Entrepreneurship

Development
Compiled by: Dr. Shriram Dawkhar
 1:Entrepreneurship:
1. Entrepreneurship: Concept of Entrepreneur. Intrapreneur,
Entrepreneurship and Manager. Difference between
Entrepreneur and Intrapreneur, Entrepreneur and
Entrepreneurship. Attributes and Characteristics of successful
entrepreneurs. Functions of an Entrepreneur, Classification of
Entrepreneurs. Role of Entrepreneur in Indian Economy,
Developing entrepreneurial culture, Factors influencing
Entrepreneurship Growth - Economic, Non-Economic Factors,
For profit or Not for profit entrepreneurs, Constraints for the
Growth of Entrepreneurial Culture, Entrepreneurship as a
career, Entrepreneurship as a style of management, Emerging
Models of Corporate Entrepreneurship, India’s start up
revolution–Trends, Imperatives, benefits; the players involved
in the ecosystem, Business Incubators-Rural entrepreneurship,
social entrepreneurship, women entrepreneurs, Cases of Tata,
Birlas, Kirloskar and new generation entrepreneurs in India. (6)
 Entrepreneur
• The word entrepreneur is derived from the French
word ‘enterprendre’ it means “to undertake” and
literally translated means “between-taker” or “go-
between”.

• Entrepreneur is an individual who takes risk and

starts something new.

• One who creates a new business in the face

of risk and uncertainty for the purpose of
achieving profit and growth by identifying and
assembling the necessary resources to
capitalize on them.
 Entrepreneur
An entrepreneur is a person who starts an
enterprise. He searches for change and
responds to it.

A number of definitions have been given of an

entrepreneur.

Stems: from the French word ‘entrependre’

meaning one who undertakes or one who is a
‘go-between’
 Entrepreneur
J.B. Say: An entrepreneur is an economic
agent who unites all means of production- land
of one, the labour of another and the capital of
yet another and thus produces a product. By
selling the product in the market he pays rent of
land, wages to labour, interest on capital and
what remains is his profit.
He shifts economic resources out of an area of
lower and into an area of higher productivity
and greater yield.
 Entrepreneur
David McClleland: An entrepreneur is a person with a high
need for achievement [N-Ach]. He is energetic and a moderate
risk taker.

Peter Drucker: An entrepreneur searches for change, responds

to it and exploits opportunities. Innovation is a specific tool of an
entrepreneur hence an effective entrepreneur converts a source
into a resource.

Albert Shapero: Entrepreneurs take initiative, accept risk of

failure and have an internal locus of control.
CONCEPT OF ENTERPRENEUR

 RISK BEARER
 ORGANISER
 INNOVATOR
 Entrepreneurship
• Entrepreneurship is the process of creating
something new with value of devoting the
necessary time and effort, assuming the
accompanying financial, psychic and social risk
and receiving the resulting rewards of
monetary and personal satisfaction and
independence.
 INTRAPRENEUR

“…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.”
(The American Heritage Dictionary)
 “INTERNAL ENTREPRENEURSHIP”

“Intrapreneurship” is innovation within acompany

Intrapreneurship can flourish in any organization. It’s just a matterof

identifying these people, developing strategy, encouraging
participation and committing to a culture of innovation.
ENTREPRENEURVS. INTRAPRENEUR
Besides the first five letters, a few thingsdistinguish
entrepreneurs from intrapreneurs.
1.An insider:
• An entrepreneur is generally responsible for creating anew
organization.
• Intrapreneurs works within an existing firm, recognizingerrors
and creating solutions to better thecompany.
2.Risk Taker:
 Intrapreneurs question the status quo or authority, but they aren’t
responsible for the fate of the company.
 Entrepreneurs have gone out on theirown and are dependent on
their success.
CHARACTERISTICSOFAN INTRAPRENEUR
 Adaptive
Intrapreneurs recognize and learn from mistakes,then
adapt to find newsolutions
 Creative
They posses ingenuity, bringing creativity to the
workplace and applying it toeveryday situations
 Goes Against theGrain
Innovation is the name of the game, intrapreneursoften
have a rebellious spirit.
CHARACTERISTICSOFAN INTRAPRENEUR (CONT.)
 Internally & ExternallyFocused
They understand the needs of company and customers.
Perspective is essential and they see the world through
many different lenses
 Self-Reliant
Like any leader, they must trust their judgment and
ability. Confidence and independence enables them to
convey ideas, even controversial ones
 Visionary
A good idea is one thing, but quantifying costs and
benefits, understanding short vs. long-term implications,
and successfully pitching the idea spells success for an
intrapreneur.
WHAT INTRAPRENEURSHIPDOES:
FOSTERSUCCESS
Internal entrepreneurship helps your companyfoster
success in a number of ways
1. Catches problems before customers do
2. Focuses on the big picture AND small details
3. Invests in your business
4. Challenges conventional thinking
5. Engages employees.
 SUCCESS STORIES

