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Additional findings on the economic impact of the national SBDC network show that:
- Small businesses that benefited from in-depth SBDC assistance experienced job growth of 10.4% -- compared to 0% job growth for U.S. businesses in general.
- More than 50% of all pre-venture SBDC in-depth clients started a business after receiving SBDC business consulting services.
- Every $1 spent on the SBDC network enabled small businesses to access $15.21 in new capital.
- Small businesses that benefited from in-depth SBDC assistance experienced sales growth of 17.4% -- compared to 3.6% for U.S. businesses in general.
- SBDC in-depth clients generated an estimated $2.72 in Federal tax revenues for every $1 the Federal Government spent on SBDCs. In other words, the SBDC program generates more revenue -- as a result of economic growth -- than it costs the government to fund the SBDC program.
About the SBDCs:
The SBDCs are a partnership that includes Congress, SBA, the private sector, and the colleges, universities and state governments that manage SBDCs across the nation.
America's SBDCs provide management and technical assistance to more than one million small business owners and aspiring entrepreneurs each year. Small business owners and aspiring entrepreneurs can go to their local SBDCs for free, face-to-face business consulting and affordable training on writing business plans, accessing capital, marketing, regulatory compliance, international trade and more.
About the Research:
The research on the economic impact of the national SBDC network is based on a survey of 58,127 SBDC clients who received five hours or more of SBDC consulting services in 2007. A report, commissioned by the Association of Small Business Development Centers and written by Professor James J. Chrisman of Mississippi State University, measures the results of those services during the following year. To read the complete research report, click here.
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* In-depth clients are those who receive five hours or more of SBDC business consulting services in a year.
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