Running head: THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

An Integral Analysis of the Entrepreneurial Ecosystem in Savannah, Georgia USA

Benjamin S. Cheeks
International School of Management, Paris, France

Author Note

This paper was submitted to fulfill the requirements of 7025-MSME - Managing Small
and Medium Sized Enterprises. I would like to thank Dr. Tobias De Coning and my fellow ISM
doctoral students for making the class an interactive and successful learning environment. In
addition, I would like to thank all of those within Savannahs entrepreneurial ecosystem that
agreed to be interviewed.
Correspondence concerning this article should be addressed to Benjamin S. Cheeks.
Email: bencheeks@hotmail.com

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Abstract
As we enter this integral era, how should the entrepreneurial ecosystem of a community be
analyzed? More advanced models are necessary to deal with the intricate challenges faced by
communities as they develop and become increasingly more complex. This paper proposes a
framework using the quadrants and levels of Integral Theory for analyzing an entrepreneurial
ecosystem. This framework can be adopted by community leaders, entrepreneurs, and support
organizations keen to implement a more comprehensive and integrated approach. The
framework was applied to the entrepreneurial ecosystem of the City of Savannah, Georgia, USA.
Based upon this analysis, several interventions were identified to enable further the ecosystems
development.
Keywords: entrepreneurial ecosystem, integral theory, levels of development, spiral dynamics,
action research, Savannah

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

An Integral Analysis of the Entrepreneurial Ecosystem in Savannah, Georgia USA

The Savannah, Georgia region is poised to become one of a new breed of innovative
Southern cities within the United States. Savannah is supported by its strategic location and
intermodal transportation assets, high quality of life, emerging creative class, and existing
industrial base. Savannah offers unspoiled natural resources, low cost of living, numerous
higher education institutions, vibrant arts and entertainment, great food, and Southern
hospitality.
The City of Savannah seeks to usher in a period of innovation and reinvention to help
ensure the citys ongoing prosperity. Its stated ambition is to help build a strong and
sustainable entrepreneurial community that will attract entrepreneurs, mentors, business
coaches, and investment opportunities as well as provide an outlet for the latent talent within the
region. Savannah can become a hotbed for entrepreneurship. In many ways, it is an ideal
environment for high-growth startup companies. The sizable presence of executives who have
either retired to Savannah or own a second home is a rich pool of opportunity. Representative
companies include Coca-Cola, General Motors, T. Rowe Price and many more. In addition, the
Savannah region benefits from the proximity of great learning institutions such as:

Georgia Institute of Technology

Georgia Southern University

Armstrong Atlantic State University

Savannah State University

Savannah College of Art and Design

While the City of Savannah will continue to lead efforts to increase the level of
entrepreneurship through supporting small business creation, they realize that this task cannot
be successfully undertaken alone. Partnerships between the city and various stakeholders
remain a critical success factor.

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

The current challenge becomes giving the stakeholders the most accurate and relevant
information from which to act in pursuit of their cause. The purpose of this paper is to present
an analysis of the underlying dynamics of the entrepreneurial ecosystem in Savannah, GA and
recommend interventions to improve said ecosystem. This document should be viewed as a
strategic framework rather than a blueprint or a detailed implementation plan.

Approach
Given the fact that the author of this paper is also a stakeholder within the
entrepreneurial ecosystem of Savannah, action research will be used. With action research, the
actors in the field are actively involved in the research project. McNiff (2013) describes how
studies using actions research seek to:
1. marshal change in a system in which the researcher operates on a daily basis in order to
foster continuous growth and development.
2. understand change mechanisms by stepping into the system to determine key leverage
points.
3. build relationships with other stakeholders in the system to develop shared meaning, a
common purpose, and an esprit de corps in order to improve the current state.
Actions research involves the following seven step process (Sagor, 2000).
1. Select a focus
2. Clarify framework and theories
3. Identify research questions
4. Collect data
5. Analyze data
6. Report results
7. Take informed action

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Focus
For this paper, the research will focus on improving the entrepreneurial ecosystem in
Savannah, Georgia, USA.

