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  • 标题:Effects of the Hispanic population on Arkansas small business.
  • 作者:Bradley, Don B., III ; Fryar, Stephen ; van Riper, Damon
  • 期刊名称:International Journal of Entrepreneurship
  • 印刷版ISSN:1099-9264
  • 出版年度:2003
  • 期号:January
  • 语种:English
  • 出版社:The DreamCatchers Group, LLC
  • 摘要:The growth in population of Hispanics in Arkansas is a trend that business simply cannot ignore. Many businessmen are afraid to respond to the new market because they do not understand it or the people within it. Some Arkansans do not welcome these new guests. But, like it or not, Hispanics are here, and they are planning to stay. Not only are they working in our factories and production plants, they are starting their own businesses, buying our products, viewing real estate, and looking to start a new life in this land of opportunity. Instead of being uneasy, business should be excited at the influx of new customers. However, entrepreneurs should also be aware that while these people from Latin American may learn our language, live in our country, go to our schools, salute our flag and trade with U.S. dollars, they are different from us, and the differences affect how they will do business in Arkansas.
  • 关键词:Latin Americans;Population;Population growth

Effects of the Hispanic population on Arkansas small business.


Bradley, Don B., III ; Fryar, Stephen ; van Riper, Damon 等


ABSTRACT

The growth in population of Hispanics in Arkansas is a trend that business simply cannot ignore. Many businessmen are afraid to respond to the new market because they do not understand it or the people within it. Some Arkansans do not welcome these new guests. But, like it or not, Hispanics are here, and they are planning to stay. Not only are they working in our factories and production plants, they are starting their own businesses, buying our products, viewing real estate, and looking to start a new life in this land of opportunity. Instead of being uneasy, business should be excited at the influx of new customers. However, entrepreneurs should also be aware that while these people from Latin American may learn our language, live in our country, go to our schools, salute our flag and trade with U.S. dollars, they are different from us, and the differences affect how they will do business in Arkansas.

INTRODUCTION

The importance of the Hispanic population in Arkansas has recently increased as more immigrants from Latin America have come to the state seeking jobs. There are a myriad of aspects associated with the increased importance. In regard to the economic impact, the significance can be attributed to two considerations.

First, many of the Hispanic immigrants are willing to do work that many non-Hispanic American citizens are not willing to do. To the Hispanic laborers, this "undesirable" work is a better opportunity than they could have attained in their native countries. The second consideration is related to the growing Hispanic population and their purchasing power. Sales to Latinos contribute economically because members of the Hispanic population are likely to have a high Marginal Propensity to Consume (MPC).

The following study will focus on the Hispanic population in the state of Arkansas. This includes focus on the growth of this group of immigrants, public perception, the Hispanic labor force, and opportunities for small business.

GROWING HISPANIC POPULATION IN ARKANSAS

The Hispanic population in Arkansas is increasing dramatically. This fact has been studied, but perhaps the most definitive recent work is Jeralynn S. Cossman and Edward L. Powers' Winter 2000 article, "Dynamics of Hispanic Population Growth in Arkansas." According to the article, the 2000 Census showed there are approximately 86,866 Hispanics living in Arkansas, and this statistic is a dramatic increase over the 19,876 Hispanics counted during the 1990 Census (Cossman & Powers, 2000). The most recent numbers reveal a population that is almost four and a half times larger than counted in 1990 (Cossman & Powers, 2000). Therefore, a departure from the rest of recent history exists because the 19,876 Hispanics counted in 1990 represented a population only 1.1 times as large as the 17,904 counted in 1980 (Cossman & Powers, 2000). Nationally, Arkansas' 337 percent increase in total Hispanic population was second only to North Carolina's increase (Greico, 2003). The total U.S. Hispanic population increased from 22 million in 1990 to 35.2 million in 2000 (Grieco, 2003). Immigrants were 47 percent of the 13.3 million increase (Grieco, 2003).

The best way to assess the Hispanic population in Arkansas is to look regionally within the state. As of 2000, the largest Hispanic concentrations were located in the Northwest, Central, and Western regions (Cossman & Powers, 2000). The following Table 1 lists the populations in these regions. As indicated by the Table, more than 50% of Arkansas' Hispanics live in these three regions (Cossman & Powers, 2000).

The next step is to analyze the Hispanic population in regard to Arkansas counties. Cossman and Powers (2000) state, "From a policy orientation, a better indicator of Hispanic impact might be found by considering the 'saturation rate' or the proportion of the population who claim Hispanic ethnicity. In general, saturation rates tell a more moderate tale about Hispanics in Arkansas" (Cossman & Powers, 2000). Table 2 displays the counties with the highest saturation rates, and Table 3 lists the counties with the least saturation rates.

Another method used to look at Hispanic growth in Arkansas counties is to analyze the impact of the Hispanic population on the population changes over the decade (1990-2000). For the decade, 55 of Arkansas' 75 counties experienced a net growth in population (Cossman & Powers, 2000). "Hispanic growth accounted for 100% of the net growth for four of these 55 counties (Bradley, Prairie, Sevier, and St. Francis)" (Cossman & Powers, 2000). For the remaining 51 counties, the average of new population growth in these counties that is attributed to new Hispanic residents is 18.7% (Cossman & Powers, 2000). The following Table 4 displays the results for the 51 counties.

Sixteen Arkansas counties showed population growth at over twenty percent, while four counties had over seventy percent. Counties with the greatest growth were not necessarily the counties with the highest Hispanic populations. This seems to suggest that the growth is expanding into new areas of the state.