 GM workers suggested 44,000 ideas in just one quarter and

one plant saved $900K using employee suggestions
 A scientist at 3M developed Post-it notes after
discovering a new glue that was sticky, but not too sticky.
It’s now one of their top products.
 Gmail, Google’s beloved email service was the result of the
20% time project. This program encouraged employees to
spend 20% of their time working on personal or side projects
and engrained intrapreneurship into their companyculture.
The terms manager and entrepreneur have different approaches in:
1. Motive: The motive of an entrepreneur is to start a venture by
setting up an enterprise. He understands the venture for his
personal gratification but the main motive of a manager is to
render his services in an enterprise already setup by someone
else.
2. Status: An entrepreneur is the owner of the enterprise
whereas a manager is an employee
3. Risk Bearing: An entrepreneur being the owner of the
enterprise assumes all risks and uncertainty involved in
running the enterprise whereas a manager does not bear any
risk
4. Objective: Entrepreneur’s objective is to innovate and create
and he acts as a change agent whereas a manager’s objective is
to supervise and create routines and to implement the
entrepreneur’s plans and ideas
5. Rewards: The reward of an entrepreneur is the profit which is
highly uncertain whereas the manager gets a salary as the
reward for his service which is fixed and certain
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 Entrepreneur and Entrepreneurship
Entrepreneur Entrepreneurship
Person Process
Visualizer Vision
Organizer Organization
Decision maker Decision Making
Innovator Innovation
Risk bearer Risk bearing
Motivator Motivation
Creator Creation
Leader Leadership
Manager Management
Initiator Initiation
Planner Planning
Technician Technology
Communicator Communication
Administrator Administration
 Functions of Entrepreneur
• Innovation.
- The unexpected success or failure or any unexpected outside event.
- Innovation based on process need.
- Changes in industry and market structure.
- Demographics changes.
- New knowledge.
• Risk and uncertainty bearing.
• Organization building.
- Perception of market opportunities.
- Gaining command over scarce resources.
- Purchasing inputs.
- Marketing the products.
- Dealing with bureaucrats.
- Managing human relations within the firm.
- Managing customer and supplier relations.
- Managing finance.
- Managing production.
- Acquiring and overseeing assembly of the factory.
- Upgrading process and product.
- Introducing new production techniques andproducts.
 Type of Entrepreneur
Classification according to type of business.
• Business Entrepreneurs.
• Trading Entrepreneurs.
• Industrial Entrepreneurs.
• Corporate Entrepreneurs.
• Agricultural Entrepreneurs.
Classification according to use of technology.
• Technical entrepreneur.
• Professional entrepreneur.
• Non-technical entrepreneur.
• High-tech entrepreneur.
 Type of Entrepreneur
Classification according to motivation ofentrepreneur.
• Pure entrepreneur.
• Induced entrepreneur.
• Motivated entrepreneur.
• Spontaneous entrepreneur.
Classification according to growth.
• Growth entrepreneur.
• Super growth entrepreneur.
Classification according to stages of development.
• First generation entrepreneur.
• Modern entrepreneur.
• Classical entrepreneur.
 Entrepreneur and Entrepreneurship
Entrepreneur Entrepreneurship
Person Process
Visualizer Vision
Organizer Organization
Decision maker Decision Making
Innovator Innovation
Risk bearer Risk bearing
Motivator Motivation
Creator Creation
Leader Leadership
Manager Management
Initiator Initiation
Planner Planning
Technician Technology
Communicator Communication
Administrator Administration
FUNCTIONS OF AN ENTREPRENEUR
There has been a great deal of confusion and contradiction in
literature on the functions of an entrepreneur.
FUNCTIONS
1. Innovations: J.Schumpeter has made substantial contribution
to the literature of entrepreneurship. The process of
innovations may be in the form of:
a) Introduction of a new product.
b) Use of new methods of production.
c) Opening of a new market.
d) The conquest of new source of supply of raw material.
e) A new form of organisation.

24
2. Risk-taking: Richard cantillon states that entrepreneur is an
agent who buys means of production at certain prices and sells
them at uncertain prices.
The entrepreneur performs the function of reducing uncertainty in
his plan of investment and expansion of the enterprise.
J.b. Say also stresses risk-taking as the specific function of an
entrepreneur.
3. Decision Maker: Entrepreneur as a decision maker describes
the following functions of an entrepreneur.
a) The determination of objectives of an enterprise and the
change of those objectives as conditions required or made
advantageous,
b) The development of an organisation including efficient
relations with subordinates and all employees,

25
c) Securing adequate financial resources,the relations with
existing and potential
Investors,
d) The acquisition of efficient technological equipment and
the revision of it as new machinery appears,
e)The development of a market for the products and the
devising of new products to meet or anticipate consumer’s
demand,
f) The maintenance of good relations with public authorities
and with society at large.

26
4. Organisation and Management: Marshall recognised organisation
and management of the enterprise as the important functions of an
entrepreneur.
When the organisation grows bigger, the entrepreneur effectively
delegates authority and finds responsibility at various levels of
management. The network of decision making becomes more
complex.
The functions of organisation and management includes:
a) Planning of an enterprise,
b) Co-ordination, administration and control,
c) Routine type of supervision.

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Attributes and Characteristics of successful Entrepreneur

Ability to plan: Entrepreneurs must be able to develop

business plans to meet goals in a variety of
areas, including finance, marketing, production, sales
and personnel.

Communication skills: Entrepreneurs should be able to

explain, discuss, sell and market their goods
or services.

Marketing skills: Good marketing skills, which result in

people wanting to buy goods or services, are
critical to entrepreneurial success.
Attributes and Characteristics of successful Entrepreneur
Interpersonal skills: The ability to establish and
maintain positive relationships with customers and
clients, employees, financial lenders, investors, lawyers
and accountants, among others, is crucial to
the success of the entrepreneur's business venture.

Basic management skills: Even if entrepreneurs hire

others to deal with the day-to-day tasks of the
business, entrepreneurs need to know whether their
company has the correct resources.
Leadership skills: The ability to develop a vision for the
company and to inspire employees to
pursue it is imperative for success
Role of entrepreneur in Indian economy
 Role of Entrepreneurs in Economic
Development.
• Capital formation.
• Generation of employment.
• Improvement in per capitaincome.
• Reduces concentration of wealth.
• Balanced regional development.
• Resource mobilization.
• Improvement in standard of living.
• National self-reliance.
• Harnessing natural resources.
• Backward and forward linkages.
• Sense of purpose.
FACTOR AFFECTING
ENTRREPRENEURSHIP
GROWTH
Entrepreneurial Growth

Economic
Factors

Entrepreneurial
Growth
Non-
Economic
Government
Factors
Action
•Social Condition
•Psychological
Factors

38
From a strictly economic viewpoint, it can be said that the same factors which
promote economic development account for the emergence
of
entrepreneurship also.

Capital

Economic Labour
Factors Raw
Materials

Market
39
 Development of entrepreneurship is not a
spontaneous one but a dependent of
phenomenon of economic, social, political,
psychological factors supporting conditions
to entrepreneurship development
 Economic Factor
-Economic environment exercises the most direct
and immediate influence on entrepreneurship.

Capital
- factors of production
- Increase in capital investment in viable
projects results in increase in profits
- too gets a boost with the easy availability of
funds for investment
- Bank loan
Labor
-Easy availability of right type of workers also effect
entrepreneurship
-The quality rather than quantity of labor influences
the emergence and growth of entrepreneurship.
-low-cost labor

Raw Materials
-In the absence of raw materials, neither any enterprise
can be established nor can an entrepreneur be
emerged
-basic ingredients required for production
-Shortage of raw material can adversely affect
entrepreneurial environment.
Market
- The role and importance of market and
marketing is very important for the growth of
entrepreneurship

- modern competitive world no entrepreneur can

think of surviving in the absence of latest
knowledge about market and various marketing
techniques.