Frameworks and Theories

There are a variety of frameworks available to assess and track the development of an
entrepreneurial ecosystem. ANDE (2013) reviewed nine of these approaches in an effort to
develop an Entrepreneurial Ecosystem Diagnostic Toolkit. These nine tools consist of:
1. Babson College - Babson Entrepreneurship Ecosystem Project
2. Council on Competitiveness - Asset Mapping Roadmap
3. George Mason University - Global Entrepreneurship and Development Index
4. Hwang, V.H. - Innovation Rainforest Blueprint
5. Koltai and Company - Six + Six
6. GSM Association Information and Communication Technology Entrepreneurship
7. Organisation Economic Co-operation and Development - Entrepreneurship
Measurement Framework
8. World Bank - Doing Business
9. World Economic Forum - Entrepreneurship Ecosystem
The range of complexity within these frameworks varies from the Asset Mapping Roadmap with
150 individual indicators to the more conceptual Koltai and Babson models. From over 200
indicators, ANDE (2013) identified the ones they deemed most relevant and created a
comprehensive list of 65 indicators across 8 domains.
A tenth framework was recently published by Stangler & Bell-Masterson (2015). This
framework looks at the indicators of entrepreneur system vibrancy. These measures are
density, fluidity, connectivity, and diversity.

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

While all of these frameworks are careful to take a look at the entrepreneurial ecosystem
holistically, none examines the ecosystem with the thoroughness of the four perspectives model
of Integral Theory. Therefore, for this paper, the author has chosen to develop a new model to
examine Savannahs entrepreneurial ecosystem based upon Integral Theory.

Integral Theory.

Integral Theory is portrayed by Wilber (2001) as a theory of

everything. It attempts to include as many perspectives as possible to develop a coherent view

of the topic of study. Integral Theory is often represented in a 2x2 matrix. Each quadrant of
the matrix represents a perspective as well as a dimension of reality. The two axes of the matrix
are interior/exterior and individual/collective. When combined, the following perspectives
(intentional, behavioral, cultural, and social) can be distinguished: "I" (Upper Left quadrant),
"It" (Upper Right quadrant), "We" (Lower Left quadrant), and "Its" (Lower Right quadrant)
(Wilber, 2001).
The next step is to overlay the dimensions of reality within the 2x2 matrix. These
dimensions are aspects of the world that are always present. For example, everyone has some
form of subjective experience such as thoughts and beliefs, as well as objective experiences such
as observable behaviors and physiological components. These dimensions occur both alone and
as members of groups (Wilber 2001).
When the perspectives and dimensions of reality are combined they result in the 2x2
matrix seen in Figure 1.

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Figure 1. Integral Theory. This 2x2 matrix illustrates the perspectives and dimensions of
Integral Theory (Wilber, 1997).

Levels of Development.

When applying Integral Theory, it is also important to

understand the development levels within the different individuals and stakeholder groups.
The concept of levels of development emanated from the work of Professor Clare Graves
and his study on value systems. Grave describes a value system as a way of defining reality in
response to life conditions. Through his research, Grave determined that humans had
developed eight core values. Values can belong to individuals, groups, and societies. It is

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

important to note that these value systems do not distinguish types of people, but rather the
thinking in people (Marrewijk & Were, 2003).
From Gravess research, Beck & Cowan (1996) developed the concept of Spiral Dynamics.
Spiral dynamics describes how people and groups will remain in their current level of
development until they realize that their current actions and behaviors are no longer adequate in
addressing the current issues. However, once this realization is made, through adaptive
intelligence, individuals and groups will move to a higher value system by developing new
patterns of behaviors to confront the higher complexity of their new reality. Each successive
level of development not only surpasses the previous stage, but also includes the previous stages.
It is this pattern, or spiral, that describes how people, cultures, and systems evolve.
It is critical that the ecosystem be analyzed and solutions developed from a four quadrant
perspective and aligned to the relevant level of development. Beck (2001) summarizes this
point best when he writes:
Single quadrant solutions will fail to make a significant difference. Both interior (within
the hearts and minds of individuals and cultures) and exterior (the exterior
arrangements, economic perks, political structures, and social rules and regulations)
must be meshed, coordinated, and aligned to the relevant level (stages of social
development) to get maximum impact.

Research Questions
Using the four quadrants of Integral theory, four questions were developed to gain insight
into the different perspectives and values of the stakeholders within Savannahs entrepreneurial
ecosystem.
1. Intention: Why is it important to you to be involved in Savannahs entrepreneurial
ecosystem (Upper-Left quadrant)

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

2. Behavior: What actions do you take to support the entrepreneurial ecosystem in
Savannah? (Upper-Right quadrant)
3. Relationships: What other groups within Savannahs entrepreneurial ecosystem do you
interact with and what is your impression of them? (Lower-Left quadrant)
4. Systems: What are the issues facing Savannahs entrepreneurial ecosystem?
Lower-Right quadrant)

Collecting and Analyzing Data

Data collection began with exploratory desk research on the key stakeholders within the
ecosystem. From there, a cross-section of active individuals and organizations within the
ecosystem were identified as candidates to interview. In total, 16 different individuals were
interviewed (Table 1). The stakeholders groups identified were entrepreneurs, investors,
supporting organizations, universities, local government, and the local media (see appendix for a
detailed description of each stakeholder). Financial institutes were not included due to the fact
that in the US, banks rarely provide loans directly to the startup community. While small
business development loans are available from banks, these are usually coordinated through the
Small Business Administration (SBA) and the SBA would be the entrepreneurs main point of
interaction through this process.

