Fostering Rural Entrepreneurship through Targeted Support: An Examination of the National Office for Agricultural Advisory Programs

This qualitative case study examines the impact of a mentoring entrepreneurship. program in Morocco’s rural Casablanca-Settat region. Implemented by the National Office for Agricultural Advisory, the program fosters rural development by promoting a collaborative ecosystem. Analysis using NVIVO14 reveals that the program facilitates knowledge sharing, resource pooling, and network expansion among key institutions, leading to a significantly improved entrepreneurial environment. The study highlights specific support needs of rural entrepreneurs, including access to financing, business plan development, agricultural technology, and marketing expertise. Notably, the program demonstrates success in establishing new businesses, creating jobs, and contributing to regional economic development. This research underscores the importance of tailoring entrepreneurial support programs to address the unique challenges and opportunities present in rural areas, offering valuable insights for policymakers, development practitioners, and researchers promoting rural entrepreneurship. 

Introduction

Entrepreneurship has been widely studied, attracting the attention of several researchers because of its potential to drive economic growth and community advancement (Van Praaget al., 2007; Shane & Venkataraman, 2000). However, while entrepreneurship has garnered significant attention, it is important to recognize the specific dynamics of the rural context. Rural entrepreneurship, shaped by the unique context of its environment, deserves dedicated focus within the research community. According to Barberet al. (2021), rural entrepreneurship needs to be understood and analyzed within its own unique context, separate from the frameworks and methodologies typically applied to urban or high-growth entrepreneurship.

Despite the growing recognition of entrepreneurship’s potential for rural development, a critical gap persists in understanding how to support entrepreneurs effectively in these specific contexts (Nolan, 2003; Alsoset al., 2011). This research gap is particularly significant when considering the distinct challenges faced by rural entrepreneurs, particularly those operating in the agricultural sector, such as their limited access to capital, infrastructure deficits, and distance from major markets. Rameshet al. (2018) emphasize that the success of entrepreneurial programmes in rural settings hinges on understanding the local context. These findings underscore the importance of contextualization in developing effective support programs and policies to promote and accelerate entrepreneurial activities within rural territories.

This study addresses this gap by examining how mentoring can effectively support agricultural entrepreneurs in the Casablanca-Settat region of Morocco. By exploring this under-examined area, this study aims to enrich the existing literature and open new avenues for future scholarly inquiry.

The National Office for Agricultural Advisory’s program in the Casablanca-Settat region was selected to understand how it contributes to a thriving entrepreneurial ecosystem within this rural context. A qualitative case study approach was adopted, employing semi-structured interviews with qualified personnel from key institutions involved in the program, such as the National Office for Agricultural Advisory (ONCA), Provincial Directorate of Agriculture (DPA), and Agricultural Development Agency (ADA). The interviews were analyzed using NVIVO 14 software. The remainder of this paper is organized as follows. The first section delves into the conceptual underpinnings of entrepreneurial support within rural territories, focusing on the entrepreneurial ecosystem and its role in fostering rural development. The subsequent section outlines the research methodology employed and presents the findings derived from the study along with a comprehensive discussion.

Finally, the conclusions summarize the key findings, discuss their implications and limitations, and suggest avenues for future research.

Conceptual Analysis

Rural Entrepreneurship

Scholars widely agree that entrepreneurship serves as a powerful engine for both local development (Nolan, 2003) and broader economic growth, especially in rural contexts (Alsoset al., 2011; Ansariet al., 2013).

Emmet al. (2017) identified a multitude of obstacles hindering the success of rural entrepreneurs, including limited access to capital, inadequate physical infrastructure, insufficient education and training opportunities, a lack of essential managerial skills, restricted market access, and weak legal and regulatory frameworks.

However, despite these systemic challenges, several studies have recognized the positive impact of rural entrepreneurship on local communities, particularly its potential to generate employment opportunities, stimulate economic growth, and enhance the overall quality of life of rural residents.