- The size and composition of market both

influence entrepreneurship in their own ways.
Infrastructure
-Expansion of entrepreneurship presupposes
properly developed communication and
transportation facilities

- Post and telegram substitute by emails-

before use birds
Non Economic Factor

Social Factors
 Caste Factor/Family Background

-cultural practices and values in every society which

influence the’ actions of individuals.
-The Brahmana (priest), the Kshatriya (warrior), the
Vaishya (trade) and the Shudra (artisan):
-social mobility
-type of family and economic status of family
-
Education
-Education enables one to understand the outside
world and equips him with the basic knowledge
and skills to deal with day-to-day problems.
-Certain societies encourage innovations

Cultural Value
-Entrepreneurial growth requires proper motives
like acquisition of prestige and attainment of
social status.
-strength of these motives depends upon the
culture of the society.
Psychological Factors
1. Need Achievement
- Need for achievement (N-Ach) refers to an individual's desire
for significant accomplishment, mastering of skills, control, or
high standards.

- need achievement’ is social motive to excel that tends to

characterize successful entrepreneurs i.e entrepreneurs, had
this characteristic

-Moreover, some societies tend to reproduce a larger percentage

of people with high ‘need achievement’ than other societies-
singapore

-that people with high need-achievement are distinctive in several

ways.
Status Respect/Attitude of the Society
-There are several other researchers who have
tried to understand the psychological roots
of entrepreneurship

-Motives:
Other psychological theories of
entrepreneurship stress the motives or
goals of the entrepreneur.
 Stages of EntrepreneurialProcess
• Conducting Opportunity Analysis.

• Developing the plan and setting up the company.

• Acquiring financial partners and sources of funding.

• Determining resources required and implementing

the plan.

• Scaling and harvesting the venture.

Entrepreneurship Culture

 The sum total of social behavior that includes at least

three elements namely, knowledge and beliefs, ideals
and preferences.
 Entrepreneurial culture implies vision,values,norms
and traits that are conductive for the development of
the economy.
 The emerging market environment and globalization is
challenging every organization & every person in the
organization to consider, evaluate and bring out the
changes in thinking, vision and action.
Nature of Culture

 Basic beliefs and assumptions about the

company
 Emotional aspect
 Reflect history
 Inherently symbolic
 Substance and Form
Components of Culture

 Values
 Rules of Conduct
 Vocabulary
 Methodology
 Rituals
 Myths and Stores
Barriers to Entrepreneurship Culture

 Lack of viable concept

 Lack of market knowledge
 Lack of technical skills
 Lack of capital
 Lack of business know how
 Time presences and distractions
 Social Stigma
 Legal constraints and regulations
 Entrepreneurship as a career

Do you know that there are millions of unemployed

youth in the country and by the time you will do
your MBA, this number would have increased
substantially?

Do you want to be part of that group which keeps

knocking from pillar to post, checking with
employment exchanges, relatives, friends, and
neighbors and still not able to get a job to their
liking and then settle for a second or third rate job?
 Entrepreneurship as a career
You can also choose to be like Mr. Patel of Nirma who
was a chemist’s assistance and has a Rs. 2500 crore
company today.

Did you know that the original Mr. Bata was a

cobbler? And now has stores in more than 30
countries all over the world.

Or you could be like Dhiru bhai Ambani who started

life as a clerk in a French company in Aden.
Lakshmi Mittal, the steel giant,
Satbir Bhatia of Hotmail fame and
Narayan Murthy of Infosys are some other names in
the endless list you could choose from.
 Entrepreneurship as a career

If your answer is yes then you can definitely opt for

a career in entrepreneurship.

And let us remind you that this career opportunity

is not only for boys but also for girls –

all those girls who think smart, are ready to act

and script the story of their own life – like
Shehnaz Hussain or
Ritu Kumar or
Kiran Majumdar Shaw
ENTREPRENEURSHIP AS CAREER OPTION
The vast majority of human beings direct their activities
towards earning a living, generating wealth and
improving their standard of living.

You can choose your career from two broad categories

of options – Wage Employment or Entrepreneurship.

The term ‘career’ signifies a continuous, ever evolving,

ever expanding opportunity for personal as well as
business growth and development.

We may define entrepreneurship as a career in your

own business [YOB] rather than wage employment
[JOB] .
ENTREPRENEURSHIP AS CAREER OPTION
Wage Employment Entrepreneurship
Work for Others Own Boss

Follow Instructions Make own plans

Routine Job Creative activity

Earning is fixed, Can be negative

never negative sometimes, generally surplus

Does not create wealth Creates Wealth,

contributes to GDP

Can choose from- Can choose from-

Government service Industry
Public Sector Trade or
Private Sector Service Enterprise
Emerging models of
Corporate Entrepreneurship
 What is Corporate
Entrepreneurship?
Corporate entrepreneurship is the term used to
describe entrepreneurial behaviour in an established,
larger organisation. It can be defined as:

“the development of new business ideas and

opportunities within large and established
corporations” (Birkinshaw, 2003: 46).

Corporate entrepreneurship is more than just new

product development, and it can include innovations
in services, channels, brands and so on.
 Four Models
Two dimensions under the direct control of management
differentiate how companies approach corporate
entrepreneurship.

The first is organizational ownership: Who within the

company has primary ownership for the creation of new
businesses? (Note: This responsibility can be focused in a
designated group, or it can be diffused across the
organization.)

The second is resource authority: Are projects funded from

a dedicated corporate pool of money or in an ad hoc
manner, perhaps through business-unit budgets? Together
the two dimensions generate a matrix with four dominant
models: opportunist, enabler, advocate and producer.
Emerging models of Corporate
Entrepreneurship
The Opportunist Model
All companies begin as opportunists. Without any designated organizational ownership
or resources, corporate entrepreneurship proceeds (if it does at all) based on the efforts
and serendipity of intrepid “project champions” — people who toil against the odds,
creating new businesses often in spite of the corporation.

Consider Zimmer Holdings Inc., a medical device company headquartered in Warsaw,

Indiana. Zimmer has R&D organizations that undertake new product development but
no formal organization or dedicated resources for corporate entrepreneurship.

