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This paper aims to explore the learning styles of nascent entrepreneurs in developing their entrepreneurial marketing (EM) skills in teams while studying for the entrepreneurial business degree in one UK University. It advances the interlink between EM and entrepreneurial learning (EL) theories and demonstrates how working in teams assists in developing EM skills through EL in the educational context.

This qualitative case study adopts a thematic approach to analysing 9 audio-recorded workshops of 13 entrepreneurial students who work in teams to develop entrepreneurial ventures. Audio-recorded sessions were used to monitor the entrepreneurial and marketing behaviour of the young entrepreneurs and reveal the context and skills used in their learning process.

The findings show that the observed undergraduate entrepreneurial students develop their EM competence through collective, exploratory and exploitative, as well as supportive and individual learning. These learning styles intersect and prove to be effective in mastering both marketing and venture development skills in teampreneurial educational setting.

This case study demonstrates how the concepts of EM and EL are linked in both theory and practice. It makes suggestions on how entrepreneurial courses at the university could be further developed to assist the young entrepreneurs in effectively acquiring business knowledge and skills. This knowledge can also be implemented by small and large organisations to foster a co-creative collective learning environment leading to more innovations, experimentations and creative thinking.

The spirit of our times is uncertain with scholars and practitioners agreeing that complex problems need more innovative multifaceted solutions. Now as we witness the potential demise of the political classes in the chaos that is Brexit, the challenges in the North East are unprecedented, unpredictable and difficult to untangle. It’s time for a different way of leading, managing and even thinking.

This chapter advocates a stronger Entrepreneurial Leadership for the development of bespoke North East strategies and argues we need to build capacity through collaboration across sectors to achieve better results in the decade ahead. This chapter presents a view of how the agenda for SME growth and development needs to change in the region in the period ahead. It suggests a stronger collaboration between the North East and northern universities could help to build a better Brexit strategy and more appropriate interventions.

The Milk and Dairies Regulations 1949 No. 1588 came into force on the first day of October of this year. They are intended to ensure that the milk delivered to the consumer shall be in all respects satisfactory. The consumer being every man, woman and child in the kingdom. Supervision of the kind referred to or implied in these regulations is essential if the end aimed at is to be achieved. Hitherto legislation in this respect has been somewhat of the piecemeal variety. Now it is sought to bring into one comprehensive and far‐reaching scheme all the activities which relate to the production, preparation and delivery of milk. Under the term milk is included cream, butter, skimmed or separated milk, and so forth. To give full effect to the regulations three Ministries are concerned: the Ministry of Agriculture and Fisheries, the Ministry of Health, and the Ministry of Food. They will work in collaboration with each other throughout the kingdom. They will form, in fact, one central controlling authority so far as the milk supply—using that term in the most general sense—is concerned.