PROJECT ON

CONCEPT OF INTRAPRENEUR. DIFFRENCE

BETWEEN INTRAPRENEUR AND ENTREPRENEUR. WITH TWO CORPRATE EXAMPLES.

Academic project to RBS

Session 2008-2009

Submitted to : Swati Pathak Faculty RBS

Submitted by : Rajan Kumar Ranu Rani Rajesh Kumar Rajesh Mishra MBA+PGPPE

Semester 1st, Section: B

ACKNOWLEDGEMENT
We would like to express our heartfelt sense of gratitude to our esteem teacher Miss Swati Pathak for invaluable support that motivated us to complete this project. We would like to thank Pankaj Kumar , Ashutosh Kumar, Parshant Pandey, Vikrant and faculty of RBS for their valuable support and constant encouragement. At last we would like to thank the almighty for being so benevolent and providing the courage to always go ahead in life. All may not be mentioned but none is forgotten.

Thanks to: Pankaj kumar Ashutosh kumar Prashant pandey Vikrant

To whom so ever it may concern

It is to certify that the project

Concept of Intrapreneur. Diffrence between Intrapreneur and Entrepreneur .Explain with two corporate examples Has been completed by- Rajan Kumar, Ranu Rani, Rajesh Kumar, Rajesh Mishra under my supervision. And is submitted to RBS. DATE :
19th MARCH 08

Swati Pathak Faculty R.B.S.

CONTENTS
S No. No 1 2 3 4 5 6 7 8 9 Topic Page 5-7 7-8 9-10 11 12 13-14 15-18 19-20 21-25
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Concept of Intrapreneur

Characteristics of Intrapreneur Intrapreneur Environment As an Intrapreneur Intrapreneurship Entrepreneur Intrapreneur & Entrepreneur Word History Example of Entrepreneur

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Example of Intrapreneur Biblography

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CONCEPT OF INTRAPRENEUR

Intrapreneurs are employees who work within a business in an entrepreneurial capacity, creating innovative new products and processes for the organization. An Intrapreneur is the person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment. Thus, Intrapreneurs are Inside entrepreneurs who follow their founders example An Intrapreneur is the person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment. Thus, Intrapreneurs are Inside entrepreneurs who follow their founders example Intrapreneur is often associated with larger companies that have taken notice of the rise in entrepreneurial activity in recent years. These firms to create an environment wherein creative employees can pursue new ways of doing things and new product ideas within the context of the corporation. But smaller firms can instill a commitment to intrapreneur within its work force as well. In fact, small businesses, which originate as entrepreneurial ventures, are often ideally suited to foster an intrapreneurial environment, since their owners have first-hand knowledge of the opportunities and perils that accompany new business initiatives.

Lobrved Nation's Business

"For smaller companies, it can be a way of maintaining the entrepreneurial drive that gave them birth." Intrapreneur practices have developed in response to the modern world's rapidly changing marketplace. Contended Nation's Busines.. "While businesses of varying sizes have long had internal units for development of new products, many found such arrangements were inadequate in today's business environment, " Contended Nation's Business.. "Creative young people chafed under corporate bureaucracies and frequently left to develop their ideas as entrepreneurs. Their former employers lost not only highly promising talent, but also a chance for profitable new lines. Intrapreneuring in its current form represents the determination of such employers to solve their particular brain drain problem. They are doing so by creating the environmentand providing the incentivesfor entrepreneurship within their existing business operations." Internal corporate "incubators" are one innovative example of this trend. In these programs, employees can use the company's resources (including their already established name and reputation, as well as management experience, financial assistance, and infrastructure) to build and promote their own new business ideas. These and similar arrangements enable companies to stem the loss of ambitious and talented employees to entrepreneurial ventures. Entrepreneurial-minded employees, meanwhile, David Cuthill in Los Angeles Business Journal. "Get the challengeand the profitsof creating their own 'companies' with little of the risk they would face on their own, "

Characteristics of Intrapreneur

Entrepreneurs are driven by a need to realize their vision, not a desire for wealth They work to minimise risk in order to realize their goals They follow both intuition and hard analysis They are honest with themselves and others They do not have a need for power. They are, in short, worthy of freedom and responsibility.

Intrapreneurs bridge the gap between inventors and managers; they take new ideas and turn them into profitable realities. They have vision and the courage to realise it. They can imagine what business and organisational realities will follow from the way customers respond to their innovations; they can find their way from the idea to actualisation. Intrapreneurs cross organisational boundaries to do other people's jobs. They pursue only goals that they set, that have a personal meaning.