He (2022) delineated a crucial distinction between “rural entrepreneurship” and “entrepreneurship in rural areas.” While the latter simply refers to entrepreneurial activities located within rural regions, it does not necessarily involve local stakeholders or resources to impact the local economy. By contrast, rural entrepreneurship adopts a more integrated approach. It actively involves local farmers and leverages local resources, fostering economic development by creating new organizations, products, services, and small businesses intrinsically linked to the rural context. Therefore, while rural entrepreneurship prioritizes deeper interactions with the environment and stakeholders to extensively benefit the community, entrepreneurship in rural areas might prioritize profit-oriented activities without providing similar benefits to the locality (He, 2022).

Entrepreneurship is a dynamic field that encompasses a diverse range of individuals with varied motivations and objectives (Andria & Gabarret, 2017; Sarasvathy, 2008). According to Vipin and Shivam, (2023), there are two main types of entrepreneurs: necessity-based and opportunity-driven. Necessity-based entrepreneurs start their own businesses out of necessity, often because of a lack of other employment options; their motivation might stem from limited job opportunities or dissatisfaction with traditional employment.

Opportunity-driven entrepreneurs, on the other hand, start businesses based on opportunities identified in the market. They are typically driven by the desire to pursue ideas, innovate, and potentially achieve financial success. Entrepreneurs may have a strong inclination towards risk-taking and are often characterized as innovators and sources of new ideas, products, and services that can lead to economic growth and development.

Entrepreneurial Support and its Impact on Rural Territory

Since the early 2000s, academic research on entrepreneurship has focused on supporting entrepreneurs. This focus has led to various policies and initiatives designed to promote and sustain entrepreneurial activities in rural regions (Messeghemet al., 2013).

This emphasis on supporting entrepreneurs, particularly in rural areas, is driven by recognition of its numerous benefits. According to Mubaraket al. (2021), Supporting Entrepreneurs can create value-added products through new innovations and contribute to the development of a more creative and independent society.

Moreover, supporting entrepreneurship in rural areas is crucial to promote sustainable community development. It leads to job creation, enhancement of social capital, and diversification of local economies (Fortunato, 2014), Furthermore, by strengthening local economic and social connections, rural entrepreneurship promotes community cohesion, active participation in civic matters, and the development of leadership. Ultimately, these factors contribute to the long-term sustainability of rural areas.

However, a one-size-fits-all approach to entrepreneurial support is not likely to be effective. Camposet al. (2017) argue that, while supporting rural entrepreneurship is increasingly imperative for every nation, it is crucial to adapt entrepreneurship policies to the specific realities of each rural region.

Similarly, Pughet al. (2021) highlighted the importance of tailoring entrepreneurial support programs to a region’s unique needs and challenges.

This tailored approach allows the customization of program activities to effectively address the unique requirements of local businesses. By deeply understanding the local context, support programs can effectively stimulate economic growth, create opportunities for entrepreneurs, and foster the conditions necessary for sustained entrepreneurial success (Audretschet al., 2015).

Entrepreneurial Ecosystem

The concept of entrepreneurial ecosystem has gained widespread recognition as a crucial framework for understanding and promoting entrepreneurial activity (Bruyat & Pierre-André, 2001 and Malecki, 2018). This approach recognizes that entrepreneurship does not exist in a vacuum; rather, it thrives within dynamic environments shaped by interconnected actors and resources (Ratinhoet al., 2020). Although a universally accepted definition remains elusive (Stam, 2015), the entrepreneurial ecosystem generally encompasses a complex web of factors that collectively influence a region’s entrepreneurial potential. Spigel (2017) highlighted key elements such as cultural perspectives, social networks, access to funding, the strength of universities, and supportive economic policies. Expanding on this, Stam (2015) emphasizes the importance of strong connections between key players: entrepreneurs, investors, academic and research institutions, service providers, industry groups, government bodies, and cultural and media entities. These intricate relationships foster a collaborative atmosphere that fuels entrepreneurial development (Malecki, 2009). A core tenet of the entrepreneurial ecosystem approach is that success is not solely determined by individual attributes; rather, the surrounding environment plays a crucial role (Bruyat & Pierre-André, 2001).

