EFFECTIVENESS OF ENTREPRENEUR DEVELOPMENT PROGRAM

TRAINING, CHENNAI

(A Report Submitted in Partial Fulfillment of the Requirements for the award

of Degree of Master of Business Administration of Pondicherry University)

Submitted by

Mr. SakthiNarayanan N

Enrollment No: 0216430126

MBA: General Management

Under the guidance of

Dr. Siluvairaja A

DIRECTORATE OF DISTANCE EDUCATION

PONDICHERRY UNIVERSITY

PONDICHERRY – 605 014

APRIL 2018

1
 CERTIFICATE OF THE GUIDE

This is to certify that the Project Work titled “EFFECTIVENESS OF ENTREPRENEUR

DEVELOPMENT PROGRAM TRAINING, CHENNAI” is a bonafide work of
SakthiNarayanan N – 0126430126 carried out in partial fulfillment for the award of degree of
MBA in GENERAL MANAGEMENT of Pondicherry University under my guidance. This
project work is original and not submitted earlier for the award of any degree / diploma or associate
ship of any other University / Institution.

Signature of the guide

Dr. Siluvairaja A

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 STUDENTS’ DECLARATION

I, Mr. SakthiNarayanan N hereby declare that the Project Work titled “EFFECTIVENESS OF
ENTREPRENEUR DEVELOPMENT PROGRAM TRAINING, CHENNAI” is the original
work done by me and submitted to the Pondicherry University in partial fulfillment of
requirements for the award of Master of Business Administration in GENERAL
MANAGEMENT. This is a record of original work done by me under the supervision of Dr.
SILUVAIRAJA A.

Enroll No: 0216430126 (Signature of the Student)

Date: SAKTHINARAYANAN N

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 ACKNOWLEDGEMENT

1. First, I thank my parents for their support which gave me strength and power to do my
work diligently.

2. My sincere thanks go to the LIBA students for their co-operation and for politely helpful
to my survey to complete my project.

3. From the deep of my heart I would like to extend my thanks to my Project Guide Dr.
Siluvairaja A of PULC Department for his unstinting support, help and guidance. Without
his guiding hands this project would have been impossible.

4. I am grateful to my friends from different organization for their support and encouragement
to do my research on this topic.

5. Lastly but not the least, I would like to express my thanks to all the respondents for their
cooperation and to my colleagues for their support and inspiration in all aspects of my
academic

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Executives and Summary
Entrepreneurship plays a very important role in self-employment, Job Creation and
Economic-Social development of the nation. Owing to lack of Knowledge, Skills, Exposure and
Risk Taking it is not considered as a welcome option. One way to overcome this through
Entrepreneur Development Program(EDP).

The study was conducted among EDP Trainees sponsored by National Small Industry
Corporation(NSIC), Government of India in LIBA. The objectives of the study is to find the
Effectiveness of Entrepreneur Development Program(EDP) knowledge, Skills and Business
creation outcomes of the Trainees. The questionnaire was administered to the EDP trainees after
successful completion of the training program. They were also assessed on their subject knowledge
post training experience etc. The data collected from a questionnaire was analyzed by MS Excel
and findings of the study document and suggestions to improve the EDP effectiveness is provided
in the study.

Some of the findings were trainees seems to be vibrant, their confidence level is improved
their motivation towards Self Employment or Entrepreneurship is increased. Their understandings
of Entrepreneurship are holistic.

Overall the training achieved its objective. Improvement aspects from the drop outs
considered the program to be a very basic in nature and they provided not to be useful.

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 Table of Contents

S.No Unit Contents Page No

1 Certificate of Guide 2

2 Certificate of Student 3

3 Acknowledgement 4

4 Executives and Summary 5

5 Table of Contents 6

6 List of Tables 8

7 List of Charts 9

Chapter 1
11
4 1.1 Entrepreneur Development Program

12
5 1.2 Research Methodology

13
6 1.3 Objectives
14
7 1.4 Need for the Study
15
8 1.5 Stages of EDP
21
9 1.6 Scope of the study
21
10 1.7 Statement of the problem

21
11 1.8 Limitations of the study

22
12 1.9 Review of Literature

6
 Chapter 2. Industry Profile

32
13 2.1 Entrepreneurship Sector

14 2.2 Entrepreneur Development Institute(EDI) 35

38
15 2.3 NIESBUD
41
16 2.4 Micro, Small and Medium Enterprises
44
17 2.5 National Small Industry Corporation (NSIC)

Chapter 3.
52
18 3.1 Data Analysis and Interpretation

Chapter 4.

94
19 4.1 Findings and Suggestions

Chapter 5

20 5.1
Conclusion 99

Bibliography
102
21 v References

103
22 v Annexure-Questionnaire

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 List of Tables
S.No Table Table of Contents Page No
No
1 3.1 Need for attending the training 55
2 3.2 Before the training, Running a business 56
3 3.3 Confidence to establish your own business 57
4 3.4 Training relevant to your business creation 58
5 3.5 Acquire a new skill to address the challenge 59
6 3.6 Training program Effective 60
7 3.7 Participation and Involvement 61
8 3.8 Structured and Sufficient time was allocated 62
9 3.9 Objective to Attend 63
10 3.1 Attend of Training during the entire period 64
11 3.11 Reasons of not attending the training 65
12 3.12 Days you have attend the program 66
13 3.13 Recommend this training to a friend 67
14 3.14 Leadership qualities Explores 68
15 3.15 Distractions and Focus towards business training 69
16 3.16 Vision and Mission of your desired business 70
17 3.17 Risk Bearing 71
18 3.18 Self-Reliance 72
19 3.19 Innovation 73
20 3.2 Manpower planning strategies 74
21 3.21 Knowledge of Pricing Policy and Market segmentation 75
22 3.22 Recent Government policies towards business environment 76
23 3.23 Competitive advantage of business 77
24 3.24 Finance capital to the business 78
25 3.25 New technological developments 79
26 3.26 Financial support from the government 80
27 3.27 Approach any banks for the loans 81
28 3.28 Capital required provides by banks 82
29 3.29 Adequate access to capital 83
30 3.3 Business experience to start the organization 84
31 3.31 Technical Knowledge to run business 85
32 3.32 Primary business to start an enterprise 86
33 3.33 Significance of student 87
34 3.34 Motive behind your business 88
35 3.35 Establish your business after the training 89
36 3.36 Project Report 90

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 List of Charts

S.No Figure Charts of Contents Page No

No
1 3.1 Need for attending the training 55
2 3.2 Before the training, Running a business 56
3 3.3 Confidence to establish your own business 57
4 3.4 Training relevant to your business creation 58
5 3.5 Acquire a new skill to address the challenge 59
6 3.6 Training program Effective 60
7 3.7 Participation and Involvement 61
8 3.8 Structured and Sufficient time was allocated 62
9 3.9 Objective to Attend 63
10 3.1 Attend of Training during the entire period 64
11 3.11 Reasons of not attending the training 65
12 3.12 Days you have attend the program 66
13 3.13 Recommend this training to a friend 67
14 3.14 Leadership qualities Explores 68
15 3.15 Distractions and Focus towards business training 69
16 3.16 Vision and Mission of your desired business 70
17 3.17 Risk Bearing 71
18 3.18 Self-Reliance 72
19 3.19 Innovation 73
20 3.2 Manpower planning strategies 74
21 3.21 Knowledge of Pricing Policy and Market segmentation 75
22 3.22 Recent Government policies towards business environment 76
23 3.23 Competitive advantage of business 77
24 3.24 Finance capital to the business 78
25 3.25 New technological developments 79
26 3.26 Financial support from the government 80
27 3.27 Approach any banks for the loans 81
28 3.28 Capital required provides by banks 82
29 3.29 Adequate access to capital 83
30 3.3 Business experience to start the organization 84
31 3.31 Technical Knowledge to run business 85
32 3.32 Primary business to start an enterprise 86
33 3.33 Significance of student 87
34 3.34 Motive behind your business 88
35 3.35 Establish your business after the training 89
36 3.36 Project Report 90

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Chapter 1

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1.1 ENTREPRENEUR DEVELOPMENT PROGRAM

A Research design is plan that specifies the objectives of the study, method to be adopted
in the collection of the data, tools in analysis of data and helpful to frame hypothesis. “A research
design is the arrangement of condition for collection and analysis of data in a manner that aims
to combine relevance to research purpose with economy in procedure”.

Research design is needed because it facilitates the smooth sailing of the various project
operations, thereby making the project as efficient as possible yielding maximal information with
minimal expenditure of effort time and money. Also, it minimizes bias and maximizes the
reliability of the data collected.