So when trauma surgeon Dana Mears had an idea for minimally invasive surgery for hip
replacements, he presented and explored it informally with Zimmer manager Kevin
Gregg. The two then got the go-ahead from top management (including CEO Ray Elliot),
who approved the use of company resources for concept development and
experimentation.

The new medical approach required innovations in training, so the company established
the Zimmer Institute, and by 2006 more than 6,000 surgeons were being trained there in
a dozen different types of minimally invasive surgical procedures. The resulting
improvement in patient outcomes (and hence lower total costs) has led to some private
insurers paying a premium for certain Zimmer procedures. Today, that new business has
helped Zimmer achieve superior overall growth despite severe industry pricing pressure.
The Enabler Model:
The basic premise of the enabler model is that
employees across an organization will be willing to
develop new concepts if they are given adequate
support.
Dedicating resources and processes (but without any
formal organizational ownership) enables teams to
pursue opportunities on their own insofar as they fit the
organization’s strategic frame.

Google Inc. is the poster child of the enabler model.

At Google, employees are allowed to spend 20% of
their time to promote their ideas to colleagues,
assemble teams, explore concepts and build
prototypes.
The Advocate Model:

What about cases in which funding isn’t really the

issue?
In the advocate model, a company assigns
organizational ownership for the creation of new
businesses while intentionally providing only
modest budgets to the core group.
Advocate organizations act as evangelists and
innovation experts, facilitating corporate
entrepreneurship in conjunction with business
units.
The Producer Model:

A few companies such as IBM, Motorola and

Cargill pursue corporate entrepreneurship by
establishing and supporting formal organizations
with significant dedicated funds or active influence
over business-unit funding.
India’s start up revolution
 Start up India

India has moved to third on the global list, and

now has more tech-driven start-ups than Israel
and China. Only the United Kingdom and United
States stand ahead of it.
The number of new start-ups is rising every year.
By 2020, there are projected to be around 2,100 in
the country altogether.
2. Indian start-ups are going global

As this chart from March 2016 shows, Indian firms

are now breaking into global lists. Flipkart, the e-
commerce company headquartered in Bengaluru
(also known as Bangalore), takes ninth place on
the list, with a 2015 valuation of $15 billion dollars.
Funding is concentrated in just three urban areas
Mobile apps for stat ups to get registered within the day.

Websites are started on April 2016 , For clearance, approval &

Registrations
Government
 Business
Incubators
According to Khadi and Village Industries Commission (KVIC)
“Village Industry or a rural industry means.
• Industry located in rural areas
• Population of which doesn’t exceed 10000
• Which produces any goods or renders any services
• With or without the use of power and
• In which the fixed capital investment per head of a worker
does not exceed 1000 rupees”.
ACCORDING TO THE INDUSTRY:
• Agro Based Enterprises: These include direct sale or processing
of agro products such as jaggery, sugar industries, pickles, oil
processing from oil seeds, fruit juice, diary products, spices, etc.
• Forest Based Industries: Such industries include wood products,
beedi making, coir industry, bamboo products, honey making, eating
plates from leaves.
• Mineral based Industry: Such industries include cement industries,
stone crushing, wall coating powders etc.
• Textile Industry: These include weaving, spinning, colouring, bleaching.

• Handicrafts: Such industries include making of wooden or bamboo

handicrafts that are local to that area, traditional decorative products or
toys and all other forms of handicrafts typical to the region.
• Engineering: Small and medium sized industries to produce agricultural
machinery, equipment for usage in rural areas etc.

• Services: There are a wide range of services including mobile repair,

agriculture machinery servicing, etc which are being undertaken under
this category.
• Very Low Investment. • Use of locally available raw material.
• Low Gestation Period. • Cater to limited market.
• Use of Traditional Skills. • Products have unique and aesthetic nature.
• Decentralized production system.
• Products are either mass consumer goods or handicrafts.
• Over 70% of Indian population lives in rural areas
• Reduce poverty, growth of slums, pollutions in cities
• Reduce poverty, growth of slums, pollutions in cities
• Rural industries are labour intensive
• Great disparities in income of rural and urban people
• Awaken the youth
• Regional development
• Increase the literacy rate of rural population
• Rich in traditional art / handicrafts
• Utilize the idle capital
• To utilize the local resources
• Provide employment opportunities
• Avoid the migration of rural population
• Balanced regional growth:
• Promotion of artistic activities
• Check on social evils
• Encourage the Rural youth
• Standard of living
• Equitable distribution of income
• Educate the Rural Entrepreneurs

• Offer finance with low rate of interest

• Government action
• Formation of Capital
• Balanced Regional Development
• General Employment
• Improvement in Standard of Living
• Equitable Distribution Economic Power
• Increase in per Capita Income
• National Self-reliance
• Planned Production
Social entrepreneurship
Social entrepreneurship is the activity of establishing
new business ventures to achieve social change. The
business utilizes creativity and innovation to bring
social, financial, service, educational or other
community benefits.

Social enterprises are not charities or welfare

agencies. They are private businesses established by
entrepreneurs with an emphasis on human values
rather than just profit. These businesses focus on
working with and enhancing the social capital within the
community by encouraging participation, inclusion and
utilising a bottom-up approach to achieve social
change.
 Social Business

•Its primary purpose is to serve society, a

social business has products, services,
customers, markets, expenses and revenues
like a ‘regular’ enterprise.

•It is a no-loss, no-dividend, self-sustaining

company that repays its owners’ investments
Social Business Vs Profit maximizing business
Amul

• Amul – Founded in 1946, Amul was established

initially as a reaction to unfair milk trade practices in
India, inspiring local and marginalized farmers to
form cooperatives independent from trade cartels.
With the notable help of Tribhuvandas Patel and
Verghese Kurien, the Amul cooperative model
became so successful that it was eventually
replicated all over India in 1965. Amul has since:
• Produced excellent value for money food products
for customers
• Created a lucrative source of income for local dairy
farmers in India
Women Entrepreneurship
“A women Entrepreneur is one who accepts challenging
role to meet her
personal needs and become economically
independent.”
Definition :
“ An enterprise owned and controlled by women
having a minimum financial interest of 51% of
capital and giving at least 51% of employment
generated in the enterprise to women.”
“Women who think of a business enterprise,
initiate it, organize and combine the factors of
production, operate the enterprise and undertake
risk and handle economic uncertainty involved in
running a business enterprise.”
 But the Indian women entrepreneurs are
facing some major constraints like –
 a) Lack of confidence – In general, women lack confidence in their
strength and competence. The family members and the society are
reluctant to stand beside their entrepreneurial growth. To a certain
extent, this situation is changing among Indian women and yet to
face a tremendous change to increase the rate of growth in
entrepreneurship.
 b) Socio-cultural barriers – Women’s family and personal obligations
are sometimes a great barrier for succeeding in business career.
Only few women are able to manage both home and business
efficiently, devoting enough time to perform all their responsibilities
in priority.
 Conti….
 c) Market-oriented risks – Stiff competition in the market and lack
of mobility of women make the dependence of women
entrepreneurs on middleman indispensable. Many business women
find it difficult to capture the market and make their products
popular. They are not fully aware of the changing market conditions
and hence can effectively utilize the services of media and internet.

