Created by the Resilient Institutions and Sustainable Environments (RISE) Lab at the Dept. of Communication at Wayne State University, this white paper examined the struggles that BIPOC entrepreneurs faced during the first phase of the pandemic in Michigan (March-July, 2020). Data on key problems and strategies used to remain resilient are provided, followed by recommendations for policymakers and entrepreneurial support organizations to provide ongoing support for BIPOC entrepreneurs.

1. COVID-19 AND BIPOC
ENTREPRENEURS' RESILIENCE
IN METRO DETROIT
By: Sean Camburn, Kai English, Olivia Monette, Danyyil Nosovskiy,
Elizabeth Scofield, Allison Lucas, Rahul Mitra & Marijo Upshaw
RISE Lab White Paper:
This report is produced by the Resilient Institutions and Sustainable
Environments (RISE) Lab at the Department of Communication at
Wayne State University, Detroit MI.
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2. TABLE OF CONTENTS
RATIONALE
KEY PROBLEMS
RESILIENCE STRATEGIES
RECOMMENDATIONS
APPENDIX A: METHODS
APPENDIX B: THEORY
APPENDIX C: ORAL HISTORIES
ABOUT THE AUTHORS
REFERENCES
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3. RATIONALE
For the majority of entrepreneurs across the world, the COVID-19
pandemic was an incredibly difficult time both personally and
professionally. With quarantine restrictions, widespread closures, and
governments urging people to stay home in order to avoid exposure and
transmission of the virus, businesses had to pivot in order to remain
relevant and profitable.
This task was especially difficult for Black, Indigenous, and People of
Color (BIPOC) entrepreneurs. Within the city of Detroit, residents were
disproportionately impacted by the spread of COVID-19, exacerbating
the negative impacts on entrepreneurs throughout the city.
Our White Paper aim to cast a light on the struggles that BIPOC
entrepreneurs faced during the so-called "First Phase" of the COVID-19
pandemic in Michigan (approximately March-July, 2020) and how some
of them have been able to bounce back. Because BIPOC entrepreneurs
have historically been excluded from resources and opportunities, now,
more than ever, it is important to recognize the unique challenges that
face BIPOC entrepreneurs, and to establish a well-balanced and
equitable system of support for all entrepreneurs.
In the remainder of this White Paper, we first describe and explain the
key problems faced by BIPOC entrepreneurs in the city of Detroit. Next.
we highlight the strategies they utilized to remain resilient during this
time of crisis. Finally, we present recommendations for policymakers
and entrepreneurial support organizations for ongoing support to BIPOC
entrepreneurs, as they continue to endure and attempt to recover from
this unprecedented crisis.
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4. Despite some signs of recovery during
the second half of 2020, BIPOC
entrepreneurs in Metro Detroit are still
faced by the following problems:
Finding New Customers
Without face-to-face meetings or
networking socials, as well as reduced
marketing budgets, many of these small
businesses have found it difficult to
target new customers.
Keeping Existing Customers
Due to many layoffs, shutoffs, and
furloughs many people do not have
extra money to spend on non-essential
products or services. This in turn
means that small businesses' existing
customers are buying less than before.
Keeping Themselves & Employees Safe
Some entrepreneurs were forced to
stop providing specialized services to
customers, due to fears of contracting
and spreading the novel coronavirus.
The Racial Funding Gap
According to the Federal Reserve, only
66.4% of BIPOC entrepreneurs received
a portion of the funding they requested
from banks, while the same was true of
80.2% of white business owners.
Other Funding Inequities for BIPOC
Business Owners
When applying for bank loans, BIPOC
applicants are subject to more scrutiny
and required to disclose more
information, like financial statements,
credit card debt, tax returns, and
personal asset details, compared to
their white counterparts.
KEY PROBLEMS
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5. KEY PROBLEMS CONTD.
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Finding Opportunities Amid the Crisis:
Agility is Crucial
BIPOC entrepreneurs bring with them
knowledge and expertise that largely
white ESOs might be unfamiliar with.
Thus, BIPOC owners often have their
legitimacy and trustworthiness
challenged by these gatekeepers.
Segregation, a Familiar Problem
Neighborhoods and even towns in
Metro Detroit have long been highly
segregated, owing to decades of racial
tensions and discrimination against
BIPOC families. Since BIPOC-owned
small businesses tend to be located in
majority-BIPOC areas, which typically
have lower market value than white
areas, this can affect their sale value.