Cheeks, Benjamin S.

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Table 1
List of Different Stakeholders Interviewed in this Study
Stakeholder

Interviews

Entrepreneurs

Investors

Supporting Organizations

Universities

Local Government

Local Media

Upon identifying the key stakeholders, each was interviewed using a semi-structured
interview process centered on the four research questions. This data was then analyzed from a
four quadrant perspective in order to determine:
1. the levels of development within the ecosystem.
2. an overview of the interests and values within the ecosystem.
3. the favorable elements of the ecosystem.
4. the key issues facing the ecosystem.

Results
Levels of Development
Individuals and groups within the entrepreneurial ecosystem will apply values and create
supporting structures based upon current conditions. From analyzing the data compiled from
the interviews and using a framework from Marrewijk & Werre (2003), four different levels of
development within Savannahs entrepreneurial ecosystem can be observed. These
development levels reflect the different motivations for support of the entrepreneurial
ecosystem. They are defined in Table 2.

Cheeks, Benjamin S.

10

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Table 2
Levels of Development within Savannahs Entrepreneurial Ecosystem
Ambition level

Description

Example

Compliance-driven

Contributions to the

A clerk at the office that grants

entrepreneurial ecosystem at this

business licenses.

level are motivated by duty or

A loan officer that processes small

obligation. For these people

business loans.

regulation provides order and

stability within the system.

Profit-driven

Contributions to the

An entrepreneur only looking to

entrepreneurial ecosystem at this

make money and contributes to

level are motivated by personal

the entrepreneurial ecosystem only

gain, such as profit or pleasure.

to the extent it will serve him.

An investor that chooses
investments solely based upon
return.
Someone involved in the
ecosystem because they enjoy
associating with entrepreneurs.

Caring

Contributions to the

An individuals or group that desire

entrepreneurial system at this level to create a more vibrant and

are motivated by a desire to

diverse community.

balance social and economic

Cheeks, Benjamin S.

11

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

concerns to create a more vibrant
and balanced community.

Synergistic

Contributions to the

A person or group within the

entrepreneurial system at this level ecosystem that believes that a

are motivated by the belief that a

rising tide lifts all boats. These

strong and thriving

individuals and groups see a

entrepreneurial ecosystem is

strong entrepreneurial ecosystem

beneficial to the community as a

as a way to improve the

whole and offers the best path

socioeconomics of the city.

from poverty to prosperity.

When analyzing the data to determine the levels of development within the ecosystem,
there was one unexpected finding. Several of the individuals interviewed interact with the
entrepreneurial ecosystem through more than one stakeholder group and depending upon the
group with which they identify at the time of questioning, their level of development is different.
For example, I interviewed one entrepreneur who is also an investor. When identifying as an
entrepreneur, this individual operates from a caring level of development. Her interest in
supporting the entrepreneurial ecosystem is to help create a vibrant and diverse community.
However, when identifying as an investor, she reverts to a profit-driven level. While more
research is required around this idea, the data suggests that when engaging an individual, it is
important to understand the group with which they are identifying at that time in order to best
communicate.

Cheeks, Benjamin S.

12

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Interests and Values within the Ecosystem
Table 3 summarizes the interests and values of the stakeholders within Savannahs
entrepreneurial ecosystem.
Table 3
Interests and Values of Stakeholders
Stakeholder
Entrepreneurs

Interests

Making money

Having self-expression and

freedom in their work

Investors

Being an entrepreneur is a strong

part of their identity

Profit Driven: first-time

Creating a vibrant and diverse

entrepreneurs were more

community

interested in profit than giving

Creating a strong entrepreneurial

back to the ecosystem

ecosystem to support their

Values

Caring: serial entrepreneurs felt

business

that a healthy entrepreneurial

Attracting other entrepreneurs to

ecosystem would lead to a more

the region

vibrant and diverse community

Making money

Associating with entrepreneurs

interviewed were primarily driven

Making deals

by profit and the enjoyment they

Creating a healthy ecosystem to

received from associating with

produce prepared entrepreneurs

entrepreneurs.

and also to help their investments

grow

Profit Driven: the investors

Caring: to a lesser degree. The

investors wanted a more vibrant
and diverse community, but not at
the expense of ROI.

Cheeks, Benjamin S.