 d) Motivational factors – Self motivation can be realized through a

mind set for a successful business, attitude to take up risk and
behavior towards the business society by shouldering the social
responsibilities. Other factors are family support, Government
policies, financial assistance from public and private institutions and
also the environment suitable for women to establish business units.
 Contin..
 e) Knowledge in Business Administration –Women must be
educated and trained constantly to acquire the skills and knowledge
in all the functional areas of business management. This can
facilitate women to excel in decision making process and develop a
good business network.

 f) Awareness about the financial assistance –Various institutions in

the financial sector extend their maximum support in the form of
incentives, loans, schemes etc. Even then every woman
entrepreneur may not be aware of all the assistance provided by the
institutions. So the sincere efforts taken towards women
entrepreneurs may not reach the entrepreneurs in rural and
backward areas.
 Conti..
 g) Exposed to the training programs – Training programs and
workshops for every type of entrepreneur is available through the
social and welfare associations, based on duration, skill and the
purpose of the training program. Such programs are really useful
to new, rural and young entrepreneurs who want to set up a
small and medium scale unit on their own.

 h) Identifying the available resources –Women are hesitant to

find out the access to cater their needs in the financial and
marketing areas. In spite of the mushrooming growth of
associations, institutions, and the schemes from the government
side, women are not enterprising and dynamic to optimize the
resources in the form of reserves, assets mankind or business
volunteers.
Women Entrepreneurship
 Highly educated, technically sound and professionally
qualified women should be encouraged for managing their
own business, rather than dependent on wage employment
outlets.
 The unexplored talents of young women can be identified,
trained and used for various types of industries to increase
the productivity in the industrial sector.

 A desirable environment is necessary for every woman to

inculcate entrepreneurial values and involve greatly in
business dealings.
Some Examples of Great Women Entrepreneurs
Shahnaz Hussain :

•She brought the breeze of revolution in the field of beauty treatment in

India.
•Her herbal beauty treatments have won accolades all over the world and
have adorned women for decades.
•The beauty chain of Shahnaz Hussain is known for a wide range of
treatments and herbal cosmetics offering stunning results.
•She has clientele including all the renowned women personalities round
the world.
•Indira Gandhi, the first woman Prime Minister of India is also one of her
well known clients.
 Shahnaz Husain
 Shehnaz Hussain Herbals- one of the largest herbal manufacturer in the
world

 SH Group, based in New Delhi orth $100mn

 Employed around 4200 people, in 650 salons, spread across 104

countries

 Belongs to a royal muslim family, married at the age of 15

 Never advertised, relied on word of mouth publicity

 First Indian women whose goods were retailed in foreign markets

 Ekta Kapoor
 Most dynamic young achiever in the
 Country
 Creative Director of Balaji Telefilms
 Queen of Indian Television industry-’Saas Bahu Serials’
 Hands on manager
 Best Entrepreneur in 2001
 Inexperience was her biggest challenge
Ekta Kapoor, creative head of Balajji Telefilms, is the
daughter of actor Jeetendra, and sister of actor Tushar Kapoor.
She has been synonymous with the rage of soap operas on Indian
TV, after her most famous venture 'Kyunki Saas Bhi Kabhi Bahu
Thi', which started airing on STAR Plus in 2000. Ekta dominates
Indian television, producing more than eight television soaps. At
the 6th Indian Telly Awards 2006, she bagged the Hall of Fame
award for her contributions. Most of her creations begin with the
letter'K' due to her superstition that it brings her good luck.
 Kiran Mazumdar Shaw

 The women behind Biocon- Kiran Mazumdar Shaw

 India’s biggest Biotechnology company

 Set up Biocon in garage of her rented house

 In 2004 she became India’s richest women

 Entered the Fortune list of 50 most pewerful women in international business

 Forward looking, self driven,enterprising & outspoken

 Awarded with Padmabushan in 2005

 Top Women Entrepreneurs
Source -
http://sneakpeaks.blogspot.com/2008/03/its-
their-business-top-women.html

Entrepreneur Dr. Kiran Mazumdar-Shaw, Chairman & Managing Director of

Biocon Ltd., who became India's richest woman in 2004 (an estimated
Rs.2,100 crore )~US$480 million), was educated at the Bishop Cotton Girls
School and Mount Carmel College in Bangalore. She founded Biocon India
with a capital of Rs.10,000 in her garage in 1978 - the initial operation was to
extract an enzyme from papaya. Her application for loans were turned down
by banks then - on three counts - biotechnology was then a new word, the
company lacked assets, and (most importantly) women entrepreneurs were
still a rarity. Today, her company is the biggest biopharmaceutical firm in the
country.
Sulajja Firodia Motwani, Joint Managing Director of Kinetic
Engineering Ltd., is in-charge of the company's overall business
developmental activities. She is also the Director of Kinetic Motor Company
Limited and Kinetic Marketing Services Limited. A fitness freak and avid
sports enthusiast, she even played badminton at the national level. The
magazine 'India Today' has honoured her with the title of business 'Face of
the Millennium'. She was ranked among the top 25 business entrepreneurs of
the country, and was also presented with the Society Young Achiever's Award
for Business in 2002. The same year, she was chosen as the 'Global Leader of
Tomorrow' by the World Economic Forum.
Indra Krishnamurthy Nooyi, chairman and executive officer of PepsiCo,
was according to Forbes magazine's 2006 poll, the fourth most powerful woman
in the world. She was also named the #1 Most Powerful Woman in Business in
2006 by Fortune magazine. She got her bachelor's degree from Madras Christian
College in 1974, entered the Business Diploma programme at the Indian Institute
of Management, Calcutta, and later moved to the USto attend the Yale School of
Management. Nooyi serves on the board of directors of several organizations,
including Motorola, the Federal Reserve Bank of New York, the International
Rescue Committee, and the Lincoln Center for the PerformingArts.
Naina Lal Kidwai

Naina Lal Kidwai, Investment Banker

Fortune magazine listed her as one of the world’s
most powerful businesswomen in 2003.
India Inc recognises her as one of its most powerful
investment bankers. But Naina Lal Kidwai,
HSBC’s deputy CEO, can’t be reduced to simple
woman-banker equations; her professional vision
transcends gender
Ritu Kumar :

•A great name in the fashion area, Ritu Kumar has

made a wonderful presence with her unique dresses
and creations.
•Her style and uniqueness has won her praises in
various fashion events across the globe.