The distribution of Hispanic nationalities in Arkansas needs to be addressed. "While 'Hispanic' may be a solid distinction for a small group it begins to lose its explanatory usefulness as the group increases in size" (Cossman & Powers, 2000). The 2000 Census determined Hispanic status nationwide, and by states. Table 5 lists results for Arkansas.

As indicated by the Table, the predominant Hispanic ancestry in Arkansas is Mexican. However, many of those of Mexican heritage did not come to Arkansas directly from their respective countries. Gazi Shbikat and Steve Striffler (2000), in their article "Arkansas migration and population," state "However, the vast majority came to Arkansas after having spent considerable time in other states, particularly California". This held true for the case study conducted on a Hispanic owned business.

PUBLIC PERCEPTION

No matter where you go throughout the state, and in some areas in :particular, you can hear Spanish spoken and see "tiendas" catering to Hispanic tastes. Hispanics are a growing part of Arkansas' human landscape. But are they a welcome one?

Arkansas has many distinctions as a state in the U.S.A. We have been home to a former U.S. President, we are the birthplace of the world's largest retailer Wal-Mart, and have established ourselves in agriculture by being one of the top rice producers globally. But along with our good points are few bad ones. We have a heritage that could include a strong tradition of prejudice against people of other races. The 1957 Little Rock Central High School lockout is an example. The governor kept out black students at the time in an effort to prevent desegregation of public schools (http://www. centralhigh57.org/ 1). Racism and prejudice continued from that time through the 60s and 70s with public mobs protesting integration, and many cases of discrimination against African-Americans. Even today some underlying prejudice may exist, particularly toward Hispanics. On Nov. 3, 1998, Rogers gave the boot to 17-year incumbent Mayor John Sampier, a backer of innovative efforts to harmoniously integrate thousands of immigrant Mexican and Central American poultry workers into a previously all-white community. Challenger Steve Womack, a veteran of two terms on the city council, took 56 per cent of the vote after campaigning on a platform of "zero tolerance" toward illegal immigrants and insistence that legal newcomers "speak the language" and conform to community norms (http://www.steinreport.com/sampierl.htm 1). Womack's campaign strategy, while not necessarily racist, was a disturbing one for Hispanics, especially because it occurred in northwest Arkansas where Hispanic population growth has been the highest. Maria Hinojosa, a CNN correspondent who specializes in urban affairs highlighted some of the difficulties faced by Hispanics after her visit to Rogers, Arkansas in 2001. Hinojosa reported that the growth of the Hispanic population in Rogers has been so rapid that it has given the native population very little time to adjust to the new demographics of their town. On the one hand, this means that they have not had time to organize against it, but on the other hand neither has there been time to adjust (http://www.cnn.com/COMMUNITY/ transcripts/2001/04/12/hinojosa/1). Surveys conducted by the University of Arkansas of families living in Northwest Arkansas show that the growth of Hispanics in their area is not necessarily appreciated. When asked about whether the growth in Hispanics in their area had been good for the area, not good for the area, or had not made a difference, 35.2% said bad while another 20.5% say both good and bad (http://www.uark.edu/misc/family/survey/survey. html 1).

Communications has been one of the primary areas of difficulty for Hispanics in Arkansas. "Well if their going to live in our country, they should learn to speak our language," is a common phrase heard among Arkansans across the state. And, although most Hispanics who move to Arkansas say that they want to learn English, they do not have very many resources available to do so. To their credit, some towns in Arkansas have stepped up the plate to help by offering English as a Second Language (ESL) courses at local community centers and within large businesses.

BUSINESS EFFECTS/ASPECTS

With the increasing Hispanic population, there are a multitude of effects on business. These effects are generally categorized as human resource, legal, ethical, and marketing concerns. Both small businesses and large corporate businesses are impacted in these areas. Therefore, business leaders need to be knowledgeable and proactive with their business practices as they relate to significant Hispanic demographics.

Human Resources

In regard to human resource concerns, the outreach, employment, and retention of Hispanics in corporate business needs to be addressed. Failure in this effort early on means that corporate businesses are "playing catch-up" at all levels of their organizations. There have been studies conducted that have focused on Corporate America and their Hispanic human resource practices. An organization that has researched the aspect is the Hispanic Association on Corporate Responsibility (HACR).

A corporate culture that fosters Hispanic representation is developed at the top levels of corporate organizations. Therefore, it is useful to focus on the highest levels of corporate organizations. If Hispanic representation is not a top priority at those levels, then Hispanic representation will more than likely not be a top priority at other corporate levels. "Since 1993, the Hispanic Association on Corporate Responsibility has examined Hispanic representation at the highest levels of Corporate America" (Cabral, 2001). On October 18, 2001, the HACR released a study titled "2001 HACR Corporate Governance Study" (Cabral, 2001).

The HACR study revealed that there are more of the largest companies in the nation (Fortune 1,000 companies) are recognizing the need for Hispanic inclusion (Cabral, 2001). The study showed that 146 of the Fortune 1,000 companies have Hispanics on their boards (Cabral, 2001). This was an increase from 120 companies the previous year (Cabral, 2001). In terms of percentage, the study showed that Hispanics hold only 1.7 percent of all board seats in the Fortune 1,000 companies, up by one percent since 1993 (Cabral, 2001). The President of the HACR states:
 "In addition, 85 percent of all Fortune 1,000 companies have no
 Hispanic representation in their governing bodies--854 of the
 largest companies in America doing business in our communities on a
 daily basis. And if we look at entire industries, 20 key industries
 have no Hispanic board members. Some of them include health care,
 sporting goods, food and grocery wholesalers, and securities firms.
 These industries represent 5 million employees and $1 trillion
 dollars in annual revenues" (Cabral, 2001).