Organizational Characteristics That Encourage Intrapreneur

The single most important factor in establishing an "intrapreneur-friendly" organization is making sure that your employees are placed in an innovative working environment. Rigid and conservative organizational structures often have a stifling effect on intrapreneurial efforts. Conservative firms are capable of operating at a high level of efficiency and profitability, but they generally do not provide an environment that is conducive to intrapreneurial activity (and organizations that do not encourage creativity and leadership often alienate talented employees).

Companies that establish a culture of innovation through: 1) formation of intrapreneurial teams and task forces; 2) recruitment of new staff with new ideas; 3) application of strategic plans that focus on achieving innovation; and 4) establishment of internal research and development programs are likely to see tangible results. Other keys to instilling an intrepreneurial environment in our business include the following:

1.

2.

Support from ownership and top management. This support should not simply consist of passive approval of innovative ways of thinking. Ideally, it should also take the form of active support, such as can be seen in mentoring relations. Indeed, the smahi business owner's own entrepreneurial experiences can be valuable to his firm's intrapreneurial employees if he makes himself available to them. Recognition that the style of intrapreneurialism that is encouraged needs to be compatible with business operations and the organization's overall culture. 7

3. 4. 5.

Make sure that communication systems within the company are strong so that intrapreneurs who have new ideas for products or processes can be heard. Intelligent allocation of resources to pursue intrapreneurial ideas.

Reward intrapreneurs. All in all, intrapreneurs tend to be creative, dedicated, and talented in a variety of areas. They are thus of significant value even to companies that do not feature particularly innovative environments. 6. Their importance is heightened, then, to firms that do rely on intrapreneurial initiatives for growth. Since they are such important resources, they should be rewarded accordingly (both in financial and emotional terms). 7. Allow intrapreneurs to follow through. Intrapreneurs who think of a new approach or process deserve to be allowed to maintain their involvement on the project, rather than have it be handed off to some other person or task force. Ensuring that the individual stays involved with the initiative makes sense for several important reasons. 8. The intrapreneur's creativity and emotional investment in the project can be tremendously helpful in further developing the process or product for future use. Moreover, they usually possess the most knowledge and understanding of the various issues under consideration. 9. Most importantly, however, the small business enterprise should make sure that its talented and creative employees have continued input because not allowing them to do so can have a profoundly morale-bruising impact.

RECOGNIZE YOURSELF AS AN INTRAPRENEUR

Intrapreneurs, in almost all cases, have a vision or plan for themselves. While no plan is perfect it does have a goal to be reached. And when the environment (or the plan) changes, they will have the guts and the will to make it work. All of today's intrapreneurs are employees that decided they were going to grow and evolve. First to the best at what they do, then the best on their team. Then best in their company and then evolve to being recognized among their peers in the business field they work in (at least that is the plan) When you have read this, and recognize yourself as an INTRAPRENEUR.

INTRAPRENURSHIP
INTRAPRENEURSHIP is the practice of entrepreneurial skills and approaches by or within a company or at home. Employees, perhaps in a special project within a larger firm are supposed to be have as entrepreneurs, even though they have the resources and capabilities of the larger firm to draw upon. Capturing a little of the dynamic nature of entrepreneurial management (trying things until successful, learning from failures, attempting to conserve resources, etc.) is claimed to be quite valuable in otherwise static organizations.

ADVANTAGES OF INTRAPRENEURSHIP
Every successful intrapreneur brings about benefits not only for himself/ herself but for the municipality, region or country as a whole. The benefits that can be derived from intrapreneurial activities are as follows:1. Enormous personal financial gain . 2. Development of more industries, especially in rural areas or regions disadvantaged by economic changes, for example due to globalisation effects 3. Income generation and increased economic growth 4. Healthy competition thus encourages higher quality products 5. More goods and services available 6. Development of new markets 7. Promotion of the use of modern technology in small-scale manufacturing to enhance higher productivity 8. Encouragement of more researches/ studies and development of modern machines and equipment for domestic consumption 9. The ability to have great accomplishments 10. Reduction of the informal economy 11. Emigration of talent may be stopped by a better domestic Intrepreneurship climate

The Entrepreneur
Entrepreneurs have many of the same character traits as leaders. Similarly to the early great man theories of leadership. However trait-based theories of entrepreneurship are increasingly being called into question. Entrepreneurs are often contrasted with managers and administrators who are said to be more methodical and less prone to risk-taking. 9

Such person-centric models of entrepreneurship have shown to be of questionable validity, not least as many real-life entrepreneurs operate in teams rather than as single individuals. Still, a vast but now clearly dated literature studying the entrepreneurial personality found that certain traits seem to be associated with entrepreneurs:

David McClelland :- Described the entrepreneur as primarily motivated by an

overwhelming need for achievement and strong urge to build.