16
6
Lila Poonawalla: Serum Institute, Pune
 Some More

Veena World: Veena Patil

KIRLOSKAR GROUP

1
KIRLOSKAR GROUP
Type Private

Industry Conglomerate

Founded 1888 (As Kirloskar Brothers Limited)

Headquarters Pune, Maharashtra, India

Area served Worldwide

Key people Sanjay Kirloskar. (Chairman & MD)

Revenue $2.50 billion USD (2012)

Employees ~18,000 (2010)

Website http://www.kirloskar.com

17
1
 Introduction
The Kirloskar group of companies was one of the earliest
industrial groups in the engineering industry in India.The company
exports to over 70 countries.
Kirloskar Brothers Ltd established in 1888, is India's largest
maker of pumps and valves and also undertakes construction
projects through its subsidiary Kirloskar Construction And
Engineers Ltd.
The group is headed by Sanjay Kirloskar .The company under
Shantanurao Lakshmanrao Kirloskar achieved one of the highest
growth rates in Indian history, with 32,401% growth of assets from
1950–1991.
The first product of Kirloskar Brothers.
 Group History
Cycle Works at Kirloskarwadi - 1888 – Kirloskar Brothers’ first enterprise

First Indian “Fodder Cutter” – 1901 – small shed

First Indian “Iron Plough” – 1904 – small workshop

Farm Implements – 1910 - Factory

Groundnut sheller,
sugarcane crusher
Present generation is
the 4th generation of
Kirloskars, successfully
handling the group
companies.

Pumps – 1920- Kirloskar Bros. Ltd incorporated

 Group Overview
• India’s Premier Engineering Group with 120 years of experience

• Sales of Rs 9000 Cr. in 2010-11

• Large and Established Distribution Network

• Plants are ISO 9001, ISO 14001 and TS 16949 accredited

• Known for Quality and Excellence in manufacturing

• Reputed International Technical partners

• Turnkey Project Capability - Water Supply, Air Conditioning and

Refrigeration, Captive/Small PowerPlants

• Own R&D facilities for Product Development programs

 KIRLOSKAR GROUP
Kirloskar Brothers Ltd :- Pumps, Valves & Turn key pumping
Project

Kirloskar Chillers Pvt. Ltd. :- Air Conditioning

Kirloskar Oil Engines Ltd :- Diesel Engines, Gensets , Auto

component

Kirloskar Ferrous Ind. Ltd :- Metal Processing , Auto

Components
Kirloskar Pneumatic Co Ltd. :- Air & Gas Compressors,
AC & Refrigeration,
Transmission products
 Products

• Pumps
• Engines
• Compressers
• Screw & Centrifugal Chillers
• Valves
• Pig Iron Construction
• Transmissions
• Submarine pipelines construction

17
7
 Companies

•Kirloskar Brothers Ltd

• Kirloskar Oil Engines Limited
• Kirloskar Ferrous Industries Limited
• Kirloskar Chillers Private Limited
•Toyota Kirloskar Motor Private Limited ( TKML ) produces Toyota
Vehicles in India

• Kirloskar ( MK ) produced lathes including CNC types

17
8
 Achivements
•The National Record 2011 award by Limca Book of
Records for not losing a
single man-day due to labour unrest in the past 50
years.

•Kirloskar Oil Engines Ltd. honored by “Parivartan

Leadership Award for Sustainability-2011” organized
by India Carbon Outlook, New Delhi.

•Maharashtra Ratna 2010 awarded to Atul Kirloskar,

Chairman and Managing Director, Kirloskar Oil
Engines Limited, by the President of India, Pratibhatai
Patil. 17
9
•Kirloskar Oil Engines Ltd. bags “ 11th National Award for
Excellence in Energy
Management- 2010” organized by Confederation of Indian
Industries (CII).

•CII EXIM Bank Award for Business Excellence 2009 for

Strong Commitment to Excel from the Confederation of
Indian Industries (CII).

• Kirloskar Brothers won the first "best of all" Rajiv Gandhi

National Quality Award
in 1992.

18
0
 Kirloskar Group – Financials

Kirloskar Group Sales (Rs.) Cr.

9000
Values (Rs.) Cr.

6000
8200 9000
3000 4774
6000
3652

0
2006 2007 2008 2009 2010

OperatingProfit (Rs.) Cr.

900
Value (Rs.) Cr.

600 842
700
300 500
422
348
0
2006 2007 2008 2009 2010
PUMP’S
Kirloskar Brothers Ltd.

Giving Life to Water

Pumps ranging from 0.1 kW to 12,000 kW

KIRLOSKAR GROUP- Enriching Lives 12

 KBL - Major Sectors Catered To
Projects &
Engg. Pumps

Industrial
Pumps

Agricultural &
Domestic
Pumps

Valves
13
International Subsidiaries
KIRLOSKAR BROTHERS INTERNATIONAL B.V. (2008)
SPP Pumps • Leading market presence in Fire
Pump
Limited • Packages business
– UK • Lowest life cycle cost pump range
(2003) Assembly units in USA and South
Kirloskar Brothers • ASfarliecsa and Packaging of centrifugal
pumps
Europe BV –The
with focus on European markets
Netherlands
(2008)
Kirloskar Brothers • Sales and Packaging of
(Thailand) Limited centrifugal pumps
with focus on South East Asian
(2r009)
markets
• Manufacturing and Sales of
high head
Pumps Limited
multi-Stage pumps, Rubber
South Africa
lined slurry pumps and white
(2010)
metal lined bearings
KIRLOSKAR OIL ENGINES LTD.
 Kirloskar Oil Engines Ltd.

