
business. Social capital has positive impact on new venture
performance (Morone, 2013; Andressen, 2016). Zhao (2015)
Argued that it is important for entrepreneurs to form new
relationships depending on their own product/ service and
stage of the life cycle, as well as adjust and maintain the
current network. Moreover, he argued that networks help in
accessing the market and gaining technical knowledge.
Cooper& Burke (2011) Concluded that human capital
encourage opportunity recognition whereas social capital
promote opportunity exploitation resulting in sales and
revenues.
SUCCESS
Majority of local entrepreneurs believed they were
successful, to some extent, because they had not achieved
some of the goals they had set to. The other participant did not
consider herself as successful because the market did not buy
her product as they could not afford it. It is possible that
customers do not buy the product or a service as an
entrepreneur anticipated (Edom, 2016).On one hand, all
migrant entrepreneurs admitted they were successful except
for one who said she would admit she was successful if her
products were internationally recognised.
According to (Faculty of Administration; university of
Regina, 2016) success includes dimensions of both personal
and business success. They further argued that business
success means satisfaction with the business performance and
personal success include dimensions as self-fulfillment, goal
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 International Journal of Economics, Commerce and Management Research Studies
achieving and balance of work and family. Some respondents
defined it as generating more profits; some explained that it
means achieving goals. Some participants said they define
success as growth. Each entrepreneur had his /her definition of
success. In the view of Dalziel (2008) entrepreneurial success
is a result of personality traits and social networks as well as
strategy (resources and capabilities).
Competitive advantage
Some entrepreneurs had more than one reason which
makes them successful compared to their competitors.
Majority of respondents associated their success to good
customer service and an excellent service which leads to an
increase in sales, customer satisfaction, repeat sales, improved
image and a competitive edge (Hayward, 2002). Other
entrepreneurs said their success is due to constant innovation
and reinvention. Innovation destructs and creates new
industries and products, so it makes one to always be ahead of
the competition (Cantner, Nesta, & Guffard, 2009).
Competitive edge of other entrepreneurs as per the findings is
convenience. One other entrepreneur accounted his success to
focusing on himself and goals he has set for the company, not
his competition, because he believes focusing on competitors
would make him lose focus as they always want to be a step
ahead. The other one attributed his success to customising
goods to his clients which means individual needs are met.
According to (Altekar, 2012) other benefits of customisation is
that it reduces costs such as inventory costs, spoilage and no
capital gets tied in stock. Finally, success means having a
positive bank balance, according to one entrepreneur.
From the findings, migrant entrepreneurs are not
motivated by money to be successful, passion drives them so it
is at odds with Patel (2010) when he argued that they come to
make money and happiness is secondary.
P. FINDINGS
Biographic information
The first entrepreneur is male from Botswana, aged 31-
50, and started his business in 2011. The second respondent is
also a male from Botswana who has been in the industry for 3
years, with his age ranging between18-30. The third
entrepreneur is a female from Botswana, with her age ranging
between 51 and 70 and has been in the industry since 2012.
The fourth entrepreneur’s age ranges between 18 and 30, she
is a female from Botswana. Her business has been in existence
for a year now. The last local respondent is male and his age
is between 18 and 30, and has been running his venture for 5
years.
The first migrant entrepreneur is from Central Europe,
and is male with age ranging between 31 and 50. He has been
running his business since 2000. The seventh entrepreneur is a
male from India, his age ranges between 31 and 50. He has
eight years in Botswana. He eighth entrepreneur is a Gambian
national, female with ages ranging between 18 and 30. It’s
been three years since she pursued this opportunity. The nineth
respondent is a female from Ghana, with age ranging between
31 and 50, and has been running her business for 17 years
now. The last respondent is also female from Zambia, who
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Volume 1, Issue 1, August - 2018
pursued this opportunity since 2012. Her age ranges between
18 and 30.
When summarising findings, the researcher found out
that Out of the ten entrepreneurs interviewed, six of them are
male, four are females all ranging from ages 18-70, with
majority ranging between 18-30. Those who are not locals are
from the following countries; Central Europe, India, Zambia,
Gambia and Ghana. All respondents ran their businesses for 1
to 17 years. See summary of biographic information at
appendices (appendix 11).
OPPORTUNITY IDENTIFICATION
Findings showed that all locals identified the opportunity
themselves but took time to take up the opportunity due to lack
of critical resources and the market being sceptical. On one
hand, some migrant participants had the opportunity identified
by relatives and friends who then invited them to come to the
country to pursue those opportunities. Those who were already
staying in Botswana identified the opportunities themselves.
All migrants acted on the opportunity within a period of three
years unlike locals who took up to seven years to capitalise on
the opportunity.
RESOURCE ACQUISITION
Financial resources
Locals; other respondents said that they used their own savings
and bootstrapped to start the venture whereas the other one
said he was funded by an angel investor. The other one
borrowed from a commercial bank.
Migrants; some respondents stated that they bootstrapped and
used their savings to start and run their businesses. The other
one was funded by bank and some by family and friends.
Human capital
Locals; other local participants were incubated by Botswana
Innovation Hub, who equipped them with the skills they
needed for start-up, and he also had skills on the area. The
other one relied on the internet to research because he had no
expertise on what he wanted to venture into. The other two
relied on the skills they had.
Migrants; other immigrants stated that they ventured into
something they had skills, expertise and experience on. The
other one was helped by her friends, the last respondent was
assisted by family, friends and her mentor. She did not have
the required skills.
Social capital
Locals; BIH helped other participants to establish networks
during the incubation process; one said that the industry was
new so he did not know anyone, the other respondent managed