Collins and Moore studied 150 entrepreneurs and concluded that they are tough,
pragmatic people driven by needs of independence and achievement. They seldom are willing to submit to authority.

Bird (1992) sees entrepreneurs as mercurial, that is, prone to insights, brainstorms,
deceptions, ingeniousness and resourcefulness. They are cunning, opportunistic, creative, and unsentimental.

WHO IS NOT A ENTRAPRENEUR ?

Investors are often not entrepreneurs. Investors may not possess the vision to create things or lead teams. Commission-only sales people are not entrepreneurs. They might be inspired by a product or service enough to evangelize it. But, they typically don't create it. On the other hand, many entrepreneurs must sell themselves and their vision. People that start ministries and rely on donations and other people's money ("OPM") are probably not entrepreneurs. But, they might instead be "Intrapreneurial."

Entrepreneurship
Entrepreneurship is the practice of starting new organizations or revitalizing mature organizations, particularly new businesses generally in response to identified opportunities.

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Entrepreneurship is often a difficult undertaking, as a vast majority of new businesses fail. Entrepreneurial activities are substantially different depending on the type of organization that is being started. Entrepreneurship ranges in scale from solo projects (even involving the entrepreneur only part-time) to major undertakings creating many job opportunities. Many "high-profile" entrepreneurial ventures seek venture capital or angel funding in order to raise capital to build the business. Angel investors generally seek returns of 20-30% and more extensive involvement in the business. Many kinds of organizations now exist to support would-be entrepreneurs, including specialized government agencies, business incubators, science parks, and some NGOs.

DIFFERENCE BETWEEN INTRAPRENEUR AND ENTREPRENEUR?

ANS: An Intrapreneur is the person who focuses on innovation creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment. Thus, Intrapreneurs are Inside entrepreneurs who follow their founders example
Recently a term in the business world is coined- intrapreneur. Is it really different from entrepreneurs? Well it is really different but in the roles there is really only thin line exists between the two.while entrepreneurs are the risk takers who establish their own business the intrapreneurs are the real asset of any organization. Intrapreneurs are the people who are highly involved in the business organizations.

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They are the dreamer of new projects and they have the ability to execute the project. It is the well known fact that the quality to execute the project is some thing we can not simply ignore. Worlds famous ceos are not dreamer or researcher, but also great executor also. so in any business many intrapreneurs co-exists.

The Intrapreneur acts within the confines of an existing organization.

The dictates of most organizations would be that the Intrapreneur should ask for permission before attempting to create a desired future - in practice, The Intrapreneur is more inclined to act first and ask for forgiveness than to ask for permission before acting The Intrapreneur is also typically the intra-organizational revolutionary challenging the status quo and fighting to change the system from within. This ordinarily creates a certain amount of organizational friction. A healthy dose of mutual respect is required in order to ensure that such friction can be positively channeled.

One advantage of Intrapreneur

One advantage of Intrapreneur over Entrepreneur is that Intrapreneur typically
finds a ready source of "free" resources within the organisation which can be applied to the opportunity being exploited.

Intrapreneurs seek out the organisational slack or fat, and co-opt it into Intrapreneurial ventures.

INTRAPRENEUR AND ENTRAPRENEUR HAVE VAST SIMILARITIES AND DIFFERENCE..

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Intrapreneurs are still company employees, but they are supposedly given free rein to run a particular aspect of the company, perhaps a new product line or subsidiary. Entrepreneurs are self-employed people running their own company. Intrapreneurs know that if they fail, the company is still going to ensure they have a paycheck, at least for a while. Because of the system in which they work, intrapreneurs are chosen based mostly on corporate standards, not entrepreneurial success.

Entrepreneurs dont necessarily have to worry about if they attended the right school or circulate in the right social circles theyre worried about making enough money to meet payroll and pay other bills.

Intrapreneurs are usually selected by a corporate hierarchy and dont have to worry about building more structure they need to sustain a business (e.g. tech support, HR or marketing and sales). Entrepreneurs build all of that themselves.