Supportive networks, accessible resources, and robust institutions are vital for cultivating a culture of entrepreneurship that drives innovation and economic development (Herrmann, 2020).

This interconnectedness allows researchers and policymakers to gain valuable insights into the barriers and facilitators of entrepreneurship by analyzing the interplay of actors within specific institutional contexts. Schalteggeret al. (2018) emphasize the need to tailor these contexts with a focus on environmental sustainability, location-specific institutional support, and targeted industry development.

This means promoting eco-friendly practices, providing access to resources and networks aligned with local needs, and fostering specialization to enhance innovation and growth within a particular sector. A thriving ecosystem, characterized by the dynamic exchange of resources and collaboration among stakeholders, creates fertile ground for ventures to flourish, attract investors, and foster startup success (Swartzet al., 2020).

Veleva (2021) emphasized that promoting collaboration among entrepreneurs, policymakers, and forward-thinking companies is crucial for navigating challenges, driving positive changes within the business landscape, and cultivating a supportive ecosystem for sustainable entrepreneurship.

Methodological and Empirical Perspective

Methodological Prism

This study employs an exploratory qualitative approach, recognizing the suitability of such methods for examining complex phenomena within their natural settings and generating rich, contextualized understanding (Aspers & Corte, 2019). Specifically, a case study methodology was chosen for its inductive nature, enabling an in-depth exploration of entrepreneurial support within rural areas and facilitating the emergence of novel insights from qualitative data (Yin, 2018).

This approach is particularly valuable when addressing under-explored research questions, as it allows for a nuanced examination of the intricate dynamics and subtle variations that quantitative methods might overlook.

The Agricultural Potential of the Casablanca-Settat Region

The Casablanca-Settat region, depicted in Fig. 1, is a vital agricultural powerhouse in Morocco. Boasting a network of 1 356 933 farms spread across 1 263 042 hectares (Ministry of Agriculture, 2024), as detailed in Table I, the region demonstrates a diverse agricultural landscape. This is further emphasized in Table II, which reveals that 26.4% of the region’s population resides in rural areas (High Commission for Planning, 2014). Notably, provinces like Sidi Bennour, El Jadida, Settat, and Berrechid, characterized by significant rural populations exceeding 60% in certain instances, have witnessed a surge in agricultural entrepreneurship. These provinces collectively account for 85.17% of the region’s farms, highlighting the correlation between rural demographics and agricultural activities.

Fig. 1. Map of the prefectures and provinces of the Casablanca-Settat region. Source: Ministry of Agriculture, (2024).

Table I. Distribution of Farm by Province in Casablanca-Settat Region

Province	Number of farms by province	Portion (%)
Casablanca	2 915	1.18%
Mohammadia	15 990	19.41%
El Jadida	263 318	31.23%
Settat	423 800	14.96%
Berrechid	203 000	19.88%
Sidi Bennour	269 790	2.22%
Nouaceur	30 060	9.87%
Benslimane	133 920	1.04%
Mediouna	14 140	1.18%
Total	1 356 933	100%

Table II. Repartition of Rural Population of Casablanca-Settat Region

Province	Total population	Rural population	Rural /Total
Casablanca	3 343 642	–	–
Mohammadia	403 392	115 528	28.64%
El Jadida	786 716	474 441	60.31%
Settat	631 725	415 295	65.74%
Berrechid	482 312	210 245	43.59%
Sidi Bennour	452 448	366 766	81.06%
Nouaceur	325 651	53 987	16.58%
Benslimane	229 065	116 017	50.65%
Mediouna	171 822	52 019	30.27%
Total	6 826 773	1 804 298	26.43%

The remarkable agricultural success observed in provinces such as Sidi Bennour, El Jadida, Settat, and Berrechid, characterized by their significant rural populations, underscores the pivotal role played by targeted support initiatives. The National Office for Agricultural Advisory Program, with its focus on rural communities, has emerged as a key driver of this growth. By providing farmers with access to crucial resources, including technical expertise, market information, and financial assistance, the program empowered them to adopt modern agricultural practices, enhance productivity, and improve their livelihoods.

