Quality, value, satisfaction, trust, a

attempts resulting in failure are necessary for learning effective deal-making. Collins and
Moore (1970, p. 80) use a school-of-hardknocks analogy for describing this process: basic
dealing is not a course for the faint hearted, or for the fair-weather entrepreneur. This course
separates the men from the boys. There is no telling how many broken businesses and broken
homes are left behind by students who enroll in the course, but who did not have the character
to complete it. This is part of the high price paid for the education of entrepreneurs.
For their most successful new enterprise, entrepreneurs find one or two sponsors, or
mentors, to help in achieving success for a unique financial, or marketing, decision/action.
Seeking and finding help from someone outside the firm who has both the expertise and ability
to help is found almost always in successful case studies on entrepreneurships (Collins and
Moore 1970, Chapter 5).
Likely, the 1973 insights by Mintzberg offer important propositions that still need to be
examined empirically about entrepreneurial behavior. To achieve long-term success and avoid
mid-range failure (often between the third and sixth year of the new enterprise), the entrepreneur
must dramatically alter his / her strategy-making from the entrepreneur mode to include the
adaptive and planning modes. Axioms of this proposition include (a) flexibility in actions
mustshift to become constrained, not bold; (b) almost linkages between events and decisions
must be integrated, not loosely coupled; and (c) analytical, not judgmental, evaluations of
proposals must be made.
Thus, at some point during the growth stage of the successful new enterprise, the
entrepreneur needs to recognize the need to change his/her mode of strategy making; most
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