EDP may be defined as “a program designed to help an individual in strengthening his

entrepreneurial motive and in acquiring skills and capabilities necessary for playing his 1
entrepreneurial role effectively. It is necessary to promote this understanding of motives and their
impact on entrepreneurial values and behavior for this purpose. EDP has been also recognized as
an effective HRD tool. An EDP is a training-cum-counselling program. It takes care of all the
constraints and therefore it is proved to be one of the most effective tools for developing new
entrepreneurs. In a global business a layman can’t become an effective entrepreneur and run a
business. He must be with a specific vision and mission.
Following are critical constraints which prevent potential entrepreneur whether men or
women from becoming actual entrepreneurs.
a) Lack of confidence and motivation
b) Lack of knowledge about business opportunities
c) Lack of information regarding how to formulate a business plan including marketing
survey.
d) Lack of information about procedure and sources of various types of assistance
including finance, and
e) Lack of knowledge about how to manage one’s own enterprise successfully.
There is an urgent need for all the training and research organizations to shatter the jacket of
rigidity and come out openly to share their experiences and learning with their social and economic
colleagues so that there could be synergetic learning which would result in better methods and

11
procedures in entrepreneurial training. Such an exchange of information would again result in a
healthy competition among the training institutes.
As the term itself denotes, EDP is a program meant to develop entrepreneurial abilities
among the people. In other words, it refers to inculcation, development, and polishing of
entrepreneurial skills into a person needed to establish and successfully run his / her enterprise.
Thus, the concept of entrepreneurship development program involves equipping a person with the
required skills and knowledge needed for starting and running the enterprise.

The main purpose of such entrepreneurship development program is to widen the base of
entrepreneurship by development achievement motivation and entrepreneurial skills among the
less privileged sections of the society.

The entrepreneurial activity is governed by varying combination of socio-economic,

psychological, cultural and other factors: Caste/religion, Family background, Level of education,
Level of perception, Occupational background, Migratory character, Entry into entrepreneurship,
Nature of enterprise, Investment capacity and Ambition/moderation.

1.2 RESEARCH METHODOLOGY

This paper investigates the less than acceptable performance of rural entrepreneurship
development programs. A case study method of research was deployed seeking feedback of
participants of entrepreneurship development programs. Feedback was obtained from audiences-
those who completed the program or dropped out at some stage. Investigation resulted into
identification of several areas of inadequate performance- choice and deployment of faculty,
course material, expectations of the participants, timing, delivery and focus of the program. In
place of a fixed duration one-off program, authors suggest institutionalizing an entrepreneurship
development process. The study departs from earlier studies those suggest some disparate
improvements against the immediate problems identified. The paper strongly argues a radical
rethink in delivery of the contents as part of continuous on-going hierarchical process.

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1.3 OBJECTIVES
The main objectives of an entrepreneurial development program are as follows:
a) To identify, select and train potential entrepreneurs as per their requirements.

b) To develop necessary knowledge, and skills among the participants

c) To impart basic managerial understanding

d) To provide post-training assistance

Individuals can be developed, their out-look can be changed, and their ideas can be
converted into action through an organized and systematic program. The objectives of an EDP
may be divided into two categories:

a) Short-term objectives, and

b) Long-term objectives.

Short-term objectives include the objectives which are achieved immediately after the completion
of the programmer. Preparing a personality for the entrepreneurial venture, making him competent
to scan the environment and situation within the existing regulatory framework are some of the
short-term objectives.

In long run an entrepreneurial development program seeks to equip the participants with all the
skills required for the establishment and smooth running of business ventures.
Thus, the objectives of an EDP are as follows:

a) To enlarge the supply of entrepreneurs for rapid industrial development.

b) To develop small and medium enterprises sector this is necessary for generation of
employment.

c) To industrialize rural and backward regions.

To provide gainful self-employment to educated young men and women.

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1. 4 NEEDS FOR EDP
That, entrepreneur possess certain competencies or traits. These competencies or traits are
the underlying characteristics of the entrepreneur which results in superior performance and which
distinguish successful entrepreneurs from unsuccessful ones.

Then, the important question arises is: where do these traits come from? Or, whether these
traits are in born in the entrepreneurs or can be induced and developed? In other words, whether
the entrepreneurs are born or made? Behavioral scientists have tried to seek answers to these
questions.

A well-known behavioral scientist David C. McClelland (1961) at Harvard University

made an interesting investigation-cum-experiment into why certain societies displayed great
creative powers at periods of their history? What was the cause of these creative bursts of energy?
He found that ‘the need for achievement was the answer to this question. It was the need for
achievement that motivates people to work hard. According to him, money- making was
incidental. It was only a measure of achievement, not its motivation.

To answer the next question whether this need for achievement could be induced, he
conducted a five-year experimental study in Kakinada, i.e. one of the prosperous districts of
Andhra Pradesh in India in collaboration with Small Industries Extension and Training Institute
(SIET), Hyderabad.

This experiment is popularly known as ‘Kakinada Experiment’. Under this experiment,

young persons were selected and put through a three-month training program and motivated to see
fresh goals.

One of the significant conclusions of the experiment was that the traditional beliefs did not
seem to inhibit an entrepreneur and that the suitable training can provide the necessary motivation
to the entrepreneurs (McClelland & Winter 1969). The achievement motivation had a positive
impact on the performance of entrepreneurs.

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 In fact, the ‘Kakinada Experiment’ could be treated as a precursor to the present day EDP
inputs on behavioral aspects. In a sense, ‘Kakinada Experiment’ is considered as the seed for the
Entrepreneurship Development Programs (EDPs) in India.

The fact remains that it was the ‘Kakinada Experiment’ that made people appreciate the
need for and importance of the entrepreneurial training, now popularly known as ‘EDPs’, to induce
motivation and competence among the young prospective entrepreneurs.

Based on this, it was the Gujarat Industrial Investment Corporation (GIIC) which, for the
first time, started a three-month training programs on entrepreneurship development. Impressed
by the results of GIIC’s this training program, the Government of India embarked, in 1971, on a
massive program on entrepreneurship development. Since then, there is no looking back in this
front. By now, there are some 686 all-India and State level institutions engaged in conducting
EDPs in hundreds imparting training to the candidates in thousands.

Till now, 12 State Governments have established state-level Centre for Entrepreneurship
Development (CED) or Institute of Entrepreneurship Development (lED) to develop
entrepreneurship by conducting EDPs. Today, the EDP in India has proliferated to such a
magnitude that it has emerged as a national movement. It is worth mentioning that India operates
the oldest and largest programs for entrepreneurship development in any developing country.

1.5 STAGES OF EDP

An EDP consists of three stages:

1. Initial or Pre-training Stage.

2. Training or Development stage.

3. Post-training or Follow-up stage.

1. INITIAL OR PRE-TRAINING STAGE:

This stage includes the activities and the preparation required to launch the training
program. Thus, it involves the identification and selection of potential entrepreneurs and providing
initial motivation to them. The main activities are:

15
 a) Creation of Infrastructure for training,
b) Preparation of training syllabus
c) Tie up of guest faculties
d) Arrangement for inauguration of the program
e) Designing tools and techniques for selecting the trainees,
f) Formation of selection committee
g) Publicity campaign for the program
h) Development of Application form

2. TRAINING OR DEVELOPMENT STAGE:

In this stage the training program is implemented to develop motivation and skills among
the participants. The training of potential entrepreneurs covers special inputs such as, behavioral
inputs (achievement motivation) and business opportunity guidance, information and technical
inputs and managerial inputs. The trainers must judge how much, and how far the trainees have
moved in their entrepreneurial pursuits.

Most of the business inputs can be given through management/ professional consultants,
practitioners, business and industrial executives, experts of state industrial agencies, bankers,
technical consultancy institutions and small-scale entrepreneurs. In- house care teams can also be
formed from the group of trainers or experts where resource persons from industry and trade are
not locally available.

Field trips to selected industrial units can also be arranged to expose trainees to actual
operating conditions.

3. POST-TRAINING OR FOLLOW-UP STAGE

This stage involves assessment to judge how far the objectives of the program have been
achieved. Each group of entrepreneurs in an entrepreneurship program can be looked after by the
entrepreneur trainer - motivator. This involves:

a) Follow-up on loan application for finance,

b) Facilitating infrastructure such as land, factory shed, power, road, etc. and finally,
c) Trouble shooting.

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COMPONENTS OF EDP:

Any EDP, even to achieve a modicum of success should encompass and integrate the
following components.