An additional and interesting aspect indicated in the HACR study pertains to Hispanic women. According to the study, there has not been any real progress in the improvement of Hispanic women representation (Cabral, 2001). The rate of Hispanic women board members decreased from the previous year (Cabral, 2001). The percentage rate for the previous year was 15 percent, whereas the decreased rate was 14.5 percent (Cabral, 2001). There are large corporate businesses that are at the forefront in regard to Hispanic human resource practices. In 2002, the HACR released another study titled. "HACR Corporate Best Practices: 2002 Hispanic Workforce." This study identified successful models to improve Hispanic representation that have been implemented by some of the largest companies in the nation (Hispanic Heritage,2002). Three of the thirteen companies included in this best practices study were McDonald's Corporation, Bank of America, and General Mills (Hispanic Heritage, 2002). There are numerous McDonald's restaurants in Arkansas, and additionally Bank of America has business operations in the state. "According to the study, McDonald's strategic approach to hiring, retaining, and promoting Hispanics has resulted in greater representation at all levels of the company" (Hispanic Heritage, 2002). McDonald's has developed groups that support Hispanic employees (Hispanic Heritage, 2002). These groups are the Hispanic Employee Networks, Hispanic Leadership Council, Hispanic Summits, and Hispanic Steering Committee (Hispanic Heritage, 2002). "All of these groups in one way or another support Hispanic employees with career development, and provide the company with valuable information on Hispanic issues" (Hispanic Heritage, 2002).

At the time the study was released, McDonald's efforts had outstanding results. Hispanics represented 29.3 percent of its workforce and 18 percent of its restaurant managers (Hispanic Heritage, 2002). "In addition, two of the three McDonald's USA presidents, and three of six McDonald's global presidents, are Hispanic" (Hispanic Heritage, 2002). The company also boasts representation in its governance (Hispanic Heritage, 2002). "Enrique Hernandez, Jr., chairman and chief executive officer of Inter-Con Security Systems, is a member of the board of directors" (Hispanic Heritage, 2002).

At Bank of America, corporate executives are increasing the Hispanic representation in their workforce pipelines through a job training and scholarship program (Hispanic Heritage, 2002). "The program has succeeded in bringing Hispanic talent as permanent employees and in encouraging low-income students to pursue a college degree" (Hispanic Heritage, 2002). Additionally, Bank of America's Youth Job Program brings together students with company executives and assigns them to a banking center where they receive job training. (Hispanic Heritage, 2002). "Upon completion of the program and graduation from high school, they receive a four-year $10,000 scholarship" (Hispanic Heritage, 2002). At the time of the HACR study, the program had served 315 students, of which 77 were currently enrolled, and among the program graduates, 26 percent were Hispanics (Hispanic Heritage, 2002).

Lastly, the number one cereal maker in the United States, General Mills, believes Hispanic representation in its workforce is imperative to ensure the continued success of the company (Hispanic Heritage, 2002). General Mills' successful recruitment strategy results from Chairman and CEO Steve Sanger's active and vocal support, the participation of Hispanic senior level employees, and the Hispanic employee network (Hispanic Heritage, 2002). General Mills emphasizes clear accountability on each human resource function in order to ensure the development of the Hispanic employee pipeline to higher-level positions, and the accurate measurement of results (Hispanic Heritage, 2002).

General Mills also has co-mentoring programs, and their Hispanic revisit weekend program encourages potential new hires to join the General Mills family of employees (Hispanic Heritage, 2002). According to the HACR best practices study, a sound strategy for Hispanic inclusion in Corporate America's workforce should include the following aspects:
1. Company CEO and senior management's commitment to Hispanic inclusion

2. An articulated and well communicated rationale linking Hispanic
 inclusion to the company's vision

3. Accountability measures for managers in meeting Hispanic inclusion
 goals

4. Use of a measurement system to determine gaps and monitor progress
 in Hispanic inclusion

5. Career development programs for high-potential Hispanic candidates
 to address pipeline issues

6. Support of mentoring and Hispanic employee networks to boost
 recruitment and career development efforts

7. A communication plan that explains Hispanic inclusion goals at all
 levels of the company

8. Strong partnerships with Hispanic community organizations to further
 employment efforts

Source: Hispanic Heritage, 2002


Hispanic representation in governance and at all levels of the workforce is an essential business practice (Cabral, 2001). Companies that have diverse executive teams are more inclined to find business opportunities that are not obvious (Cabral, 2001). "Additionally, Hispanic consumers are more likely to purchase goods and services from companies that have embraced Hispanic inclusion" (Cabral, 2001).

Legal

Another feature associated business and Hispanics legal aspect. One such issue pertains to illegal Hispanic immigrants. Determining an actual number of illegal immigrants in a given locale is an extremely difficult undertaking. This is due to the fact that no documentation exits in regard to individuals who are illegal immigrants. According to the Immigration and Naturalization Service (INS) estimates, there were 27,000 illegal immigrants residing in Arkansas as of 2000 (FAIR, 2003). This was also shown in the year 2000 census. Many of these illegal immigrants are Hispanic, and are arriving to work in the poultry industry and construction jobs (FAIR, 2003). Arkansas' poultry industry is the largest industry in the state.