This targeted approach, concentrating on areas with high agricultural potential and a strong rural workforce, has proven to be a successful strategy that contributes significantly to the overall agricultural growth of the Casablanca-Settat region. The program’s effectiveness lies not only in its provision of resources, but also in its ability to foster a culture of knowledge sharing and collaboration among farmers, enabling them to collectively overcome challenges and capitalize on emerging opportunities.

Characterization of the Entrepreneurship Support Program Developed by the National Office for Agricultural Advisory

Recognizing the distinct challenges faced by rural entrepreneurs, the National Office for Agricultural Advisory (ONCA) has implemented a program designed to foster innovation, modernization, and competitiveness within this sector.

This program provides tailored resources and guidance to both nascent and established micro and small enterprises to facilitate the development of viable businesses and the revitalization of existing firms. ONCA’s program was strategically selected for this study because of its prominent role in the rural entrepreneurial ecosystem.

Fig. 2 illustrates ONCA’s multi-phase support structure, which facilitates a clear pathway for entrepreneurs. The program started with communication and awareness-building initiatives to attract participants. It then provides reception and orientation, equipping individuals with essential information on agricultural development.

Fig. 2. Local dedicated support structure. Source: Authors.

The core of the program is providing support and assistance, including technical and financial project planning, streamlined administrative procedures, relevant training, and ongoing support throughout project implementation.

This phase is further strengthened by access to a digital platform and technical assistance.

Crucially, ONCA's structure emphasizes collaboration and coordination with key stakeholders, such as the Agricultural Development Agency, Provincial Directorate of Agriculture, professional organizations, and financial institutions. A robust monitoring and evaluation system supported by an information system ensures program effectiveness and accountability.

Nature of Study and Information Analysis

This study employed a qualitative case study approach to examine the importance of mentoring entrepreneurial support among rural entrepreneurs. Specifically, it explores how the ONCA entrepreneurship program contributes to rural development through the entrepreneurial ecosystem approach. Through semi-structured interviews with key program stakeholders, including representatives from the Agricultural Development Agency, Provincial Directorate of Agriculture, Professional Organizations, and Financial Institutions, as well as a content analysis of program documents, the study aims to illuminate the lived experiences of those involved and contribute to a deeper understanding of the program’s effects. Triangulation and member checking were used to ensure data trustworthiness (Denzinet al., 2006).

Semi-structured interviews conducted with key stakeholders from each institution involved in the program’s development during June and July 2023 provided a diverse range of perspectives on the development and impact of the ONCA entrepreneurship program.

The interviews, lasting an average of 25 minutes, included seven professionals with a wide range of experience (8 to 20 years) and expertise in the agricultural sector, including agricultural engineers, administrators, technicians, and a specialist in social protection and statistics (Table III).

Table III. Interviewees’ Profile

Interviewee	Position	Experience in agriculture	Academic qualifications
Interviewee A	Responsible of agricultural advisory office	12 Years	Degree in rural Engineering
Interviewee B	Provincial agricultural director	20 Years	Agro-economist engineer
Interviewee C	Administrator	10 Years	Degree in HR
Interviewee D	Responsible of support service	12 Years	Agricultural Engineer
Interviewee E	Responsible of social protection and statistics department	8 Years	State Engineer in Agri- food Industries
Interviewee F	Technician	11 Years	Diploma in Agricultural Mechanization
Interviewee G	Technician	8 Years	Agricultural production

This diversity ensured a rich understanding of the program’s practical application and its effects from multiple perspectives to ensure a thorough analysis. All data gathered from program documents, reports, and policy materials, as well as interviews, underwent rigorous content analysis using NVIVO 14 software.