1. Selection of potential entrepreneurs

2. Training
3. Support systems
4. Production process, and
5. Monitoring and follow-up

1. SELECTION OF POTENTIAL ENTREPRENEURS

For an EDP the first and foremost step is the selection of candidates. While selecting
candidate’s due recognition is given to their family background, suitability to the trade chosen and
entrepreneurial skills they possess.

Selecting and motivating an unsuitable man to go into an independent business is a

disservice to him as failure in business means loss of prestige, social standing and a set-back for
life. Therefore, every care should be taken to identify the right person for the right job.

Thus, selection of potential entrepreneurs has two essential components:

i. Identification of entrepreneurial traits in the potential entrepreneurs

ii. Identification of a suitable and viable enterprise (project).

i. IDENTIFICATION OF ENTREPRENEURIAL TRAITS:

Selection of candidates by identifying entrepreneurial traits would ensure minimum level

of eligibility for developing an entrepreneur.

Entrepreneurial characteristics can be classified into two groups, namely

a) Socio-Personal and
b) Human resource characteristics.

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a. SOCIO-PERSONAL CHARACTERISTICS:

Socio-personal characteristics of an individual / candidature as follows:

a) Caste and family background

b) Age
c) Education
d) Working hand
e) Size and type of family
f) Social participation

b. HUMAN RESOURCE CHARACTERISTICS:

Human resource factors are the traits in the individual either inherited or acquired. Below
are certain human resource characteristics, which have been found as an important for
entrepreneurial success:

a) Achievement motivation
b) Risk taking willingness
c) Influence motivation
d) Personal efficacy
e) Aspirations
f) Personal behavior

ii. IDENTIFICATION OF SUITABLE AND VIABLE ENTERPRISE(PROJECT):

This involves matching the potential entrepreneur to the trade/business he wishes to take
up. All the background information like his skills, experiences in the field, the physical resources
available, family occupation, etc. are taken into consideration. Having found a suitable
trade/business an entrepreneur needs to thoroughly examine its viability in terms of financial
implications, the raw -material availability and profitability of the enterprise. It would also involve
a detailed exploration of the services needed and available in the area.

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b. TRAINING:

Once the selection of potential entrepreneur is over, they must be equipped with required
skills, e.g. managerial, human, relations and technical skills to start the enterprise. In an
Entrepreneurial Development Program, there are varieties of candidates with a different
backgrounds and qualities; to be trained. The various training, inputs that are required to facilitate
and speed up the process of becoming entrepreneurs are the following:

a) Technical knowledge and skills,

b) Human resource development
c) Support systems and procedures
d) Market survey
e) Managerial skills
f) Project preparation

C. SUPPORT SUSTEMS:

After equipping himself with the requisite skills the young entrepreneur is now ready to set
up his enterprise. He must obtain the help and support from many agencies. These are the support
system which is an important part of EDP. To accelerate growth of entrepreneurship, it is necessary
to develop various support systems. The coordinating agencies need to ensure that these
institutions such as credit, input, marketing, services and information systems are involved in the
EDP right from the selection, all throughout.

D. PRODUCTION:

After the unit is set up, production starts. Here the management and technological skills
acquired in the training come into play. Once the production starts the entrepreneur must initiate
supply of products. For that he must choose a suitable marketing channel. Thus, production and
marketing are the most crucial for the success of an enterprise.

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E. MONITORING AND FOLLOW-UP:

Continuous monitoring is an essential ingredient of EDP. Through proper monitoring the

problems will be identified and solved. Providing guidance from time to time is an integral part of
monitoring. This would keep the check on EDP.

MOTIVATING INSTITUTIONS FOR ENTREPRENEURS:

To pace-up the small industries development along with the industrial development of the
country, Government at Central and State levels have set up several development
agencies/institutions. These institutions motivate a person to start his/her own unit or industry.

Financial and non-financial assistance, guidance and counselling on many matters to start
a business unit have been providing continuously by various institutions. These institutions provide
different types of assistance. It means that one institution will not provide all the types of
assistance. One must contact different institutions for different types of assistance. The institutions
which are motivating potential entrepreneurs to start their own ventures are here classified into
two parts, viz.

a) Financial institutions
b) Non-financial institutions.

Financial Institutions means the institution, which is providing various types of financial assistance
to the entrepreneurs.

Whereas non-financial institution means the institution which is providing the assistance other
than in terms of financial.

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1.6 SCOPE OF THE STUDY

The present study reflects existing program of entrepreneur development training.

To measure effectiveness of entrepreneur development program in some criteria such as

➢ Business Environment

➢ Opportunity to convert skill set and knowledge to a business startup.

➢ Opportunity for career growth, social integration, organization structure and social
relevance of work.

1.7 STATEMENT OF PROBLEM

Entrepreneur Development Training is an important training for an entrepreneur to

contribute significantly to the business environment effectively, in terms of gaining competitive
advantage over others in the industrial environments.

Maintaining an effective entrepreneur development program training is an essential part of

starting business.

This study is performed to analyze the Effectiveness of Entrepreneur development program

training and to suggest measures for the betterment of the entrepreneur to start a business.

1.8 LIMITATIONS OF THE STUDY

➢ The study is limited to only the Entrepreneur Development Program Training and cannot
be extended to any other training.
➢ All the limitations applicable to the questionnaire method are applicable to this survey too.
➢ The study confines its scope only to the outcomes relating to the Effectiveness of
Entrepreneur development program training.
➢ Time and cost are limiting factors for the study.

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1.10 Review of Literature

Hence literature review is given under different heads as-

l. Studies on Entrepreneurship

2. Studies on Entrepreneurship Development

3. Studies on Entrepreneurial Development Program

l. Studies on Entrepreneurship

Entrepreneurship was one of the most important determinants in the process of

industrialization, creating employment opportunities and accelerating economic growth. The
entrepreneur was the central figure in the process of development. He introduced new
combinations of factors thereby channelizing the economy's resource along productive lines. The
entrepreneurial activities stimulated progress and formed the mainspring of economic
development. The availability of entrepreneurs therefore, was the pre-condition of economic
growth. Small Scale Industries constituting about 90% of the total registered units not only
enhanced employment but also broadened the industrial base and enabled entrepreneurship to
spread to more regions and layers of society.

J.J. Berna (1960) studied the occupational and socio- economic back ground of the
entrepreneurs, the origin and growth of their firms, problems faced by them and their mobility. He
concluded that in explaining entrepreneurial activity, economic factors such as access to capital,
possession of business experience and technical knowledge were more important than sociological
factors such as caste, attachment to traditional activities and approval or disapproval of the social
group to which a potential entrepreneur belongs.

Entrepreneurship in a broader sense, can be described as a creative and innovative

response to the environment. Collins and Moore (1964)2 described entrepreneurs as too restless,
too independent and too creative. Entrepreneurship was the activity of initiating, promoting and
maintaining economic activities for the production and distribution of wealth. Gaikwad and
Tripathi (1970) tried to bring out the pre-requisites for successful entrepreneurship. They observed

22
that all the entrepreneurs were persons with initiative, drive and hard work though majority of
them had no technical knowledge nor strong economic base or political connections.

Entrepreneurs were found to have a need for Achievement, Support, independence

and leadership as significant characteristics (Hornaday, 1971) and those who take huge risk (Sing
and Kiran 1971). Pathak (1972) studied their problems at 3 different stages - Inception, operation
and expansion/diversification and found that problems at the inception stage received relatively
more attention than the problems at the remaining two stages.

M.A. Oomrnen (1972) examined the emerging pattern of entrepreneurship in the

small scale sector of Kerala by studying the origin and growth of firms in the light engineering
industry and the impact of Government Programs like industrial estates and rural industries project
on entrepreneurship.

Ashish Nandy's study (1973) of entrepreneurs and non- entrepreneurs revealed that
in an enterprising community, entrepreneurial exposures themselves contributed substantially to
entrepreneurship and identified such a phenomenon as an important determinant of entry and
survival in business.

Motivation is one of the driving factors and healthy means for Achievement. The
motivation to achieve an unexpected result is the basic mental drive that is required in present day
entrepreneurship. Kock & Timrnons (1973) found in their study that achievement motivation was
closely associated with entrepreneurial success. SIET conducted a survey (1947) of small units
situated in Hyderabad and Secunderabad which revealed that "economic gains" was the most
important reason for starting the small industrial units followed by "ambitions", "Social Prestige"
and "Social responsibility" in that order.

