A

RESEARCH PROJECT REPORT

ON

“ENTREPRENEURSHIP IN INDIA A SURVEYING THE

CORONA CRISIS”

SUBMITTED TO

JIWAJI UNIVERSITY, GWALIOR

For the Award of the Degree
Of
MASTER OF BUSINESS ADMINISTRATION
2020
Submitted To: Submitted By:
Dr. Sanjeev Khare NamrataRairy
Faculty of Management Roll No.: 181072675
MPCT, Gwalior MBA IV Sem

MAHARANA PRATAP COLLEGE OF TECHNOLOGY

Department of Business Management
MPCT College Gwalior - 474002
 DECLARATION

I Namrata Rai, MBA IV Semwould like to declare that the project report entitled
“Entrepreneurship in India a Surveying the Corona Crisis”Submitted to MaharanaPratap
College of Technology, Gwalior in partial fulfillment of the requirement for the award of
the degree.
It is an original work carried out by me under the guidance of Dr. Sanjeev Khare. All
respected guides, faculty member and other sources have been properly acknowledged and
the report contains no plagiarism. To the best of my knowledge and belief the matter
embodied in this project is a genuine work done by me and it has  been neither submitted for
assessment to the University nor to any other University for the fulfillment of the
requirement of the course of study.

NAMRATA RAI
Roll No.: 181072675
MBA IV Sem
 ACKNOWLEDGEMENT

I owe my gratitude to many people who helped and supported me during the entire
research report.

First and foremost I would like to express my deep gratitude to my college MaharanaPratap
College of Technology, Gwaliorfor giving me this opportunity of working on project of such
an importance.

I am sincerely thankful to our faculty guide Dr. Sanjeev Kharefor his guidance and support
throughout the projectand for initiating me for the completion of this project. He has
always been available for me to put me on track from time to time to bring the project at
its bestform.

I also thank my Institution and my faculty members without whom the project would
have been a distant reality.

NAMRATA RAI
Roll No.: 181072675
MBA IV Sem
 ABSTRACT

The present report is presenting the present scenario of business and economic
recessions in India during the COVID-19. The research have revealed on few aspects
related to business and economic recession of the world economy and the Indian
economy of before, during and after COVID-19. Such as, an economic recession can
be rebuilt during 2021-22; the impact of COVID-19 on international trade; the
inconsistency of gold market during COVID-19; stock market during COVID-19;
industrial progress during COVID-19; the service sector of the economy and its impact
on business recession during the COVID-19; and agricultural produces and the role of
social quarantine. The social distancing and quarantine of people and the efforts of the
departments like police, health, telecom, and other service-oriented departments are
helping to succeed the stringent situations. The above suggestions are very useful to
revamp the entire national cultural and economic changes. The present project report
will give a scope to further research on the business and economic recession in India.
The present article will give an idea to the policymaker to improve the economy of
India.
 EXECUTIVE SUMMARY

This project was written after getting an experience from Covid-19. The title for the
research is “Entrepreneurship in India a Surveying the Corona Crisis”. This project
explains about corona crisis on entrepreneurs and economy. We have done this research
using an online questionnaire and find out that how corona impacted the economy of
entrepreneurs. Entrepreneurssurveying and they collect information before investing
any product. The presentation tools use for this research is pie charts and bar graphs.
Advertisements also have great influence on entrepreneurs and many people interacting
online. The main objective of this research is to find out how much economy and the
business of the entrepreneurs impacted during lockdown. More details about findings
are given in this project.
 TABLE OF CONTENT

Particular Page No.

1. Title page 1
2. Declaration 2
3. Acknowledgement 3
4. Abstract 4
5. Executive summary 5
6. Introduction 8
7. Objectives 20
8. Literature review 21
 Entrepreneurship
 Scope of Entrepreneurship Development in India
 Characteristics of an Entrepreneurship
9. Top Entrepreneurs in India 26
 Reliance Group
 ONGC India
 State bank of India
 Indian Oil
 ICICI Bank
 MSME (Small scale Industry)
 BPO
10. Research methodology 69
 Types of research design
 Sample design
 Tool of data collection
 Sources of data
11. Conclusion 70
12. Findings 71
13. Limitation 72
14. Bibliography 73
 INTRODUCTION

The whole world has been locked down on an effaceable virus named as COVID-19. The
politicians, saints, businessmen, and philanthropists are unable to do their day-to-day
progress on their regular activities. The household economy is lockdown under the
conditions of COIVD-19 as well as countries and the global economies have also been
locked down. The pharmaceutical business and the medication business are alone in progress
for the need of the public. The agricultural activates are done to activate the people into
agriculture. The vegetables and grocery prices are rapidly increased which means that the
demand and supply elasticity has differed irrational conditions during the COVID-19
environment. The exports and imports of the countries are not dealt with with their
regular balances of demand and supply. The transports of goods and the consumption
of edible goods are also irrational. The result is, the prices of the goods are increased.
The stock markets’ indexes are not inconsistent levels. Its volatility is in different ends
of negative and positive. The loss of derivatives of the corporate in India has increased
day-by-day. The investors are met huge losses due to the COVID-19 conditions. The
economy still is in its persisting conditions through only the service sector. The people
are expecting the service sector operations to be continued as now provided except for
public transport. The telecommunication, banking, electricity, public distribution
system, and petroleum products are essentials to living under lockdown situations. The
local vendors are highly affected due to the lockdown. The total economy of the
country (India) is affected. The economic and business recessions have existed during
the COVID-19 is an unhide truth andenvironment.

Business and Economic Recession of the world economy

A global recession is likely if COVID-19 becomes a pandemic, and the odds of
that are uncomfortably high and rising with infections surging in Italy and Korea. The
coronavirus has been a body blow to the Chinese economy, which now threatens to
take out the entire global economy. The US economy is more insulated from the impact
of the virus, but it is not immune, and it too would likely suffer a downturn in this
scenario. The outbreak remains contained to China and largely plays out by the spring.
The assumption that the virus will be contained to China appears increasingly tenuous,
and the odds of a pandemic are rising. The article mentioned that the US agencies
replicated that they previously put the odds of a pandemic at 20 per cent but now put
them at 40 per cent. A pandemic will result in global and US recessions during the first
half of this year. The note has painted a dire scenario if the coronavirus becomes a
pandemic. COVID-19 is battering the global economy in numerous ways. Chinese
business travel and tourism has all but stopped, global airlines are not going to China
and cruise lines are canceling most Asia-Pacific itineraries. This is a huge problem for
major travel destinations, including in the US, where some 3 million Chinese tourists
visit each year. Chinese tourists to the US are among the biggest spenders of any
foreign tourists. Travel in Europe is also sure to be severely impacted as Milan, Italy,
the center of the new infections in that country, is a major travel hub for the Continent.
Shuttered Chinese factories are also a problem for countries and companies
fastenedintoChina'smanufacturingsupplychain.Apple,NikeandGeneralMotorsaresomepr
ominent American examples. Under Moody's baseline scenario, which assumes the
outbreak remains contained to China and largely plays out by the spring, the agency has
forecast that China's economy will contract in the first quarter of this year, and growth
for the year will be cut by a full percentage point to 5.4 per cent. The global economy
will suffer a hit to GDP of almost a percentage point (annualized) in the first quarter,
and slow by 0.4 percentage point to 2.4 per cent in 2020. The global potential growth is
an estimated 2.8 per cent. The US economy will experience growth of only 1.3 per cent
in the first quarter (annualized), down by 0.6 percentage point because of the virus.
Growth in 2020 is now expected to be 1.7 per cent, down 0.2 percentage point. The US
economy's potential growth is an estimated near 2 per cent. "A pandemic will result in
global and US recessions during the first half of this year. The economy was already
fragile before the outbreak and vulnerable to anything that did not stick to script.
COVID-19 is way off script", the agency said. "COVID-19 came out of nowhere. It
may be what economists call a black swan - a rare and inherently unforeseeable event
with severe consequences. We all hope the global effort to contain the virus will ensure
this black swan will not fly. But it is prudent to be prepared if it does", Moody's
Analytics added.
 BUSINESS AND ECONOMIC RECESSION OF
THE INDIAN ECONOMY
BEFORE COVID-19
All the key economic indicators have been on a downward swing for quite some
time during end of the year 2019. If this slide is not checked India may slip into
recession sooner than later. Finance Minister Nirmala Sitharaman made a dramatic
statement at the Rajya Sabha on November 27: If you are looking at the economy with
a discerning view, you see that growth may have come down but it is not a recession
yet, it will not be a recession ever. Two days later, the National Statistical Office
(NSO) released the GDP estimates for the Q2 of FY20 showing a
sixthstraightfallinthequarterlyGDPgrowth-from8.1% in Q4 of FY18 to 4.5% for Q2
FY20- as shown in the graph below. world measures of recession is in India does not
have its own norms or standards for identifying and declaring recession was said by
Pronab Sen, economist and statistician who supervised the finalization of the 2011-12
GDP series as chairman of the National Statistical Commission (NSC). The globally
accepted definition of recession comes from the US' National Bureau of Economic
Research (NBER) which expresses that "A recession is a significant decline in
economic activity spread across the economy, lasting more than a few months,
normally visible in real GDP, real income, employment, industrial
production,andwholesale-retail sales." Now, the UK and the European Union accept the
following definition: The commonly accepted definition of a recession in the UK is two
or more consecutive quarters (a period of three months) of contraction in national GDP.
 During COVID-19

RamkishenRajan and SasidaranGopalan (2020) in their report entitled “Covid-

19: Another blow to India’s economy” stated that the immediate economic and market
impacts of the coronavirus have been on India’s financial markets as well as the rupee,
which hit a new low vis-à-vis the US dollar in March due to global risk-off sentiment.
It can be understood from the followingfigure.

