Promising as it is for minority businesses, this increased patronageposes dangers for them, too. First, minority firms risk expanding too fast andoverextending themselves financially, since most are small concerns and, unlikelarge businesses, they often need to make substantial investments in newplants, staff, equipment, and the like in order to perform work subcontractedto them. If, thereafter, their subcontracts are for some reason reduced, suchfirms can face potentially crippling fixed expenses. The world of corporatepurchasing can be frustrating for small entrepreneurs who get requests forelaborate formal estimates and bids. Both consume valuable time and resources,and a small companys efforts must soon result in orders, or both the morale and thefinancial health of the business will suffer.
A second risk is that White-owned companies may seek to cash in on theincreasing apportionments through formation of joint ventures withminority-owned concerns. Of course, in many instances there are legitimatereasons for joint ventures; clearly, White and minority enterprises can team upto acquire business that neither could acquire alone. But civil rights groupsand minority business owners have complained to Congress about minorities beingset up as fronts with White backing, rather than being accepted as full partners inlegitimate joint ventures.
Third, a minority enterprise that secures the business of one largecorporate customer often run the danger of becoming- and remaining-dependent.Even in the best of circumstances, fierce competition from larger, moreestablished companies makes it difficult for small concerns to broaden theircustomer bases: when such firms have nearly guaranteed orders from a singlecorporate benefactor, they may truly have to struggle against complacencyarising from their current success.
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