13

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Support

Creating a healthy ecosystem

Organizations

Creating a strong sense of

organizations were caring; one in

community and support among

particular has a strong synergistic

the entrepreneurs

perspective

Caring: all of the support

Creating a vibrant and diverse

community

Preparing entrepreneurs for

success by providing training,
mentoring, and access to
resources; including financial
resources

Universities

Local

Government

Graduating students prepared to

Caring: the universities want to

support the needs of industry and

create a strong entrepreneurial

the entrepreneurial community.

ecosystem to help the community

Creating a positive impact on the

realize its human potential and

entrepreneurial ecosystem

social responsibility. However,

Improving the competiveness and

they fall short of synergistic as

the innovativeness of the

they narrowly define their role

ecosystems entrepreneurs

within in the ecosystem.

Serving the interests of the people

Compliance driven with a caring

of Savannah

perspective from the government

Creating jobs

employees.

Creating a more supporting and

efficient regulatory framework to
lessen the burden on the citys

Cheeks, Benjamin S.

14

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

entrepreneurs

Determining how the

entrepreneurial community can
best support the city.

Local Media

Finding a good story

Associating with entrepreneurs

Profit Driven: local media

desires to find compelling stories
that interest their readers.

Cheeks, Benjamin S.

15

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Favorable Elements of the Entrepreneurial Ecosystem
Figure 2 organizes the favorable elements of Savannahs entrepreneurial ecosystem using
the perspectives of Integral Theory.

Figure 2. Favorable findings. This figure uses the four quadrant model to illustrate the
favorable findings within Savannahs entrepreneurial ecosystem.

Cheeks, Benjamin S.

16

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Key Issues and Barriers Facing the Entrepreneurial Ecosystem
Figure 3 organizes the issues and barriers facing Savannahs entrepreneurial ecosystem
using the perspectives of Integral Theory.
1

Figure 3. Issues and barriers. This figure uses the four quadrant model to illustrate the issues
and barriers within Savannahs entrepreneurial ecosystem.

a pejorative term, referring to someone who engages in cronyism among men who have known each other for a
long period of time. Collectively these people are referred to using the slang term,good ol' boy network (also
known as an old boys' club). (Good ol boy, 2015)

Cheeks, Benjamin S.

17

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Proposed Interventions
From the analysis, several interventions were identified with the intent of helping the
stakeholders better coordinate their efforts and to enable further development of Savannahs
entrepreneurial ecosystem. These interventions are grouped into the areas of public/private
partnerships, expansion of current services, data collection, education, and public relations.

Public / Private Partnerships

Provide entrepreneurs an opportunity to beta test their products and ideas by

accessing city resources. The City of Savannah is doing this with Quickit
(http://www.thequickitapp.com) to manage parking tickets. This collaboration
could serve as a model for future interactions.

Promote solutions from local entrepreneurs to enable STEM education in the

local schools. Two local startups, UrbanSTEM (http://www.urbnstem.com) and
CREATOMbuilder have created products and services in this space.

Expanding Existing Programs

Provide additional funding to The Creative Coast to create a Community Catalyst

position. It would be this persons role to monitor the pulse of the
entrepreneurial ecosystem and ensure coordinated and collaborative activities
among the stakeholders. This person could also serve as industry outreach to
engage the regions existing industry into the entrepreneurial ecosystem.

Coordinate with Georgia Tech to expand the CEISMC program

(https://www.ceismc.gatech.edu) in the Savannah area. The Center for
Education Integrating Science, Mathematics, and Computing (CEISMC)
(pronounced like "seismic") is a partnership uniting the Georgia Institute of
Technology with educational groups, schools, corporations, and opinion leaders
throughout the state of Georgia.

Cheeks, Benjamin S.

18

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Create more opportunities and forums for local entrepreneurs to link with the
regions large industry. Examples include connecting the regions entrepreneurs
with the Port of Savannah to create innovative logistics solutions or with the
tourism industry to create innovative tourism products.

Data Collection

Commission a detailed survey of the entrepreneurial ecosystem in Savannah. It

became clear through the research phase that there is incomplete knowledge
across the ecosystem of the available resources and capabilities. The end result
should be similar to the website created in Charleston, SC, a similar size coastal
community located 110 miles to the north. The model website can be found at
http://www.charlestonee.com.

Create a detailed flowchart of the process to establish a new business in Savannah

to educate entrepreneurs and find areas for improvement.

Educational Programs

Develop or secure educational programs for local entrepreneurs. There are many
training opportunities available through ATDC at Georgia Tech, but most of these
courses take place in Atlanta. With better coordination and promotion, these
courses could also be held in Savannah.

Develop or secure educational programs for local investors. There are people in
Savannah that are interested in angel investing. However, these groups are not
educated on the process.

Develop or secure educational programs for local government. The local

government needs to better understand how technology companies are developed
and operate and the future of entrepreneurship. The city must look to the future
rather than the present or the past in order to develop programs to support the
ecosystem.