Source: Pacific Exchange Rate Database and Bombay Stock Exchange

Keeping in mind that the continuous down trends on USD/INR bilateral exchange rates
from the beginning of 2018 to 2019. From the beginning of 2019 it has improved and
fluctuated, during the end of 2019 and the beginning of 2020, due to COVID-19 these
fluctuations are unable to get up from a sudden fall.
For firms laden with dollar-denominated debts, a continuous weakening of the
rupee is likely to intensify their struggles to repay their obligations. Beyond the
financial shocks, India has to urgently find a way to cushion the demand-side shocks
induced by potential lockdowns and other ongoing containmentmeasures.3
After COVID-19
The central government is begging with the general public to collect the fund for
COVID-19 rehabilitations. Hence, the BJP government will take the steps to collect the
due on recovery from the businessmen who were got financial assistance from the
Indian Commercial banks (1.7 lakhs of Crores). The government will increase the tax
revenue from the GST and Government Stamp duty. The central government will
increase the railway fare and petroleum excise duty to bear the losses during the
COVID-19. The Government of India will approach the World Bank to get financial
assistance for their deficient budgets of 2020-21 and 2021-22 financial years. The RBI
will give the accumulated rests full funds of profit to the central government.

Economic Recession can be rebuilt during 2021-22

The authors have identified certain fields of services rendering by the state and central
government to the general public with a simple modification of getting service benefits.
First, the motorcycle stands are everywhere all over the country, it is under the
maintenance of the local body that has been given under the politically influenced
auctions. The government can run the Motor Cycle Stands under its administrative
purview; it is stable and steady of continuous income generation source with
government employees. It will create employment opportunities. Second, all temples
entry fees (including Church, Mosque, Hindu and the like) and income (34: 33: 33
percentages of sharing to the temple, central and state government respectively) to be
collected by the government. Devotees should not give any amount to the temple
persons. All are to be done through a digital mode of payment and receipts. Third, 50
percent of toll road collections are should be accounted for into the state and central
government income. The RBI should notice this identified suggestion to enhance the
revenue of thegovernment.
 IMPACT OF COVID-19 ON INTERNATIONAL
TRADE
According to WTO (2020) report entitled “COVID-19 and world trade” stated that the
COVID-19 pandemic represents an unprecedented disruption to the global economy
and world trade, as production and consumption are scaled back across the globe.
WTO has answered to this question “The COVID-19 crisis looks like bad news for the
global economy and trade – what does the WTO think the impact will be?” The answer
is: Because of the rapidly changing situation and increasing gravity of the crisis,
economists are revising their forecasts almost daily. Director-General Roberto
Azevêdo recently noted that the COVID-19 crisis had caused dramatic supply and
demand shocks in the world economy, and that these shocks are inevitably causing
major disruptions to trade. These disruptions will be apparent in the WTO’s annual
trade forecast which is expected to be released in a few weeks. In the meantime, the
WTO’s Goods and Services Trade Barometers issued on 17 February and 11 March
respectively pointed to continued weakening of world trade in both sectors and the
likelihood of further declines in the coming months as the full economic impact of the
COVID-19 virus becomes more apparent. The second question is: “There are lots of
stories about countries imposing trade restrictions and export bans on medical products
in reaction to the COVID-19 virus outbreak – areWTO members allowed to do that?”
The answer is “it is important to note that trade plays an important role in ensuring the
availability and affordability of vital medicines, medical products and health care
services, particularly among its most vulnerable members. International trade is crucial
to ensuring access to medicines and other medical products - no country is entirely
self-reliant for the products and equipment it needs for its public health systems. That
said, each WTO member is free to determine what is necessary to protect its citizens
and take the measures it deems appropriate. In general, WTO rules provide broad space
for members to adopt trade measures deemed necessary to protect public health and
public welfare (including import and export bans, quantitative restrictions on imports
and exports, and non-automatic import licensing). These measures should be applied in
a manner that does not discriminate between WTO members and should not constitute
a disguised restriction on international trade. The general exceptions are set out under
two of the WTO’s cornerstone agreements – the General Agreement on Tariffs and
Trade (GATT) 1994 and the General Agreement on Trade in Services (GATS). The
Agreement on Trade-related Aspects of Intellectual Property Rights (TRIPS) also
provides members with flexibilities to ensure that life-saving drugs are available and
affordable for their citizens. Among other tools, governments can use WTO-compliant
compulsory licensing procedures in cases where patented drugs have been unaffordable
or not widely available. In addition, two WTO agreements address measures adopted
by members to protect public health or public safety – the Agreement on the
Application of Sanitary and Phytosanitary Measures (SPS Agreement) and the
Agreement on Technical Barriers to Trade (TBT Agreement). The SPS Agreement
establishes that members have the right to restrict trade by taking SPS measures
necessary for the protection of human, animal or plant life or health. These measures
should only be applied to the extent necessary to achieve their objectives, be based on
scientific principles and be supported by scientific evidence. In situations where
relevant scientific evidence is insufficient, members may provisionally adopt SPS
measures on the basis of available pertinent information. The TBT Agreement aims to
ensure that technical regulations, standards and conformity assessment procedures are
non-discriminatory and do not create unnecessary obstacles to trade. At the same time,
it recognises WTO members' right to implement measures to achieve legitimate policy
objectives, such as the protection of human health and safety. Both the SPS and TBT
agreements require WTO members to notify others of any new or changed
requirements which affect trade, and to respond to requests for information on new or
existing measures.

Inconsistency of Gold Market during COVID-19

The present conditions of the gold market are in stringent positions due to the
international investors' portfolios are diversified into the gold market under
inconsistent of its price fluctuations and the stock markets’ falls. The major player of
the stock and gold market is china and India respectively. They are affected in COVID
-19, hence the market conditions during the period are reached down-trend because of
lock-down. The following chart is portraying the gold market environment.
In an overall gold market conditions are favour of the investors when comparing the
previous year's growth of the price has been improved. The problems of the market are
to the small investor and those who are proposed to purchase the gold for their needs of
gifting, cultural andsocial.

From December 2019 to March 2020, the gold market shows its positive growth with
negligible fluctuations, but after the vigorous of COVID-19 the gold market downs
suddenly. The effect of COVID-19 impact and the market down has highly coincided.
Hence, investors and gold ornament sellers should avoid further investments in gold.
The general public should avoid investing in gold during this situation because of
unknown predictions about the Novel Corona Virus effects in the rest of the months in
2020. Now, China assumes that the problems are rectified utmost of good faith,
despite, few problems are persisted still certain problems are not fully rectified. Again
and again, the people are affected through the virus and investments, their hard-earned
money has been lost; the Indian government should consider the market as well as
Corona virus impacts. Therefore, the departmental actions are required to study the
impacts and effects of COVID-19 and the hazardsvalues.
 STOCK MARKET DURING COVID-19

5
Narendra Nathan (March 16, 2020) wrote an article entitled “Stock market hit by
coronavirus: Reasons for turmoil, what equity investors should do now” expressed that
the Indian market is out of the overvaluation zone should provide comfort to long-term
investors. Thebroadermarketvaluationhasgonebelowits10-yearaveragewhilethe10-
yearrealreturn from the Sensex is in the negative. In other words, this turmoil is an
opportunity for long-term investors During the March, 2020, the Sensex PE (price- to-
earnings) is below its 10-year average; with the market back in the fair valuation zone,
long-term investors can get in slowly. This situation is prevailing at present 19.78. It
losses 1.04 per cent of its ratios. The expectations of the analysts are the ratio loss may
increase in future. Hence, the investors to be keenly watch the market and invest at
very safe of COVID-19situations
INDUSTRIAL PROGRESS DURING COVID-19

Subash S (March 21, 2020) wrote an article entitled “Covid-19, an opportunity for
Indian industry” and stated that “now for many companies, the shift from China began
prior to the Covid-19 outbreak, thanks to the rising input costs and the US-China trade
war. The virus just added fuel to the fire, and with the disruption caused by it likely to
persist until mid-April, the manufacturing companies are staring at an imminent crisis.
This has had a catalytic impact on companies looking to relocate their production hubs.
The movement of companies away from China to other less-developed countries would
trigger a new wave of industrialization. Consequently, the expansion of the
manufacturing hub linked with global supply chains would increase not only
productivity but also create large-scale employment. He concluded that every industry
is different. Hence it is vital to understand the diverse need of these businesses and
focus on specific sectors (such as pharma and automotive), which could yield greater
and faster gains. These steps are eminently feasible, with first steps like the adoption of
national logistics
policyalreadyinprogress.IndiacannotdethroneChinabeforetheworldrecoversfromCovid-
19. It, however, can establish itself in the manufacturing space.” 6 Therefore, the
pharmaceutical industries will have a better position during and after the COVID-19 in
all over the world. Service sector of the economy and its impact on business recession
during the COVID-19

According to Rakesh Kochhar and Amanda Barroso (March 27, 2020) have stated that
“COVID-19 and the coronavirus that causes it are proving to be not only a public
health crisis
butalsoaneconomicone.Withcallsforsocialdistancing,servicesectorjobsthatdependon
customer-provider interactions or involve the congregation of large numbers of people
are likely to take a huge hit. Workers in industries such as restaurants, hotels, child care
services, retail trade and transportation services are at a higher risk of losing their
jobs.”7Shikha Goyal (March 25, 2020) has expressed that “up to a large extent, it will
impact the Indian industry. In imports, the dependence of India on China is huge. Of
the top 20 products (at the two-digit of HS Code) that India imports from the world,
China accounts for a significant share in most of them. India’s total electronic imports
account for 45% of China. Around one-third of machinery, almost two- fifths of
organic chemicals that India purchases from the world come from China? For
automotive parts and fertilisers China’s share in India’s import is more than 25%.
Around 65 to 70% of active pharmaceutical ingredients and around 90% of certain
mobile phones come from China to India.”8 Therefore, the Indian economy is lifting
from the revenue of the service sector. The Indian government should save the sector to
take certain strong measures to survival of economy during the COVID-19. The
software and IT employees should give their supports to the organization as well as to
the national economic stability during theCOVID-19.