Engine
Bearings &
Smallest : 3 hp Valves

Diesel engines
ranging from
3 hp to 11000 hp.

Biggest : 11,000 hp
 KOEL Customers

Exc-Loaders

Compactors

Fork-lift Trucks

Excavators

Assorted

Cellular
KIRLOSKAR PNEUMATIC CO. LTD.
KPCL Products
KPCL Customers
KPCL - Major sectors catered to

Cold storages, Construction, Breweries,

Beverage, Dairies, Hotels, Malls,
Refineries, Railways, Windmills, Power,
Air Separation, Textile, Auto & Auto
Ancillaries, Pharma, Iron & Steel, General
Engineering, Oil & Gas, Oil & Gas,
Cement, Sugar, C & M, Indian Army,
Indian Navy & Indian Air Force
KIRLOSKAR FERROUS INDUSTRIES LTD.

25
KFIL Products and Location
Factory

Products

Pigging
operation
KFIL Product Applications
 KCPL Products
➢ More than 200,000 TR chillers sold in the
last seven years
➢ Catering to Industrial and commercial
sectors
➢ Preferred supplier status with Taj Group
of Hotels, ISRO and Nuclear Power Corp.

Centrifugal Chillers – 250 TR ~ 2500

TR

Screw Chillers – 50 TR ~ 575 TR Reciprocating Chillers – 50 TR ~ 300 TR

Customers of KCPL
 Global Presence - 70+ countries
Overseas Customers Manufacturing Overseas Offices
Across 6 Continents

KBL Headquarters KBL Offices Worldwide KBL Presence Manufacturing Facilities

Association with Governments
Angola Cambodia Egypt

Ghana Jamaica Laos

Lesotho Senegal Sudan

Suriname Zimbabwe
ManufacturingFacilities–OutsideIndia

2013 This is a proprie a cument kar Brothers Limited

KIRLOSKAR GROUP

MISSION

We shall be known globally as a

reliable, innovative and cost effective
solution provider in hydraulic
machines & systems.

(Sanjay C. Kirloskar)
Chairman & Managing Director
Tata Group is an Indian
multinational
conglomerate company
headquartered in the
Bombay House in
Mumbai, India.
Operations in more than 80
countries across six
continents; exports to 80 Bombay House, the head office of Tata Group
nations.
Current Chairman
of the Tata
Group is Ratan
Tata, who took
over from J.R.D.
Tata in 1991
 Continue……..

The 2009, annual survey by the Reputation Institute

ranked Tata Group as the 11th most reputable
company in the world.

The group takes the name of its founder, Jamsedji

Tata, a member of whose family has almost invariably
been the chairman of the group. The current
chairman of the Tata group is Ratan Tata, who took
over from J. R. D. Tata in 1991.
 PIONEERS

JAMSETJI TATA DORAB JI TATA SIR RATAN TATA

JRDTATA
NAVALTATA
 Deep rooted history

FOUNDATION
1868-1931

Ratan Tata
CONSOLIDATION
1932-89

EXPANSION
1990 onwards

Natarajan Chandrasekaran
 HISTORY

The beginnings of the Tata Group can be traced back to 1868,

when Jamsetji Nusserwanji Tata established a trading company
dealing in cotton in Bombay (now Mumbai), British India.

This was followed by the installation of Empress Mills in Nagpur in

1877. Taj Mahal Hotel in Bombay (now Mumbai) was opened for
business in1903.

Sir Dorab Tata, the eldest son of Jamsetji became the chairman of
the group after his fathers death in 1904. Under him, the group
ventured into steel production (1905) and hydroelectric power
generation(1910).
 Cont………

After the death of Dorab Tata in 1934, Nowroji Saklatwala

headed the group till 1938. He was succeeded by Jahangir
Ratanji DadabhoyTata.
The group expanded significantly under him with the
establishment of Tata Chemicals (1939), Tata Motors and
Tata Industries (both 1945), Voltas (1954), Tata Tea (1962),
Tata Consultancy Services (1968) and Titan Industries
(1984).
Ratan Tata, the incumbent chairman of the group
succeeded JRD Tata in 1991.
 Different groups of tata

Tata group encompasses seven business sectors:

communications and information
technology,engineering, materials, services, energy, c
onsumer products andchemicals.
 TATA GROUP

Tata group has spread itself in various sectors:- they

are
➢ ENGINEERING:- Tata products, Voltas consumer
electronic co.
➢ ENERGY AND POWER.
➢ CHEMICALS:- Rallis India, Tata Pigments.
➢ SERVICES:- The Indian hotels co., Tata Asset
management.
➢ COMSUMER PRODUCTS:- Tata Salt, Tata sky.

➢ INFORMATION SYSTEM: - Nelco, TCS.

➢ PHILANTHROPHY & NATION BUILDING: - TATA

Memorial Hospitals, Indian Institute Of Sciences.
➢ AUTOMOBLIE SECTOR: -TATA MOTORS
 Mergers andAcquisitions

2000 Tata Tea acquires The Tetley Group Ltd., UK

2001 TATA-AIG marks the Tata re-entry into insurance.

2005 Tata Steel acquires Singapore-based steel company NatSteel by subscribing

to 100 per cent equity of its subsidiary.

2007 Tata Steel purchased a 100% stake in the Corus group at 608 pence share in all cash
deal.

2009 TRF acquires UK-based Hewitt Robins International.

2008: Jaguar and land rover Brands
February 2000 – Tetley Tea Company, $407million
March 2004 – Daewoo Commercial Vehicle Company, $102 million
August2004 – NatSteel's Steel business, $292 million
November 2004 – Tyco Global Network,$130 million
July 2005 – Teleglobe International Holdings, $239 million
October 2005 – Good EarthCorporation
December 2005 – Millennium Steel,Thailand, $167 million
December 2005 – Brunner Mond Chemicals, $120 million
June 2006 – Eight O'Clock Coffee, $220 million
November 2006 – Ritz Carlton Boston, $170 million
Jan 2007 – Corus Group, $12billion
March 2007 – PT Kaltim Prima Coal (KPC) (Bumi Resources),$1.1billion
April 2007 – Campton Place Hotel, San Francisco, $60 million
January 2008 – Imacid Chemical Company, Morocco[12]
February 2008 – General Chemical Industrial Products, $1billion
March 2008 – Jaguar Cars and Land Rover, $2.3 billion
March 2008 – ServiplemSA, Spain
April 2008 – Comoplesa LebreroSA, Spain
May 2008 – Piaggio Aero Industries S.p.A., Italy
June 2008 – China Enterprise Communications,China
June 2008 – Neotel, SouthAfrica
October 2008 – Miljo Grenland / Innovasjon, Norway
AWARDS AND RECOGNATION