One of the biggest differences is that intrapreneurs have at

least a modicum of support from the primary organization; the entrepreneur doesnt. Also, intrapreneurs must get final approval of an idea from a senior executive.

WORD HISTORY
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The word Intrapreneur is more than 150 years old, having come into English from French in 1828. But it is not until very recently that we find its intracorporate counterpart, Intrapreneur meaning. "A person within a large corporation who takes direct; responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation." This coinage is generally attributed to management consultant Gifford Pinchot, author of the 1985 book entitled Intrapreneuring. Others insist its true originator was Norman Macrae, deputy editor of the Economist, although Macrae himself denies it. Still whatever its exact source, in the scant number of years since its inception the term intrapreneur has gained currency very quickly. It has also given rise to various derivatives, such as the aforementioned gerund intrapreneuring, the noun intrapreneurship

Interview with Stephen Jobs in Newsweek:"The Macintosh team was what is commonly known as intrapreneurship-only a few years before the term was coined - a group of people going in essence back to the garage, but in a large company").

The adjective intrapreneurial, and another noun, intrapreneurialism ("what has become known as intrapreneurialism, where people
within the corporation acquire more adventurous small business outlooks," by Ian Hamilton-Fazy in "An Uneasy Co-existence," Financial Times, October 23, 1984).

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Broad use of a word and the development of numerous derivatives are strong signals predicting staying power within the language. Intrapreneur and its spinoffs are of particular interest to etymologists and lexicographers because they illustrate the constant changes inherent in a living language.

CORPORATE EXAMPLS OF ENTREPRENEUR

Type Founded Headquarters Industry Products Owner Parent Slogan Website

Subsidiary of Pantaloon Group 2001 Jogeshwari, Mumbai, India Retail Department store, Grocery store Kishore Biyani Pantaloon Group Is se sasta aur accha kahin nahin http://www.pantaloon.com/bigbazaar.htm

Shop front of a Big Bazaar at the Bharth Mall in Mangalore. Big Bazaar is a chain of department stores in India, currently with 75 outlets. It is owned by the Pantaloon Retail India Ltd, Future Group. It works on the same economy model as Wal-Mart and has considerable success in many Indian cities and small towns.

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The idea was pioneered by entrepreneur Kishore Biyani, the CEO of Future Group. Currently Big Bazaar stores are located only in India. It is the biggest and the fastest growing chain of department store and aims at being 350 stores by the end of year 2010.

Kishore Biyani was awarded the Ernst & Young Entrepreneur of the
Year 2006 in the Services Sector and the Lakshmipat Singhania - IIM Lucknow Young Business Leader Award by Prime Minister, Dr. Manmohan Singh in 2006. He was also awarded the CNBC First Generation Entrepreneur of the Year 2006.

Kishore Biyani is the Managing Director of

and the Group Future Group. Pantaloon Retails emergence as the leading retailer operating multiple retail formats that now cater to almost the consumption basket of a large section of Indian consumers.

Pantaloon Retail (India) Limited Chief Executive Officer of He has led Indias

Kishore Biyani led the companys foray into organised retail with the opening up of the Pantaloons family store in 1997. This was followed in 2001 with the launch of Big Bazaar, a uniquely Indian hypermarket format that democratized shopping in India. It blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality. This was followed by a number of other formats including Food Bazaar, Central and Home Town.

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The year, 2006 marked the evolution of Future Group, that brought together the multiple initiatives taken by group companies in the areas of Retail, Brands, Space, Capital, Logistics and Media. Kishore Biyani advocates Indianness as the core value driving the group. The groups corporate credo is Rewrite Rules, Retain Values. Kishore Biyani was born in August, 1961 and is married to Sangita and they have two daughters. He recently authored a book, It Happened In India that captures his entrepreneurial journey and the growth of modern retailing in India.