Agricultural produces and the role of social quarantine

The agricultural sector of the Indian economy is highly affected through the transport
and lesser consumption conditions of the general public invariantly in villages semi-
urban and urban, and cities. The demand and supply of the consumption and
distributions are not at the equilibrium level. Hence, agriculture produces will affect
due to COVID-19. According to ABP review (2020) on the impact of COVID-19 on
demand and supply sides are mentioned as per the FICCI survey, tourism, hospitality,
and aviation are among the worst affected sectors that are facing the maximum brunt of
the present Coronavirus pandemic. Closing of cinema theaters and declining footfall in
shopping complexes have affected the retail sector by impacting the consumption of
both essential and discretionary items. Consumption is also getting impacted due to job
losses and decline in income levels of people, particularly the daily wage earners due to
slowing activity in several sectors including retail, construction, entertainment, and
others, the survey stated. With widespread fear and panic rapidly increasing among
people across the country, the overall confidence level of consumers has dropped
significantly, leading to the postponement of their purchasing decisions. Even the
travel restrictions imposed by the Central government to prevent the spread of COVID-
19 in India have severely impacted the transport sector.TheimpactofCOVID-
19onthesupplysideisthatlargescaleshutdownoffactoriesand the resulting delay in supply
of goods from China have affected many Indian manufacturing sectors. According to
the FICCI report, sectors like automobiles, pharmaceuticals, electronics, chemical
products, etc. are facing an imminent raw material and component shortage. Besides
having a negative impact on imports of important raw materials, the slowdown in
manufacturing activity in China and other markets of Asia, Europe, and the US is
impacting India’s exports to these countries as well, the report added.
 DISCUSSIONS AND SUGGESTIONS

From the above discussions of the researchers and reviewers the authors of the present
paper suggested that the government can run the Motor Cycle Stands under its
administrative purview; it is stable and steady of continuous income generation source
with government employees. It will create employment opportunities. Second, all
temples entry fees (including Church, Mosque, Hindu and the like) and income (34: 33:
33 percentages of sharing to the temple, central and state government respectively) to
be collected by the government. Devotees should not give any amount to the temple
persons. All are to be done through a digital mode of payment and receipts. Third, 50
percent of toll road collections are should be accounted for into the state and central
government income. The RBI should notice this identified suggestion to enhance the
revenue of the government. Investors and gold ornament sellers should avoid further
investments in gold. The general public should avoid investing in gold during this
situation because of unknown predictions about the Novel Corona Virus effects in the
rest of the months in 2020. Again and again, the people are affected through the virus
and investments, their hard- earned money has been lost; the Indian government should
consider the market as well as Corona virus impacts. Therefore, the departmental
actions are required to study the impacts and effects of COVID-19 and the hazards
values. The Indian economy is lifting fromthe revenue of the service sector. The Indian
government should save the sector to take certain strong measures to survival of economy
during the COVID-19. The software and IT employees should give their supports to the
organization as well as to the national economic stability during the COVID-19.
 OBJECTIVES

 To analyze why, when and how Covid-19 impacted on

Entrepreneurship and Economy.
 To identify reasons that tempt recessions in the Industry.

The research have revealed on few aspects related to business and economic recession
of the world economy and the Indian economy of before, during and after COVID-19.
Such as, an economic recession can be rebuilt during 2021-22; the impact of COVID-
19 on international trade; the inconsistency of gold market during COVID-19; stock
market during COVID-19; industrial progress during COVID-19; the service sector of
the economy and its impact on business recession during the COVID-19; and
agricultural produces and the role of social quarantine. The social distancing and
quarantine of people and the efforts of the departments like police, health, telecom,
and other service-oriented departments are helping to succeed the stringent situations.
The above suggestions are very useful to revamp the entire national cultural and
economic changes. The present project report will give a scope to further research on
the business and economic recession in India. The present article will give an idea to
the policymaker to improve the economy of India.
 LITERATURE REVIEW

India is a very young nation – just over 61 years since independence – setting out on a
path of sustained economic growth, for decades to come.

We already have over a billion fellow Indians. Within the next 20 years, we will have 400
million people below the age of 35 years – more than the entire population of the United
States! Each person, in this bold new generation, will be in the prime of his or her life,
striving for a better tomorrow – creating, in the process, new growth opportunities, for
budding entrepreneurs!

On the most conservative basis, our domestic consumption, in virtually any sector, has the
potential to at least double, or treble, from current levels – perhaps, just to catch up with a
country like China.

Then, there is the entire global opportunity, across diverse sectors internationally, the
"Made in India" tag is now an increasingly respected brand, valued for quality, reliability,
and competitiveness.

Truly, with economic reforms in the country, and with the virtual removal of all trade
barriers, the world is now our market and our opportunity.

The pursuit of these opportunities requires an indomitable spirit of entrepreneurship.

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
 ENTREPRENEURSHIP
Definition
Entrepreneurship is niegther science nor an art . It is the practice. It has a
knowledge base . -- Peter Drucker
Entrepreneurship is the practice of starting new organizations or
revitalizing mature organizations, particularly new businesses generally in
response to identified opportunities.

Entrepreneurship is a creative human act involving the mobilization of

resources from one level of productive use to a higher level of use. "It is the
process by which the individual pursue opportunities without regard to
resources currently controlled."

Entrepreneurship involves a willingness to take responsibility and ability to

put mind to a task and see it through from inception to completion. Another
ingredient of entrepreneurship is sensing opportunities, while others see
chaos, contradiction, and confusion. Essence of Entrepreneurship is going
against time with maturity and serving as a change agent.
 SCOPE OF ENTREPRENEURSHIP DEVELOPMENT IN
INDIA
In India there is a dearth of quality people in industry, which demands high
level of entrepreneurship development programmethrough out the country for
the growth of Indian economy.

The scope of entrepreneurship development in country like India is

tremendous. Especially since there is widespread concern that the acceleration
in GDP growth in the post reforms period has not been accompanied by a
commensurate expansion in employment. Results of the 57th round of the
National Sample Survey Organization (NSSO) show that unemployment
figures in 2003-04 were as high as 8.9 million. Incidentally, one million more
Indian joined the rank of the unemployed between 2005-06 & 2007-08. The
rising unemployment rate (9.2% 2008 est.) in India has resulted in growing
frustration among the youth. In addition there is always problem of
underemployment. As a result, increasing the entrepreneurial activities in the
country is the only solace. Incidentally, both the reports prepared by Planning
Commission to generate employment opportunities for 10 crore people over
the next ten years have strongly recommended self-employment as a way-out
for teaming unemployed youth.

We have all the requisite technical and knowledge base to take up the
entrepreneurial challenge. The success of Indian entrepreneurs in Silicon
Valley is evident as proof. The only thing that is lacking is confidence and
mental preparation. We are more of a reactive kind of a people. We need to
get out of this and become more proactive. What is more important than the
skill and knowledge base is the courage to take the plunge. Our problem is we
do not stretch ourselves. However, it is appreciative that the current
generations of youth do not have hang-ups about the previous legacy and are
willing to experiment. Theses are the people who will bring about
entrepreneurship in India.

At present, there are various organizations at the country level & state level
offering support to entrepreneurs in various ways. The Govt. of India &
various State Govts.have been implementing various schemes &programmes
aimed at nurturing entrepreneurship over last four decades. For example,
MCED in Maharashtra provides systematic training, dissemination of the
information & data regarding all aspects of entrepreneurship & conducting
research in entrepreneurship. Then there are various Govt. sponsored scheme
for the budding entrepreneurs.

Recognizing the importance of the entrepreneur development in economic

growth & employment generation, Maharashtra Economic Development
Council (MEDC) has identified entrepreneurial development as the one of the
focus area for Council activities two years ago.

Various Chambers of Commerce & apex institutions have started organizing

seminars & workshops to promote entrepreneurship. Incidentally, various
management colleges have incorporated entrepreneurship as part of their
curriculum. This is indeed a good development. This shows the commitment
of the Govt. & the various organizations towards developing entrepreneurial
qualities in the individuals.
 CHARACTERISTICS OF AN ENTREPRENEURSHIP
Future Perspective
Entrepreneurship as in the past will determine technical innovations, status of
social institutions and political management systems. On the basis of these
factors, we can expect the future to be a place where basic needs will remain
and only the wants will change. India will overcome the barriers of
infrastructure; we will also visualize a strong manufacturing and agricultural
sector.

Entrepreneurs and not managers will be in demand, as only they will be

equipped to find order in chaos. The focus of entrepreneurial energy will shift
from achieving volume sales to fulfill a specific requirement. Governance will
become more transparent and will be willing to accept changes necessary for
growth and development. More autonomy will become the basis of all issues.

The future will see Entrepreneurship as the key driver of economic

development Technological obsolescence will become order of the day and
there will be more space for leisure. New businesses will be credited with
providing variety of new jobs in the economy. New and small business will
also develop more than their share of product and service innovation. At one
end we will see the technological upheavals in quick succession and on the
other end there will be social value systems and cultural issues undergoing
slow but dynamic transformations.
 TOP COMPANIES IN INDIA

Reliance Industries Limited

This is the largest private sector conglomerate in India founded by
DhirubhaiAmabani with an annual turnover of about US$ 35.9.This Fortune
Global 500 company have its businesses in materials and energy value chain.
It enjoys the position of the global leadership and is also the largest producer
of yarn and fibre in the world. It ranks among the top ten producers across the
globe in major petrochemical products. The primary subsidiaries of the
company are Reliance Retail Limited and Reliance Petroleum Limited along
with Reliance Industrial Infrastructure Limited.

DhirubhaiAmbani
A proud son of this glorious state of Gujarat, and a man with long ties with
this wonderful city of Ahmedabad, was the greatest example of this spirit of
entrepreneurship!

In a short span of less than 25 years, and without even the benefit of a formal
education, DhirubhaiAmbani built Reliance, a first generation enterprise, into
one of the world’s 200 most profitable companies!