K.L. Sharma (1976) found that inter-state variation in the industrial climate gives
rise to variation in entrepreneurial performance and better the climate better would be the
performance. The study affirms that socio-economic background matters, to some extent, for one's
entry into manufacturing S.V.S. Sharmas (1978) study on the profile of entrepreneurs in the North
Eastern Region indicated that a successful entrepreneur was comparatively young with education
up to matriculation or above having previous experience in artisanship or of business and trade or
in Government Service. It was also revealed that the entrepreneurs had links with Government

23
Officials/experts and a moderate degree of social participation. Sharma (1979) made a critical
appraisal of Government policies, Organizations and Programs concerned with the promotion and
development of small enterprises to evaluate their effectiveness.

R.A. Sharma (1980) found that strong desire to do something independently in life,
technical knowledge and/or manufacturing experience, financial assistance from institutional
sources, business experience in the same or related lines, accommodation in industrial estates and
heavy demand were the factors that induced the new and small entrepreneurial class.

Choudhari (1981) tried to review the entrepreneurial activity of the North-East

Region to find out its identity in terms of' social, local, occupational and product- wise variations.
He observed that despite abundant natural resources, the pace of industrial growth was slow not
only because of the lack of basic facilities and financial institutions but also due to untapped
entrepreneurial talents in the region.

B.S.S. Rao (1983) conducted a brief survey to have an idea about the extent of
awareness in respect of opportunities in self-employment and their images about the assistance
available from the support agencies which pointed out that a favorable climate needs to be created
to promote entrepreneurship on a large scale among Science & Technology Personnel.

Venketapathy (1984) analyzed the adoption propensity of the entrepreneurs

belonging to first & second generations and the interaction among the entrepreneurs belonging to
first and second generations and entrepreneurs belonging to practice - potential levels. He found
that the first-generation entrepreneurs had a significantly higher level of adoption propensity
compared to the second-generation.

Many Research studies have been conducted on the socio-economic factors

affecting entrepreneurial growth and stressed the need for imparting systematic training to
entrepreneurs either before or after they start their enterprise. Subbi Reddy & Sobha Reddy's
(1984) study revealed that a family back ground of business experience is influential to a greater
degree in taking to entrepreneurship. Subrahmanyan, Venkata Ratnam and Satya Raju (1984)
found that entrepreneurs with higher academic qualifications were found more in trade sector than
in manufacturing sector.

24
 Manju Gupta & Venkateswara Sharma (1985) described the socio-economic
characteristics of entrepreneurs in the non- traditional sector. H. Sadhak (1989) found that most of
the first-generation entrepreneurs could not start their own projects without financial support.
Bhatia & Sharma (1989), Ramesh. C. Misra & Narendra Bisht (1989) found socio-economic
factors greatly influencing entrepreneurial performance especially family back grounds. Business
families seemed to prefer industrial ventures in large numbers. They suggested that some
institutional facilities should be provided by the state for improving their performance and EDPs
must be conducted at the University level along with N.S.S Program on a compulsory basis.
Narasimhamurthi's study (1989) revealed that the hold of caste structure on occupations was
getting loosened throwing the doors of entrepreneurial opportunities wide open to people who
were willing to take risks. According to him training and experience instills confidence among
youth and served as the nursery for building enterprises.

M.C. Gupta & Sanjay Baijal (1990) observed that most of the entrepreneurs were
not well informed regarding the competitive position, consumer's choices, and prospective markets
of their products and consequently were deprived of adequate profits. It was suggested that more
and more management training Programmes should be conducted by the Government and its
promotional agencies with a view to acquaint the small entrepreneurs with the techniques of
Management. P.K. Sharrna (1991) studied the role and contribution of Development Banks in the
promotion and creation of new entrepreneurship, proliferation and upgradation of generated
entrepreneurship, revival and rehabilitation of sick units. Promotion of entrepreneurship in small
& Medium Scale Sector, backward areas and no industry districts.

The significance of Technical Education and Training has been proved by the studies
conducted by Thangamuthu & Iyyampillai (1992) and Karuns and Ramachandran (1992). Zahir
(1994) found entrepreneurs with business background having wide contacts, basic experience and
financial resources more successful. The factors influencing success of an entrepreneur highlighted
by Nikhil and Ratna Menon (1999) were Foresightedness, adaptability, well planned marketing
strategy, personal complementary traits like self-confidence, analytical skills, positive attitude,
perseverance etc. They suggested that Entrepreneurial Training should be made more effective and
include practical knowledge.

25
 P.N. Menon and Sunil Dutt (2000) identified the compelling factors responsible for
Medical Professionals for starting their own enterprises and the problems encountered by them.
They found that majority of the professionals had no awareness regarding the enterprise support
system before starting their private practice and suggested that some elements of entrepreneurship
should find a proper place in the curricula prescribed both at the graduate and post graduate levels
in Medical Science.

D. Himachalam (2000) conducted a detailed investigation on the opportunity

factors influencing entrepreneurship and analyzed socio-economic factors. He stressed the
importance of EDPs to achieve competent entrepreneurs.

Kailash Chander (2001) pointed out the importance of entrepreneurship for the socio-
economic development of any nation and had laid emphasis on more and more entrepreneurs to
enter electronics industry whose development was of prime importance for every nation entering
the 21 century.

2. Studies on Entrepreneurship Development

Development of entrepreneurship is very essential for the economic prosperity of a

region, society or a nation. Entrepreneurship Development consists of mainly 3 activities such as
stimulatory, support and sustaining. The stimulatory activities ensure the supply of entrepreneurs
ready to take initiative and organize their enterprises. The support activities provide resources,
ability and skill to entrepreneurs for enterprise launching and management. The sustaining
activities make all the efforts for the growth and continuity of enterprises.

Bhanushali (1987) analyzed the merits secured by entrepreneur according to 6 criteria

viz organizational set up, Personnel Management, Production Management, Entrepreneurial
Success index, Marketing Management and entrepreneur criterion. P.N. Misra (1987) examined
the role of the specialized financial institutions in generating and developing new entrepreneurship
in India.

R.P. Kurulkar (1989) suggested that to accelerate the development of rural

entrepreneurship, the government should create facilities like starting of more technical and
vocational schools, provision of good infrastructural facilities, and organization of EDPs for the

26
rural youth. R.K. Jena & Basantha Kumar (1989) in a study on the problems of educated
unemployment in Rural India found that entrepreneurship development in rural industries appeared
to be the best possible alternative to find employment avenues for them.

Vivek Deolankar in studies (1989) and (1993) suggested that timely action by
Government and other agencies can accelerate the process of entrepreneurship development in
India. He found that though first-generation entrepreneurs suffer from lack of business experience,
basic facilities and financial support, the pace of entrepreneurial development was slow due to
untapped entrepreneurial talents.

Rashid Ali (1995) analyzed the socio-economic factors and found that entrepreneurs
were attracted and prompted to set up industrial enterprises preferably at a place where land, labor
and capital were easily, cheaply and adequately available and also emphasized the role of EDPs in
the promotion of entrepreneurship.

S.S. Khan ka (1998) after studying the Entrepreneurship Development in the North-
East Region concluded that entrepreneurship development was not necessarily an individualistic
effort. It was a collective endeavor of various groups working together for a common purpose.

Narinder Kaur (2001) studied the role of Small Business Entrepreneurs in the
changing global scenario, identified entrepreneurial factors contributing to success rate of small
business entrepreneurship and highlighted problems associated with effective marketing by small
business entrepreneurs. He suggested that a proper environment must be created where an
entrepreneur is educated, and he should have a proper training in acquiring the necessary skill in
running the small business enterprises. Kawal jeet Singh (2001) analyzed the economic and
occupational back ground of industrial entrepreneurs and operational problems faced by them. He
found that entrepreneurs in several cases failed because of lack of technical skills and management
knowledge. The study highlighted the importance of assistance covering technology selection,
technical information and training to accelerate formation of indigenous enterprises.

27
3. Studies on Entrepreneurial Development Programs:

A few EDPs have been started in various parts of the country to provide proper
motivational training to potential entrepreneurs and eventually to equip them with requisite
knowhow so as to enable them to tackle various business problems likely to be faced by them in
the setting up of their new projects. At present many institutions and organizations are engaged in
conducting a variety of training and research activities directed towards developing
entrepreneurship.

According to a study conducted by NIESBUD about 686 organizations (which include

DICs) are engaged in conducting EDPs in the country. Most of these organizations are established,
sponsored and/or financially supported (directly or indirectly) by the central state Governments,
financial institutions and public-sector banks. The well-known Kakinada experiment conducted
by McClelland and his associates and entrepreneurship promotion work done by Gujarat Industrial
and Investment Corporation and Center for Entrepreneurship Development, Ahmedabad have
clearly shown that it was possible to train first generation entrepreneurs through systematic
training.