FUTURE GROUP
Future Group is one of the countrys leading business groups present in retail, asset management, consumer finance, insurance, retail media, retail spaces and logistics. The groups flagship company, Pantaloon Retail (India) Limited operates over 7 million square feet of retail space, has over 1000 stores across 53 cities in India and employs over 25,000 people. Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, eZone, Depot, Future Money and online retail format, futurebazaar.com. Future Group companies includes, Future Capital Holdings, Future Generali India Indus League Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the groups financial arm, focuses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The groups joint venture partners include Italian insurance major, Generali, French retailer ETAM group, US-based stationary products retailer, Staples Inc and UK-based Lee Cooper and India-based Talwalkars, Blue Foods and

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Liberty Shoes. Future Groups vision is to, deliver Everything, Everywhere, Everytime to Every Indian Consumer in the most profitable manner. The group considers Indian-ness as a core value and its corporate credo is - Rewrite rules, Retain values. Group Websites:

futurebazaar.com futuregroup.in kshitijfund.com

Future Group Manifesto

Future the word which signifies optimism, growth, achievement, strength, beauty, rewards and perfection. Future encourages us to explore areas yet unexplored, write rules yet unwritten; create new opportunities and new successes. To strive for a glorious future brings to us our strength, our ability to learn, unlearn and re-learn, our ability to evolve. We, in Future Group, will not wait for the Future to unfold itself but create_future_scenarios in the consumer_space and facilitate consumption because consumption is development. Thereby, we will effect socio-economic development for our customers, employees, shareholders, associates and partners. Our customers will not just get what they need, but also get them where, how and when they need. We will not just post satisfactory results, we will write success stories. We will not just operate efficiently in the Indian economy, we will evolve it. We will not just spot trends, we will set_trends by marrying our understanding of the Indian consumer to their needs of tomorrow.

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It is this understanding that has helped us succeed. And it is this that will help us succeed in the Future. We shall keep relearning. And in this process, do just one thing.

KISHORE BIYANI
Meet the King Of Retail - Mr. Kishore Biyani Pantaloon Retail is the flagship enterprise of the Future Group, which is positioned to cater to the entire Indian consumption space. The Future Group operates through six verticals: Future Retail (encompassing all retail businesses), Future Capital (financial products and services), Future Brands (management of all brands owned or managed by group companies), Future Space (management of retail real estate), Future Logistics (management of supply chain and distribution) and Future Media (development and management of retail media spaces) The company operates their chain of super markets under the brand names of Big Bazaar - Discount stores E-Care - Customer Service Support
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E-ZONE - Consumer Durables Food Bazaar - Exclusive food market Central - Hypermarket Pantaloons - Fashion apparels

Three special zones in E Zone The Liberation Zone offers personal products like computers, laptops, handy cams, MP 3 players and mobile phones. While entertainment products such as Plasma / LCD, Flat TV's, Home Theatre systems, DVD players, and Stereo systems are displayed in the Experience Zone. And in the Home Zone segment, one gets to pick electronic goods of his or her choice including Refrigerators, Air Conditioners, washing machines and Microwave ovens among other kitchen related appliances. E-Care - the special post-purchase customer service support The service and support at EZone will be unparalleled with the special 'E-Care' customer support centre. E-Care is a special, dedicated support system designed to offer the best customer service after purchase of any product at EZone.

EXAMPLE OF
INTRAPRENEUR
Arnold and Richter Cine Technik (A&R)

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Type Founded Headquarters Key people Industry Products Revenue Employees Website

Private 1917 Munich, Germany August Arnold, Robert Richter, Founders Motion picture equipment Movie cameras Film lights Arrilaser Arriscan $214.0 million USD (Last Reported 2004) 1058 (2004) www.arri.com

ARRI GROUP
The Arri Group has been the largest world wide supplier of high quality
motion picture film equipment since 1917. Arri, named after founders August Arnold and Robert Richter, is the largest manufacturer of professional motion picture equipment, film cameras (16, 35, and 65/70 mm) and cinematic lighting equipment in the world. [1] In recent years they have expanded into post-production equipment with the Arrilaser, and in 2000 purchased Moviecam to refine their new camera platform Arricam.
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In 1937 the Arri Group introduced the world's first reflex mirror shutter in the Arriflex 35 camera, an invention of their longtime engineer Erich Kaestner. This technology employs a rotating mirror that allows a continuous motor to operate the camera while providing parallax-free reflex viewing to the operator, and the ability to focus the image by eye through the viewfinder, much like an SLR camera for still photography. This technology is still employed today in almost every motion picture camera.. Arri also specialized in manufacturing light-weight and portable cameras for both news and war photography, as well as feature film production in the 1960's which saw an increase in shooting on location rather than in a studio. The introduction of the Arriflex-16ST camera revolutionized the 16 mm format as a cheaper news-gathering and television medium, and the Arriflex35BL provided a lightweight alternative to the rather heavy and cumbersome blimped cameras of the time. While Arri manufactures and designs its own motion picture cameras, lenses are supplied by the Carl Zeiss group, unlike its rival Panavision which manufactures both its own cameras and lenses for exclusive use with each other. Arri's relationship with Panavision is somewhat unique, as Panavision is both Arri's largest rival (as an equipment manufacturer) and largest customer (as a camera rental house). Arri has recently developed the Arriflex D-20 high definition camera. The camera uses a 35 mm CMOS sensor (instead of CCD) to allow cinematographers to utilize standard 35 mm lenses. Other recent products of note include the Arriflex 235, a compact 35 mm camera; the Master Prime lens series; the Ultra 8R, an 8 mm rectilinear lens; Arrimax, an HMI light which can use 18 kW or 12 kW bulbs; and the Arriflex 416, a 16 mm camera optimized for high-end production.