He started out in life, working as a mere petrol pump attendant in Aden,

Yemen. He had no technical knowledge, of any of the businesses he wished to
create in India.
Products & Brands
The Company expanded into textiles in 1975. Since its initial public offering
in 1977, the Company has expanded rapidly and integrated backwards into
other industry sectors, most notably the production of petrochemicals and the
refining of crude oil.
The Company now has operations that span from the exploration and
production of oil and gas to the manufacture of petroleum products, polyester
products, polyester intermediates, plastics, polymer intermediates, chemicals
and synthetic textiles and fabrics.
The Company from time to time seeks to further diversify into other
industries. In January 2006, the Company approved a plan to establish a retail
business through a subsidiary Reliance Retail Limited that will operate,
among other things, supermarkets, convenience stores and specialty stores
across India. The Company approved initial expenditure of US$ 750 million
to fund the initial stages of this plan.
The Company's subsidiary Reliance Jamnagar Infrastructure Limited is
currently establishing infrastructure facilities such as roads and buildings for
the proposed Special Economic Zone (SEZ) at Jamnagar, Gujarat.
The Company's major products and brands, from oil and gas to textiles are
tightly integrated and benefit from synergies across the Company. Central to
the Company's operations is its vertical backward integration strategy; raw
materials such as PTA, MEG, ethylene, propylene and normal paraffin that
were previously imported at a higher cost and subject to import duties are now
sourced from within the Company. This has had a positive effect on the
Company's operating margins and interest costs and decreased the Company's
exposure to the cyclicality of markets and raw material prices. The Company
believes that this strategy is also important in maintaining a domestic market
leadership position in its major product lines and in providing a competitive
advantage.
The Company's operations can be classified into four segments namely:
 Petroleum Refining and Marketing business

 Petrochemicals business

 Oil and Gas Exploration & Production business

 Others

The Company's refinery at Jamnagar is the third largest refinery at a single

location in the world.
The Company is:
 The world's largest producer of Polyester Fibre and Yarn

o 4th largest producer of Paraxylene (PX) and Purified Terepthalic

Acid (PTA)

 6th largest producer of Mono Ethylene Glycol (MEG)

 7th largest producer of Polypropylene (PP)

Milestones
 Starting as a small textile company, Reliance has in its journney crossed
several milestones to become a Fortune 500 company in less than 3 decades.
  Reliance continues to cross newer & bigger
milestones in its quest for what is known as
"Growth is Life".

Growth through Recognition

Reliance has merited a series of awards and
recognitions for excellence for businesses and operations.

2007-2008
 Shri MukeshAmbani was awarded the Defence India Excellence Award
2007. The Award is a salute to those who have made the country proud.

 Shri MukeshAmbani was conferred the Indian of the Year Award by

NDTV. This is India’s most prestigious award for outstanding contribution
towards the betterment of the nation. Shri MukeshAmbani received the
coveted award in the Business Category.

 Shri MukeshAmbani was conferred the Outstanding Business Leader of

the Year Award by CNBC TV18.

 Shri MukeshAmbani was awarded the Business Leadership Award 2007

by NDTV Profit.

 Shri MukeshAmbani was conferred the Leadership Award for Global

Vision by the United States India Business Council.

 Shri MukeshAmbani was elected to be a member of the Honorary

Fellows of The Institution of Chemical Engineers, UK.

 On invitation to Shri MukeshAmbani, Reliance Industries Limited

became a Council Member of World Business Council for Sustainable
 Development (WBCSD) in July 2007. Presently, Shri MukeshAmbani is the
only Indian CEO who is Council Member of WBCSD.

Corporate Ranking and Ratings:

Reliance featured in the Fortune Global 500 list of ‘World’s Largest
Corporations’ for the fourth consecutive year.
 Ranked 269th in 2007 having moved up 73 places from the previous
year.

 Featured as one of the world’s Top 200 companies in terms of Profits.

Among the top 25 climbers for two years in a row.

Featured among top 50 companies with the biggest increase in Revenues.
Ranked 26th within the refining industry.
Reliance is ranked 182nd in the FT Global 500 (up from previous year’s
284th rank).
Petroleum Federation of India conferred the “Refinery of the Year Award -
2007” to Jamnagar Manufacturing Division
Exports
“The Plastics Export Promotion Council - PLEXCOUNCIL Export Award” in
the category of Plastic Polymers for the year 2006-2007 was awarded to
Reliance being the largest exporter in this category.
Health, Safety and Environment
Jamnagar Manufacturing Division was conferred the “Golden Peacock Award
for Occupational Health & Safety - 2007” by Institute of Directors.
Jamnagar Manufacturing Division was conferred the “ICC Award for Water
Resource Management in Chemical Industry”.
Hoshiarpur Manufacturing Division bagged the First Prize in “Safety in
Punjab”, organized by Punjab Safety Council.
Nagothane Manufacturing Division received the “Shrishti G-Cube Award for
Good Green Governance” from Minister for Commerce and Industry, on
World Earth Day.
Training and Development
Jamnagar Refinery was adjudged the winner of the “Golden Peacock National
Training Award -2007”.
Patalganga Manufacturing Division won the “ASTD (American Society for
Training & Development) Excellence in Practice Award” for innovative
practice titled Learning Function’s role as Business partner: Empowering
people with Knowledge to achieve Business Goals.
Reliance won the CNBC TV-18 instituted Jobstreet.com Jobseekers’ Employer
of Choice Award.
Energy Excellence
Exploration & Production (E&P) Division won “The Infraline Energy
Excellence Awards 2007: Hydrocarbon Columbus Award for Excellence in
Petroleum Exploration”.
Patalganga Manufacturing Division won the First Prize in “Energy
Conservation in State of Maharashtra” organized by Maharashtra Energy
Development Agency (MEDA).
Jamnagar Manufacturing Division won the “Oil & Gas Conservation Award
-2007” from the Centre for High Technology, Ministry of Power & Natural
Gas for the excellent performance in reduction/elimination of steam leaks in
the plant.
Jamnagar Manufacturing Division was the recipient of the “Infraline Energy
Award-2007” by Ministry of Power.
Hazira Manufacturing Division won the Government of India Energy
Conservation Award (2007) conferred by the Bureau of energy efficiency and
Ministry of Power.
Hazira Manufacturing Division was adjudged “Excellent Energy Efficient
Unit” at Energy Summit - 2007 by CII.
Vadodara Manufacturing Division received the CII award for “Excellence in
Energy Management - 2007” as energy efficient unit. This division also
received the 2nd prize in “National Energy Conservation Award - 2007” from
Bureau of Energy efficiency, Ministry of Power, Government of India.
The Company’s manufacturing divisions at Vadodara and Hazira were
honoured with CII-National award for excellence in water management - 2007
as water efficient unit in “Within the fence” category. Additionally, Hazira
Manufacturing Division was honoured as water efficient unit “Beyond the
Fence” category.
Quality
For the first time ever, globally, a petrochemical company bagged the
“Deming Prize for Management Quality”. “The Quality Control Award for
Operations Business Unit 2007” was awarded to the Hazira Manufacturing
Division for Outstanding Performance by Practicing Total Quality
Management.
“QUALTECH PRIZE 2007”, which recognizes extraordinary results in
improvement and innovation, was won by Hazira Manufacturing Division for
its Small Group Activity Project.
Vadodara Manufacturing Division’s Polypropylene-IV (PP-IV) plant was
conferred the “Spheripol Process Operability Award-2006” for the highest
operability rate with an on stream factor 98.97% by M/s. BASELL, Italy.
Allahabad Manufacturing Division won the “Excellent Category Award” at
National Convention of Quality Circle (NCQC) - 07.
Six-Sigma
Lean Six sigma project on “Reducing retention time of caustic soda lye tankers
at Jamnagar” won the 1st prize in the national level competition held by Indian
Statistical Institute (ISI).
Patalganga Manufacturing Division’s Six Sigma Project on Improve Transfer
Efficiency for Automatic winders in PFY won the 2nd Prize for “Best design
for Six Sigma Project in International Six Sigma Competition” organized by
IQPC (International Quality and Productivity center).
Barabanki Manufacturing Division won the 3rd prize in “All India Six Sigma
case study contest 2008” for the Case study on “Reduction of waste of Plant 2
from 16% to 8%”.
Hoshiarpur Manufacturing Division won the 2nd prize in “Six Sigma
competition at National Level” organized by ISI and Quality Council of India
(in manufacturing category), while Dhenkanal and Barabanki Manufacturing
Divisions won the 3rd prize.
Vadodara Manufacturing Division’s Six Sigma project won the 1st prize as the
“Best Six Sigma project” at National level by CII.
Technology, R&D and Innovation
Vadodra Manufacturing Division’s R&D bagged an award from Indian
Institute of Chemical Engineers for Excellence in Process / Product
Development for the work on “Eco friendly Process for Acetonitrile
Recovery”.
DSIR National Award for R&D Efforts in Industry (2007)” was conferred on
Hazira Manufacturing Division for the Cyclehexane Recovery Project.
Patalganga Manufacturing Division’s Project titled Augmentation of ETP and
use of biogas in Fired heaters won the “Best Innovative Project” from CII.
Reliance bagged the “Innovation Award at Tech Converge 2007” for
innovative developments in short-cut fibres.
Hazira Manufacturing Division won the “Golden Peacock Innovation Award -
2007” for its Cyclohexane Recovery Process.
Information Technology
CIO of the Year Award” for the best IT-enabled organization in India for the
Year 2007.
Ones to Watch - CIO - USA Award”, for figuring among the top 20
organizations fostering excellence in IT team.
The Skoch Challenger Award” conferred for the best IT Head (managing the
most IT enabled organization) of the Year 2007.
Best IT Implementation Award”, by PC Quest for Knowledge Management
Systems portal (KMS).
CIO Excellence Award” for Chemical Industry Information Technology
Forum for exemplary Information

Social Initiatives
Hazira Manufacturing Division won the “Golden Peacock Global Award for
Corporate Social Responsibility” - 2008.
 OIL & NATURAL GAS CORPORATION

Oil and Natural Gas Corporation Limited (ONGC) (incorporated on June

23, 1993) is an Indianpublic sector petroleum company. It is a Fortune Global
500 company ranked 335th, and contributes 77% of India's crude oil production
and 81% of India's natural gas production. It is the highest profit making
corporation in India. It was set up as a commission on August 14, 1956. Indian
government holds 74.14% equity stake in this company.
ONGC is one of Asia's largest and most active companies involved in
exploration and production of oil. It is involved in exploring for and exploiting
hydrocarbons in 26 sedimentary basins of India. It produces about 30% of
India's crude oil requirement. It owns and operates more than 11,000 kilometers
of pipelines in India. Until recently (March 2007) it was the largest company in
terms of market cap in India.
This company is awarded as the Best Oil and Gas company in Asia. It is the
lone contributor of about 84% India's oil and gas. This company is not only
among the leading Indian companies but also a leading company of oil and gas.
The highest profit making corporate of India is ONGC. It has 77% share in the
crude oil production of India. The company's main activity is to explore,refine,
produce, market and transport crude oil, natural gas etc.
FOUNDATION
In August 1956, the Oil and Natural Gas Commission was formed.
Raised from mere Directorate status to Commission, it had enhanced powers.
In 1959, these powers were further enhanced by converting the commission
into a statutory body by an act of Indian Parliament.