Organizations in Arkansas' poultry industry and construction businesses have to be very cognizant of the legal ramifications of hiring illegal immigrants. The Immigration Reform & Control Act of 1986 (IRCA) made it illegal for employers to "knowingly" hire undocumented workers (National Immigration Law Center, 2003). Tyson Foods, Inc., the world's largest poultry producer based in Springdale, Arkansas, has learned that the lack of due diligence in its hiring practices with Hispanics is a costly mistake. On December 19, 2001, Tyson Foods, Inc., and six of its managerial personnel were indicted by a Chattanooga, Tennessee Federal Grand Jury. The charge was conspiring to smuggle illegal immigrants across the Mexican border to work in Tyson's processing plants (Barboza, 2001). On March 26, 2003, a federal jury acquitted Tyson Foods and three of the managers of the charges in spite of the fact that two of the other three managers reached a plea agreement and testified that they were doing what the company demanded by hiring illegal immigrants (Poovey, 2003). Even though Tyson Foods was acquitted, there was a cost associated with the ordeal. Tyson Foods incurred significant legal bills and negative publicity.

There are several reasons for the growing number of Hispanic immigrants (both legal and illegal). Growth of the poultry industry in Arkansas may be one. The consumer demand for poultry products is high, leading to an intense rivalry for market share among producers in the industry. The fight for profits means that poultry producers are focused on distinctive competitive advantages. One key advantage is being the organization with the lowest operation costs. Since poultry processing is relatively labor-intensive, there is a propensity to "slash" labor costs. One way to do this is to hire immigrant workers. "Today, the processing and packing plants are largely staffed by low-paid non-union workers from places like Mexico and Guatemala. Many of them start at $6 an hour" (Barboza, 2001).

Another reason for the Hispanic immigrant (legal and illegal) growth in the poultry industry is associated with the fact that poultry producers have a difficult (if not impossible) time finding workers to work at certain "undesirable" jobs that are a part of the poultry production process. One such job is "live hanging." Non-Hispanic citizens simply do not want to do this type of work. Hispanic immigrants are willing to work at "undesirable jobs" because Hispanic immigrants are seeking "opportunity," and even though certain poultry jobs are "undesirable," the job attractiveness aspect is more than likely outweighed by the "opportunity" aspect. Hispanic immigrants usually have migrated from zero to very little opportunity, so the burgeoning Arkansas poultry industry consisting of producers desperate for workers, provides a level of opportunity for Hispanic immigrants. Enrique G. Murillo, Jr., in his essay, "Only the Labor is Welcome Not the Entire Human Being: The Racialized Experiences of the New Latino Diaspora," covers the poultry producers/Hispanic immigrants aspect. Murillo, Jr., states:
 "Latino immigrant laborers have filled the gap in needed unskilled
 labor due primarily to the local large-scale poultry-processing
 industry's responses to the processes of national and global
 restructuring that have transformed occupational structures. As
 previously noted, it is these economic processes, fostered by a
 changing configuration of immigration legislation that encourage
 and sustain immigration, rather than the influx of immigrants
 themselves, that has created the concentration of immigrant workers
 in certain industries and jobs" (Murillo, 2001).


The large meatpacking organizations stated on December 21, 2001 that they would work to ensure that they were not hiring illegal immigrants (Barboza, 2003). The organizations have always maintained that it is a difficult task to accomplish (Barboza, 2003). Industry experts though, have asserted that it has long been believed that American food companies recruit in Mexico and knowingly hire illegal workers (Barboza, 2003). "But industry and government officials say that, for better or worse, foreign-born workers are now one of the most vital elements in the American food and agriculture system" (Barboza, 2003).

Ethical

There are ethical considerations when dealing with Hispanic immigrants. One ethical concern involves the working conditions that Hispanic immigrants encounter. The poultry industry in Arkansas and other states is notorious for having sub-par working conditions in terms of safety and cleanliness. "The poultry industry's illness and injury rate is more than twice the national average" (Poultry.org, 2003). "According to the United Food and Commercial Workers (UFCW), one in five poultry workers is seriously injured on the job" (George, 2000). Many Hispanic immigrants take some of the nation's most dangerous jobs because those jobs were the only jobs they could get (Hopkins, 2003).

Besides the poultry industry, another industry in Arkansas that Hispanic immigrants (legal and illegal) are increasingly working in is the construction industry. With the economic "boom" in Northwest Arkansas and Central Arkansas, construction of highways and buildings has exponentially increased. Nationally, by 2001, Hispanics11% of all workers-held 17.4% of construction jobs (Hopkins, 2003). According to the Pew Hispanic Center, about 57% of the USA's estimated 1.1 million Hispanic construction workers are illegal immigrants (Hopkins, 2003). This industry needs to be scrutinized because of the alarming Hispanic immigrant fatality rate. According to the Occupational Safety and Health Administration (OSHA), nationwide construction-related accidents accounted for 31.5% of Hispanic fatalities in 2001, up from 20.3% in 1992 (Hopkins, 2003).

There are reasons for the high Hispanic fatalities in the construction industry that need to be addressed. First, inadequate training of Hispanic immigrants occurs because of language barriers. Many construction business owners and supervisors do not know how to effectively communicate with Hispanic workers. Another reason is the fact that Hispanic immigrants are often too scared of losing jobs to press for safer working conditions (Hopkins, 2003). "They also worry about employers making threats, such as 'be quiet or we'll turn you in' for deportation" says Peg Seminario, director of safety and health at the AFL-CIO (Hopkins, 2003).