A study made by a team of researchers and experts (1974) appointed by the Gujarat
Corporation to evaluate the EDPs which were pioneered and funded by them, focused on the
effectiveness of the selection tools, training inputs, impact of achievement motivation, training,
training pedagogy and faculty and organizational structure of EDPs.

M.V. Deshpande & M.V. Panvalkar (1980)') proved that entrepreneurship can be
developed through well-designed training programs. They found that pre- training preparation,
evolving support systems and a regular follow- up during the post-training period were as
important as the training itself. By keeping a control group of non-trained entrepreneurs,

Pate1 (1981) attempted to assess the effectiveness of EDPs including financial

performance of the units. He found that the EDP trained entrepreneurs had performed significantly
better in terms of successful management of the ventures (as indicated by much less closures),
profitability, return on investment etc., compared to non-trained entrepreneurs.

28
 A study was conducted by EDI (1987) which covered EDPs conducted in Madhya
Pradesh by 3 organizations viz SBI, SISI & MPCON (Madhya Pradesh Consultancy
Organization). Besides inter-organizational comparison, the study carried out a comparative
analysis of EDP trained and non-trained entrepreneurs which observed that the performance of
trained entrepreneurs was significantly better than the non-trained entrepreneurs.

A sample study of 40 units set up by trained entrepreneurs in Gujarat (1987) who had
at least 5 years of operational time, revealed that the EDP trained entrepreneurs had less than 10%
closures compared to 20 or 25% among other small-scale enterprises. The study also revealed a
need for proving the training inputs on problem-solving skills and frequent refresher programs on
Management and decision making as desired by the entrepreneurs.

SBI's Evaluation and Monitoring cell undertook evaluation of EDPs (1987) conducted
by SBI. Major objectives of this study were to assess overall success of these EDPs in terms of
start-up rates, performance of the units started by EDP trained entrepreneurs and problems and
prospects of SBT-EDPs. It observed that the funding of new ventures, poor follow-up, inadequate
opportunity identification and guidance were major weaknesses of these EDPs.

Natarajan & Thenmozhi (1991) analyzed the socio- economic background of WEDP
beneficiaries and found that women with previous experience have emerged as entrepreneurs. It
was concluded that women possess entrepreneurial skill to start business venture.

Another comparative study of EDP trained and Non-trained entrepreneurs was

conducted by Mahajan (1992) across two regions viz Rajasthan and the North-Eastern Region,
which observed that the trained entrepreneurs were significantly better than the un-trained ones
about profits, earnings, employment creation etc.

An assessment of the success & effectiveness of EDPs were made by Dinesh. N.

Awasthi & Jose Sebastian (l 996)'" and found that EDPs as a developmental strategy have been
successful in achieving their stated objectives. They observed wide variations in the performance
of EDPs across the states and among the E.D. organizations. The performance of EDP trained
entrepreneurs in comparison with that of un-trained entrepreneurs, has been significantly superior
and the rate of sickness in the ventures launched by them has also been lower than the national
average.

29
 Another comparative study conducted by Jasmer Singh Saini (1996)"' proved that in
terms of growth rate of employment generated and Sales Turnover achieved, trained entrepreneurs
had exhibited significantly higher growth rate.

The achievement of EDPs are bound to vary from state to state and organization to
organization because of the variations in policies, support system, infrastructure, quality of
entrepreneurial supply and the efficiency of E.D. organizations.

However, no study has so far been undertaken to explore the effectiveness of EDPs in the
industrialization process in this part of the country. There are several institutions engaged in
Entrepreneurship Development in general and conducting EDPs. The present study is therefore an
attempt to fill this gap of information.

30
 Chapter 2
Industry Profile

31
2.1 ENTREPRENEURSHIP SCENARIO

SCENARIO 1:

According to the Global Entrepreneurship Monitor (2007) report, India’s High-Growth

Expectation rate is only one-fifth of that of China. while China’s nascent and new entrepreneurs
appear to be the most growth-oriented, with more than 10 per cent anticipating high growth.
According to the NSS ( National Service Scheme ) 62nd round, in rural India, Almost 50 per cent
of all workers are self-employed 57 per cent among males and nearly 62 per cent among females,
The NSSO (National Sample Survey Organization ) defines a self-employed person as “one who
has worked in household enterprises as own-account worker; worked in household enterprises as
an employer or worked in household enterprises as helper”. The essential feature of the self-
employed is that they have autonomy (decide how, where and when to produce) and economic
independence (in respect of choice of market, scale of operation and finance) for carrying out their
operation. According to the 5th Economic Census conducted by the Central Statistical
Organization (CSO), there are 41.83 million establishments in the country engaged in different
economic activities other than crop production and plantation.

SCENARIO 2:

Economic structure is very dynamic and extremely competitive due to the rapid creation
of new firms and the exit of 'old' stagnant and declining firms. Redefining entrepreneurship
Organizations will face seven trends in the next decade as they flight to survive, grow and remain
competitive. Speed and uncertainty will prevail. Technology will continue to disrupt and enable.
Demographics will dictate much of what happens in business. Loyalty will erode. Work will be
done anywhere, anytime. Employment as we know it will disappear. Women Entrepreneur:
Women entrepreneurs have been making a significant impact in all segments of the economy in
India, Canada, Great Britain, Germany, Australia and the United States. The areas chosen by
women are retail trade, restaurants, hotels, education, insurance, and manufacturing. Women takes
up business enterprises to Profession as a challenge and an independent occupation. With the
spread of education and new approaches/awareness,

32
SCENARIO 3:

Out of total 123.98 million people in India, in the 2002s, females comprise 437.10 million
representing 46.5 percent of the total population. There are 126.48 million women work force but
as per the 1991 census, only 1, 85,900 women accounting for only 4.5 per cent of the total self-
employed persons in the country were recorded. As per a rough estimate the number of SSIs are
expected to be2.5 billion having 9% women entrepreneurs in to it. Considering this trend, women
participation in another five years was 20 % more, raising the number of women entrepreneurs to
about 5,00,000. Combined effect of motivational drive, preparation of information material,
conducting training, creation of women industrial estates, and training of promoters and use of
mass media all together is bound to accelerate the process of women entrepreneurship
development. psycho-social factors: which is stopping growth of women entrepreneurs Poor self-
image of women Inadequate Motivation Discriminating Treatment Faulty socialization.

SCENARIO 4:

There are ample opportunities in small businesses are there in India such opportunities will
transform India in the coming future. For such transformation to happen there needs to be
supporting both at the governmental and societal level. The scope of entrepreneurship development
in our country is tremendous. since there is widespread concern that the acceleration in GDP
growth in the post reforms period. 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 solution left with govt. 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.

33
SCENARIO 5:

There are a variety of associations which help & encourage the cause of industry. These
associations provide support & strength to the entrepreneurs & the organizations they setup.
Additionally, industry association networks are crucial in steering government policy & action as
well. Complete list of Industry Associations National Bank for Agriculture & Rural Development
(NABARD) Laghu Udyog Bharati (LUB) Federation of Indian Chambers of Commerce and
Industry (FICCI) Confederation of Indian Industry (CII) The Associated Chambers of Commerce
and Industry of India (ASSOCHAM) Federation of Indian Micro and Small & Medium Enterprises
(FISME) World Association for Small and Medium Enterprises (WASME) India Trade Promotion
Organization (ITPO) Technology Innovation Management and Entrepreneurship Information
Service Asian and Pacific Centre for Transfer of Technology (APCTT)

SCENARIO 6:

Akin to national industry and sector-based networks, an even higher responsibility lies with
global associations which chart out the developmental role to be played by various international
governments while forming their trade & industry policies. International Network for SMEs WIPO
Small and Medium-Sized Enterprises United Nations Industrial Development Organization World
Trade Organization European Commission - Enterprise & Industry Innovation - SMEs Canadian
International Development Agency Small and Medium-sized Enterprise Center, Canada SME
Centre, Hongkong Small and Medium Enterprises in Ireland SME Information of Japan.

SCENARIO 7:

Government of India has also set up various organizations that are at the forefront in
providing support and training for the budding entrepreneurs. Few of them are: Central Footwear
Training Institute - Agra Indo-German Tool Room - Ahmedabad Indo-German Tool Room -
Aurangabad Central Institute of Tool Design - Hyderabad Central Tool Room - Ludhiana Indo-
German Tool Room - Indore Central Tool Room & Training Center - Bubhaneshwar Circle
Telecom Training Center - Kolkata Indo-Danish Tool Room - Jamshedpur Institute for Design of
Electrical Measuring Instruments Electronics Service & Training Center - Ramnagar Fragrance &
Flavor Development Center – Kannuaj.