MILE STONE
Columbia University-ISB joint survey finds ONGC top Indian
multinational by foreign assets
April 20, 2009
ONGC advances to 152nd in Forbes Global 2000 metrics
April 19, 2009
ONGC receives ‘Leading Oil & Gas Corporate of the Year’ Award
April 16, 2009
ONGC receives Dalal Street Investment Journal Award for Highest Profit
among PSUs
March 25, 2009

INTERNATIONAL RANKINGS
ONGC has been ranked at 198 by the Forbes Magazine in their Forbes Global
2000 list for the year 2007 .
ONGC has featured in the 2008 list of Fortune Global 500 companies at
position 335, a climb of 34 positions from rank of 369 in 2007.
ONGC is ranked as Asia’s best Oil & Gas company, as per a recent survey
conducted by US-based magazine ‘Global Finance
2nd biggest E&P company (and 1st in terms of profits), as per the Platts Energy
Business Technology (EBT) Survey 2004
Ranks 24th among Global Energy Companies by Market Capitalization in PFC
Energy 50 (December 2004).
Economic Times 500, Business Today 500, Business Baron 500 and Business
Week recognizes ONGC as most valuable Indian corporate, by Market
Capitalization, Net Worth and Net ProfitS.

Global Ranking
ONGC ranks as the Numero Uno Oil & Gas
Exploration & Production (E&P) Company in Asia, as
per Platts 250 Global Energy Companies List for the
year 2007 based on assets, revenues, profits and return
on invested capital (ROIC) (September 2007).

ONGC ranks 20th among the Global publicly-listed Energy companies as per
‘PFC Energy 50” (Jan 2008)

ONGC is the only Company from India in the Fortune Magazine’s list of the
World’s Most Admired Companies 2007.

ONGC ranked 335th position as per Fortune Global 500 2008 list; up from
369th rank last year, based on revenues, profits, assets and shareholder’s equity.
ONGC maintains top rank in terms of profits among seven companies from
India in the list.
STRATEGIC VISION: 2001-2020

To focus on core business of E&P, ONGC has set strategic

objectives of:
 Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG).

Improving average recovery from 28 per cent to 40 per cent.

Tie-up 20 MMTPA of equity Hydrocarbon from abroad.

The focus of management will be to monetise the assets as well as to assetise

the money.

Represents India’s Energy Security

ONGC has single-handedly scripted India’s hydrocarbon saga by:

Establishing 6.61 billion tonnes of In-place hydrocarbon reserves with more

than 300 discoveries of oil and gas; in fact, 6 out of the 7 producing basins have
been discovered by ONGC: out of these In-place hydrocarbons in domestic
acreages, Ultimate Reserves are 2.36 Billion Metric tonnes (BMT) of Oil Plus
Oil Equivalent Gas (O+OEG).

Cumulatively producing 788.273 Million Metric Tonnes (MMT) of crude and

463 Billion Cubic Meters (BCM) of Natural Gas, from 111 fields.
Type Public (BSE, NSE:SBI) & (LSE: SBID)

Founded Calcutta, 1806 (as Bank of Calcutta)

Corporate Centre,
Headquarters Madam Cama Road,
Mumbai 400 021 India

Key people Om Prakash Bhatt, Chairman

Banking
Industry Insurance
Capital Markets and allied industries

Loans, Credit Cards, Savings, Investment vehicles,

Products
SBI Life (Insurance) etc.

Revenue ▲ US$ 11.95 billion (2019)

Net income ▲ US$ 503 million (2019)

Total assets US$ 127 billion

It is the largest Indian bank and one of the leading
companies in India.It offers banking services through
its wide network in India and overseas. With more than
16,000 branches it accounts for the largest bank
branch network in India. It offers services like the
Mobile Banking, Internet Banking, DematServices,ATM
Services, Corporate Banking,Merchant Banking,
Agricultural Banking, online services like online
educational loan, online SME loan and many others.

The bank has 52 branches, agencies or offices in 32 countries. It has

branches of the parent in Colombo, Dhaka, Frankfurt, Hong Kong,
Johannesburg, London and environs, Los Angeles, Male in the
Maldives, Muscat, New York, Osaka, Sydney, and Tokyo. It has
offshore banking units in the Bahamas, Bahrain, and Singapore, and
representative offices in Bhutan and Cape Town.

SBI operates several foreign subsidiaries or affiliates. In 1990 it

established an offshore bank, State Bank of India (Mauritius). It has
two subsidiaries in North America, State Bank of India (California),
and State Bank of India (Canada). In 1982, the bank established its
California subsidiary, which now has seven branches. The Canadian
subsidiary was also established in 1982 and also has seven branches,
four in the greater Toronto area, and three in British Columbia. In
Nigeria, it operates as INMB Bank . This bank was established in
1981 as the Indo-Nigerian Merchant Bank and received permission in
2002 to commence retail banking. It now has five branches in Nigeria.
In Nepal SBI owns 50% of Nepal SBI Bank, which has branches
throughout the country. In Moscow SBI owns 60% of Commercial
Bank of India, with Canara Bank owning the rest. In Indonesia it
owns 76% of PT Bank Indo Monex.

State Bank of India already has a branch in Shanghai and plans to

open one up in Tianjin

History

The roots of the State Bank of India rest in the first decade of 19th
century, when the Bank of Calcutta, later renamed the Bank of
Bengal, was established on 2 June1806. The Bank of Bengal and two
other Presidency banks, namely, the Bank of Bombay (incorporated
on 15 April1840) and the Bank of Madras (incorporated on 1
July1843). All three Presidency banks were incorporated as joint
stock companies, and were the result of the royal charters. These three
banks received the exclusive right to issue paper currency in 1861
with the Paper Currency Act, a right they retained until the formation
of the Reserve Bank of India. The Presidency banks amalgamated on
27 January1921, and the reorganized banking entity took as its name
Imperial Bank of India. The Imperial Bank of India continued to
remain a joint stock company.
Pursuant to the provisions of the State Bank of India Act (1955), the
Reserve Bank of India, which is India's central bank, acquired a
controlling interest in the Imperial Bank of India. On 30 April1955
the Imperial Bank of India became the State Bank of India.

Offices of the Bank of Bengal

In 1959 the Government passed the State Bank of India (Subsidiary

Banks) Act, enabling the State Bank of India to take over eight former
State-associated banks as its subsidiaries. On Sept 13, 2008, State
Bank of Saurashtra, one of its Associate Banks, merged with State
Bank of India.

ASSOCIATE BANKS

State Bank of Indore, State Bank of Bikaner & Jaipur, State Bank of
Hyderabad

State Bank of Mysore, State Bank of Patiala, State Bank of

Travancore Group companies

SBI Capital Markets Ltd

SBI Mutual Fund (A Trust)

SBI Factors and Commercial Services Ltd

SBI DFHI Ltd

SBI Cards and Payment Services Pvt Ltd

SBI Life Insurance Co. Ltd - Bancassurance (Life Insurance)

SBI Funds Management Pvt Ltd

SBI Canada
 INDIAN OIL CORPORATION

Mr. SarthakBehuriachairman
Type PSU (Trading on BSE & NSE)
Founded 1964
Headquarters New Delhi, India
Key people SarthakBehuria, Chairman
Industry Petroleum products = Petrol, Diesel, Kerosene, LPG,
Petrochemicals
Revenue ▲ रू. 2474.79 billion or $61.7 Billion [1] (2007-2008)
Net income US$ 1.96 billion (2007) ▲ 12.9% from 2006
Total assets US$ 26.2 billion (2007)
Total equityUS$ 10.87 billion (2007)
Employees ~36,217 (2006)
It is a public sector Indian Petroleum company and also the largest
commercial enterprise in India. This company ranks 116 on the list of
the Fortune Global 500 list in the year 2008.It operates the widest
and the largest network of fuel stations in India which is about
17,606.Auto LPG Dispensing Stations are started by the company
and it helps reach Indane Cooking Gas to 47.5 million households.
The company's products are diesel, petrol , Servo Lubricants etc.
It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil
Corporation was formed in 1964, with the merger of Indian Refineries
Ltd. Indian Oil and its subsidiaries account for a 47% share in the
petroleum products market, 40% share in refining capacity and 67%
downstream sector pipelines capacity in India. The Indian Oil Group
of Companies owns and operates 10 of India's 19 refineries with a
combined refining capacity of 60.2 million metric tons per year.

Products
Indian Oil's product range covers petrol, diesel, LPG, auto LPG,
aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene
etc. Xtra Premium branded petrol, Xtra Mile high speed diesel, Servo
lubricants, Indane LPG, Autogas LPG, Indian Oil Aviation are some
of its prominent brands.
Recently Indian Oil has also introduced a new business line of
supplying LNG(Liquefied natural gas) by the cryogenic
transportation. The branding called "LNG at Doorstep".
Lngheadquarters are located in scope complex, Lodhi Road Delhi
 REFINERIES
 Digboi Refinery, in Upper Assam, is India's oldest refinery and was
commissioned in 1901. Originally a part of Assam Oil Company, it
became part of IndianOil in 1981. Its original refining capacity had been
0.5 MMTPA since 1901. Modernisation project of this refinery has been
completed and the refinery now has an increased capacity of 0.65
MMTPA.

 Guwahati Refinery, the first public sector refinery of the country,

was built with Romanian collaboration and was inaugurated by
Late Pt. Jawaharlal Nehru, the first Prime Minister of India, on 1
January1962.

 BarauniRefinery, in Bihar, was built in collaboration with Russia and

Romania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its
capacity today is 6 MMTPA.