The construction industry and governmental agencies are starting to take notice of the alarming fatality rate, but it is very unfortunate that action had not occurred earlier. Utility Contractors, a construction business in Wichita, Kansas, has seen the need, and taken action. (Mazzullo, 2001). The President, Chuck Grier, has made a point to learn Spanish, and since he is not fluent, he has hired an assistant who speaks Spanish (Mazzullo, 2001). Patti Sullivan, director of human resources for the company, says "it's gone beyond speaking the language. Newsletters and birthday cards are sent to native speakers in Spanish; insurance and 401 (k) paperwork is translated; and all safety meetings are held with Spanish available" (Mazzullo, 2001). In February of 2003, Labor Secretary Elaine Chao announced that her department will seek $13 million to promote and facilitate better training of workers who are faced with language barriers (Wist, 2003). Most of these efforts will initially focus on the construction industry (Wist, 2003). OSHA's web site contains a Spanish-language page with information about OSHA's mission, how to electronically file work-related complaints, worker and employer rights and responsibilities, and a list of resources (Pittman,2003). Another ethical aspect concerning Hispanic immigrants regards wages. Since many Hispanic immigrants are working in the poultry industry in Arkansas (and other states), the Hispanic immigrants encounter unethical pay practices. In Abosede George's article, "UFCW Joins Alliance Seeking Justice for Poultry Workers," George states:
 "Workers throughout the poultry industry, mostly African American,
 Latinos, and increasingly immigrants, are routinely cheated out of
 already meager wages (usually less than $7 an hour) by supervisors
 who fail to pay for the time it takes to put on, take-off and clean
 required safety and sanitary gear. This time amounts to about one
 hour per day, per worker, and totals about $100 million a year in
 lost pay" (Geroge, 2000).


In 2000, the U.S. Department of Labor's Wage and Hour Division (WHD) conducted an investigation-based survey of 51 randomly selected poultry processing plants located throughout the U.S., which led to the finding that there was across-the-industry non-compliance under the Fair Labor Standards Act (FLSA) (National Interfaith Committee, 2003, 1-2). The following were the results of the survey:
Type of Violations Percentage of Plants
 in Violation

1. Unpaid hours of work 100%

2. Mis-classified exemptions 65%

3. Impermissible deductions from pay 35%

4. Bonus payments not included in OT 8%

5. Child labor violations 4%

6. FMLA violations 4%

Source: National Interfaith Committee, 2003


Poultry producers have made denials in the past, but the above results show that the denials were more than likely incorrect. The court system has been involved with this matter. The U.S. Supreme Court decided the Hoffman Plastic Compounds, Inc. v. National Labor Relations Board case (March 27, 2002) (National Immigration Law Center, 2003). As a result of the decision, undocumented immigrants have limited remedies available (National Immigration Law Center, 2003). One year since the decision, the following is the status of undocumented immigrants' rights:
 Right to Unionize--Undocumented workers/immigrants continue to be
 employees under the NLRA and thus enjoy protections from unfair
 labor practices, but they are not entitled to back pay, regardless
 of whether the employer knew the worker/immigrant was undocumented
 at the hiring stage.

 Right to Minimum Wage and Overtime--Undocumented workers/immigrants
 continue to be protected by the Fair Labor Standards Act (FLSA) and
 state wage and hour laws for "work already performed."

 Right to Be Free From Workplace Discrimination--Undocumented
 workers/immigrants continue to be protected by the American with
 Disabilities Act (ADA), Age Discrimination in Employment Act
 (ADEA), Equal Pay Act, and Title VII of the Civil Rights Act
 prohibiting employment discrimination based on race, national
 origin, gender, and religion.

 Right to a Healthy and Safe Working Environment--Undocumented
 workers/immigrants continue to be protected by the Occupational
 Safety and Health Act (OSHA) and the Mine Safety and Health Act.

 Source: National Immigration Law Center, 2003


Marketing

Marketing to Hispanics is also a very important business activity. As of 2001, the annual purchasing power of Hispanics was $560 billion (Cabral, 2001). "The Santiago Solutions Group reports that Hispanic purchasing power is expected to hit the $675 billion mark in 2003, $928 billion by 2007, and $1.2 trillion by 2010" (Association of Hispanic Advertising Agencies, 2003). According to the Selig Center, the top ten states as ranked by the rate of growth of Hispanic buying power over 1990-2002 are as follows:
 1. North Carolina 912%

 2. Arkansas 778%

 3. Georgia 711%

 4. Tennessee 655%

 5. Alabama 466%

 6. South Carolina 463%

 7. Nevada 443%

 8. Minnesota 418%

 9. Kentucky 415%

10. Iowa 370%

Source: Association of Hispanic Advertising Agencies, 2003


As shown by the table, Arkansas is second nationwide in rate of growth and buying power of Latinos. Additionally, according to a study conducted by the Selig Center, the top areas where Hispanics spend more than non-Hispanics are: groceries, telephone services, furniture, men's and boys' apparel, children's clothing, and footwear (Association of Hispanic Advertising Agencies, 2003).

Although the Hispanic advertising industry has grown at a healthy rate since the late 1990s, there is room for significant growth (Valdes, 2003). "A 2002 study released by the Association of Hispanic Advertising Agencies (AHAA) reveals that the majority of America's top advertisers are significantly under-investing in their efforts to reach Hispanic consumers" (Valdes, 2003). The study indicates that in the past three years, nearly two-thirds of top companies targeting the Hispanic market invested on average less than 3.2 percent of their overall advertising budgets on reaching the Hispanic market (Valdes, 2003). The organizations in the study that received the top scores approached or exceeded the recommended level of eight percent of their total advertising budget (Valdes, 2003).