Concern Among Young People About
Being Entrepreneurs
The trials faced by BIPOC
entrepreneurs due to the pandemic,
such that traditional models have been
upended, may have a lasting impact on
how entrepreneurship may be perceived
by the next generation.
Adapting to New Norms
The new COVID-19 reality brings with it
several new norms that can be
challenging for BIPOC entrepreneurs to
navigate, such as getting customers to
conform to wearing masks, following
social distancing guidelines, and
avoiding politicization.
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6. Crafting Normalcy
In this section, we highlight five key
resilience strategies used by BIPOC
entrepreneurs in Metro Detroit. These
pandemic coping tactics are similar to the
5-process resilience model proposed by
Buzzanell and colleagues (see Appendix
for more details).
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Crafting normalcy means that people
accept the obstacles faced and create a
"new normal." For example, one
entrepreneur, Tyrik Davis, used the COVID-
19 pandemic to not only market his brand,
but to help workers on the frontline. For
every shirt that was bought from his
company, he donated a shirt to a front-line
worker. He also partnered with a local
restaurant to donate food to those on the
front lines. Embracing the "new normal"
and getting creative was a big factor in
BIPOC entrepreneur resilience.
2. Affirming Identity Anchors
Affirming identity anchors gives people a
sense of concrete identity that does not
change even in the face of adversity. Each
entrepreneur interviewed used their ethnic,
racial or national identity as a source of
deep motivation. By serving their BIPOC
communities, these entrepreneurs strive to
uplift and enhance the lives of their
community members, who have often been
overlooked in the past for wealthier white
neighborhoods.
3. Maintaining and Using Communication
Networks
Maintaining and using communication
networks is crucial in times of trauma.
Community outreach and support can help
with overcoming obstacles. For example,
restauranteur Kwaku Osei-Bonsu is also
the founder of the Detroit Black Restaurant
League, which provides a space for Black
restauranteurs network and support each
other. Groups and coalitions like these are
crucial to resilience.
RESILIENCE STRATEGIES
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7. RESILIENCE CONTD.
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4. Putting Alternative Logics to Work
In putting alternative logics to work,
entrepreneurs have been pushed to
think outside of the box, be more
creative, and find silver linings
amidst the pandemic. For example,
entrepreneur Jade Miller embraced
the shutdowns from the COVID-19
pandemic, as it drove more traffic to
her online business. The shift to
digital was an important silver lining
during the COVID-19 pandemic for
many BIPOC entrepreneurs.
5. Legitimizing Negative Feelings,
Foregrounding Productive Actions
During traumatic situations, it is
crucial to let yourself recognize and
feel the negative emotions that may
arise, and then begin the difficult
work toward positive changes. As
BIPOC, these entrepreneurs already
face more challenges than their
white counterparts. While many of
them had worries about paying rent
and bills, they turned their negative
feelings into positive action (viz.,
innovative changes in their business
operations) and powered through.
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8. Facilitate a Network of Similar-
Industry Entrepreneurs
Entrepreneurial support groups can
create a network of similar-industry
businesses to help share ideas and
innovations.
These groups would also help create
a space where business owners can
ask questions, ask for help, and find
support for successes and
recoveries.
More Support Programs to Serve
Small Business Owners in
Underprivileged Areas
Underprivileged areas are known to
have inequitable opportunities for
small business owners because of
long-standing racism and
marginalization. Creating more
federal and state-level support
programs to incentivize and support
small business ownership
(especially among BIPOC community
members) will stimulate local
economies in areas that have been
long-neglected.
This will also create more stable
and long-term business ownership,
benefiting both the communities and
the business owners.
High Exposure Communication
Strategies
Entrepreneurial support groups
should develop a "high exposure"
communication strategy to benefit
BIPOC entrepreneurs. Doing this will
put more eyes on the businesses
that need the attention most and
serve historically marginalized
communities.
This can cause a chain reaction,
helping businesses thrive and
providing them with a platform to
build their own social media
presences.
Reward Existing Patrons
Existing businesses can create a
rewards program to entice repeat
and regular customers.
Rewards programs incentivize
patrons to return and spread
awareness for businesses without
the entrepreneurs having to put
excessive amounts of work hours
toward executing communication
strategies from the ground up.
RECOMMENDATIONS
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Based on the findings reported earlier, we have compiled the following recommendations
for state and federal policymakers, entrepreneurial support organizations, and of course
BIPOC entrepreneurs themselves.