This qualitative data analysis software facilitates the analysis of qualitative data by organizing, coding, and categorizing information, thus enabling the identification of themes and patterns. This process involves methodically organizing and coding information, thereby enabling the extraction of meaningful data segments and their categorization into labeled tree nodes.

This methodology facilitates a comprehensive understanding of a program’s practical application and its impact on rural development (Yin, 2018; Eisenhardt, 1989).

Results and Discussion

Institutional Framework for the Implementation of the Entrepreneurship Program

By reviewing the documents from the program, we were able to map its organizational structure, as shown in Fig. 3.

Fig. 3. Institutional framework for establishing entrepreneurship program. Note: SC = Agricultural Development Agency, RC = Regional Center for Young Agricultural and Agri-Food Entrepreneurs, LS = Local Support: Agricultural Advisory Centers (CAA), Agricultural Development Centers (CDA). Authors.

As depicted in Fig. 3, the Youth Entrepreneurship Steering Committee (CDPJ-EA) serves as the central decision-making Fig. responsible for validating the program’s action plan and budget, evaluating its progress, and providing strategic guidance. The Agricultural Development Agency (ADA) plays a crucial role in managing the program and budget, harmonizing procedures, and overseeing monitoring and evaluation activities.

At the regional level, the Regional Youth Entrepreneurship Commission (CRJ) formulated a regional action plan and budget, oversaw and coordinated regional partnerships, and implemented decisions made by the CDPJ-EA. The Regional Center for Young Entrepreneurs (CREJA) is responsible for regional program implementation, providing technical assistance to young entrepreneurs and coordinating with other stakeholders.

At the local level, agricultural advisors provide direct support to entrepreneurs through Local Support (LS) initiatives. These entities, including Agricultural Advisory Centers (CCA), Agricultural Development Centers (CDA), and Provincial Directorates of Agriculture (DPA), promote the program, disseminate information and guidance to young entrepreneurs, and facilitate the completion of the necessary paperwork. They also coordinated with the CRJ and the Regional Office for Agricultural Development (ORMVA).

This multitiered structure offers several advantages: clear accountability for implementation at all levels, tailoring the program to regional needs, and facilitating coordination and collaboration among stakeholders.

Entrepreneurial Support Among Rural Entrepreneurs

Establishing and maintaining successful businesses in many rural areas pose significant challenges for entrepreneurs (Busset al., 1991). These challenges are often exacerbated by factors such as population decline due to out-migration, persistent poverty, inadequate infrastructure, limited educational opportunities, and scarcity of technical and entrepreneurial skills.

In this context, targeted entrepreneurship programs can play a vital role in cultivating entrepreneurial mindsets, fostering skill development, and creating a more supportive environment for rural ventures (Charles, 2015).

The program under investigation, which delivers tailored services to address the challenges faced by agricultural entrepreneurs, presents a compelling model for supporting rural entrepreneurship. Lexical analysis of the interview data (Table IV) reveals “financing”, “business plan,” and “techniques” as the most frequently mentioned terms, highlighting the key areas where entrepreneurs seek guidance and assistance.

Table IV. Words Evoked by Interviewees

		Word frequency	Percentage
Support categories	Access to finance	14	0.89%
	Business plan	9	0.57%
	Technical assistance	6	0.38%

Table IV clearly indicates the significance of “financing,” appearing in 0.89% of the total analyzed vocabulary, followed by “business plan” (0.57%) and “techniques” (0.38%).

This emphasis underscores the need for a multifaceted support system that addresses financial limitations, equips entrepreneurs with business planning skills, and provides practical technical guidance in agriculture.

Fig. 4 delves deeper into the complexities surrounding “financing,” revealing that entrepreneurs require support not only in securing funds, but also in understanding legal structures, navigating tax and social aspects, and accessing appropriate financial products such as loans and grants. This finding highlights the need for comprehensive financial literacy and advice.