There are organizations in Arkansas that have realized the significant and growing Hispanic market provides a tremendous marketing opportunity. One organization that has implemented a proactive strategy is the world's largest retailer, Bentonville, Arkansas based Wal-Mart Stores, Inc. Recently, Wal-Mart Stores, Inc., reached an agreement with Alliance Group Services Inc., a wholesale network provider (Long & Seals, 2003). The agreement is to market co-branded prepaid cards to Hispanics who want to call Mexico (Long & Seals,2003). Sales of the prepaid cards have taken off at Wal-Mart since they were introduced in south Texas on June 28, 2003 (Long & Seals, 2003). "The cards cost $10 for 103 minutes, and there are no additional fees or connection charges" (Long & Seals, 2003, 1). The cards are tailored specifically to Hispanics with Spanish instructions on the card and voice prompts "en Espanol" (Long & Seals,2003, 1). "The card is being sold at WalMart checkout counters and in the clothing, auto and food sections, with the latter being particularly significant" (Long & Seals, 2003, 2).

Wal-Mart has taken other steps to build brand equity among Hispanics. "WalMart began printing bilingual circulars and providing in-store translators" (Phillips, 2003, 2). Additionally, Wal-Mart analyzes the cultural breakdown of the communities it serves, and wisely tailors its merchandise selection (Phillips, 2003). For instance, Wal-Mart opened a Neighborhood Market on West New Hope Road in Rogers, Arkansas (WSL Strategic Retail, 2003). The Spanish influence is very evident, and can been by the selection of canned goods, sauces and flavorings, and even the decorations in the store (WSL Strategic Retail, 2003). The store speaks to the local community, which is heavily Hispanic; an example of Wal-Mart's Store of the Community strategy (WSL Strategic Retail, 2003).

There are other businesses in Arkansas that are focusing on the Hispanic market. One group of businesses are Arkansas grocers (businesses that totally sell grocery items). Arkansas grocers are carrying authentic Mexican products, cutting prices to rates significantly lower than the competition, and hiring bilingual clerks (O'Reilly, 2003). Meriam Turner, Affiliated Foods' manager of Hispanic marketing, states that 130 of Affiliated Foods' 400-plus stores target the Hispanic population (O'Reilly, 2003). Randy Weiss, director of marketing for Affiliated Foods Southwest Inc., states that Hispanic customers don't want the Americanized Mexican-food brands like Old El Paso (O'Reilly, 2003, 1-2). Weiss states, "The Hispanic customers we have are looking for the authentic brands they grew up with in Mexico" (O'Reilly, 2003, 2). "Large grocery operations, such as Affiliated Foods' Harvest Foods outfit, stock more than 25,000 items, including up to 500 authentic Mexican items" (O'Reilly, 2003, 2). Lastly, smaller Arkansas discount grocers focus on the Hispanic market. Shane Vance, assistant manager at Save-A-Lot on Pike Avenue in North Little Rock, states, "If you look at all Save-A-Lot stores, they are basically in lower income areas; they are designed to appeal to that lower income market ..." (O'Reilly, 2003, 2).

Lastly, Arkansas' banks focus on Hispanic consumers. Art Morris, President and CEO of Arkansas State Bank, hosted a cultural diversity workshop for the financial professionals at his Siloam Springs, Arkansas bank (Bemis, 2002). Morris states,
 "Cultural diversity training is important to our bank in order to
 give the proper service to all people, regardless of race. We are
 here to serve and that means service to everyone. People from other
 countries need assistance, many times more than those that are
 familiar with our customs" (Bemis, 2002, 1).


Bill Bowden's 2000 article, "Businesses Benefit from Hispanic Integration," addresses how First National Bank and Trust in Rogers, Arkansas, is targeting Hispanics. Roland Goicoechea, then vice president for mortgage lending, set up a system to give Hispanics credit (Bowden, 2000). "He establishes a $560 certificate of deposit in the name of the bank and the customer. The money stays in the bank, and the customer makes payments on it for six months. After that time, the loan is paid off, and the CD is available for the customer to use as a down payment on a house or for other purposes" (Bowden, 2000, 3). Goicoechea states, "They created their first credit history, and they have a CD that's worth $500" (Bowden, 2000, 3). The system has been lauded by the American Bankers Association and the Fannie Mae Foundation (Bowden, 2000, 3). "It's now being imitated by banks in other parts of the country" (Bowden, 2000, 3). Goicoechea further stated that First National Bank of Rogers makes a priority to see that 15 percent of its employees are bilingual (Bowden, 2000, 4).

The next section in this work will place a major focus on small businesses. Particularly, there will be coverage of the opportunities for small businesses in regard to the significant Hispanic population.