Camera lines

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Kinarri 35 (1924) Kinarri 16 (1928) Arriflex 35 (1937) Arriflex II (1946) Arriflex 16ST (1952) Arriflex 16M (1962) Arriflex 16BL (1965) Arritechno 35 (1971) Arriflex SR (1975) Arriflex III (1979) Arriflex 765 (1989) Arriflex 535 (1990) Arriflex 435 (1995) Arricam (2000) Arriflex 235 (2004) Arriflex D-20 (2005)

INTRAPRENEUR
Prof. Dr. Dejan Ilic (born Juli 27 1957) is a Serbian natural scientist
and manager.He is a Intrapreneur of ARRI. Since April 16 2007 hes the chief executive officer of Arri AG.

Biography
Ilic studied physical chemistry at universitys in Belgrade (1976 bis 1981) and Dresden / Germany (1982 bis 1985). 1981 he got his bachelor degree in Belgrade, 1982 the masters degree at university of Medon (France) and finally 1983 he qualified as a professor at the age of only 26 in Dresden again. After teaching students at the universities in New Jersey, Medon and Graz (Austria) Ilic began to work for Varta AG in 1987.

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As head for research and development he advanced as a pioneer for the development of new rechargeable energy storages. Based on his studies at the universitys in Dresden and Graz, where Ilic examined chemical and electrochemical reactions between lithium metal and metallic oxide, the scientist directed Vartas research onto new tracks: from now on the company concentrated on development and production of microbattery systems. In 1996 Ilic, meanwhile Chief Technical Officer, managed development of ultramodern assembly line to produce micro batteries. In 1997 Ilic made a decision which causes sensation: contrary to the general management trend he relocated 500 highly specialized jobs from Singapore to Ellwangen (Germany). This decision and Ilic strategy of designing-in (producing batteries exactly the size manufacturers need for their products) proved right: a deal between Steve Jobs, CEO of Apple Inc., and Ilic helped Varta Microbattery to become worldwide leading manufacturer of polymer batteries. At the same time Ilic, meanwhile CEO of Varta Microbatteries, restructured Varta Consumer Batteries and so helped Varta Microbattery to become a worldwide operating company with 160 million Euros volume and the worldwide leading vendor for rechargeable energy storages in only ten years. After leaving Varta Ilic became CEO of Arri AG, located in Munich. Here he also promotes new technologies to optimize the world leading manufacturer of professional cine cameras in know-how and efficiency. For this Ilic pursues three objectives: development of digital products, expanding business in Eastern Europe and Asia and accelerate development of new Arri digital products.

Honors
2005 Dejan Ilic was chosen intrapreneur of the year, 2006 Varta Microbattery was assigned as best company by INSEAD (Institut Europen d'Administration des Affaires). 2007 Ilic got the innovation award of german economy Furthermore Ilic was awarded for his long lasting scholarly work with the AFI Life Achievement Award by the World Chemists Association USA.
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Personal Life
As a kid Ilic played volleyball with heart and soul. His talent was supported by several coaches from Partizan Belgrad. Aged 16 he was a member of yugoslav volleyball national team. Beginning seventies he became a semipro and played at Italian club VC Medon and later at TSV Bayer 04 Leverkusen to finance his studies. Working for Varta Ilic played at TSV Ellwangen. Dejan Ilic is married, has a daughter and is located in Muni

CONCLUSION
So my conclusion to the meaning of an intrapreneur can either be someone who operates like a entrepreneur, but he has the backing of an organization or is an entrepreneur with his business maturing into a better organization

BIBLOGRAPHY
BOOKS:

. The entrepreneur., Dr. L M Parsaad

SEARCH ENGINES:

. Google.com . Wikipedia.org

. Rediff.com

Yahoo.co.in

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