Joseph Shure

Roosevelt Institute | Pipeline Fellow

Recent Posts by Joseph Shure

  • What Small Business Really Needs: A Helping Hand, Not a Tax Cut

    Mar 12, 2012Joseph Shure

    Entrepreneurs aren't being discouraged by high taxes. They're struggling with a lack of support and resources needed to put their ideas into action.

    During the 2008 presidential campaign, an Ohio man named Samuel Joseph Wurzelbacher confronted then-candidate Barack Obama about the Democrat's plan to raise taxes on individuals in high-income brackets. Wurzelbacher, who became known as Joe the Plumber, asserted the plan would hurt small business owners like him.

    Entrepreneurs aren't being discouraged by high taxes. They're struggling with a lack of support and resources needed to put their ideas into action.

    During the 2008 presidential campaign, an Ohio man named Samuel Joseph Wurzelbacher confronted then-candidate Barack Obama about the Democrat's plan to raise taxes on individuals in high-income brackets. Wurzelbacher, who became known as Joe the Plumber, asserted the plan would hurt small business owners like him.

    At the time, it seemed as though Joe the Plumber gave a voice to the small business owner population, tired as they were of high taxes and strict regulations. But two things proved wrong with this picture: Joe the Plumber, it turns out, is not a plumber at all, he's merely worked for one. Also, he is woefully ill equipped to speak on behalf of small business owners.

    The trope Wurzelbacher trotted out -- that small business owners just want the government to reduce their taxes and get out of the way -- is one we often hear coming from the mouths of conservative politicians and the press releases of right-leaning groups like the United States Chamber of Commerce.

    While this stance may reflect the views of some entrepreneurs, it glosses over a reality that is becoming increasingly clear: many small business owners, most likely the majority of them, could benefit from policies that make it easier for them to do business. Small business owners need affordable healthcare, good infrastructure, and access to capital. Millions need more humane immigration laws.

    I have seen this first-hand from having worked with hundreds of business owners; I'm the co-founder of the Intersect Fund, a New Jersey non-profit that provides training and loans to emerging entrepreneurs. I rarely hear my clients complain about taxes (as start-up owners, many earn low incomes). What I do notice, though, is that high health care costs hurt new businesses, and immigration related hurdles keep many from starting firms that could otherwise pay taxes and create jobs.

    In addition, my clients struggle to find affordable capital with which to start or grow their businesses. Part of the reason the Intersect Fund exists is that big banks are uninterested in disbursing business loans of less than $25,000, and they balk at applicants with less-than-perfect credit.

    We cater to clients at the "very small" end of the small business spectrum. The industry term for such a firm is "microbusiness," which we define as a business with five or fewer employees that needs $35,000 or less to get off the ground. The Association for Enterprise Opportunity estimates approximately 24 million of these firms operate throughout the country. If one third of them added one job each, the U.S. would enjoy full employment.

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    Unfortunately, these businesses face some serious obstacles. An Aspen Institute study found approximately 10 million of them lack access to basic resources, such as technical assistance or business loans.

    And the resources that do exist are distributed unequally: a 2003 Dartmouth study by David Blanchflower found African American business owners are twice as likely as their white counterparts to be denied a business loan, even when controlling for factors such as creditworthiness. The perception (often correct) that capital is unavailable, the study found, makes black business owners more reluctant than others to seek out capital.

    Government efforts like the Community Reinvestment Act mitigate the effects of discrimination, and agencies like the Community Development Financial Institutions Fund, part of the Treasury Department, offer much needed aid to organizations that lend to underserved populations.

    The effects of the Affordable Care Act remain to be seen, but the provision enabling individuals under 26 to sign on to their parents' insurance plans has already removed a significant barrier to entrepreneurship for more than a million young adults.

    Millions of entrepreneurs -- especially those of modest means and those whom the financial services industry has historically ignored -- benefit every day from policies that seek to expand access to entrepreneurial opportunity. Instead of taking the hands-off approach that Joe the Plumber and his ilk promote, the federal government and states should re-think what "pro-business" means. They should play an active role in promoting small business development.

    At a time when small businesses are so important, I believe voters deserve a clear picture of which policies help them and which hurt them. To this end, I'll be working in the coming months with entrepreneurs, industry organizations, and trade groups to develop a scorecard with which to assess a candidate's or party's stance on issues that affect entrepreneurs.