to form alliances with an American Company and the Ministry
of Education (who is their potential customer). Another
interviewee said that he has long been in the industry so he
already established links. Business partner helped in
establishing links for another respondent.
Migrants; another respondent established networks way before
he started a business as he worked in the industry, others were
helped by friends and family. One respondent said he only
knew his uncle when he first moved to Botswana and did not
know a lot of people in the industry. The last respondent was
helped by her mentor to establish relationships.
55
 International Journal of Economics, Commerce and Management Research Studies
SUCCESS
Other local participants believed they were successful, to
some extent, because they had not achieved some of the goals
they wanted to; they said they had set milestones but they had
not reached some yet. The other participant did not consider
herself as successful because the market did not buy her
product as they could not afford it. On one hand, migrants said
they were successful except one respondent who said she
would admit she is successful if her products are
internationally recognised.
Most entrepreneurs had more than one competitive
advantage. Majority of respondents associated their success to
good customer service whereas other respondents said their
success is due to them constantly innovating and reinventing.
Other participants said that convenience is what differentiated
them from the competition. The last one accounted his success
to focusing on himself and goals he has set for the company,
not his competition, because he believes focusing on
competitors would make him lose focus as they always want
to be a step ahead.
From the findings and analysis, sources of opportunities
for locals are; passion, experience and observation whereas for
migrants are all of them. What delays locals to actualise
opportunities were reluctance, research and scarcity of
resources while for migrants, all the themes were applicable.
Locals acquire resources by bootstrapping, incubation,
savings, education, relationships and banks. As for migrants,
they garnered critical resources just like locals, except for
incubation.
Both migrant and local entrepreneurs defined success in
a similar manner. Local entrepreneurs managed to distinguish
themselves from the competition through innovation,
convenience, good customer service and customisation while
migrants relied on innovation, customisation and a good
customer service to differentiate themselves from their
competitors. The results of the research are vital in the
formulation of conclusion and recommendations to help local
entrepreneurs improve their performance.
VI. CONCLUSIONS AND RECOMMENDATIONS
Q. CONCLUSIONS
Entrepreneurship is vital in every economy so each
entrepreneur should aim to be successful to help governments
in improving the welfare of individuals and improve their
standard of living. However, local entrepreneurs are not
contributing much despite the fact that their governments are
supporting and favoring them over migrant entrepreneurs.
Migrants outperform them; they are more successful than their
local counterparts so this research aimed at helping local
entrepreneurs improve their performance and be competitive
as their counterparts. It wants to find out the entrepreneurial
processes followed by both locals and migrants which make
migrants more successful, hence the following research
objectives;
 To understand how local and immigrants entrepreneurs
identify opportunities
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Volume 1, Issue 1, August - 2018
 To understand how local and migrant entrepreneurs acquire
resources needed
 To determine how they use the acquired resources
Literature attributed the success of migrants to
networking, bootstrapping, savings and negotiations.
Moreover some authors associated the success of migrants to
determination, education and drive to make more money.
Before the researcher carried out his own research to find out
what makes migrants outpeform locals , she did methodology
to guide her on how to carry out research. Her methodology
allowed her to interview 10 entrepreneurs from the
Information Technology industry in Gaborone; both locals and
migrants represented. they were selected through snowballing
technique. Data was analysed qualitatively using the content
analysis. From the data analysis, it was found out that
authour’s hypothesis were inconsistent with the findings. As
per the findings, locals identify the opportunity themselves but
take too long to actualise due to lack of resources but for
migrants; some had the opportunity identified by their friends
or family so they quickly moved to Botswana immediately to
persue the opportunity with the little resources they have. Both
groups stated that they manage resources effectively. Having
noted some of the factors that make migrants outpeform
locals, the researcher made the following recommendations;
R. RECOMMENDATIONS
 Since all interviewees were pulled into entrepreneurship
(they spotted opportunities in the market and pursued them)
and became successful, local entrepreneurs should move
from being necessity entrepreneurs to opportunity
entrepreneurs. Reasons why they choose entrepreneurship
should be from within, not due to external factors.
 Business planning stage and market research are not critical
at start up; participants channelled their energy in gathering
critical resources they needed and took advantage of the
opportunity immediately. Majority of the participants
became successful without detailed business plans; again,
Majority of the participants did not research the market.
They took the risk of making products/services then tested
them in the market, and as they interacted with clients, they
gave them suggestions on how to improve their
products/services which led to their success. Aspiring
entrepreneurs should skip those stages but I suggest further
research to be done to confirm if these two activities are
really necessary for success.
 I suggest aspiring local entrepreneurs should put more effort
into their businesses; save and bootstrap as opposed to
grants, so that they can feel the urgency for their businesses
to start paying off. All successful local entrepreneurs
interviewed did not get any grant or funding from
government organisations as Citizen Entrepreneurial
Development Authority (CEDA).
 Local entrepreneurs must go for training in business
development support providers such as Local enterprise
Authority (LEA) or go for business incubation in
organisations as Botswana Innovation Hub, attend seminars,
expos and events if they do not have the skills and expertise
necessary to successfully run their ventures. They also offer
guidance on how to do business, help them network, and
information on obtaining finances.
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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
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VIII. APPENDICES

