Once the migrants have the necessary documents to start the administrative procedures to create a business, it is essential that other actors provide support in the preparation of business plans to prevent the investment from failing. This becomes more relevant when there are several investors and when members of the localities of origin are involved. It is not the same when the investors are a group of three or four people from the same locality as when several organized groups or cooperatives are involved. It is also important that migrants develop technical capacities to face the challenges that initiatives of this level of complexity impose, for example, not only in matters related to business, finance and market skills, but also in aspects such as leadership, negotiation and formulation of agreements. For this reason, it is essential to consider the need to have access to technical training workshops and, ideally, also to spaces for support and advice to solve these challenges when they arise. The federal entities and the municipal governments must be involved in these processes and the Legislative Power must guarantee that this type of support is regulated.

In addition, new co-financing schemes must be created to generate business projects with migrant investment, which go beyond the 3×1 Program and are coordinated by different agencies, not only through SEDESOL. In this sense, the Ministry of Economy, the Ministry of Agriculture, Livestock, Rural Development, Fisheries and Food (SAGARPA) and other decentralized organizations, such as Nacional Financiera, must create a space for dialogue and dialogue to receive proposals from organizations of migrants and binational civil society organizations. The foregoing to generate credit programs, microcredit and/or business incubators where a culture of savings can be fostered and investment by migrants can be encouraged.

Ideally, this type of program should be part of a comprehensive strategy, where the municipalities and federal entities participate with resources but also more proactively in the generation of an alternative development model, where the strategic lines are, among others
: ) community organization, b) the expansion and improvement of basic services and urban infrastructure,
b) the generation of viable and sustainable development alternatives based on the potentialities identified in the community
c) the increase and development of the human capital of the community (Saucedo 2009). States and municipalities should be encouraged to be a central axis in the promotion of development and employment.

García Zamora (2008) points out that the institutional “step of death” -going from solidarity to production- involves, among other things, the challenge of significantly increasing the organization and technical training of migrant clubs and federations to seriously face the new stage of productive macroprojects and community development
transnational. However, this will not be possible without a greater emphasis on the strengthening of organizations and greater technical training because “the communities of origin of migrants present a profound economic, social and organizational weakness, which sometimes prevents any proposal for local development or microprojects from being carried out. productive due to depopulation, social disorganization, technical backwardness and even social passivity generated by addiction to family remittances” (2008: 11).