Discusses the importance of learning to the survival and growth of small to mediumsized enterprises (SMEs). Considers research from a support programme using previous or existing entrepreneurs as mentors to support and advise new-start entrepreneurs. The paper discusses the issues around learning, entrepreneur development, mentoring and the matching of mentors to client entrepreneurs. In particular the paper considers the role of life-cycle development approaches in planning entrepreneurial development, the importance of double-loop learning and learning from experience or critical incidents. The paper then considers whether``just-in-time'', targeted training and support provided directly or facilitated by a mentor may be more costeffective in the long run than a more traditional up-front prescribed training approach.This article is part of a special issue of papers entitled``Policy and support for entrepreneurial behaviour'', edited by David Deakins.

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There has been little research on the processes of providing support to new firm entrepreneurs, and little evaluation of the provision of support to existing small firm entrepreneurs through advice, counselling or consultancy. Despite this lack of research, support for new firm entrepreneurs has been largely withdrawn in England and Wales with the focus of support, through Personal Business Advisers (PBAs), targeted at existing small firm entrepreneurs who employ more than 20 people and have the potential for growth. There are theoretical arguments that suggest support for new start entrepreneurs should be provided on a mentoring basis. If this is provided selectively, then this should have an impact on the management ability and confidence of such new firm starts. This paper reports the results of interviews with new firm entrepreneurs engaged in such a mentoring relationship. The research, undertaken in Scotland, suggests that such a relationship is beneficial. Given the high failure rates of new firm formation, such support could have wider application and benefits. It is suggested that, for certain regions, provision of new firm support can yield positive and worthwhile returns to public sector investment, particularly in a region such as the West of Scotland, characterised by a need to diversify its economy and raise the formation rate of new start small firms and entrepreneurs.