Appendix 1; Internally and externally stimulated opportunities

Appendix2; a summary of the stages of the entrepreneurial

source; (Bhave, 1994)
processes by different authors

Author and year Attributes covered in definition of entrepreneurial processes

of publication

Discovery Concept development Resourcing Actualisation Harvesting

(Ali, 2013) Involves An entrepreneur The third step is The business This is the final stage
starts operation
generating ideas describes their business to determine the and utilise its where an
resources wisely
and identifying idea in the form of a resources that to create value to entrepreneur decides
different
opportunities and detailed proposal one needs; stakeholders inter what they want to do
alia: employees,
also studying the (business plan). One (whether to look customers, with their business.
investors
market. This idea decides if they need to for a loan, Whether to expand

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
could be patent their idea, investors or use their markets to other

completely new copyright it or if they one’s savings) countries, do product

or improving need a trademark and and non- developments or sell.

what is already in also choose a place financial One has to have

the market. where they will be resources future plans regarding

Opportunities are located. (human). their venture.

identified by

trend

observations,

problem solving

and looking for

gaps in the

market. If it adds

value to the

customer, the

market will be

ready to pay for

that product or

service. Also, an

opportunity has to

be attractive,

timely and

durable as well. It

is also in this

stage where one

has to discover

their skills and

hobbies.