 Gujarat Refinery, at Koyali in Gujarat in Western India, is IndianOil’s

largest refinery. The refinery was commissioned in 1965. It also houses
the first hydrocracking unit of the country. Its present capacity is 13.70
MMTPA.

 Haldia Refinery is the only coastal refinery of the Corporation, situated

136 km downstream of Kolkata in the PurbaMedinipur (East Midnapore)
district. It was commissioned in 1975 with a capacity of 2.5 MMTPA,
which has since been increased to 5.8 MMTPA

 Mathura Refinery was commissioned in 1982 as the sixth refinery in

the fold of IndianOil and with an original capacity of 6.0 MMTPA.
 Located strategically between the historic cities of Delhi and Agra, the
capacity of Mathura refinery was increased to 7.5 MMTPA.

 Panipat Refineryis the seventh refinery of IndianOil. The original

refinery with 6 MMTPA capacity was built and commissioned in 1998.
Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12
MMTPA with the commissioning of its Expansion Project

.
GROUP COMPANIES AND JOINT VENTURES
 IndianOil (Mauritius) Ltd.

 Lanka IOC PLC - Group company for Sri Lanka retail and storage
operations which is listed on Colombo's stock exchange. It was locked
into a bitter subsidy payment dispute with Sri Lanka's Government which
has since been resolved.

 IOC Middle East FZE

 Chennai Petroleum Corporation Ltd.

 Bongaigoan Refinery and Petrochemicals Ltd.

 Green Gas Ltd. - joint venture with Gas Authority of India for city-wide
gas distribution networks.

 Indo Cat Pvt. Ltd., with Intercat, USA, for manufacturing 15,000 tonnes
per annum of FCC (fluidised catalytic cracking) catalysts & additives in
India, for catering to rising global demand.

 Numerous exploration and production ventures with Oil India Ltd., Oil
and Natural Gas Corporation

INTERNATIONAL RANKINGS
 Indian Oil is the highest ranked Indian company in the prestigious
Fortune Global 500 listing, the 116th position(in 2008) based on fiscal 2007
performance. It is also the 18th largest petroleum company in the world and
the number one petroleum trading company among the National Oil
Companies in the Asia-Pacific region. IOCL was featured on the 2008 Forbes
Global 2000 at position 303.
AWARDS & ACCREDITATIONS
Awards & Accreditations Date
IndianOil wins Retailer of the 17.02.2019
Year - 'Rural Impact Award'
IndianOil Conferred BML 14.02.2019
Munjal Award 2009 for
Excellence in Learning &
Development
Golden Peacock Award for 02.01.2019
IndianOil-R&D for the fourth
time
IndianOil wins six awards at 16.12.2018
PRSI annual meet
IndianOil wins SCOPE 24.11.2018
Meritorious Awards for
Environmental Excellence &
Sustainable Development and
Good Corporate Governance
IndianOil presented the 'Indian 08.10.2018
Express Uptime Champion
Award'
IndianOil conferred SAP ACE 24.09.2018
Award 2008 for B2B process
Integration
'Oil & Gas Supply Chain 22.09.2018
Excellence' Award for IndianOil
IndianOil bags 'Most Admired 22.09.2018
Retailer – Rural' Award 2007
Safety Innovation Award for 11.09.2018
IndianOil for fourth consecutive
year
‘CIO-100’ award for IndianOil 09.09.2018
for the third time
IndianOil conferred ‘Business 05.09.2018
Super brand 2008’
IndianOil's "Car in a Tank" sales 07.07.2018
promotion scheme wins Stevie
Award
IndianOil wins the World 01.07.2018
Petroleum Congress Excellence
Award 2008 for technical
development
IndianOil'sXtraPower wins 25.01.2018
Loyalty Summit Award
IndianOil Finance Director S.V. 22.01.2018
Narasimhan bags Excellence in
Finance Award
IndianOil wins Retailer of the 15.01.2018
Year - Rural Impact Award
IndianOil- R&D Centre 18.10.2017
Awarded the coveted WIPO
GOLD MEDAL
IndianOil wins Oil Industry 04.10. 2017
Safety Directorate Awards
SERVO acquires prestigious 24.09. 2017
MAN Global approvals
IndianOil bags the 'Most 10.09. 2017
Admired Retailer of the Year'
award
IndianOil honored with `CIO 10.09. 2017
100 Award 2007'
IndianOil bags SCOPE Gold 06.09. 2017
Trophy for Best Practices in
Human Resources Management
2005-06
SAP ACE – Awards for 24.08. 2017
Customer Excellence for
IndianOil
IndianOil’s R&D Centre gets 24.08. 2017
special recognition for
Bioremediation
SERVO secures entry into NSF 23.08. 2017
White Book - H1 Category
IndianOil, the only petroleum 01.06. 2017
company as `The Most Trusted
Brand' in ET's Brand Equity's
annual survey

LOYALTY PROGRAMS
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators.
Currently it has 1 million customer base. XTRAREWARDS is a recently
launched loyalty program for retail customers where customers can earn
reward points on their purchases.
COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat
Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil
Corporation. There are two private competitors, Reliance Petroleum and Essar
Oil

Private
Type
BSE&NSE:ICICI, NYSE: IBN
1955 (as Industrial Credit and Investment Corporation
Founded
of India)
ICICI Bank Ltd.,
Headquar ICICI Bank Towers,
ters BandraKurla,
Mumbai, India
Key N Vaghul, K.V. Kamath, Chanda Kochhar, V
people Vaidyanathan, MadhabiPuri
Banking
Industry Insurance
Capital Markets and allied industries
 Loans, Credit Cards, Savings, Investment vehicles,
Products
Insurance etc.
Revenue ▲ USD 5.79 billion
Total
Rs. 3,997.95 billion (US$ 100 billion) at March 31, 2019.
assets
Website www.icicibank.com
The largest private sector bank in the sector of market capitalization
in India is ICICI Bank and the second largest bank in assets. The wide
network of the bank has 1,399 branches,49 regional processing
centres,22 regional offices and more than 4,485 ATMs. It provides the
banking services like Personal banking,Corporate Net
Banking,NRI,Internet Banking,24-hr Customer Care and many other
banking facilities.

History of ICICI
1955 The Industrial Credit and Investment Corporation of India
Limited (ICICI) was incorporated at the initiative of World Bank, the
Government of India and representatives of Indian industry, with the
objective of creating a development financial institution for providing
medium-term and long-term project financing to Indian businesses.
2000 CI established Banking Corporation as a banking
subsidiary.formerly Industrial Credit and Investment Corporation of
India. Later, ICICI Banking Corporation was renamed as 'ICICI Bank
Limited'. ICICI founded a separatelegal entity, ICICI Bank, to
undertake normal banking operations - taking deposits, credit cards,
car loans etc.
In 2001 CI acquired Bank of Madura (est. 1943). Bank of Madura was a Chettiar
 bank, and had acquired Chettinad Mercantile Bank (est. 1933) and Illanji Bank
(established 1904) in the 1960s.

In 2002The Boards of Directors of ICICI and ICICI Bank approved the reverse
merger of ICICI, ICICI Personal Financial Services Limited and ICICI Capital
Services Limited, into ICICI Bank. After receiving all necessary regulatory
approvals, ICICI integrated the group's financing and banking operations, both
wholesale and retail, into a single entity.
Also in 2002, ICICI Bank bought the Shimla and Darjeeling branches that Standard
Chartered Bank had inherited when it acquired Grindlays Bank.
ICICI started its international expansion by opening representative offices in New
York and London.
2003 ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in
the UK it established an alliance with Lloyds TSB.
It also opened an Offshore Banking Unit (OBU) in Singapore and representative
offices in Dubai and Shanghai.
2004 ICICI opens a rep office in Bangladesh to tap the extensive trade between that
country, India and South Africa.
2005 ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with
about US$4mn in assets, head office in Balabanovo in the Kaluga region, and
with a branch in Moscow. ICICI renamed the bank ICICI Bank Eurasia.
Also, ICICI established a branch in Dubai International Financial Centre and in
Hong Kong.
2006 ICICI Bank UK opened a branch in Antwerp, in Belgium. ICICI opened
representative offices in Bangkok, Jakarta, and Kuala Lumpur.
2007 ICICI amalgamated Sangli Bank, which was headquartered in Sangli, in
Maharashtra State, and which had 158 branches in Maharashtra and another 31
in Karnataka State. Sangli Bank had been founded in 1916 and was particularly
strong in rural areas.
ICICI also received permission from the government of Qatar to open a branch in
Doha.
ICICI Bank Eurasia opened a second branch, this time in St. Petersburg.
2008 The US Federal Reserve permitted ICICI to convert its representative office
in New York into a branch.
ICICI also established a branch in Frankfurt.

SMALL SCALE INDUSTRIES

The concept of Small Scale industry varies from one to another
country and one time to other in the same country , depending
upon the pattern and stage of development , government policy
and administrative set up of the particular country.

ROLE OF SSI IN INDIAN ECONOMY

Small business forms an important sector of the Indian economy. SSI
accounted 40% of the value added by the whole manufacturing
sector, and
80% of the employment. SSI also contributed to the extent of 42 %
with regards to exports.
DEFINITIONS OF SSI
YEARS DEFINITION SSI UNIT ANCILLAR EMPLOYEMENT
GIVEN BY Y UNIT CRITERION
1950 Fiscal __ __ 10-50 workers
commission
1955 SSI board Capital Same ssiunt. Upto 50, if using
investment power & less than
uptoRs. 100 if not using if
5lacks. not using power
1960 Ministry of CI upto SAME employement
commerce & Rs.5 lcks. criterion dropped
industry
1975 Govt. Of CI up to Rs. 15 -do-
India (GOI) Rs.10
lacks.
1980 GOI uptoRs. 20 Rs.25 -do-
lacks.
1985 GOI uptoRs. 35 Rs. 45 -do-
lack
1991 GOI uptoRs. 60 Rs. 75 -do-
lcks.
1997 GOI Upto Rs.3 Not defined -do-
crore
2000 GOI uptoRs. 1 -do- -do-
crore

POLICIES FOR THE SSI BY INDIAN GOVERNMENT

Office of the Development Commissioner, (MSME)

 Ministry of Micro, Small & Medium Enterprises

Aims and objectives

Imparting greater vitality and growth impetus  to the Micro, Small and Medium
Enterprises (MSME) in terms of output, employment and exports and instilling a
competitive culture based on heightened technology awareness."
The Micro, Small and Medium Enterprises (MSME) sector has been recognised
as engine of growth all over the world. Many countries of the world have
established a SME Development Agency as the nodal agency to coordinate and
oversee all Government interventions in respect of the development of this sector.
In the case of India, also Medium establishment has for the first time been defined
in terms of separate Act, governing promotion and development of Micro, Small
and Medium Enterprises (MSME) i.e. Micro, Small and Medium Enterprises
(MSME) development Act, 2006 (which has come into force from 02nd Oct, 2006)
the Office of Development Commissioner (Micro, Small and Medium Enterprises)
functions as the nodal Developmet Agency under the Ministry of Micro, Small and
Medium Enterprises(MSME).