Cheeks, Benjamin S.

19

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Public Relations

Promote the shared spaces such as The Creators Foundry and Guild Hall as
places for start-up entrepreneurs to congregate and network.

Celebrate entrepreneurial stories and successes in the local media, government

literature, speeches, and interviews. In absence of big success stories to inspire
the current generation of entrepreneurs, focus should be placed on celebrating
even the smallest of milestones. Success stories can have a stimulating effect on
the entrepreneurial ecosystem by inspiring imitators and the imagination of the
community.
Discussions

There were three themes that emerged during the research process.
1. The Creative Coast is seen by all stakeholders as the lead support group within the
entrepreneurial ecosystem; particularly for those entrepreneurs engaged in innovative or
technology businesses. The Chamber of Commerce was viewed as too oriented towards
travel and tourism related businesses. SEDA was viewed as being interested in bringing
big businesses to Savannah rather than nurturing Savannahs nascent businesses.
SCORE and the SBA have the image of servicing more traditional businesses. In
addition, there are very few instances of collaboration among these groups. If The
Creative Coast is the organization that Savannah looks to in order to grow its
entrepreneurial ecosystem, more resources will need to be added to support this effort.
A good would be the Community Catalyst position recommended in this paper.
2. The City of Savannah is viewed as neutral to negative in their support for the
entrepreneurial ecosystem. Most of the interviewees have low expectations from the
local government and only desire that it work to remove the regulatory roadblocks and
bureaucracy to starting a business. Several of the recommended interventions were
designed to begin to change this image.

Cheeks, Benjamin S.

20

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

3. More training is needed for all groups within the ecosystem. In the past, training
programs to support customer definition and other entrepreneurial business
requirements have been poorly attended. However, it is hoped that with the recent
addition of community spaces such as The Creators Foundry and The Guild Hall more
entrepreneurs will come together to take advantage of these offerings.
Limitations of this study
Due to time constraints, this study is limited to interviews from 16 different individuals.
In some stakeholder groups only one person was interviewed. In order to get a more thorough
view of Savannahs entrepreneurial ecosystem, many more interviews would need to occur. In
addition, the recommended interventions were neither created nor reviewed by a
multi-stakeholder forum and are largely the perspective of the author. This fact could limit both
the thoroughness and the adoptions of these recommendations.

Conclusions
As communities develop and become increasingly more complex, more advanced
models are necessary to deal with the intricate challenges they face. This paper sets out to
analyze Savannahs entrepreneurial ecosystem using an Integral Theory model, and from this
analysis recommend interventions to improve the ecosystem.
Integral Theory is important to understand the entire ecosystem from its different
perspectives and levels of development. In this integral era, individual elements of the
entrepreneurial ecosystem cannot be analyzed alone. In isolation, each stakeholder groups
actions can be conducive to entrepreneurship but insufficient to sustain it. Thats where many
efforts go wrongthey address only one or two elements of the ecosystem. Ignoring the
interconnected nature of the ecosystem elements can lead to unintended outcomes.
Encouraging a community to have entrepreneurial aspirations can boomerang and cause

Cheeks, Benjamin S.

21

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

frustration and brain drain if those desires are stymied by an unconducive environment
(Isenberg, 2010).
Whether or not the City of Savannah and the other stakeholder groups implements these
intervention options, they must take advantage of all available experiences and commit to
on-going experimentations. Interventions such as those suggested in this paper and many
others, must be effected and the results reviewed and refined on a regular basis. In keeping with
the dynamic nature of entrepreneurship, the ongoing review of the impact of these policies
remains critical to enabling the necessary support and service improvements. The alternative of
taking years to determine a plan and waiting for results is not acceptable.
It is the hope of the author that the structure described in this paper can provide a
mechanism through which the pulse of the entrepreneurial ecosystem can be efficiently and
effectively determined. Also, to create a common framework through which stakeholders can
engage in cohesive dialogue about the issues and barriers to growth. For it is only through this
integrated and unified stance that we can advance solutions to meet the challenges of Savannahs
entrepreneurial ecosystem.

Cheeks, Benjamin S.