Moreover an

entrepreneur does

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
the market

research by

issuing

questionnaires to

respondents,

surveys and study

demographics

about the

potential

customers.

Shih et.al (2014) An entrepreneur One begins to plan and Acquisition and S/he takes the Manage the firm, if it
identifies then start to network with handling of product to the does not make it then
evaluates the different stakeholders. resources market. it is closed down.
business needed to start
opportunity. operation.
(Edom, 2016) An entrepreneur An entrepreneur drafts a Seed financing- One has to Some businesses
identifies and business plan, but for Looking for acquire customers succeed while others
evaluates a entirely new ideas it ways to fund the and retain them in fail but failure does
business idea. A happens to not work business, for the most efficient not necessarily mean
market research is most of the times as the example, from manner. one did not put their
also necessary. market may react angel investors. effort. It could be that
Moreover, one different from how an At this point, the business did not
has to choose an entrepreneur anticipated looking for have real customers.
idea which goes hence the need for tests, funds is not easy One should look back
along with their retests and corrections. as people who to see where they
talent and can fund do not went wrong and what
passion. trust an worked so that one
entrepreneur could understand the
with their funds. areas that need
It is best for one improvements. If it
to look for funds succeeded, one
from friends and should note both
family or resort small and big wins as
to small well as loses to
business loans eliminate them
as their completely. One
requirements are should focus on
much more making customers
lenient even happy and not hide
though they at success tips to help
times have others to become
shorter successful.
repayment
periods and high
interest on
loans.
(center for The ideation An entrepreneur An entrepreneur The company is The company now
entrepreneurship process entails evaluates if the idea is plans on formed and generates revenues
and innovation, identification of a worth the investment capitalizing the launched. It now and works towards
2017) problem or a need (time, financial and opportunity. becomes a legal being sustainable.

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
which is followed non-financial resources Strategy and entity. Plans are executed at
by possible like human resources, operating plan this stage.
solution to a assets as Intellectual are necessary in
problem (a Property and the planning
business idea) relationships.) stage.
(Kunene, 2008) Innovation stage; Triggering event; which Implementation Growth stage; which
Entails idea includes growth, stage;which includes
generation, enthusiasm to includes adolescence,Profit
innovating, commence business, Early stages of maximisation,
opportunity choice to continue, operation, reaping rewards,
identification, planning, recognizing integrating, frequent development
gathering critical resources, launching of the to take advantage of
information, assessing risks, business, tactics opportunities
venture garnering resources, to survive,
formation, idea development business plan
screening to implementation,
check viability, running the
identifying where venture,
to create value, organizing
product resources,
development building on
success, running
the venture.

71-90
Appendix 3; study design
3. What is your nationality?
Method Form of Requires Focuses on Motswana
Research Control of Contemporary
Question Behaviour Events? Other
Events? (specify)………………………………………………………..
Experiment How, why? Yes Yes ....................................................................................................
Survey Who, what, No Yes
where, how 4. When did you start your company?
many, how …………………………………………………………………
much? ………………………………...................................................
Archival who, what, No Yes/no
Analysis where, how SECTION B: OPPORTUNITY IDENTIFICATION
many, how
much 5. How did you identify the business opportunity?
History How, why? No No …………………………………………………………………
Case Study How, why? No Yes …………………………………………………………………
…………………………………………………………………
Source: (Maart, 2011)
……………………………………………………………......