Office of Development Commissioner (SSI) was established in 1954 on the

basis of the recommendations of the Ford Foundation. Over the years, it has seen
its role evolve into an agency for advocacy, hand holding and facilitation for the
small industries sector. It has over 70 offices and 21 autonomous bodies under its
management. These autonomous bodies include Tool Rooms, Training Institutions
and Project-cum-Process Development Centres. Office of the Development
Commissioner (MSME) provides a wide spectrum of services to the Micro, Small
and Medium Industrial sector. These include facilities for testing, toolmenting,
training for entrepreneurship development, preparation of project and product
profiles, technical and managerial consultancy, assistance for exports, pollution and
energy audits etc. Office of the Development Commissioner (MSME) provides
economic information services and advises Government in policy formulation for
the promotion and development of SSIs. The field offices also work as effective
links between the Central and the State Governments.

Consequent to the increased globalization of the Indian economy, MSMEs are

required to face new challenges. Office of the Development Commissioner
(MSME) has recognised the changed environment and is currently focusing on
providing support in the fields of credit, marketing, technology and infrastructure to
MSMEs. Global trends and national developments have accentuated Office of the
Development Commissioner (MSME)'s role as a catalyst of growth of MSMEs in
the country
INTRODUCTION
1.1 The Small Scale Industry Sector has emerged as India's engine of growth in
the New Millennium. By the end of March 2000, the SSI sector accounted for
nearly 40 per cent of gross value of output in the manufacturing sector and 35
per cent of total exports from the country. Through over 32 lakh units,
the sector provided employment to about 18 million people.
1.2 The on goingprogramme of Economic Reforms based upon the principle of
liberalisation, globalisation and privatisation and the changes at the international
economic scene including the emergence of World Trade Organisation (WTO),
have brought certain schallenges and several new opportunities before the SSI
Sector. The most important challenge faced by the sector is that of growing
competition both globally and domestically.
At the sametime sector has also been facing some problems which relate to
credit, infrastructure, technology, marketing, delayed payment hassels on
account of so many rules and regulations etc.
In order to enable this sector to avail the opportunities and play its role as an
engine of growth, it is essential to address to these problems effectively and
urgently.
1.3 With a view to provide more focused attention on the development of SSI
,government of India created a new Ministry of Small Scale Industries & Agro
an drur al Industries in October 1999. Immediately after the formation of the
Ministry, a Mission for the Millennium giving a blue print for small scale and
village industries was announced.
To carve out a road map for this sector in the New Millennium, the Hon'ble
Prime Minister constituted a Group of Ministers under the Chairmanship of Shri
L.K. Advani the Home Minister of India in June 2000.
The background material for the consideration of the Group of Ministers was
provided by the Interim Report of the S.P. Gupta Study Team constituted by the
Planning Commission.
1.4 The Group of Ministers considered the recommendations and came out with
a Comprehensive Policy Package for the Small Scale and Tiny Sector which
was announced by the Hon'ble Prime Minister Shri Atal Bihari Vajpayee at first
ever National Conference on the Small Scale Industries organised by the
Ministry of SSI & ARI at VigyanBhavan, New Delhi on 30th August 2000.
Package were announced by the Hon'ble Prime Minister on 30th August 2000,
some others including the Tiny Sector Policy Package were announced by the
Ministry of SSI& ARI on 31st August 2000 in the meeting of the SSI Board.
SMALL SCALE SECTOR
2.0 Policy Support
2.1 The investment limit for the Tiny Sector will continue to be Rs. 25 lakhs.
2.2 The investment limit for the SSI sector will continue to be at Rs. 1 crore.
2.3 The Ministry of SSI & ARI will bring out a specific list of hi-tech and
export o riented industries which would require the investment limit to be
raised uptoRs. 5 crores to admit of suitable technology upgradation and to
enable them to maintain their competitive edge.
2.4 The Limited Partnership Act will be drafted quickly and got enacted.
Attempt will be made to bring the Bill before the next session of the Parliament.
3.0 FISCAL SUPPORT
3.1 To improve the competitiveness of Small Scale Sector, the exemption for
excise duty limit raised from Rs. 50 lakhs to Rs. 1 crore.
4.0 CREDIT SUPPORT
4.1 The composite loans limit raised from Rs. 10 lakhs to Rs.25 lakhs.
4.2 The Small Scale Service and Business (Industry Related) Enterprises
(SSSBEs) with a maximum investment of Rs. 10 lakhs will qualify for priority
lending.
4.3 In the National Equity Fund Scheme, the project cost limit will be raised
from Rs. 25 lakhs to Rs. 50 lakhs. The soft loan limit will be retained at 25 per
cent of the project cost subject to a maximum of Rs. 10 lakhs per project.
Assistance under the NEF will be provided at a service charge of 5 per cent per
annum.

4.4 The eligibility limit for coverage under the recently launched (August 2000)
Credit Guarantee Scheme has been revised to Rs.25 lakhs from the present limit
of Rs. 10 lakhs.
4.5 The Department of Economic Affairs will appoint a Task Force to suggest
revitalisation/restructuring of the State Finance Corporations.
4.6 The Nayak Committee's recommendations regarding provision of 20 per
cent of the projected turnover as working capital is being recommended to the
financial institutions and banks.
5.0 Infrastructural Support
5.1 The Integrated Infrastructure Development (IID) Scheme will progressively
cover all areas in the country with 50 per cent reservation for rural areas.
5.2 Regarding upgrading the Industrial Estates, which are languishing, the
Ministry of SSI & ARI will draw up a detailed scheme for the consideration of
the Planning Commission.
5.3 A Plan Scheme for Cluster Development will be drawn up.
5.4 The funds available under the non-lapsable pool for the North-East will be
used for Industrial Infrastructure Development, setting up of incubation centres,
for Cluster Development and for setting up of IIDs in the North-East including
Sikkim.
6.0 Technological Support and Quality Improvement
6.1 Capital Subsidy of 12 per cent for investment in technology in select
sectors. An interministerial Committee of Experts will be set up to define the
scope of technology upgradation and sectorial priorities.
6.2 To encourage Total Quality Management, the Scheme of granting
Rs.75,000/- to each unit for opting ISO-9000 Certification will continue for the
next six years i.e. till the end of the 10th plan.
6.3 Setting up of incubation Centres in Sunrise Industries will be supported.
6.4 The TBSE set up by SIDBI will be strengthened so that it functions
effectively as a Technology Bank. It will be properly networked with NSIC,
SIDO (SENET Programme) and APCTT.
6.5 SIDO, SIDBI and NSIC will jointly prepare a Compendium of available
technologies for the R&D institutions in India and abroad and circulate it among
the industry associations for the dissemination of the latest technology related
information.
6.6 Commercial Banks are being requested to develop Schemes to encourage
investment in technology upgradation and harmonise the same with SIDBI.
6.7 One time Capital Grant of 50% will be given to Small Scale Associations
which wish to develop and operate Testing Laboratories, provided they are of
international standard.
7.0 Marketing Support
7.1 SIDO will have a Market Development Assistance (MDA) Programme,
similar to one obtaining in the Ministry of Commerce & Industry. It will be a
Plan Scheme.
7.2 The Vendor Development Programme, Buyer-Seller Meets and Exhibitions
will take place more often and at dispersed locations.
8.0 Streamlining Inspections/Rules and Regulations
8.1 To minimise harassment to Small Scale Sector a Group will be set up to
recommend within 3 months, means of streamlining inspections. This will
include repeal of laws and regulations applicable to the sector that have since
become redundant.
8.2 Self-certification will be progressively encouraged in lieu of inspections,
which should be prescribed under the three following conditions:
l On receipt of specific complaint;
l Selection of unit for sample check (Say 10 per cent of total units); and
l For audit and safety purposes.
9.0 Entrepreneurship Development
9.1 Capacity building in the SSI sector, both for entrepreneurs as well as
workers, will be given top priority. The Ministry of SSI & ARI and Ministry of
Labour will work out the strategy jointly.
10.0 Facilitating Prompt Payment
 SMALL SCALE INDUSTRIES NATIONAL AWARD 2000