22

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

References
ANDE. (2013). Entrepreneurial ecosystem diagnostic toolkit. Retrieved from Aspen Network of
Development Entrepreneurs website:
http://www.aspeninstitute.org/publications/entrepreneurial-ecosystem-diagnostic-toolkit
Andersen, D. (2013). An Integrated System for Organizational Transformation. Journal of
Integral Theory and Practice, 8(1-2), 1-18.
Beck, D., & Cowan, C. C. (1996). Spiral dynamics: Mastering values, leadership, and change:
exploring the new science of memetics. Malden, MA: Blackwell Publishing Ltd.
Beck, D. E. (2001). Spiral dynamics integral - Dr Don Beck. Retrieved from
http://www.spiraldynamics.net/DrDonBeck/essays/stages_of_social_development.htm
Good ol' boy. (2015). In Wikipedia, the free encyclopedia. Retrieved April 1, 2015, from
http://en.wikipedia.org/wiki/Good_ol%27_boy
Isenberg, D. (2010). The Big Idea: How to Start an Entrepreneurial Revolution. Harvard
Business Review, 88(6), 40-50.
Isenberg, D. (2011, May 19). Domains of the entrepreneurial ecosystem. Retrieved from
http://entrepreneurial-revolution.com/wp-content/uploads/2013/07/EES-Domains-andPillars-only.jpg
Koltai & Company, LLC. (2104). The six + six entrepreneurship ecosystem model. Retrieved
April 1, 2015, from http://koltai.co/
Marrewijk, M. V., & Werre, M. (2003). Multiple Levels of Corporate Sustainability. Journal of
Business Ethics, 44, 107-119. doi:10.1023/A:1023383229086
McNiff, J. (2013). Action research: Principles and practice (3rd ed.). London: Routledge.
Sagor, R. (2000). Guiding school improvement with action research. Alexandria, VA:
Association for Supervision and Curriculum Development.
Stangler, D., & Bell-Masterson, J. (2015). Measuring an entrepreneurial ecosystem. Retrieved
from Ewing Marion Kauffman Foundation website:

Cheeks, Benjamin S.

23

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

http://www.kauffman.org/~/media/kauffman_org/research%20reports%20and%20cover
s/2015/03/measuring_an_entrepreneurial_ecosystem.pdf
Wilber, K. (1997). An Integral Theory of consciousness. Journal of Consciousness Studies,, 4(1),
71-92.
Wilber, K. (2001). A theory of everything: An integral vision for business, politics, science, and
spirituality. Boston: Shambhala.

Cheeks, Benjamin S.

24

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Appendix
Detailed Descriptions of each Stakeholder Group and Key Programs
Entrepreneurs
The five entrepreneurs interviewed for this study included a cross-section of first-time and serial
entrepreneurs as well as entrepreneurs at the start-up phase and those with established
businesses. All entrepreneurs were actively engaged in Savannahs entrepreneurial ecosystem.
Investors
Each investor interviewed is an individual investor within the Savannah ecosystem. There are
currently no angel or venture funds focusing exclusively on the Savannah entrepreneurial
community.
Supporting Organizations
The supporting organizations identified as critical to the entrepreneurial ecosystem are The
Creative Coast, SCORE, SBA, SEDA, and the Chamber of Commerce. Two community spaces
were also identified. These were The Creators Foundry and Guild Hall.
The Creative Coast. The Creative Coast (http://www.thecreativecoast.org) nurtures
individuals in the community interested in starting a business by cultivating an environment in
which they can thrive. The Creative Coast sponsors a number of programs, including:
Geekend, FastPitch, StartupLounge, 1 Million Cups, and RailsBridge.
Geekend. Geekend is an opportunity to interact with people taking the tech and
creative industries by storm. The event brings together the brightest geeks, designers, coders,
innovators, artists, technology mavericks, and forward-thinking entrepreneurs. The event
includes cutting edge speakers, fun-filled after-parties, and networking opportunities.
FastPitch. FastPitch allows entrepreneurs to make a three-minute pitch of their
innovative venture and be assessed as to the viability of the ventures by local community
leaders, academics, and investors. Coaching and feedback is provided before, during, and after

Cheeks, Benjamin S.

25

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

to better prepare the presenter and how to pitch their idea. Entrepreneurs compete for cash
prizes in three categories, student, service-based and product-based.
StartupLounge. StartupLounge works to improve the capital environment for early
stage companies with high growth potential throughout the Southeast. In 2014, StartupLounge
Savannah included over 70 investors and entrepreneurs.
1 Million Cups. 1 Million Cups (http://www.1millioncups.com) is a free, weekly
national program designed to educate, engage, and connect entrepreneurs. Developed by the
Kauffman Foundation (www.kauffmann.org ), 1MC is based on the notion of entrepreneurs
discovering solutions and networking over a million cups of coffee. The culture surrounding 1
Million Cups is that of a supportive, neutral space welcoming entrepreneurs to be open and
honest about their businesses and the challenges they face.
RailsBridge. RailsBridge is a Ruby on Rails event focusing on developing functional
web apps and programming in Ruby. RailsBridge Savannah workshops are held quarterly at
The Creators Foundry.
SCORE.