Fig. 4. Synapse of the key word “financing”. Source: Text search query-view results.

Fig. 5 illustrates the importance of a well-structured “business plan.” Entrepreneurs recognize that a compelling business plan is crucial not only for attracting investors, but also for clarifying their business model, outlining their target market, and demonstrating the viability and profitability of their ventures.

Fig. 5. Synapse of the key word “business plan”. Source: Text search query-view results Nvivo-14.

Therefore, the program should offer support in developing and refining business plans, potentially through workshops, mentorship, and access to business planning resources.

Fig. 5 illustrates the importance of a well-structured “business plan.” Entrepreneurs recognize that a compelling business plan is crucial not only for attracting investors, but also for clarifying their business model, outlining their target market, and demonstrating the viability and profitability of their ventures.

Therefore, the program should offer support in developing and refining business plans, potentially through workshops, mentorship, and access to business planning resources.

Finally, Fig. 6 sheds light on the specific “techniques” that entrepreneurs require support in.

Fig. 6. Synapse of the key word “Techniques.” Source: Authors.

These include expertise in e-commerce, export strategies to access public markets, and modern cultivation methods. The programme’s focus on connecting entrepreneurs with relevant experts and providing training on contemporary agricultural practices directly addresses these needs.

In conclusion, the findings from the lexical analysis and synapse visualizations strongly advocate a holistic approach to supporting rural entrepreneurs. This approach, as reflected in Table V, should not only focus on financial assistance, but also encompass business plan development, specialized agricultural services and technologies, and marketing and promotion strategies. By addressing these interconnected needs, the programme can empower rural entrepreneurs to establish and grow successful businesses, ultimately contributing to the economic development of rural areas.

Table V. Types of Support Requested by Rural Entrepreneurs within ONCA Program

Categories of support	Examples
Financing	Provide financial advice and support to ensure quick access to fund.
Business plan development	Outlining the business idea, target market, competitive analysis, marketing strategy, financial projections, etc.
	Choosing the right company type considering the advantages and disadvantages of different structures such as sole proprietorship, partnership, corporation, etc.
Agricultural services technology	Smart irrigation system design and installation, solar powered irrigation systems and responsible pesticide management agriculture.
Marketing and promotion techniques	E-commerce support, techniques for public market and access to export expansion.

Main Results of the National Office for Agricultural Advisory Program

Numerous studies have highlighted the crucial role of entrepreneurship in driving regional development (Stamet al., 2018; Audretsch & Keilbach, 2004; Capello & Caragliu, 2021). By fostering a supportive environment for entrepreneurial activity, regions can unlock their economic potential and create a prosperous future for their communities.

In Berrechid Province, the ONCA entrepreneurship program has demonstrably driven rural development. The program facilitated the creation of 35 new businesses across diverse sectors, including 25 in input consulting and supply, seven in mechanized farm work, and three in refrigeration services for milk centers. Entrepreneurial growth directly resulted in 73 new jobs.

Interviewees emphasized the fundamental importance of the support provided to entrepreneurs, highlighting its significance, as illustrated by their perspective:

• Interviewee A: “……a robust support system coupled with the guidance of an experienced mentor can prove to be the critical determinant of success." This belief is reflected in the ONCA programme’s impressive results: 35 new businesses and 73 new jobs were created.

Through mentorship and targeted problem-solving assistance, entrepreneurs can effectively navigate challenges, expedite their progress, and transform their entrepreneurial vision into a tangible reality, as demonstrated by the program’s impact:

• Interviewee B: “We’re here to support entrepreneurs at every stage of their business journey, from starting a company to expanding into new markets. Our goal was to provide the resources needed for success, including experienced mentors, funding opportunities, and extensive knowledge.

• Interviewee C: We are like a launchpad for entrepreneurs, helping them blast-off with confidence. For those already soaring, we offer a safe landing pad as they explore new horizons, such as international markets.