On the occasion of India's 50th Republic Day on 26

January 2000, Ratan Tata was honored with the
Padma Bhushan.
In February 2004, Ratan Tata was conferred the title of
honorary economic advisor to Hangzhou city in the
Zhejiang province of China.
He was listed among the 25 most powerful people in
business named by Fortune magazine in November
2007.
In May 2008 Mr. Tata made it to the Time magazine's
2008 list of the World's 100 most influential people.
The international brand consultancy BrandFinance
has ranked the $68-billion conglomerate, Tata
Group, as 50th most valuable brand in the world.
 Philanthropy

The Tata Group has helped establish and finance

numerous quality research, educational and
cultural institutes in India.The Tata Group was
awarded the Carnegie Medal of Philanthropy in
2007 in recognition of the group's long history of
philanthropic activities.Some of the institutes
established by the

Tata Group are:

Tata Institute of Fundamental Research
Tata Institute of Social Sciences
Indian Institute of Science
National Centre for Performing Arts
Tata Management Training Centre
Tata Memorial Hospital
Tata Football Academy
Tata Cricket Academy
Tata Trusts, a group of philanthropic organisations run by the head of the business
conglomerate TataSons[17]
The JRD Tata Ecotechnology Centre The Energy and Resources Institute (earlier known
as Tata Energy and Research Institute) – a non governmental research institute.
The Tata Group has donated a Rs. 220 crore
($50 million) to the prestigious Harvard Business
School (HBS) to build an academic and a residential
building on the institute’s campus in Boston,
Massachusetts. The new building will be called the
Tata Hall and used for the institute’s executive
education programmes. The amount is the largest
from an international donor in the business school's
102-year-old existence.
✓ Its TATA every where !!!
✓ ‘TATA’ in your life!!!
✓ What makes you lick your fingertips, but of course
TATASALT.
✓ What makes your costumes neat and clean?
TATASHUDH. ( Cement)
✓ What gives a foundation to your dreams?
TATAFINANCE.
✓ What makes you feelfresh?
TATAHAMAM.
✓ What helps you to prosper?
TATAYELLOW PAGES.
✓ What/Who increases your valuabletreasure?
TATA McGraw-HILL PUBLISHERS.
✓ The producer of MISS WORLD & MISS UNIVERSE from INDIA
TATALAKME.
✓ What beeps next to your heart?
TATACELLULAR.
✓ What makes the world within your reach?
TATATELE.
✓ What makes you more relaxed other than your wife/spouse?
TAJRESORTS.
✓ What keeps you on the move?
TATA ENGINEERING & LOCOMOTIVE.
✓ What protects you from disease?
TATAPHARMA.
✓ What makes you punctual?
TITAN.
✓ Who gives you a roof over your head?
TATAHOUSING.
Case Study on Aditya Birla Group
Introduction about Aditya Birla
group
 ITRODUCTION

TYPE Private
INDUSTRY Conglomerate
FOUNDED 1857
FOUNDER Ghanshyam Das Birla
HEADQUATER Mumbai, Maharashtra
KEYPEOPLE Kumar MangalaBirla(Chairman)
REVENUE US$ 40 BILLION(2012)
EMPLOYEE 136,000(2012)
 HISTORY

Started in 1919 with a Jute ManufacturingCompany.

Group's founding father, Ghanshyamdas Birla.

The legacy was forwarded by

Mr. Aditya Vikram Birla , putting
India on World Map long back
1969, long before globalization.
SECTOR
 M A JOR SECTORS
CEMENT
Companies- Grasim, Ultratech Cement Ltd

NON FERROUSMETALS
Companies- Hindalc Industries Ltd., Noveli Inc., Aditya Birla Minerals
Ltd,etc
 TEXTILE
Companies-Aditya Birla Nuvo, Grasim, Thai Acrylic Fiber

TELECOMMUNICATION
Companies-Idea cellular limited

CHEMICALS
Companies-Aditya Birla chemical limited(Thailand) & Thai Peroxideco.
• Brands- Polyphos, Epotech, Birol ex, Ecare etc
 INSULATORS
Companies-Aditya Birla Insulator Pvt. Limited

AGRIBUSINESS
Companies-Aditya Birla Nuvo

FINANCIALSERVICES
Companies-Birla a Sun Life Insurance Company Ltd , Aditya Birla Finance
Ltd.
Brands-Financial Services
 MINING
Companies- Essel Mining and Industries Ltd
Brands- Iron Ore

GARMENTS
Companies-Aditya Birla Nuvo
 RETAIL
Companies-Aditya Birla Retail Limited
Brands- more. (Supermarket)

CARBANBLACK
Companies- Aditya Birla Nuvo

IT-ITES
Companies-Aditya Birla Minacs Worldwide Limited
Brands- I T- ITes
key products and brands capacities country

PSI Data Systems Ltd. (subsidiary of Aditya

Birla Nuvo Ltd.)

ITsolutions (banking, finance India

and insurance)

key products and brands capacities country

Aditya Birla Minacs Worldwide Limited

(subsidiary of Aditya Birla Nuvo Ltd.)

BPO / ITES 9,089 India

seats
 COMPANY: IDEA CELLULAR LTD.

Idea

COMPANY: ADITYA BIRLA RETAIL

LIMITED

more.
PRODUCTS
 LOCATION

Operating countries
Australia, Austria, Bahrain, Bangladesh, Brazil, Canada, China,
Egypt, France, Germany, Hungary, India, Indonesia, Italy, Japan,
Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines,
Poland, Singapore, Spain, Sri Lanka, Sweden, Switzerland,
Tanzania, Thailand, UAE, UK, USAand Vietnam.
About k.M.Birla
❖ Kumar Mangalam Birla is a chaiman
of aditya birla who is son of A.V.Birla.
❖ K.M.Birla done C.A and MBAfrom
london business school, at theage
of 28 taken responsibility towards
business having total revenue of
INR 15,000 crores with assets of INR
16,000 crores.It had a strength of
75,000employees and 6,00,000 shareholders.