Appendix 4; Interview questions

SECTION A: BIOGRAPHIC INFORMATION

6. What motivated you to pursue this business opportunity?
…………………………………………………………………
1. Gender Male Female …………………………………………………………………
…………………………………………………………………
…………………………………………………………………
2. Age (years); 18-30
31-50
51-70 7. How did you inform yourself about the market? And why

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 International Journal of Economics, Commerce and Management Research Studies
Volume 1, Issue 1, August - 2018
…………………………………………………………………
………………………………………………………………… Appendix 5; Consent form
…………………………………………………………………
………………………………………………………………… Research topic; a comparative study of entrepreneurial
processes between immigrant and local entrepreneurs
8. What was their response to the business idea? Researcher’s name; Precious Pearl Modise
………………………………………………………………… Programme of Study; Bachelor of Business Administration
…………………………………………………………….…… (Business Entrepreneurship And Enterprise Development).
…………………………………………………………….…… Email Address: preciouspearlmodise@gmail.com
………………………………………………………................. Phone; 77139286

9. How long did it take to actualise the business idea? What Purpose of research;
were the challenges?  To understand how local and immigrants entrepreneurs
………………………………………………………………… identify opportunities
…………………………………………………………………  To understand how local and migrant entrepreneurs acquire
………………………………………………………………… resources needed
…….............................................................................................  To determine how they use the acquired resources

SECTION C: RESOURCE MOBILISATION What you will be asked to do

Answer the questionnaire honestly
10. What steps did you follow to attain resources to take up
your business opportunity? Benefits of the research to you
………………………………………………………………… Results of the research will help your business to succeed by
………………………………………………………………… benchmarking on what other successful entrepreneurs are
………………………………………………………………… doing.
……….......................................................................................
Participation
11. What assistance did you get when you started your Participation is voluntary, participants can withdraw at any
business? From whom? time. Withdrawal will not affect relationship with the
………………………………………………………………… researcher now and in future
…………………………………………………………………
………………………………………………………………… Confidentiality
………………………………………………………………… Data gathered shall be analyzed without disclosing any
respondent’s name.
12. How did you acquire the most critical resources for I, agree to participate
starting the company? in this research. The signature below indicates my wish to
………………………………………………………………… participate.
………………………………………………………………… Signature; date;
…………………………………………………………………
……………………………………………………………….....
OPPORTUNITY IDENTIFICATION
SECTION D: DEFINITION OF SUCCESS
Appendix 6; How do entrepreneurs identify opportunities?
13. How do you define success?
…………………………………………………………………  The first entrepreneur is a disk jockey, who identified a
………………………………………………………………… problem with what was currently in the market. As a DJ, He
………………………………………………………………..... could not play the music anywhere he was. He had to be
(ii) In your view, is your business successful? Please explain near the music instruments and manually play the disk so he
…………………………………................................................. came up with a product that will make his job much more
……………………………………………………………….… convenient and enjoyable. He came with a product that
………………………………..............................................…... allowed him to play music from his phone. The device
……………………………………………………………......... connects his phone to music instruments like speakers, by
something similar to Bluetooth, which gives him an
14. What distinguishes your firm from others you are in the allowance to play the music from a distance, he doesn’t
same industry with (competition)? necessarily have to be by the music instruments.
…………………………………………………………………  He identified a gap in the way existing marketing companies
………………………………………………………………… offered their services so he got motivated to come up with a
………………………………………………………………… solution to offer globally competitive new marketing
……………………………………………………………....... services, educating and connecting companies with audience
through innovative initiatives. To achieve innovation, he
analyses trends and also relies on observation to be updated