OPPORTUNITIES FOR SMALL BUSINESS

Case Study

On July 29, an impromptu interview was conducted by Stephen Fryar (co-author), of a Latino storeowner in Russellville, AR. The purpose of the interview was to obtain general information about small business for Hispanic oriented businesses, markets, and clientele. The owner of the Latino Market, Humberto Portillo, moved from El Salvador to California, and then to Arkansas several years ago. He first started as a worker on a chicken farm in Arkansas. He has built his business over the past year. Mr. Portillo's store is like many "tiendas" in Mexico or other parts of Central America. It is also reminiscent of the neighbor grocer in Middle America in the 1950s and earlier. The variety of goods included produce like Mangos and sliced prickly pear cactus (which are eaten in Mexico), spices used in typical Mexican dishes (e.g. azafran), Mexican candies, a wide selection of Hispanic music, cheeses, home baked breads, phone cards, and, Mexican laundry products (e.g. detergent). Based upon the conversation that ensued, and the inventory on hand, some general market characteristics were noted. His clientele, according to the storeowner, were all Spanish-speaking working class immigrants from many different countries in Latin America and other states within the U.S. The Hispanics come to the store because the products are familiar to them, says Humberto, "these are the things that they ate and used in their native countries"(as translated). Most of the products are shipped to the market from Texas, having arrived there from several different countries in Latin America. The shipping costs associated have raised prices considerably above the prices that Hispanics are used to paying for the same items at home. Still many are loyal to brand, and willing to pay a bit more for things that are familiar to them. The Latino Market does not only sell goods to remind Hispanics of home though, it connects them to home. Along with a menagerie of calling cards with special international rates, the owner of the store also does money wire transfers for his customers, a very important issue for the Hispanic community. Of interest as well are the numerous brochures and flyers for companies that offer products like international cell phones, or services such as bilingual assistance and English classes. Despite this wide array of potential profit making items, Mr. Portillo admitted that business for the most part was not very good. "Most of the Hispanics are in Dardanelle and Danville, not in Russellville," said Portillo, "there are two markets there that are doing well."(as translated) (Portillo, 2003). When asked about what kind of marketing the store used to attract customers, the owner explained that he was very limited in what he could do because of finances and availability of a broadcast medium specifically aimed at Hispanics. "There is no newspaper written in Spanish for this area, with the exception of some classifieds," explained Portillo, "and radio is too expensive."(Portillo, 2003). There is only one radio station that broadcasts in Spanish for the Russellville area. Mr. Portillo further commented that he felt it was hard for a Hispanic in Arkansas to start his/her own business and make a profit at it. When he started his store, explained the owner, he could not get financing from the bank because, like many working class Hispanics, he didn't have any stable collateral. He didn't own a house or property at the time. In the end he hail to borrow the money from relatives. But, with the continued growth of Hispanics in and around Russellville, Mr. Portillo was hopeful that he could continue and grow his business.

General Impressions of Case Study

While limited in scope, this case study provides insight into what a typical type of small, Hispanic business faces in rural Arkansas. While the growth of population in Arkansas would seem to indicate a strong potential market, small business entrance into the market is fraught with difficulties. The study also showed many problem areas that could be opportunities for the right kind of business. To demonstrate this, it might be helpful to look at some of the small businesses already in existence that cater to Hispanics.

Newspapers

One of the difficulties faced by any businessperson wanting to tap into the Hispanic market is getting the word out about his/her company. Newspapers published in Spanish, and targeted at Hispanic interests give companies a medium to advertise, and are an open opportunity for entrepreneurs. One such newspaper is "El Latino" which is published by the National Association of Hispanic Publications (NAHP). This paper is circulated free of charge in Benton, Conway, Jacksonville, and Maumelle, Arkansas. Contents of the wo4Nay newspaper include news articles from Mexico, stories that relate to Hispanics in Arkansas, and numerous advertisements. The Small Business notes homepage recently reported that the NAHP and the Small Business Administration have signed a strategic alliance memorandum stating their commitment to work together to provide information and resources to Hispanic publishers and small business owners across the nation (Small Business Notes, 2003). This will help businessmen in Arkansas advertise their product or service at a lower cost.

Other Media

Radio stations, while not widespread in rural areas, are very popular in larger communities where there is a strong Hispanic influence. The stations not only offer advertising for businesses, but also play hit songs from Latin America, and report on sports, especially Soccer, in Arkansas and in Latin America.

Cable companies in Arkansas have recently started providing access to a selection of channels broadcasted in Spanish. Comcast cable has one such selection advertised in "El Latino" newspaper. AETN has begun to air programs in Spanish on a monthly basis and plans to move to a weekly schedule if there is sufficient support from public and private sources. The programs will appear on television stations in Little Rock, Mountain View, Arkadelphia, Fayetteville, and Jonesboro (Leiderman, 2003). Today's THV, a news station which covers most of Arkansas, has also started broadcasting its news in Spanish through the Secondary Audio Program (SAP) function available on most TVs.

Thrift Stores

One category of small businesses that have done very well in Hispanic communities is thrift stores such as Goodwill and Salvation Army. The low price clothing sold at these stores appeals to many Latinos as an alternative to the higher cost department store brands. The overwhelming influx of Spanish speakers has prompted Goodwill, and many other thrift stores to employ bilingual workers to assist customers. Though many of these second-hand stores are non-profit, the market response of Hispanics to them indicates an opportunity for entrepreneurs. Dollar stores like Dollar General and Dollar Tree have also been popular in Hispanic circles, though big stores like Wal-Mart have made it difficult to compete in the retail industry.

SWOT ANALYSIS OF HISPANIC ORIENTED SMALL BUSINESS

A general look at a small business oriented toward Hispanics by analyzing strengths, weaknesses, opportunities, and threats reveals some important considerations for potential entrepreneurs.

Strengths

The strengths of a Latino focused business include a large and growing market base, Hispanic brand loyalty, and a market need for goods and services among Spanish speaking workers. Where there are jobs and low cost living for Hispanic workers, they will be there, and in many cases will congregate to form close knit communities. A business located in an area like this has a good chance of getting market share.

Furthermore, as shown in the first case study, consumers in this market like to buy the brands that they know from their native country. They are very loyal to certain brands. This tendency can help small businesses create a niche market and help them better plan their inventory. Market research on which brands are preferred is crucial in this area. Another related preference that can be an asset is the cultural and familial ties between Spanish speakers. They will go out of their way to visit a business where a friend or relative works.

Weaknesses

Though weaknesses will vary by the type of business or service industry, some general points about potential setbacks can be made based on the research done.