34
2.2 Entrepreneurship Development and Innovation Institute (EDII)

Established in 2001, the Entrepreneurship Development and Innovation Institute (EDII),

Chennai is an apex organization in the field of entrepreneurship education and self-employment
promotion in the state of Tamil Nadu.
EDII was constituted by Government of Tamil Nadu as a not-for- profit society and is
administered by Department of Micro, Small and Medium Enterprises (MSME). Headed by the
Addl. Chief Secretary who is also the Director of the Institute, EDII is managed under the
superintendence of a Governing Council, appointed by the Government of Tamil Nadu.
Vision
Recognizing developments across the world and India on entrepreneurship and innovation,
considering best practices across the world, Vision, Mission, Core Values and Strategy for EDII
are detailed below:
An aspirational and inclusive entrepreneurship and business innovation culture spreads
across Tamil Nadu with EDII emerging as the State resource hub in education, training, research
& practice in Entrepreneurship & Innovation.
Mission
Rapid, sustainable and inclusive growth of MSM enterprises and innovation by youth and
adults across Tamil Nadu through effective entrepreneur competency development, partnerships,
business network development, advocacy, training, communication, innovation promotion and
business facilitation services, leading to job growth and economic development.
Core Values
The core values of EDII are as follows:
1. Entrepreneurship
2. Integrity
3. Objectivity
4. Timeliness
5. Teamwork
6. Excellence
7. Leadership
8. Innovation
9. Quality Consciousness

35
Goals
The Strategic Plan hopes to achieve by 2021:
1. Train 50,000 new entrepreneurs & network them
2. 19 State, 2 Central Universities, Deemed Universities, Government and aided
Institutions of higher learning create vibrant hubs for startups and business
innovation
3. Create a vibrant entrepreneurial climate in 1000 colleges, polytechnics, ITIs with
functioning IEDCs, E-clubs
4. Support establishment of 10 world class technology incubators in thrust sectors
with focus on manufacturing
5. Support establishment of Business Incubators in 100 colleges & research
institutions.
6. Encourage, facilitate and support emergence of 5000 technology start-ups in Tamil
Nadu in manufacturing

Objectives
The objectives of EDII are as follows:
1. Spread aspirational entrepreneurship & innovation culture in Tamil Nadu
2. Build entrepreneurial competencies of aspiring youth and entrepreneurs, including
those from disadvantaged sections of society
3. Enhancement of the support ecosystem for entrepreneurs, including technology
start-ups
4. Reduction in risk of enterprise and innovation failures
5. Embedding entrepreneurship education in the formal education system
6. Research, surveys and publications on entrepreneurship and innovation
7. Vibrant partnerships with all Government and non-Government players in the
entrepreneurship and innovation ecosystem, including policy advocacy
Entrepreneurship.

36
Strategic Planning
The Strategic Planning of EDII for years 2016-2021 are as follows:
1. Awareness, Generation, Trainings and Workshops.
2. Business Facilitation Services.
3. Communications and Environment Building.
4. Incubation.
5. Inclusive Development.
6. Focus on Social Entrepreneurship.
7. Training Quality and Ecosystem Improvement.
8. Mainstreaming Entrepreneurship Education
9. Infrastructure and Human Resources Development
10. Research and Documentation.

37
2.3. The National Institute for Entrepreneurship and Small Business Development
(NIESBUD)
The National Institute for Entrepreneurship and Small Business Development is a premier
organization of the Ministry of Skill Development and Entrepreneurship, engaged in training,
consultancy, research, etc. in order to promote entrepreneurship. The major activities of the
Institute are Training of Trainers, Management Development Programs, Entrepreneurship-cum-
Skill Development Programs, Entrepreneurship Development Programs and Cluster Intervention.
NIESBUD has provided training to 10, 94,529 persons as of March 31, 2017 through 41,483
different training programs since inception. This includes 4,080 international participants hailing
from more than 141 countries throughout the globe.
Goal

The subordinate goal of NIESBUD is to promote, support and sustain entrepreneurship and
small business through

1. Training
2. Education and Research
3. Consultancy

Major Activities

The policy, direction and guidance to the Institute is provided by its Governing Council
whose Chairman is the Minister of MSME. The Executive Committee consisting of Secretary
(Micro, Small & Medium Enterprises) as its Chairman and Director General of the Institute as its
Member-Secretary, executes the policies and decisions of the Governing Council through its
whole-time Director General.

Training:

1. Assessing training needs as well as gaps therein and accordingly facilitating organizing of
training programs, orienting and motivating youth towards entrepreneurship.
2. Evolving, designing and helping the use of various media for promoting the culture of
entrepreneurship among different strata of society in the country.

38
 3. Playing a supportive and catalytic role by helping organizations which are directly or
indirectly engaged in developing and promoting entrepreneurship and self-employment in
the Country.

Consultancy:

1. Offering consultancy services in entrepreneurship especially for MSMEs. Offering advice

and consultancy to other Institutions engaged in entrepreneurial training either in the
Government or in the Private Sector.
2. Conceptualizing, designing and standardizing course curriculum for entrepreneurship and
skill development programmes.
3. Playing a supportive and catalytic role by helping organizations which are directly or
indirectly engaged in developing and promoting entrepreneurship and self-employment in
the Country.

Research & Development:

1. Promoting research and development activities in entrepreneurship, particularly in MSME

sector. Undertaking documentation and disseminating information related to
entrepreneurship/ enterprise development;
2. Preparing and publishing literature and information material related to
entrepreneurship/enterprise development/ MSMEs;
3. Providing a forum for interaction and exchange of views/experiences for different groups
mainly through seminars, workshops, conferences etc;
4. Studying problems and conducting research/ review studies etc. for generating knowledge,
accelerating the process of entrepreneurship development culminating in establishment of
new economic ventures; The Institute’s training activities are focused on areas of
stimulation, support and sustenance of entrepreneurship development. The programs
initiated/sponsored by NIESBUD are constantly evaluated and revised to enable it to adapt
to the changing needs of entrepreneurship and small business development. The Institute
is engaged in creating an environment conducive to the development of entrepreneurship
and in creating a favorable attitude amongst the public in support of those who opt for an
entrepreneurial career by removing the prevalent myth and misconceptions that
entrepreneurs are born.
39
Strengths of NIESBUD

The strengths of NIESBUD are as follows:

1. Excellent In-House Trainers and Faculty

2. Rich and Current Training Content
3. Program Innovation in tune with the Environment

40
2.4 Ministry of Micro, Small and Medium Enterprises (MSME)

The President under Notification dated 9th May 2007 has amended the Government of India
(Allocation of Business) Rules, 1961. Pursuant to this amendment, Ministry of Agro and Rural
Industries (Krishi Evam Gramin Udyog Mantralaya) and Ministry of Small Scale Industries
(Laghu Udyog Mantralaya) have been merged into a single Ministry, namely, “MINISTRY OF
MICRO, SMALL AND MEDIUM ENTERPRISES (SUKSHMA LAGHU AUR MADHYAM
UDYAM MANTRALAYA)”

Worldwide, the micro small and medium enterprises (MSMEs) have been accepted as the
engine of economic growth and for promoting equitable development. The major advantage of the
sector is its employment potential at low capital cost. The labour intensity of the MSME sector is
much higher than that of the large enterprises. The MSMEs constitute over 90% of total enterprises
in most of the economies and are credited with generating the highest rates of employment growth
and account for a major share of industrial production and exports. In India too, the MSMEs play
a pivotal role in the overall industrial economy of the country. In recent years the MSME sector
has consistently registered higher growth rate compared to the overall industrial sector. With its
agility and dynamism, the sector has shown admirable innovativeness and adaptability to survive
the recent economic downturn and recession.

As per available statistics (4th Census of MSME Sector), this sector employs an estimated
59.7 million persons spread over 26.1 million enterprises. It is estimated that in terms of value,
MSME sector accounts for about 45% of the manufacturing output and around 40% of the total
export of the country.

The Ministry of Micro Small and Medium Enterprises, a branch of the Government of
India, is the apex body for the formulation and administration of rules, regulations and laws
relating to micro, small and medium enterprises in India. The current Minister of Micro, Small and
Medium Enterprises is Giriraj Singh since 03 September 2017.

The Ministry of Small Scale Industries and Agro and Rural Industries (SSI&ARI) was
created in October 1999. In September 2001, the ministry was split into the Ministry of Small
Scale Industries (SSI) and the Ministry of Agro and Rural Industries (ARI).