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 International Journal of Economics, Commerce and Management Research Studies
with changes in the market. He aims to increase brand
recognition and loyalty, use other social media platforms
like Instagram to market other companies’ products.
 The third respondent observed that her children were eager
and capable of working with modern technology appliances
like cell phones at a very young age. Her vision was to see
other children around the globe aged 2 years to 16 being
able to use modern technologies. To achieve her goal, she
introduced a program that gives children complete
understanding of STEM applications that stimulate thinking
and learning skills to children during the early years when
they are full of curiosity. Moreover, it allows children to use
the application even in areas without electricity.
 He was solving a problem of lack of skills and experience in
business innovation and marketing through graphic
designing, signage design, corporate photography,
animation videos, bulk SMSing and marketing strategies.
 “there was a need for efficient data collection services in
Botswana, which relied upon technology!” that was the
problem she identified so she decided to bring a change in
the country by developing custom mobile software and
providing hardware solutions to enable her clients to
enhance efficiency in their businesses. She does consulting,
software development for implementation, business
transformation and operational solutions to their clients.
 The respondent first worked as a software engineer so had
experience, love and passion for technology. In his previous
job, he realised there was a gap in the market which he
wanted to fill. he helps customers solve document
management issues through providing document
management software, products and software support, multi-
function devices and consumables
 The Indian national’s uncle identified a gap in the laboratory
equipment so he asked the respondent to come to Botswana
and bridge the gap. He provides government schools and
private institutions with laboratory equipment. My
respondent had passion for his business, he was offering the
same service at his home country before relocating to
Botswana.
 Her friend identified a gap in the market then informed her
of the opportunity to come and capitalise on. Her friend
realised there was shortage of power in the country but there
is abundance of sunlight so when she heard about the
opportunity and the chances of it being lucrative, she
relocated to Botswana to pursue the opportunity. She
provides solar lighting solutions by manufacturing solar
flood lights, solar streets light, solar car park light, solar
fitting with logo and solar panels.
 Respondents 9 and 10 provide both software and hardware
solutions by repairing electronic gadgets and updating
software for her clients. They were motivated by passion,
skills they had and the fact that there were a few
entrepreneurs offering similar products.
Thus, the researcher managed to come up with the
following themes for opportunity identification;
Information; some of the respondents managed take
advantage of opportunities because they got information about
the opportunity available from friends and families, then
actualised the ideas.
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Volume 1, Issue 1, August - 2018
Passion; Participants managed to identify opportunities
because of the love and passion they had for Technology,
which motivated them to pursue the opportunity.
Experience; some respondents had been in the industry
for many years, working for other people so they identified
opportunities from where they worked and pursued them.
Some of them were not pleased with what was currently in the
market (past experiences) so they managed to come up with
ideas and actualised them.
Observation; Some of the participants managed to come
up with business ideas because they were observant. From
their observations, they managed to come up with business
ideas and actualised them.
Appendix 7; how long do migrant and local entrepreneurs
take to actualise the idea? And why
 It took a year for the first respondent to actualise the idea
because he did not have any skills about how music
components work. He mostly relied on the internet and
experimentations. If the product did not work like he wanted
it to, he would go back to research.
 The second participant spent seven years to implement his
idea as he did not have enough resources to start his
business. Also, from his market research he found out that
potential clients did not understand what I wanted to do.
 It took 4 months for my second respondent to actualise as
she was working with an American company. She waited to
get the right curriculum used in the USA. Lack of equipment
also delayed the actualisation so she had to borrow money
from a commercial bank. Moreover, getting the right
instructors and training them delayed implementation.
Selecting schools for their MVA (minimum viable product)
and signing agreements was one of the reasons she gave.
 He took a year and four months to actualise because
resources were in short and he had to do market research.
 He needed to acquire finances and assets to carry out service
provision, struggled finding well trained and qualified staff,
and finally having to meet actual decision makers in
organisations he targeted delayed idea actualisation. He also
had to do market research. It took 3 years.
 “I acted on the opportunity immediately. The challenge I
faced was that key stakeholders like employees were not