    To be clear, Joe the Non-Profit Microlender (me) is no better qualified than Joe the Plumber to speak on behalf all small business owners. My observations represent neither entrepreneurs at large, the views of my clients, nor the positions of my organization. But I would propose a couple of things: first, an entrepreneur's potential should hinge on her talent and drive, not on her race, gender, origin, or income bracket. Second, a business climate that tolerates inequality ends up quashing potential that our economy -- especially now -- can scarcely afford to waste. Policies that ensure equality would spur far more growth than a tax cut ever could.

    Joe Shure is a Roosevelt Institute | Pipeline Fellow and co-founder and associate director of the Intersect Fund.

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  • Starting a Social Venture: What's a Do-Gooder to Do?

    Dec 1, 2011Joseph Shure

    Many Millennials have noble ambitions, but starting an organization that can achieve their goals requires patience and research.

    Many Millennials have noble ambitions, but starting an organization that can achieve their goals requires patience and research.

    A couple of national news outlets have published stories recently (like this one and this one) that suggest today's young people are uncommonly entrepreneurial. Meanwhile, well-known groups like Echoing Green, the Clinton Global Initiative, and the Hitachi Foundation are offering big rewards to young people who apply their enterprising minds to ridding the world of social ills. These efforts facilitate and respond to Millenials' penchant for starting "social ventures." They create organizations -- for-profit or non-profit -- that deploy businesslike efficiency in addressing unmet needs in a community or society.

    It makes sense that starting social ventures has become popular among young people. After all, institutions that once attracted droves of ambitious college students -- like investment banks and government agencies -- have lost their luster. Newly-minted lawyers find their schooling has left them ill-equipped for the real world. Even big charities connote bureaucratic sloth to young people skeptical of large institutions.

    It's important to note, though, that although starting social ventures is in vogue, it is not always the best approach to addressing the issues that irk young people. In many cases, working for an existing organization or advocating for a policy change offers a better shot at meeting their goals.

    Anyone who thinks about starting a social venture should ask three questions before proceeding:

    1. What does success look like?

    In 2008, a college classmate named Rohan Mathew and I started the Intersect Fund, a New Jersey nonprofit that offers business training and loans to low-income entrepreneurs. Our goal is to be a strong ally for individuals in our state who want to start a business but lack the resources to do it. Having set up a system to make a lot of small loans, we see no reason why we can't eventually lend to all "micro-businesses" (those with five or fewer employees) in our state that need our services.

    We would view such deep market penetration as a success, but we could have taken a different approach to economic development. If our goal, for instance, were making loans easier to get throughout the country, the best approach may have been to advocate for a stronger Small Business Administration more attuned to the needs of nascent microbusinesses. If there had been a well-regarded microlender already working in our area with our target market, we might have sought to join forces with them, perhaps helping them to adopt some of the technology-based solutions that have become such a big factor in our work.

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    2. Am I capable of marketing and delivering the service I seek to offer?

    Keep in mind that need doesn't necessarily equal demand. When we got started, for example, we knew our city had high rates of poverty and unemployment. We also had a sense that many residents tried to start a business but failed due to a lack of money and accounting skills.

    Given these conditions, we thought people would be beating down our doors for financing. To our surprise, the first year was pretty quiet. A steady stream of clients enrolled in and enjoyed our business training course, but we disbursed only three loans. It wasn't until we gained a reputation in the community and recruited staff who could speak our borrowers' language (this one seems pretty obvious in hindsight) that we were able to ramp up our lending.

    We learned later than we should have that without capacity and connections, good intentions are useless.

    3. Is anyone else already doing what I want to do?

    Think hard about this one. If young entrepreneurs know of an effective organization in their community that already delivers the service they want to provide, they should try to work with it. If they try to start a competitor, they'll struggle to secure funding and community partners.

    However, if the other organization is proving ineffective, it may be fair game for competition. If young entrepreneurs think they have a better approach than the one their competitors use, or that they could do the work just as well but with less overhead, they may want to give it a shot.

    If no organization does anything remotely similar to what they want to do, they should ask themselves why. Consider the old example of the shoe salesmen sent to scout out new country for a potential expansion only to find that its residents wore no shoes. One wrote back, "There's a great opportunity here, everyone needs shoes!" The other was pessimistic: "It's hopeless, no one here even wears shoes."

    Optimism is essential to starting any venture, but so is market research. It's important for young entrepreneurs to speak with community stakeholders and offer a scaled-down version of their service to gauge demand before launching a full-scale effort. The issues they seek to address are no doubt worthwhile. They owe it to themselves and their potential clients to approach it the right way.

    Joe Shure is a Roosevelt Institute | Pipeline Fellow and co-founder and associate director of the Intersect Fund.

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