One of the first potential weaknesses in forming a small business in this market is the elasticity of demand. While it is true that brand loyalty plays a major part in Hispanic purchasing behavior, price is arguably the most significant factor. Many goods that newcomers to the state find are completely unknown to them, as are brands. Some brands that they are accustomed to are not even carried at stores. As many Hispanic workers are living on a limited budget, and/or are sending money back to their home country, they can be very frugal in their shopping. This creates a problem for businesses like Humberto Portillo's "Latino Market." Shipping costs from Mexico -to the U.S. force businesses like his to raise prices. The small number of businesses carrying these products also raises costs as deliveries are often made on a custom basis.

For many Hispanic businessmen, lack of capital is a major limitation since financing is hard to obtain without stable collateral, and since there might be an underlying prejudice against them because of their ethnic. background. Anglo businessmen, on the hand, while they could have access to financing more readily, face the difficulty of dealing with another language and culture. Furthermore, Hispanics often prefer to deal with people from their own culture rather than an outsider. This problem may easily be avoided by employing Hispanics as "front men" to deal with customers.

Limited location is another weakness of this market. Though more Hispanics are coming into Arkansas, the number of cities or regions with a high saturation rate of Latinos is still relatively small. As observed by the businessman in the case study, stores located among higher density Hispanic populations are more likely to prosper. Selecting the right city and region is therefore extremely important.

Opportunities

Some of the most lucrative opportunities for small businesses lie in simply making their product or service available to the Hispanic market. Hiring people with Spanish language skills or cultural experience, advertising in Spanish, making store signage bilingual, acting upon current market research, and developing rapport with Hispanic customers and other Hispanic run businesses are all actions that can go a long way in opening up the Latino market for a business. Hispanics are relationship oriented. They are family focused. Many small Latino stores never advertise their presence in the community because they understand the effectiveness of "word of mouth" advertising in their culture.

There are numerous services and societal practices that are completely foreign to them or are closed to them because of language barriers. For the most part, Hispanics are very open to the American culture and want to learn and participate in it; they just don't know how. Business has an opportunity to help them learn, and by doing so gain a loyal customer.

Threats

Threats from big business are probably the most significant concern for entrepreneurs. You don't have to go any further than Wal-Mart to find a large corporation that can out compete about any retail store in the world. And Wal- Mart is responding to the growth of the Hispanic population, as mentioned earlier in this study. Leveraging their economies of scale, they can often sell the same or similar products at a lower price.

Another potential threat is the changing culture within the Hispanic community. Many second and third generation Latinos are forsaking their native language and culture to conform to American ideals. A business may still access the market, but they must be aware of the changing culture and needs of their clientele.

NOTE

This article was reprinted from the Academy of Entrepreneurship Journal with permission from the publishers. REFERENCES

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Don B. Bradley, III, University of Central Arkansas

Stephen Fryar, University of Central Arkansas

Damon Van Riper, University of Central Arkansas
Table 1: Hispanic Population in Three Arkansas Regions

Region Population

Northwest 30,354
Central 12,546
Western 11,372
Total 54,272

Source: US. Census Bureau; Cossman & Powers, 2000

Table 2: Arkansas Counties With Highest Hispanic Saturation Rates

Counties Saturation Rate

Sevier 19.7%
Yell 12.7%
Carroll 9.7%
Benton 8.8%
Bradley 8.3%

Source: U.S. Census Bureau; Cossman & Powers, 2000

Table 3: Arkansas Counties With Lowest Hispanic Saturation Rates

Counties Saturation Rate

Arkansas 0.8%
Marion 0.8%
Ouachita 0.7%
Lawrence 0.7%
Fulton 0.5%

Source: U.S. Census Bureau; Cossman & Powers, 2000

Table 4: Hispanic Growth as a Percentage of Total Growth, 2000

 Less than 10% Between 20% or greater
 of total growth 10% &, 20%

Marion (1.8%) Garland (10.1%) Conway (20.3%)
Fulton (2.1%) Craighead (10.3%) Clark (20.7%)
Baxter (3.0%) Independence (11.5%) Benton (21.7%)
Perry (3.3%) Cleveland (11.6%) Cross (23.9%)
Izard (3.3%) Crawford (11.9%) Poinsett (25.5%)
Boone (3.3%) Madison (12.4%) Washington (25.7%)
Sharp (3.7%) Montgomery (12.7%) Pike (28.5%)
Saline (3.7%) Searcy (12.9%) Johnson (28.6%)
Cleburne (3.8%) Lincoln (13.8%) Carroll (34.0%)
Grant (4.3%) Polk (14.1%) Sebastian (41.0%)
Faulkner (4.5%) Miller (16.8%) Crittenden (41.4%)
Randolph (4.5%) Drew (17.5%) Pulaski (47.2%)
Franklin (4.6%) Lawrence (19.1%) Scott (74.1%)
Stone (4.8%) Yell (74.4%)
Greene (4.8%) Hempstead (84.2%)
Lonoke (5.0%) Howard (86.6%)
Newton (5.3%)
Van Buren (5.4%)
Hot Spring (6.3%)
Logan (6.7%)
White (7.1 %)
Pope (8.2%)

Source: U.S. Census Bureau; Cossman & Powers, 2000

Table 5: Self-Reported Ancestry of Hispanics
in the U.S. and Arkansas

Hispanic Ancestry U.S. % Arkansas %

Mexican 58.4 70.5
Puerto Rican 9.6 2.8
Cuban 3.5 1.1
Other 28.4 25.6

Source: U.S. Census Bureau; Cossman & Powers, 2000
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