9. Create More Opportunities to Break
Inequitable Patterns
Inequitable patterns plague the
business world that attempt to limit
BIPOC entrepreneurs. These practices
stem from centuries-old prejudices
and fear of breaking away from
standard practices.
Creating more structural and
programmatic opportunities to break
these practices through support from
entrepreneurial support organizations
and federal pushes is vital to
transform "business as usual".
This can be accomplished by creating
federal loan programs with low
interest, tax credit opportunities, and
equity-focused incentives for
underserved BIPOC and women
entrepreneurs.
Build a Structure for Connecting
Entrepreneurs with Opportunities
Support groups and entrepreneurial
networks should create a set structure
for connecting entrepreneurs with
growth opportunities.
Doing so would connect budding
entrepreneurs with crucial loan
opportunities, strategic partnerships,
and other resources. This will also aid
in networking for these entrepreneurs
who are looking to expand their
contact lists.
RECOMMENDATIONS CONTD.
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More Racially Equitable
Opportunities in Federal Stimulus
Programs
The COVID-19 pandemic put
enormous pressure and strain on
businesses across the country,
especially businesses owned by
BIPOC entrepreneurs.
With the financial blowback, the
federal government created stimulus
programs that were meant to benefit
business owners. However, inequities
and inefficiencies in program
implementation meant there were
actually fewer opportunities for
those who needed it the most, such
as BIPOC entrepreneurs.
Creating legislation in federal stimuli
that targets this exploitation will get
small business owners the relief that
they need and deserve. Enforcing
penalties for exploiting federal aid
will help stop unethical practices.
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10. APPENDIX A: METHODS
How did local BIPOC entrepreneurs respond to COVID-19?
What can be done by policymakers to fight against disparities
that affect BIPOC entrepreneurs in Metro Detroit?
Are there similarities in the way local BIPOC entrepreneurs
responded to the COVID-19 pandemic?
What has been especially hard or difficult for local BIPOC
entrepreneurs?
What has helped them cultivate resilience during this crisis?
What resources or other forms of support will be crucial to
help BIPOC entrepreneurs in Metro Detroit?
Data Corpus
This white paper is based primarily on in-depth oral history
interviews conducted via Zoom, for approximately 1 hour each,
with nine BIPOC entrepreneurs based in Metro-Detroit. The
interviews were conducted during Oct-Dec 2020, and focused on
the unique stories and lived experiences of these entrepreneurs
during the so-called "First Wave" of COVID-19 in Michigan, during
Mar-Jul 2020. Also informing our analysis was a panel discussion
with three well-known and highly respected local BIPOC
entrepreneurs and individuals serving BIPOC entrepreneurs,
organized by Rahul Mitra at WSU for a graduate seminar on
organizational communication in Nov 2020. These audio files and
transcripts were provided by the R.I.S.E. Lab.
Guiding Questions
The following questions guided our sense-making process of the
oral history interviews and panel discussion:
MEMPHIS SOLUTIONS
2018 | MARCH RISE LAB
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11. APPENDIX B: THEORY
MEMPHIS SOLUTIONS
2018 | MARCH
The overarching theoretical frame used in this White Paper is that of
resilience, an interdisciplinary concept in the humanities and social
sciences. While definitions of resilience vary, it broadly addresses
positive adaptation in the face of adversity, and early scholarship
focused on personality traits that emphasize “in-spite of” responses
to difficult situations (Bachay & Cingel, 1999). This predilection
toward personality traits eroded over time toward a process-based
approach, so that Luthar et al. (2000) defined it as “a dynamic
process encompassing positive adaptation within the context of
significant adversity” (p. 543), while Richardson (2002) saw resilience
as “the process of reintegrating from disruptions in life” (p. 309).
Scholars have increasingly adopted grief and trauma-informed
perspectives, that see resiliency as a pattern of positive adaptations
to adversity, shaped by familial, communal, and social interactions of
a person in their environment (Hernandez et al., 2007). At the same
time, we must be careful against the “medicalization” of trauma in
affected populations, so that a sole focus on deficits and problems
can obscure the strengths and resiliencies that trauma survivors can
individually and collectively display, and inadvertently pathologize
actors (Rothenberg, 2012). Madsen and Abell (2010) thus focus on
protective measures to enact resilience, which are defined as
“positive qualities within the cognitive, emotional, environmental,
social and spiritual experience of a person, which are associated with
and cumulatively facilitate resilience” (p. 224).