SCORE (https://www.score.org) is a nonprofit association dedicated to

helping small businesses form, grow and achieve their goals through education and mentorship.
SCORE provides mentoring, workshops, business tools, templates and advice. Most of the 23
mentors in the Savannah SCORE office are retired leaders with deep business knowledge and
experience.
Small Business Adminstration (SBA).

The SBA licenses two non-profit

businesses in Savannah. These are the Small Business Development Center (SBDC) and the
Small Business Assistance Corporation (SBAC).
SBDC. The Small Business Development Center (http://www.georgiasbdc.org)
provides low cost training and free consulting services including assistance with business plan
development, market analysis and marketing strategies, financial analysis, compliance and legal

Cheeks, Benjamin S.

26

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

issues, and preparation of loan submissions for individuals who want to start their own
businesses or expand an existing one
SBAC. The Small Business Assistance Corporation (http://www.sbacsav.com) provides
loans and technical assistance for new and existing small businesses.
Savannah Economic Development Authority (SEDA). SEDAs (www.seda.org)
mission is to create, grow and attract jobs and investment in the Savannah region. SEDA helps
business relocate to the Savannah region and supports existing businesses to grow and expand.
Program resources include workforce training programs, infrastructure, property searches,
incentives, tax abatements, utilities, and permitting.
Chamber of Commerce. Savannahs Chamber of Commerce
(http://www.savannahchamber.com) was organized in 1806 making it one of the oldest in the
country. It has a membership of approximately 2,200 businesses. The Chamber offers the
opportunity for networking, education, marketing and community involvement. The Chamber
acts as a business entity to impact public policy, advocacy and government, and works to
economically grow the region and create an environment conducive to job growth. The
LaunchSAVANNAH council seeks to foster an environment that attracts and retains young
talent in Savannah.
Community Spaces. Two community spaces were identified by the ecosystem
stakeholders as integral to the entrepreneurial community. These are The Creators Foundry
and Guild Hall.
The Creators Foundry. The Creators' Foundry
(http://www.thecreativecoast.org/creators-foundry) is an entrepreneurial community facility
utilized for office and meeting space. The space is designed for technologists, designers, artists,
cultural workers, entrepreneurs, and small-businesses to gather for events and use as office
space. The Creators' Foundry hosts BIZlab startups. BIZlab companies enroll in a 12-18

Cheeks, Benjamin S.

27

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

month mentoring, coaching, and intensive assistance program developed to nurture high
growth organizations.
Guild Hall. The Guild Hall (http://theguildhall.com) is a place where creative people
(coders, makers, designers, gamers, performers, and storytellers) gather to build community
and learn. Guild Hall markets its space as an entire creative campus for gamers, makers, and
designers. The Hall consists of several buildings, as well as outdoor spaces where members
and guests can congregate.
Universities
The universities identified as instrumental in Savannahs entrepreneurial ecosystem were
Georgia Tech, Georgia Southern, Armstrong Atlantic State, Savannah State, and the Savannah
College of Art and Design (SCAD).
Georgia Tech.

The Enterprise Innovation Institute (http://innovate.gatech.edu) is

Georgia Techs business outreach organization and serves as the primary vehicle to achieve
Georgia Techs goal of expanded local, regional, and global outreach. EI2 helps enterprises
improve their competitiveness to significantly impact the economy. EI2 is the nations largest
and most comprehensive university-based program of business and industry assistance,
technology commercialization, and economic development.
There are four EI2 programs servicing the Savannah Entrepreneurial Ecosystem. These
include the Georgia Manufacturing Extension Partnership (www.GaMEP.org) , Advanced
Technology Development Center (www.ATDC.org), Georgia Tech Procurement Assistance
Center (www.GTPAC.org), and the Center for Education Integrating Science, Mathematics, and
Computing (www.CEISMC.gatech.edu).
GaMEP. GaMEP is a program helping small and medium sized manufacturers to find
innovative solutions to reduce costs or increase revenue. GaMEP is a state and federally
funded organization making it a cost-effective solution.

Cheeks, Benjamin S.