41
 The President of India amended the Government of India (Allocation of Business) Rules,
1961, under the notification dated 9 May 2007. Pursuant to this amendment, the Ministry of Agro
and Rural Industries and the Ministry of Small Scale Industries were merged into a single ministry,
the current Ministry of Micro, Small and Medium Enterprises.

Ministry of Small Scale Industries

The now-defunct SSI was tasked with the promotion of Micro and Small
Enterprises (MSEs). The Small Industries Development Organization (SIDO) was under the
control of the ministry, as was the public sector undertakings National Small Industries
Corporation Limited (NSIC).

The Small Industries Development Organization

SIDO was established in 1954 based on the recommendations of the Ford Foundation. It
has over 60 offices and 21 autonomous bodies under its management. These autonomous bodies
include Tool Rooms, Training Institutions and Project-cum-Process Development Centers.

Various Services provided by SIDO to the SMEs: -

1. Facilities for testing, tool mentoring, training for entrepreneurship development

2. Preparation of project and product profiles
3. Technical and managerial consultancy
4. Assistance for exports
5. Pollution and energy audits

SIDO also 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.

Ministry of Agro and Rural Industries

The now-defunct Ministry of Agro and Rural Industries had the objectives of facilitating
coordinated and focused policy formulation and effective implementation of programs, projects,
schemes, etc., for improving supply chain management, enhancing skills, upgrading technology,
expanding markets and capacity building of the entrepreneurs/artisans and their groups/collectives.

42
 The Ministry deals with the Khadi and Village and Coir Industries through the Khadi and
Village Industries Commission (KVIC) and the Coir Board and coordinates implementation of
two countrywide employment generation programs, namely, the Rural Employment Generation
Program (REGP) and the Prime Minister’s Rozgar Yojana (PMRY) with the cooperation of State
Governments, the Reserve Bank of India (RBI) and other banks. The Khadi & Village Industries
Commission (KVIC), established by an Act of Parliament, is a statutory organization engaged in
promotion and development of khadi and village industries for providing employment
opportunities in the rural areas, thereby strengthening the rural economy. The coir industry is a
labour-intensive and export-oriented industry. It uses a by-product of coconut, namely, coir husk.
The Coir Board, a statutory body established under the Coir Industry Act 1953, looks after the
promotion, growth and development of the coir industry, including export promotion and
expansion of the domestic market.[3]

The ministry was headed by the Minister of Agro & Rural Industries and was based at
Udyog Bhavan, Rafi Marg and New Delhi. Shri Mahabir Prasad was the last incumbent.

43
2.5 National Small Industries Corporation (NSIC)

National Small Industries Corporation Limited (NSIC) is a Mini Ratna PSU established by
the Government of India in 1955.It falls under Ministry of Micro, Small & Medium Enterprises of
India. NSIC is the nodal office for several schemes of Ministry of MSME such as Performance &
Credit Rating, Single Point Registration, MSME Databank, National SC ST Hub, etc.

It was established in 1955 to promote and develop micro and small scale industries and
enterprises in the country. It was founded as a Government of India agency later made into a fully
owned government corporation.

Operation

National Small Industries Corporation Ltd. (NSIC), is an ISO 9001-2008 certified

Government of India Enterprise under Ministry of Micro, Small and Medium Enterprises
(MSME).

NSIC operates through countrywide network of offices and Technical Centres in the
Country. To manage operations in African countries, NSIC operates from its office
in Johannesburg, South Africa. However, From January 2018, Johannesburg office is now closed
and is now closely looking after domestic MSME Units. In addition, NSIC has set up Training
cum Incubation Centre & with a large professional manpower; NSIC provides a package of
services as per the needs of MSME sector.

NSIC has recently partnered with Rubique, to facilitate lending for MSME segment.
Rubique & NSIC will work together to create an interface which will ease credit facilitation for
MSMEs by allowing quicker decision making and evaluation and to widen the product offerings
will bring their respective bank/FI tie-ups under one umbrella for MSME.

Objectives

Government of India to promote small and budding entrepreneurs of post independent

India decided to establish a government agency which can mediate and provide help to small scale
industries (SSI). As such they established National Small Industries Corporation with objectives
to provide machinery on hire purchase basis and assisting and marketing in exports. Further, SSI's
registered with NSIC were exempted from paying Earnest money and provided facility of free

44
participation in government tendered purchases. Also, for training persons the training facilities
centres and for aiding in modernising the small industries several branches of NSIC were opened
by government over the years in several big and small towns, where small industries were growing.

NSIC also helps in organising supply of raw materials like coal, iron, steel and other
materials and even machines needed by small scale private industries by mediating with other
government companies like Coal India Limited, Steel Authority of India Limited, Hindustan
Copper Limited and many others, who produce this materials to provide same at concessional rates
to SSIs. Further, it also provides assistance to small scale industries by taking orders from
Government of India owned enterprises and procures these machineries from SSI units registered
with them, thus providing a complete assistance right from financing, training, providing raw
materials for manufacturing and marketing of finished products of small scale industries, which
would otherwise not be able to survive in face of competition from large and big business
conglomerates. It also helps SSI by mediating with government owned banks to provide cheap
finance and loans to budding small private industries of India.

Nowadays, it is also aiding by setting up incubation centres in other continents and also
international technology fairs to provide aspiring entrepreneurs and emerging small enterprises a
platform to develop skills, identify appropriate technology, provide hands-on experience on the
working projects, manage funds through banks, and practical knowledge on how to set up an
enterprise.

Mission

To promote and support Micro, Small & Medium Enterprises (MSMEs) Sector” by
providing integrated support services encompassing Marketing, Technology, Finance and other
services.

Vision

To be a premier Organization fostering the growth of Micro, Small and Medium

Enterprises (MSMEs) Sector.

45
Schemes of NIC

NSIC facilitates Micro, Small and Medium Enterprises with a set of specially tailored
scheme to enhance their competitiveness. NSIC provides integrated support services under
Marketing, Technology, Finance and other Support service.

Marketing Support

Marketing has been identified as one of the most important tool for business development.
It is critical for the growth and survival of MSMEs in today's intensely competitive market. NSIC
acts as a facilitator and has devised a number of schemes to support enterprises in their marketing
efforts, both domestic and foreign markets. These schemes are briefly described as under:

Consortia and Tender Marketing

Small Enterprises in their individual capacity face problems to procure & execute large
orders, which deny them a level playing field vis-à-vis large enterprises. NSIC forms consortia of
Micro and Small units manufacturing the same product, thereby pooling in their capacity.

NSIC applies the tenders on behalf of single MSE/Consortia of MSEs for securing orders
for them. These orders are then distributed amongst MSEs in tune with their production capacity.

Single point Registration for Government Purchase

The units registered under Single Point Registration Scheme of NSIC are eligible to get the
benefits under “Public Procurement Policy for Micro & Small Enterprises (MSEs) Order 2012” as
notified by the Government of India, Ministry of Micro Small & Medium Enterprises, New Delhi
vide Gazette Notification dated 23.03.2012.

1. Issue of the Tender Sets free of cost;

2. Exemption from payment of Earnest Money Deposit (EMD),
3. In tender participating MSEs quoting price within price band of L1+15 per cent shall
also be allowed to supply a portion upto 20% of requirement by bringing down their
price to L1 Price where L1 is non MSEs.
4. Every Central Ministries/Departments/PSUs shall set an annual goal of minimum 20
per cent of the total annual purchases of the products or services produced or rendered
by MSEs. Out of annual requirement of 20% procurement from MSEs, 4% is

46
 earmarked for units owned by Schedule Caste /Schedule Tribes (as per PPP Order dated
23.03.2012 overall procurement goal shall be mandatory w.e.f. 01/04/2015)
5. In addition to the above, 358 items are also reserved for exclusive purchase from SSI
Sector

MSME Global Mart B2B Web Portal for MSMEs

With increase in competition and melting away of international boundaries, the demand for
information is reaching new heights. NSIC, realizing the needs of MSMEs, is offering Infomediary
Services which is a one-stop, one-window bouquet of aids that will provide information on
business & technology and exhibit the core competence of Indian MSMEs. B2B Web portal is
offering following benefits to the members of Infomediary Services.

1. Interactive database of MSMEs

2. Self web development tool
3. National Tenders on email
4. Centralized mail system
5. Popular Products Section
6. Unlimited global Trade Leads
7. Trust Seal of NSIC
8. MSME Web Store
9. Multiple Language Support
10. Discussion Board
11. Call Centre Support & Live Chat
12. Other Value added Services
13. Payment Gateway for membership subscription

Marketing Intelligence

Collect and disseminate both domestic as well as international marketing intelligence for
the benefit of MSMEs. This cell, in addition to spreading awareness about various programs /
schemes for MSMEs, will specifically maintain database and disseminate information.