Name and Address of AWARD YEAR PRODUCT

the Enterprise
Sh. FIRST AWARD 2000 Chassis assemblies &
UmeshMartandraoDashrath other components for
i CNG, LPG driven three-
M/s Rohit Industries wheelers and Goods
A 3 MIDC, cariers.
Near Railway Station,
Aurangabad-431005.
(MAHARASHTRA)
Sh. Prashant R GandhiM/s. SECOND AWARD 2000 Aluminium and Steel
Samruddhi Engineering, Cops used in DT
Survey No. 767/3 Village Machines, TFO
Vadsar,Tal- Kolal,Distt. Machines for synthetic
Gandhinagar.(GUJARAT) yarn winding.
Sh. Vinodhbhai Ambalal THIRD AWARD 2000 Pneumetic Rubber
Soni, M/s. Hi- Tech Fenders, Rubber Buoys
Elastomers Limited 2 for use in marine
Chirag Apartments, Behind purposes.
Govt.Polytechnic,
GulbaiTekra, Ambawadi,
Ahmedabad-380015.
(GUJARAT)
Smt. Supriya Roy M/s.The SPECIAL AWARD 2000 Bakery and Fast Food
Sugar & Spice, 1/2 (WOMEN items
HarishMukherjee Road, ENTREPRENEUR)
Kolkata- 700020. (WEST
BENGAL)
Smt. SPECIAL AWARD 2000 Glazed Wall Tiles.
SavitabenDevjibhaiParamar (SC/ST
M/s Sterling Ceramics ENTREPRENEUR)
Pvt.Limited, Kolal-
Mehsana Highway,
Nandasan (NG), Tal-Kadi.
Distt. Mehsana(GUJARAT)
Shri Blaise Lawrence Shri Blaise Lawrence 2000 Water Storage Tanks.
Costabir, M/s Costabir,
ZarhakMoulders Pvt.
Limited, Verna Electronic M/s ZarhakMoulders
City Verna GOA Pvt. Limited,
Verna Electronic City
Verna GOA
Shri Gurmeet Singh Bhatia SPECIAL 2000 Carbonless Computer
M/s A.G.K. Computers RECOGNITION stationery and
Secure Prints Ltd., AGK AWARD Peripherals.
Complex, D-118, Industrial
Area, Phase-VII SAS Nagar
Ropar-160055. (PUNJAB)

National Awards for Outstanding Entrepreneurship in

MSMEs – 2007

S.No. Category of Award Name & Address of the

Entrepreneurs
1. First Award Shri Satish WamanWagh
M/s Supriya Chemicals
A-5/2 Loteparshuram MIDC
Area,Nakhed.
MAHARASHTRA
Tel.No.02240332727
2. First Award Shri Debashish Mandal
M/s Indo Webal Surgical
Ukil para Behind Sub Division
Hospital
Baruipur, Kolkata
 WEST BENGAL
T.No.91-33 24338997, Fax:91-33
2433 3534
3. Third Award Shri Surender Pal Singh
M/s Premier Solar Systems (P) Ltd.
3rd Floor,
V.V.TowersSecunderabad
ANDHRA
PRADESH
T.No.04027744415, 04027744416
M.No.9490167790,
Fax:040277744417
4. Special Award to Smt Savita Kailash Chhabra
outstanding M/s Hygienic Research Institute,
woman A/48, MIDC, Marol, Andheri
Entrepreneurs (East), Mumbai
MAHARASHTRA
Tel.No.022 – 28361311
M.No.9820047216
Fax: 022 –28320089
E.mail: Savita@hriindia.com
5. Special Award to Shri Debashish Mandal
outstanding SC/ST M/s Indo Webal Surgical
Ukil para Behind Sub Division
Hospital
Baruipur, Kolkata-144
WEST BENGAL
T.No.91-33 24338997, Fax:91-33
2433 3534
6. Special Award to Shri MurliDharKhetan
outstanding NER M/s North Eastern Cables Pvt. Ltd.
A T Road Jorhat-785001
ASSAM
Ph.No.0376-2351433, 2350550
Fax: 2351318
E.Mail: necab11@yagii.com
(II) National Award for outstanding Entrepreneurship in Micro & Small
Enterprises rendering services
7. First Award Smt. Triveni Devi
M/s AnandElectroplators,
B-87,88, Sec-10, Noida
GautamBudh Nagar.
8. Second Award Shri BimalParkash Jain
Adinath Dyeing & Finishing Mills,
Dyeing Complex, Ludhiana
PUNJAB
T.No.0161-5074829, 5074830,
5004876
E.Mail:adinathdyeing@yahoo.co.in
 BPO
BUSINESS OUTSOURSING PROCESSING

DEFINITION
Business process outsourcing (BPO) is a form of outsourcing that
involves the contracting of the operations and responsibilities of a
specific business functions (or processes) to a third-party service
provider. Originally, this was associated with manufacturing firms,
such as Coca Cola that outsourced large segments of its supply chain..
In the contemporary context, it is primarily used to refer to the
outsourcing of services.
BPO is typically categorized into back office outsourcing - which
includes internal business functions such as human resources or
finance and accounting, and front office outsourcing - which includes
customer-related services such as contact center services.
Industry size/ Growth
India has revenues of 10.9 billion USD[2] from offshore BPO and 30 billion
USD from IT and total BPO (expected in FY 2008). India thus has some 5-6%
share of the total BPO Industry, but a commanding 63% share of the offshore
component. This 63% is a drop from the 70% offshore share that India enjoyed
last year, despite the industry growing 38% in India last year, other locations
like Eastern Europe, Philippines, Morocco, Egypt and South Africa have
emerged to take a share of the market. China is also trying to grow from a very
small base in this industry. However, while the BPO industry is expected to
continue to grow in India, its market share of the offshore piece is expected to
decline. Important centers in India are Bangalore, Hyderabad, Mumbai, Pune,
Chennai and New Delhi.
The top five Indian BPO exporters for 2006-2007 according to NASSCOM
are :-
Genpact,
WNS Global Services,
Transworks Information Services,
IBM Daksh,
TCS,
HCL,
WIPRO,
And Dell BPO.
According to McKinsey, the global "addressable" BPO market is worth $122 -
$154 billion, of which: 35-40 retail banking, 25-35 insurance, 10-12
travel/hospitality, 10-12 auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25
is finance, accounting and HR. Moreover, they estimate that 8% of that capacity
was utilized as of 2006
 RESEARCH
METHODOLOGYTYPES OF RESEARCH DESIGN

This study will adopt descriptive research design and will reveal the Survey on
Entrepreneurship in India during Corona Crisis. This research will be quantitative
innature.
SAMPLING PLAN
-sampling method
Multistage
sampling
Purposive
sampling
Convenience
sampling

TOOL OF DATA COLLECTION

The tool for primary collection data is self-administered questionnaire.

SOURCES OF DATA
COLLECTIONPRIMARY DATA
Primary data are those collected specifically by, or for, the data users by Questionnaire Method.
SECONDARY DATA
Secondary data are those that have been collected by other organizations, such as
government agencies, newspapers and magazines, etc.
AREA OF THE STUDY

The study will be conducted in areas of Gwalior region.

 CONCLUSION

The authors have concluded that the Indian economy is affected by the tragedy of
COVID-19. India and most of the countries in the world are in economic recessions.
Indian economy is a mixed type of capitalist and socialist economies. Now, it is on a
safer side of economic position. The possibility of a downtrend is highly possible due
to the world economic recessions. The state governments of India are taking in-charges
of defeating the spreading of disease. The social distancing and quarantine of people
and the efforts of the departments like police, health, telecom, and other service-
oriented departments are helping to succeed the stringent situations. The above
suggestions are very useful to revamp the entire national cultural and economic
changes. The present article will give a scope to further research on the business and
economic recession in India. The authors have requested the government to improve
the national income kindly review the present article suggestions.
 FINDINGS

Businesses will be counting the cost of the coronavirus pandemic for years. Some have been
unable to survive the swift and brutal economic downturn. Others are having to borrow to
survive. Almost all are making changes to the way they work to reduce the risk of resuming
operations. But at the same time, there are parts of the corporate world that have benefited from
the huge restrictions brought in to day-to-day life, often at great speed, to try to stop the spread of
Covid-19. The Financial Times has talked to six of them about how they found some upside from
changes to the way people everywhere work, talk, eat and shop.

As global economic prospects were slashed and markets convulsed by the pandemic, companies
rushed to strengthen their finances, and corporate bond issuance surged. This market pile-on, plus
a whole ecosystem of traders and investors with no option but to work from home, has been a
boon to MarketAxess, an electronic bond trading venue. It has more users than ever and, in
March, had record trading in US Treasury, corporate, municipal and eurobond debt. Rick
McVey, chief executive, said a cultural shift had already been under way in the $9.6tn US
corporate bond market. “Two things happened in a very different way during the peak volatility
months of 2008. Overall market volumes in credit went down and the electronic trading share
went down. So we’re in a very different place in 2020 in terms of institutional investors’ comfort
with electronic trading,” he said. MarketAxess qualified for the S&P 500 index of the biggest US
companies last year and, from a mid-March low, its shares have risen more than 60 per cent,
giving it a market capitalisation of $17.3bn.
 LIMITATION

 As of March 20, statewide Stay at Home order in place.

 All businesses to stop operations except to provide public safety, healthcare, and other
essential services (gas stations, pharmacies, banks, grocery, laundromat, restaurant take-
out/delivery).

 Essential businesses to practice 6-foot space between employees and customers.

 Any local ordinance is suspended to the extent it restricts, delays, or otherwise inhibits the
delivery of food products, pharmaceuticals, and other emergency necessities distributed
through grocery stores and other retail or institutional channels, including, but not limited
to, hospitals, jails, restaurants, and schools.

 “Necessary” government offices and “essential stores” remain open (essential stores
include: healthcare, grocery, pharmacy, shelter, gas stations, garbage collection,
hardware, banks).

 Closure of “non-essential” stores. Essential stores are: grocery stores, food banks, banks,
drug stores, car rentals, convenience stores, pharmacies, gas stations, car mechanics, pet
supply stores, laundromats, hardware stores, dry cleaners, mail/UPS/Fedex.
 BIBLIOGRAPHY
Books
1. Corporate Finance
Principles of Corporate Finance : Richard A. Brealey
2. All about derivatives
Options, Futures and Other Derivatives (6th Edition) : John C. Hull
3. Valuation of financial assets
The Theory of Investment Value: John Burr Williams
4. Investment valuation
Investment Valuation: Tools and Techniques for Determining the Value of Any Asset :
AswathDamodaran
5. Trading
The Intelligent Investor: Benjamin Graham

Research Articles
 Basu, A., and Goswami, A. (1999) South Asian entrepreneurship in Great Britain: factors

influencing growth. International Journal of Entrepreneurial

 Behaviour& Research 5(5): 251–275. 23. Beaver, G., and Lashley, C. (1998) Barriers to

management development in small hospitality firms. Strategic Change

Websites:

https://en.wikipedia.org/wiki/Entrepreneurship
www.wiki.com
www.gemglobalreport.com
www.timesnow.com
www.msn.com