28

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

ATDC. ATDC is a startup technology business incubator helping entrepreneurs launch
and build transformative technology companies. ATDC connects companies to the coaching,
capital, customers, and University resources & talent they need to thrive, thereby increasing the
likelihood of success. ATDC has one entrepreneur in residence in Savannah. Other ATDC
programs in Savannah are supported virtually through the Atlanta campus.
GTPAC. GTPAC provides education on navigatung the government procurement
process. Classes are held by The Contracting Education Academy of GTPAC and cover a wide
range of government contracting topics taught by experts who have many years of government
contracting experience. Classes provide comprehensive instruction on how to do business in the
government marketplace, the fundamentals to begin the process, and instruction on the
electronic tools to research and identify government contracting opportunities. GTPAC experts
provide teaching, mentoring and coaching. Their services are available at no cost to Georgia
businesses.
CEISMC. CEISMC (pronounced like "seismic") is a partnership uniting the Georgia
Institute of Technology with educational groups, schools, corporations, and opinion leaders
throughout the state of Georgia. CEISMC Summer P.E.A.K.S. (Programs for Enrichment and
Accelerated Knowledge in STEM) are hands-on, interactive learning experiences held in
elementary and middle schools in Savannah. Summer P.E.A.K.S. give participants the chance
to enhance learning during the summer in experiential activities . P.E.A.K.S. cover many
different Science, Technology, Engineering, and Mathematics (STEM) concepts.
Georgia Southern.

Georgia Southerns Center for Entrepreneurial Learning and

Leadership (http://www.georgiasouthern.edu) is a center for entrepreneurship started at

Georgia Southern University in 2008. It seeks to contribute to the economic and social
well-being of Coastal Georgia through entrepreneurship education and venture creation. The
Center has a network of 12 Entrepreneurial Champions, Faculty and Staff based in departments
across the University promoting and developing entrepreneurship opportunities. In addition,

Cheeks, Benjamin S.

29

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

Georgia Southern recently opened City Campus, an incubator and fabrication laboratory (Fab
Lab) designed to create sustainable jobs, increase the number of local businesses, and improve
and diversify the economic drivers in coastal Georgia
Armstrong Atlantic State.

Students in the Computer Science and Information

Technology Program (http://www.armstrong.edu/Science_and_Technology) at Armstrong

Atlantic State University provide a great talent pool for Savannahs businesses. The Computer
Science Programming Team is consistently ranked within the top 25% of students in the
Southeastern United States.
Savannah State.

The Center for the Advancement of Creativity and

Entrepreneurship (the ACE Center) (http://savannahstate.edu/coba/ACECenter.shtml) is

dedicated to establishing entrepreneurial experiences for students by expanding linkages
between Savannah State University and the community of Savannah, Georgia and serving as a
resource for fostering their entrepreneurial ventures. The ACE Center is intended to be a center
of excellence and crucial driver of scholastic, educational and professional development
opportunities in the areas of creativity and entrepreneurship within Savannah State University.
The mission of the center is to advance the scholarship, teaching and practice of creativity and
entrepreneurship.
SCAD. SCAD (http://www.scad.edu ) offers more degree programs and specializations
than any other art and design university. SCAD is uniquely qualified to prepare talented
students for professional, creative careers. The SCAD students provide a unique talent pool to
the Savannah entrepreneurial ecosystem.
Local Government. Savannah's City government (http://www.savannahga.gov) adopted a
council / manager form of government in 1954. The current City Council, which consists of the
Mayor and eight Aldermen, levies taxes, enacts ordinances, adopts the annual budget, and
appoints the City Manager. The City Manager is responsible for carrying out the policies and
programs established by Council, recommending the annual budget and work programs,

Cheeks, Benjamin S.

30

THE ENTRENEURIAL ECOSYSTEM IN SAVANNAH

appointing bureau and department heads, and exercising general supervision and control over
all employees of the City. One of the City Council's priority is to "provide citizens a City that
encourages and supports appropriate economic growth that creates jobs, expands City revenue
and improves neighborhoods and commercial corridors."
The department facilitating this edict is the Economic Development Department of the
City of Savannah. It is sanctioned to facilitate economic development activities fostering a
strong local economy and improving business and job growth. The Economic Development
Department's programs and activities are geared toward improving opportunities for
entrepreneurs and small businesses of Savannah and it has created the Savannah
Entrepreneurial Center (SEC). The SEC is tasked with increasing local business creation and
supporting economic empowerment of Savannah residents. They provide professional business
mentoring, one-on-one business technical assistance, classroom training, networking
opportunities, referrals, financial resources and incubator space.
Local Media. The Savannah Morning News (http://savannahnow.com) produces the only
daily newspaper in Savannah, Georgia. The business section of the paper, Business in Savannah
(BiS) is published biweekly. BiS is targeted at the greater Savannah business community and is
the established source for business news. Two business reporters provide a mix of cover stories,
executive and business profiles, columns by experts in a variety of fields and other business
content referencing bringing life to the economy of the region. In addition to physical content
delivery, The Savannah Morning News and BiS have an online presence
(http://businessinsavannah.com) and solicits for new content and content providers, inviting
members of the business community to join as featured bloggers. Weekly cover stories examine
key issues impacting the business community, including building permits, new business licenses,
real estate transactions, interest rates and other data.

Cheeks, Benjamin S.

31