The Program’s Contribution in Fostering Rural Development

Several scholars and researchers have explored the complexities and disparities between rural and urban contexts (Krishna, 2018; Chulu, 2015; Shen, 2009; Chao & Tan, 2017). Focusing on Berrechid’s rural context, Fig. 7 presents a visual summary of the issues raised by survey participants.

Fig. 7. Main challenges faced by rural entrepreneurs in berrechid’s Area. Source: Authors.

For example, interviewee E highlighted the challenges of underdeveloped markets in rural areas, explaining that lower population density and reduced consumer demand limit entrepreneurs’ customer reach:

• Interviewee E: “….. Talking with the entrepreneurs, I mentor constantly reminded me of the specific difficulties faced by rural businesses. For example, one of them said that being located in a rural area with a lower population density presents a constant challenge. The local market is small, and it is difficult to reach a wider customer base because of the distance to larger towns and cities.”

Furthermore, the majority of respondents identified climate change as a contributing factor to shifts in water sources:

• Interviewee D: “One of my mentees, a passionate aspiring olive farmer, shared his family’s long-held dream of cultivating land. He explained that the soil is perfect, the climate ideal, and there is potential for producing truly exceptional olive oil. However, he faced the significant obstacle of water scarcity. Therefore, we provide entrepreneurial support, including investment in a sustainable irrigation system, perhaps drip irrigation, that minimizes water waste and maximizes efficiency. This will not only ensure the success of our farmers, but also contribute to the responsible management of our precious water resources […].”

As a rule, these challenges impede the progress of regional and national development. Therefore, tailoring entrepreneurial initiatives to the specific needs and assets of individual territories offers viable solutions for fostering economic growth and enhancing social well-being within rural communities (Galvãoet al., 2020; Sörviket al., 2019; De Gortari & Josefa Santos, 2020).

By understanding the specific characteristics and context of a rural area, stakeholders can identify the most effective ways to support and promote entrepreneurship (Stathopoulouet al., 2004).

In this context, the entrepreneurship program implemented by the National Office for Agricultural Advisory is an interesting and innovative example of support for entrepreneurship in rural areas.

The program's success in training over 200 young and emerging agricultural entrepreneurs was seen by interviewees as a major contribution to the development of the region:

• Interviewee A: “We currently have more than 200 entrepreneurs in the entrepreneurial network, we have helped to create 35 companies, 60% of which are cooperatives; the rest prefer the status of self-entrepreneurs …. Not all the project leaders I have met are in a comfortable situation; they are looking to create their own jobs because they do not want to leave their territory.”

• Interviewee A: “The entrepreneurs who participated in this program came in with a passion for their ideas, but often lacked the business acumen to turn them into reality. Through the training and mentorship provided, they gain a deeper understanding of the market dynamics, financial planning, and marketing strategies. This knowledge, coupled with their newfound appreciation of local resources, allows them to develop businesses that are both profitable and deeply rooted in the community.”

• Interviewee G: “The entrepreneurs I mentor are really passionate about making a difference. They know that their success is not just about them; it is also about creating positive changes in their families and communities. They see the support and training they get as essential for starting their businesses, creating jobs, and boosting the local economy in a sustainable way.”

From the interviewees’ perspective, entrepreneurial support was crucial for rural development. It stimulates business creation, leading to a more vibrant entrepreneurial environment, increased employment, and improved local development outcomes.

This result aligns with the perspective of the Provincial Agricultural Director in Berrechid Province, who posits that supporting young agricultural entrepreneurs serves as a catalyst for developing a network of partners, which subsequently contributes to job creation and rural development:

• Interviewee E: “… From my experience, providing comprehensive entrepreneurial support, including access to funding, mentorship, and training, is crucial for fostering a thriving ecosystem for startups in rural areas. This not only empowers individual entrepreneurs but also creates a network effect, where collaboration and knowledge sharing lead to innovation and growth.”

This network is comprised of key actors such as the Provincial Directorate of Agriculture, the National Agricultural Advisory Board, the Agricultural Development Agency, and the Regional Center for Young Agricultural and Agri-food Entrepreneurs, and fosters knowledge exchange and skill development among its members.

