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This chapter presents the findings of an extracurricular online beta test of a competition between students of the University of Wales Trinity Saint David and the International University of Malaya-Wales. The competition is intended to promote the concept of harmonious entrepreneurship and the creation of student-led harmonious enterprises that address the global sustainability challenge and deliver a triple bottom line in which profit, people, and planet are in harmony. It reveals that extracurricular learning can attract students from disciplines other than business and can educate the participants, both staff and students, not just about harmonious entrepreneurship but also how to identify and launch an innovative harmonious enterprise that addresses a sustainability challenge. The test identifies how the competition may be improved prior to its global launch and makes recommendations for students, educators, mentors, providers, and universities as to how it might best be implemented. Once revised and launched the competition will be further tested to better understand how extracurricular learning can help advance the delivery of both entrepreneurship and sustainability education in universities and colleges around the globe.

This analytical article points to the lack of retail business experience and knowledge which characterises many of the small shopkeepers across this country. It also makes clear how far the small independent retailer feels hounded by government and competition and suggests that help may be in order. Also contained here are the results of a pilot survey of prospective purchasers and vendors of small retail units and the article points to the need for further research into the birth and death of small retail businesses.

There is certainly an awareness in this country of the need for training in the retail sector. However, this is directed principally at the needs of the larger retailer (cf the articles on training in our May/June issue). David Kirby suggests that little attention is being given to the training needs of the small independent. In this article he outlines a training and advisory programme for village shopkeepers which took place in mid‐Wales, a programme funded in part by the EEC in response to the decline of the village shop in that area.

As Britain's shopping provision becomes increasingly centralised, the small local shop is becoming a rare feature of the retail grocery trade. Dr David A. Kirby examines the results of a pilot survey to discover the attitudes and opinions of failed retailers. He goes on to suggest that there is a real need for efficient and convenient local stores which may require special concessions from the Government, and certainly an injection of entrepreneurial talent, to survive.

In the past few years the convenience store has become something of a phenomenon in this country. As a symptom of the polarisation of the UK retail scene, further development of the convenience store seems inevitable. But David Kirby points out that successful operators will be those who get right both the formula and the location. He sees location as particularly crucial for the convenience store with its dependence on high customer flows and low value transactions.

There's nothing new in the disappearance of small shops. “A sign of the times” or “no place nowadays for the small trader” were once familiar comments as the for sale signs appeared over the corner shops. Now there are questions in the House and academics research into the difficulties of shopping in small rural communities. The problem is not confined to the UK; in this article David Kirby reports on recent Scandinavian legislation which provides for grants to help with modernisation, expansion or just everyday running costs for these small shops which, the Scandinavians believe, “play a vital role in the community”.

Despite, or perhaps even because of, the economic uncertainties of the period, the 1970s witnessed a radical transformation of the British distributive system. Most of the changes which occurred were similar to those experienced elsewhere in the Western world, and in a review of developments in EEC countries, Dawson has suggested that the impact of these changes on society could be similar to that produced by the Industrial Revolution. In Britain at least, the changes in distribution were, and remain, a result of very marked changes in society: most notably the change in consumption patterns brought about by endemic inflation, increasing unemployment and periodic world energy crises. The result has been increased competition, a search for greater efficiency and diversification of traditional product lines. Thus the British distribution system throughout the 1970s was dominated by the trend to mass merchandising, by the emergence of large firms and a consequent increase of corporate power and by the appearance of new distribution forms. While many of the conditions and developments experienced in the 1970s are expected to continue into the 1980s, it has been predicted (Distributive Industry Training Board 1980) that by the 1990s further revolutionary changes are likely to have occurred, particularly as a result of widespread automation involving new technology. The industry is, therefore, in the middle of a period of very rapid change.

That the total number of retail outlets in the UK is declining is not news. But what sort of retailers are disappearing? And in which parts of the country? David Kirby indicates that, surprisingly, not only the number of independents has declined, but also the number of multiple outlets, though naturally this is offset by a concentration of trade in larger multiple stores. The greatest contraction occurred amongst co‐operative shops.

Although ethical custom has long recognized man’s responsibility to the environment, the contribution of traditional economic entrepreneurship to the sustainability challenge has been limited. Indeed, it can be shown to have had a negative impact at times and although new business models have been introduced, addressing environmental, humane and social issues, questions have been raised about whether entrepreneurship and sustainability are compatible. Accordingly, this chapter proposes a new business model that integrates or harmonizes these four more traditional entrepreneurship models currently applied independently. The model is founded on general systems thinking and the principle of harmony. It is based on a case study of real-life commercial startup operation, SEKEM Holding in Egypt. The case, which is based on secondary data and non-participant observation, is discussed in detail as is the resultant proposed Harmonious Entrepreneurship model. A definition is provided together with three further case examples that exemplify and demonstrate the model in different geographical and sectoral contexts. Each is based on a “bleeding edge,” innovative technological solution to the problem being addressed and the study concludes that:

• for entrepreneurship to address the sustainability challenge successfully a new entrepreneurship paradigm is needed that abandons the Friedman doctrine of being about making as much money as possible;

• the paradigm should incorporate systems thinking and operate both ethically and in accordance with the harmony principle, ensuring that profit, people and planet are harmonized; and

• the model can be implemented simultaneously, and not incrementally as previous research has suggested.

for entrepreneurship to address the sustainability challenge successfully a new entrepreneurship paradigm is needed that abandons the Friedman doctrine of being about making as much money as possible;

the paradigm should incorporate systems thinking and operate both ethically and in accordance with the harmony principle, ensuring that profit, people and planet are harmonized; and

the model can be implemented simultaneously, and not incrementally as previous research has suggested.

In the UK, per capita expenditure in the DIY market is particularly high, accounting in fact for over a quarter of the European total. And it is an expanding market. The growth of the home improvement centre has been even more dramatic. But even though heavy price‐cutting and low margins have been characteristic features, there are now signs that the emphasis is swinging away from price and more to choice and service. In this special feature David Kirby looks first at the DIY market as a whole, and then specifically at one of its most thrusting and energetic companies — the Scottish‐based Timberland (with outlets also in England). Currently with 75 stores and a turnover of £14m, they have recently opened a 24,000 sq ft Home Improvement Centre at Kilmarnock.