very committed. Moreover, day to day challenges would
force me divert plans I had.” he explained.
 “I immediately came to Botswana to actualise,
unfortunately, the government, who was also my customer,
was not that supportive to me as a migrant. They mostly
favored local entrepreneurs!” those are the reasons he
indicated.
 Government regulations hindered her from actualising her
idea so she took about 2 years to start the supply. Market
research also delayed her because she wanted to be sure of
what the market really wanted.
 She took a year to implement because she had to garner
critical resources first and research more about the viability
of her venture.
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 International Journal of Economics, Commerce and Management Research Studies
 She was faced with challenges of capital and reluctance
from her business partner. “I also did market research” so it
delayed her to actualise the idea.
Themes
Regulations; some entrepreneurs took a long time to
implement because there were government regulations and
policies which were not supporting them as migrants
Reluctance; other respondents were challenged with the
problem of lack of commitment of business partners,
employees and customers who were not very convinced of
switching to new products.
Research; Some respondents wanted to research about
the market first. Some were developing something completely
new and unique so to them market research was very
important.
Scarcity; Skills needed, finances and assets and
equipment needed were in short for most respondents so it
delayed idea implementation.
RESOURCE MOBILISATION
APPENDIX 8; How did you acquire the most critical
resources for starting the business?
 The first respondent relied on the internet to equip him with
skills and knowledge of music components. To finance his
product, he would do piece jobs to supplement the little
money he got from providing deejay services. He also
recycled old parts which were no longer working to make
his product. Because he was already in the industry, he had
already established network in the industry. He was a DJ
and his target market was also DJ’s. Finally, media
companies sponsored him to market his product even
further.
 Bootstrapping and personal savings financed his product.
Botswana Innovation Hub also incubated him to accessing
critical resources; he was offering a product completely
different, moreover, in a new industry, but him having skills
on marketing made resources much more accessible.
 Her family helped her anyhow they could and gave her
support. He pointed out that a bank also assisted with a loan.
“I had to bond our assets with commercial bank for a loan”
she stated.
 He stated that his business partner assisted him and also,
relied on his allowance to finance his business. Moreover,
he bought second hand equipment and hired some resources
he could not afford.
 The fifth respondent stated that angel investors helped with
funding. BIH also incubated him to access critical resources.
 “I did not get assistance from anyone, I relied on the skills
and experience from my previous job and saved money to
start this business” was the response he gave. He also said
that as he was interacting with his potential customers, they
gave him advice.
 Since his uncle was already staying in the country, he helped
him access resources. He also obtained a loan from a bank
to finance his business.
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 She said she had saved money from her previous job and
bootstrapped. Also, her friend helped her garner critical
resources she needed.
 She looked for a mentor when she got to Botswana to give
her guidance. Motivation and finances she was assisted by
friends and family.
 She was assisted by family and business partner who
motivated her and gave financial support. She also
contributed her skills to the business and money she had
saved to pursue the opportunity.
Themes
Bootstrapping; some respondents managed to garner
resources by hiring equipment and buying second hand
equipment they needed. Another respondent stated that he
recycled old parts to make his product.
Incubation; Botswana Innovation Hub assisted some
respondents in accessing skills, establishing networks and
tangible assets they needed to start and run the venture. They
also mentor entrepreneurs
Savings; Other respondents used savings from the
previous job and others from their savings accounts to garner
resources they needed.
Education; some respondents relied on the skills and
expertise they had to garner resources they needed. Due to the
education gained in previous jobs, some entrepreneurs were
able to gather resources. Some were able to access research
facilities because they could read and write.
Relationships; Business partners, family and friends
helped some participants in forming networks, financed some
entrepreneurs, and offered their second hand assets at very low
cost, and sharing business skills they had with entrepreneurs.
Banks; Banks offered other entrepreneurs a loan at an
interest to that they can be able to gather resources.
SUCCESS
Appendix 9; How did you acquire the most critical
resources for starting the business?
 The first respondent defined success as having achieved the
set goals so he felt he was victorious as he achieved the goal
of wanting to see his product work but has not achieved
another goal of wanting to broaden his market share.
 To him success means enabling other people to pursue what
they want so he believed he was not yet successful.
 Success means, “To be able to still see your vision despite