In line with this perspective, Communication scholars concentrate on
the communicative practices that constitute resilience in relational
contexts. Lucas and Buzzanell (2012) defined resilience as “meaning
making through everyday messages and stories that enable
reintegration from life’s disruptions” (p. 190), and the Communication
Theory of Resilience (CTR; Buzzanell, 2010, 2018; Buzzanell et al.,
2009) adopts an explicitly social and relational stance on the
possibilities of recovery from disruption, compared to the traditional
coping literature that focuses on individual-centered stress
management. CTR specifies five interrelated communicative
processes by which people enact resilience:
Crafting Normalcy
The first process of resilience is crafting normalcy. This process
entails accommodating the obstacle, trauma, or disruption and
accepting it for what it is. The next step is to create a “new normal”
from the newfound circumstances.
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12. APPENDIX B CONTD.
MEMPHIS SOLUTIONS
2018 | MARCH
Affirming Identity Anchors
The second process of resilience is affirming identity anchors. When
change and trauma occur, it can leave many feeling lost. In dealing
with obstacles, this step is crucial. This process takes into account
that things may change, obstacles may arise, but their identity
remains the same, and nothing can strip them from those identity
anchors.
Maintaining and Using Communication Networks
The third process of resilience is maintaining and using
communication networks. This process is all about support systems
and social support that can often be found in the community. Who do
you go to, and for what? Who can’t you go to?
Putting Alternative Logics to Work
The fourth process of resilience is putting alternative logics to work.
We can think of this process as thinking about obstacles with a “silver
lining.” It is important to note that this process does not involve any
change or action, because it is just a mental process of reframing the
situation, oftentimes in a positive light.
Legitimizing Negative Feelings while Foregrounding Productive
Action
The fifth and final process of resilience is legitimizing negative
feelings while foregrounding productive action. This includes
accepting the obstacle as traumatic or stressful, allowing all feelings
that may arise to occur.However, the second part of this process
includes productive action. This process differs from the fourth
process as it requires physical action and not just a mental reframing
of the problem.
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13. Tyrik Davis is the founder and CEO at DARE to be /yer’self/, a
motivational lifestyle brand that encourages authenticity. The
brand is known for their apparel that features positive and
encouraging statements, all based out of Detroit.
Recently retired, Pamela Hilliard-Owens has worn many hats
throughout her successful career as an entrepreneur . She is an
author, editor, branding and marketing coach, teacher, trainer,
public speaker, and podcaster. She is also the founder and CEO
of Detroit Ink Publishing.
Kwaku Osei-Bonsu and Lloyd Talley originally met at their alma
matter, Howard University in Washington, DC. Now based in
Detroit, the two have opened a brand-new concept for dining
amidst the COVID-19 pandemic. East Eats is a socially distanced
dome-style eating experience with a unique, rotating menu.
APPENDIX C: ORAL HISTORIES
COLLECTED FOR THIS PAPER
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2018 | MARCH
Toney Hughes Sr. is the owner and curator at Sherwood Forest
Art, located in the heart of the Historic Avenue of Fashion in
Detroit. Since 1994, Toney Hughes has provided Detroiters a
place to explore and experience art made by local and national
artists.
KWAKU OSEI-BONSU AND LLOYD TALLEY
PAMELA HILLIARD-OWENS
TONEY HUGHES, SR.
TYRIK DAVIS
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14. Power couple, Thea and Mark Parker, own The Fit Park, a private
fitness facility specializing in personal training, small group
fitness classes, and yoga, based in Ferndale.
Born and raised in Detroit, Reva Germain found her passion for
fitness in college. She became certified in personal training and
opened up her very own fitness organization, She's Got It Fitness
in Metro-Detroit.
Ashley Mattison is a cheer-professional. Having started her
cheerleading career in primary school and continuing at the
collegiate level, she now is the co-owner of Envy Elite All Stars, a
cheer training center located in Metro-Detroit.
Jade Miller started her business in 2016. This young professional
is a jack of all trades. She currently works full time at Quicken
Loans, is a recent cosmetology school graduate, and runs a
successful hair and beauty business online.
ASHLEY MATTISON
THEA & MARK PARKER
JADE MILLER
REVA GERMAIN
Robin Kinnie is a Certified Business Consultant and the founder
of Motor City Woman Studios, an organization that is dedicated
to amplifying women's voices and their visibility in audio
engineering. She also is the CEO and President of Audio
Engineers of Detroit.