This collaborative approach strengthens their capacity to support local entrepreneurs and drive territorial progress by cultivating an environment conducive to entrepreneurial activities:

• Interviewee F: “Seeing these different organizations and individuals come together with a shared goal of supporting young entrepreneurs is truly heartwarming. It shows the power of collaboration and the positive impact it can have on rural communities.”

• Interviewee A: “The connections made through this programme were invaluable. It is not just about getting advice or funding; it is also about building relationships that last and create a sense of community around entrepreneurship. It is like a family in which everyone is invested in each other’s success.”

Discussion of the Result

Entrepreneurship programs are increasingly recognized as valuable tools for stimulating regional development, particularly in rural areas, where opportunities are often limited. A report by the International Fund for Agricultural Development (IFAD, 2016) stresses the importance of policies that promote inclusive rural transformation. Such policies should include targeted support for entrepreneurship and small business development, and ensure access to finance, infrastructure, and tailored business development services for rural entrepreneurs.

According to Barberet al. (2021), tailored support systems designed specifically for rural entrepreneurs are crucial, encompassing access to capital, business development resources, mentorship, and networking opportunities.

The entrepreneurship support program implemented by the National Office for Agricultural Advisory exemplifies a tailored approach to foster entrepreneurial development in rural areas. By recognizing and addressing the unique needs and challenges faced by rural entrepreneurs, the program provides targeted guidance and resources, facilitating the creation of new firms and equipping entrepreneurs with essential tools to navigate and overcome obstacles. This tailored approach fosters entrepreneurial success, contributing to both the economic growth and overall well-being of rural communities.

Furthermore, establishing and developing networks that foster interactions between entities within rural areas is crucial. Such networks facilitate information sharing, effective collaboration, and enhanced connectivity, ultimately contributing to a more vibrant and supportive entrepreneurial ecosystem (Dias & Mário., 2018).

Fostering effective interactions among entities in rural areas is essential for promoting a thriving entrepreneurial ecosystem, which in turn supports new firm creation within a specific regional context (Mack & Heike, 2016). An entrepreneurial ecosystem, as defined by Stam and de Ven, (2021), comprises a network of interdependent stakeholders working collaboratively to promote and sustain entrepreneurial activities within a given territory.

For instance, the entrepreneurship program established by the National Office of Agricultural Advisory fosters a network of connections among participating entities, strengthening their individual capacities, and promoting collaboration. This interconnectedness strengthens the programme’s impact and fosters a more resilient environment for rural businesses to thrive.

Conclusion

From the results obtained, it can be concluded that tailored programs addressing the unique needs and challenges of specific territories are essential for fostering entrepreneurial activities in rural contexts.

The results also highlight the critical role of multi-stakeholder collaboration in cultivating a supportive entrepreneurial ecosystem in rural regions. Synergistic partnerships among governmental bodies, economic development agencies, local enterprises, and other relevant stakeholders facilitate the creation of an environment that is conducive to the emergence and growth of rural businesses.

This collaborative approach enables pooling of resources, expertise, and opportunities, thereby enhancing the potential for successful entrepreneurial ventures in rural areas.

Furthermore, these findings offer valuable lessons for policymakers, development practitioners, and researchers interested in promoting rural entrepreneurship. By demonstrating the effectiveness of targeted support programs, collaborative networks, and the creation of enabling ecosystems, as happened with program under study, policymakers can confidently allocate resources to scale up similar initiatives with proven impact.

Although this study provides valuable insights, it is important to acknowledge its limitations. The single-case study design limits the generalizability of the findings, and the reliance on interviews with support staff introduces potential bias. Future research could explore the long-term impact of the program, incorporate the perspectives of the entrepreneurs themselves, and use multiple case studies to enhance the generalizability and validity of the results.

Conflict of Interest

The authors declare that they do not have any conflict of interest.