failures on the way, to study failures and learn from them
and never quit.” She believes she has failed as far the
Botswana market is concerned. However she believes other
markets in Africa might give her better results.
 To her, success is an accomplishment made due to previous
bit of achievements and failures experienced. Her answer to
whether she is successful was yes. She stated that she is
successful, based on the success criteria that they use, which
is short term based. They focus on individual projects and
analyse them accordingly to ensure they are a success, and
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 International Journal of Economics, Commerce and Management Research Studies
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continue opening a stream of projects to make more profit.  He said what differentiates him from the competition is that
She concluded that even though they were not satisfied with they provide innovative technologies, with proven records
their past achievements, they keep on working to reach and results. Also they customise their services for clients
greater heights. thus meeting individual needs.
 The fifth respondent defines success as a positive bank  When asked the question, he answered, “I do not focus on
balance, good and committed employees and long term my competitors; I focus on myself because focusing on my
contracts with clients. He believes he is on the road to business help me achieve the goals I had set for the
success. company. Focusing on competition makes one lose focus
 Success to him means being able to sustain oneself and because you always want to be a step ahead of them.”
everyone around, making profit as a shareholder and  The seventh respondent said good customer service and
overcoming day to day challenges so he believes he is charging reasonable prices helps them beat the
successful. competition. He supplies Batswana businesses as per the
 Having principles, being committed and delivering to country policies, who then supply other organisations, so
customers is what makes him successful. He therefore, that makes him a bit cheaper. His customers are also his
believes he has made it because there is constant supply competitors.
despite the seasonality of his products. They are mostly  What differentiates her business from the rest is her
requested when schools are open as his major customers are customer service.
government schools.  She said, “We serve the needs of our customers and give a
 She said success means, “providing the market with its great customer service.”
needs and generating enough profits.” She believes she is  She attributed her success to good customer service and
successful as she is able to sustain the company the going an extra mile as compared to her competition.
company with its profits. She added that her success is due
to good customer service. Themes
 Success to her is the accomplishment of goals so she
believes she is not yet there as her business not Convenience; some respondents said their products are used
internationally recognised, which is her goal. with relative ease and little effort as compared to their
 The last respondent said success is reaching both personal competitors.
and business goals so since her business has expanded she Innovation; Finding efficient and new ways of doing things or
considers herself successful. making new products or services helps other entrepreneurs to
be a step ahead of their competition.
Themes derived Service; most entrepreneurs said they had the best customer
service, which attracts more customers to their businesses.
Profits; Some respondents considered making enough profits Customisation; Modifying products and services to each
to sustain themselves and their businesses as being victorious. customer’s needs differentiates some respondents from their
Experiences; Some respondents defined success as competition. Needs of each individual customer are met.
experiencing failure and using it as a stepping stone to greater
heights, celebrating accomplishments and making sure they Appendix 11; Summary of biographic information
continue being victorious.
Goals; Some participants defined success as having a vision
and making sure one achieves their vision and goals. Interviewer gender Age nationality Year
Growth; Success to other respondents meant broadening the range they
market share, expanding to other areas and countries to be started
internationally recognised operati
Delivering; making customers happy so that they continue on
buying from the venture is what other respondents consider as 1 M 31-50 Motswana 2011
being successful. 2 M 18-30 Motswana 2014
3 F 51-70 Motswana 2012
Appendix 10; What distinguishes your firm from others you 4 M 18-30 Motswana 2016
are in the same industry with? 5 M 18-30 Motswana 2011
6 M 31-50 Central 2000
 “I differentiated myself by giving my customers a choice to Europe
play the music from a distance, they don’t necessarily have
7 M 31-50 India 2009
to be near the music equipment.” He said
8 F 18-30 Gambia 2013
 What gives him a competitive edge is that he is constantly
9 F 31-50 Ghana 2014
innovating and reinventing.
10 F 18-30 Zambian 2012
 She said, “We believe a child must learn on their own pace
and our competitors still follow the traditional way of
teaching with one teacher, directing up to classes of 40
students and all expected to follow a unison.”
 He said that customer service and work ethic are on point
that is why they are the most preferred creative agency.

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