ROBIN KINNIE
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15. ABOUT THE AUTHORS
MEMPHIS SOLUTIONS
2018 | MARCH
Sean Camburn is a Senior at Wayne State University and will be receiving his
degree in Communication Studies with a minor in Public Relations in August of
2021. His expertise stems from organizational communication classes,
management roles, corporate experience, and nonprofit experience. Sean will be
responsible for curating the deliverables for this white paper.
Kai English is a Senior at Wayne State University and will be graduating with a
Degree in Communication Studies in May of 2021. Her areas of expertise include
intercultural communication, organizational communication, public address,
health communication, and life skills for entrepreneurs. Kai will be responsible
for gathering the necessary research materials and resources involving business
owners.
Olivia Monette is a Senior at Wayne State University graduating in May 2021 with
a degree in Communication Studies. She is proficient in Canva and various other
computer software programs from prior internship experience. She has completed
various coursework such as organizational communication, business writing and
presentations, and health communication that will aid her in completing this
project. Olivia will be synthesizing interview information, creating the
infographics, and editing group documents prior to submission.
Danyyil Nosovskiy graduated from Wayne State University in May of 2021 with a
degree in Communication Studies and a minor in Humanities. His areas of
expertise include organizational communication, news writing, campaign work
and project management skills. Danyyil was responsible for managing the group
and keeping up with deadlines.
Elizabeth Scofield is completing her bachelor's degree with a major in
Communication Studies, with a minor in New Media. Throughout her academic
career, Elizabeth has completed course work in social marketing, organizational
communications, rhetoric of the body, as well as extensive work in theory-based
courses. For this white paper, Elizabeth is largely in charge of communication
theory-based research, and the application of such to BIPOC entrepreneurs during
COVID-19.
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Allison Lucas is a doctoral student in the Department of Communication and a
fellow in the Transformative Research in Urban Sustainability Training (T-RUST)
program. She has an undergraduate degree in Supply Chain Management and a
Masters of Public Affairs. Her research interests are in Social and Sustainable
Entrepreneurship.

16. ABOUT THE AUTHORS CONTD.
MEMPHIS SOLUTIONS
2018 | MARCH
Rahul Mitra is an Associate Professor at Wayne State University. He obtained his
Ph.D. from Purdue University after working in the journalism and public relations
field in India. Dr. Mitra is the director of Resilient Institutions & Sustainable
Environments (R.I.S.E.) Lab, which examines how communicative practices enable
resilience and sustainability in a variety of organizations.
Marijo Upshaw holds a Masters of Social Work as well as a Masters of Business
Administration. She teaches at both the Wayne State School of Social Work as
well as the Mike Ilitch School of Business. Upshaw is the co-chair of the Social
Entrepreneurship Committee at the School of Social Work.
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17. REFERENCES
MEMPHIS SOLUTIONS
2018 | MARCH
Bachay, J. B., & Cingel, P. A. (1999). Restructuring resilience: Emerging voices. Affilia,
14(2), 162-175.
Buzzanell, P.M., Shenoy, S., Remke, R., & Lucas, K. (2009). Intersubjectivity creating
resilience to foster human dignity and hope. In P. Lutgen-Sandvik, & B.D. Sypher (Eds.),
Destructive organizational communication: Processes, consequences, & constructive
ways of organizing (pp. 530-576). New York: Routledge.
Buzzanell, P. M. (2010). Resilience: Talking, resisting, and imagining new normalcies
into being, Journal of Communication, 60(1), 1–4.
Buzzanell, P. M. (2018). Organizing resilience as adaptive-transformational tensions.
Journal of Applied Communication Research, 46, 4-18.
Hernandez, P., Gangsei, D., & Engstrom, D. (2007). Vicarious resilience: A new concept in
work with those who survive trauma. Family Process, 46(2), 229-241.
Luthar, S., Cicchetti, D., & Becker, B. (2000). The construct of resilience: A critical
evaluation and guidelines for future work. Child Development, 71, 543-562.
Madsen, M. D. & Abell, N. (2010). Trauma resilience scale: Validation of protective factors
associated with adaptation following violence. Research on Social WorkPractice, 20(2),
223-233.
Richardson, G. (2002). The metatheory of resilience and resiliency. Journal of
ClinicalPsychology, 58, 307–321.
Rothenberg, N. J. (2012). Surviving violence and trauma: Resilience in action at the micro
level. In R.R. Greene (Ed.), Resiliency: An integrated approach to practice, policy, and
research (2nd ed.). Washington, DC: NASW
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