It is generally easier to succeed in CBNRM where communities can acquire and manage tangible benefits. Andee Davison with Reuben Mutati and Usiel Ndjavera describes the development of small-scale community tourism enterprises, with warnings that rigorous financial analysis and management systems are more important than good intentions. Noting that the democratic process and participatory institutions are critical for managing CBNRM effectively, they nevertheless suggest that business enterprises need a different, and more individualistic, institutional model. Keywords: CBNRM, conservation, policy, poverty, marketing, tourism, quota setting, revenue distribution, monitoring, mapping, theatre, finance, training.