47
Exhibitions and Technology Fairs

To showcase the competencies of Indian SSIs and to capture market opportunities, NSIC
participates in select International and National Exhibitions and Trade Fairs every year. NSIC
facilitates the participation of the small enterprises by providing concessions in rental etc.
Participation in these events exposes SSI units to international practices and enhances their
business prowess.

Buyer-Seller meets

Bulk and departmental buyers such as the Railways, Defence, Communication departments
and large companies are invited to participate in buyer-seller meets to enrich small enterprises
knowledge regarding terms and conditions, quality standards, etc required by the buyer. These
programs are aimed at vendor development from MSMEs for the bulk manufacturers.

Credit Support

NSIC facilitates credit requirements of small enterprises in the following areas:

Financing for procurement of Raw Material (Short term)

NSIC's Raw Material Assistance Scheme aims at helping Small Enterprises by way of
financing the purchase of Raw Material (both indigenous & imported). The salient features are:

1. Financial Assistance for procurement of Raw Materials upto 90 days.

2. Bulk purchase of basic raw materials at competitive rates.
3. NSIC facilitates import of scares raw materials.
4. NSIC takes care of all the procedures, documentation & issue of letter of credit in case
of imports.

Financing for Marketing Activities (Short term)

NSIC facilitates financing for marketing actives such as Internal Marketing, Exports and
Bill Discounting.

48
Finance through syndication with Banks

To ensure smooth credit flow to small enterprises, NSIC is entering into strategic alliances
with commercial banks to facilitate long term / working capital financing of the small enterprises
across the country. The arrangement envisages forwarding of loan applications of the interested
small enterprises by NSIC to the banks and sharing the processing fee.

Performance and Credit Rating Scheme for small industries

Need of a Performance and Credit Rating Mechanism for Micro and Small Enterprises)
was highlighted in Union Budget’ 04-05. A scheme for Micro and Small Enterprises has been
formulated in consultation with Indian Banks’ Association (IBA) and Rating Agencies. NSIC has
been appointed the nodal agency for implementation of this scheme through empanelled agencies.

Benefits of Performance and Credit Rating

1. An independent, trusted third party opinion on capabilities and credit-worthiness of Micro

and Small Enterprises
2. Availability of credit at attractive interest
3. Recognition in global trade
4. Prompt sanctions of Credit from Banks and Financial Institutions
5. Subsidized rating fee structure for Micro and Small Enterprises
6. Facilitate vendors/buyers in capability and capacity assessment of Micro and Small
Enterprises
7. Enable Micro and Small Enterprises to ascertain the strengths and weaknesses of their
existing operations and take corrective measures.

Technology Support

Technology is the key to enhancing a company's competitive advantage in today's dynamic

information age. Small enterprises need to develop and implement a technology strategy in
addition to financial, marketing and operational strategies and adopt the one that helps integrate
their operations with their environment, customers and suppliers.

NSIC offers small enterprises the following support services through its Technical Services
Centers and Extension Centers:

49
 1. Advise on application of new techniques
2. Material testing facilities through accredited laboratories
3. Product design including CAD
4. Common facility support in machining, EDM, CNC, etc.
5. Energy and environment services at selected centres
6. Classroom and practical training for skill upgradation

Software Technology Cum Business Parks

NSIC has established Software Technology cum Business Parks at New Delhi and Chennai
for providing the space to small and medium enterprises in software development and to
IT/ITES/MSME units not regd. with STPI or the units that are falling under the overall definition
of MSME as per the guidelines of Ministry of Micro, Small and Medium Enterprises. Units other
than MSME such as Banks/PSUs/Financial Institutions, corporate sector etc. would also be
considered for allotment on a case-to-case on merit with the approval of Competent Authority.
NSIC Software Technology cum Business Parks, New Delhi is in a prime location at Okhla
Industrial Area adjacent to NSIC Bhawan with a total built up area of approx.53000 sq.ft. This
location is in the near vicinity to Nehru Place. (the commercial centre of computer industry). NSIC
Software Technology cum Business Parks, Chennai is in a prime location at Guindy Industrial
Estate (Jawahar Lal Nehru Statue) with a total built area of 48,000 Sq. Ft. This location is in the
near vicinity to domestic and international Airports.

Incubation of unemployed youth for setting up of New Micro & Small enterprises

This programme facilitates setting up of new enterprises all over the country by creating
self-employment opportunities for the unemployed persons. The objective of this scheme is to
facilitate establishment of new small enterprises by way of providing integrated services in the
areas of training for entrepreneurial skill development, selection of small projects, preparation of
project profiles/reports, identification and sourcing of plant, machinery and equipments,
facilitating sanction of credit facility and providing other support services to boost the development
of small enterprises in manufacturing and services sectors.

50
International Cooperation

NSIC facilitates sustainable international partnerships. The emphasis is on sustainable

business relations rather than on one-way transactions. Since its inception, NSIC has contributed
to strengthening enterprise-to-enterprise cooperation, south south cooperation and sharing best
practices and experiences with other developing countries, especially those in the African, Asian
and Pacific regions. The features of the scheme are:

1. Exchange of Business / Technology missions with various countries.

2. Facilitating Enterprise to Enterprise cooperation, JVs, Technology Transfer & other
form of sustainable collaboration.
3. Explore new markets & areas of cooperation:
4. Identification of new export markets by participating in sector- specific exhibitions all
over the world.
5. Sharing of Indian experience with other developing countries

International Consultancy Services

For the last five decades, NSIC has acquired various skill sets in the development process
of small enterprises. The inherent skills are being networked to offer consultancy services for other
developing countries. The areas of consultancy are as listed below:

1. Capacity Building
2. Policy & Institutional Framework
3. Entrepreneurship Development

4. Business Development Service

51
 Chapter 3
Data Analysis and Interpretation

52
 The objective of the study is to do the analysis of the Effectiveness of Entrepreneurship
development program training in NSIC technical service center. In this study a descriptive type
of research is carried out on how the students feel about the quality of training. In this study,
Information is obtained from the respondents through questionnaires and interviews.

• Data Sources: Primary data and secondary data

• Research Approach: Survey Method

• Research Instrument: Questionnaire will be distributed to the students who have

successfully completed the Entrepreneur Development Program Training in NSIC
program.

• Research Design: The project is descriptive type project and based on survey method.
This project studies analysis of effectiveness of entrepreneur development Training among
students in NSIC technical service center.

• Sampling method: random sampling method is selected so that all samples of the same
size have an equal chance of being selected from the entire population.

• Population size: 32 users

• Sample size: 26 students of NSIC technical service center.

Primary Data: Primary data will be collected. The Survey will be undertaken using well-
structured questionnaires and given to the students of NSIC technical service center.

53
Secondary Data: Few secondary sources of information will be used. They are,

• Information: Industry statistics, outlook of software industry domain

• Internet websites.
• Extensive use of secondary information in the form of Magazines/journals/newspapers etc.

Tools of Analysis:

Graphical Tools such as Bar Chart and Pie Charts will be used to predict the demographic
spread and depict the preferences in the pictorial form.

54
 Table showing the need for attending the training before attending the training
program

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS

Yes 11 42%
No 7 27%
Sometimes 8 31%
TOTAL 26 100

Table 3.1

Chart showing the need for attending the training before attending the training
program

12 11
10
8
8 7
6
4
2
0
Yes No Sometimes

Fig 3.1

INFERENCE

➢ From the above table that is inferred that the respondents 42% are yes and
the and 27% of the respondents are No and 31% of the respondents are
sometimes.

55
 Table showing, running a business before the training

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 18 69%

No 8 31%

TOTAL 26 100
Table 3.2

Chart showing, running a business before the training

20
18
16
14
12
10
8
6
4
2
0
Yes No

Fig 3.2

INFERENCE

➢ From the above table that is inferred that the respondents 69% are Yes and
the remaining 31% of the respondents are No.

56
 Table showing the confidence to establish your own business after the training.

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 7 88%

No 1 12%

TOTAL 8 100

Table 3.3
Chart showing the confidence to establish your own business after the training.

8
7
6
5
4
3
2
1
0
Yes No

Fig 3.3

INFERENCE

➢ From the above table that is inferred that the respondents 88% are yes and
the and 12% of the respondents are No.

57
 Table showing the training relevant to your business creation

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 22 85%

No 1 4%

Sometimes 3 11%

TOTAL 26 100
Table 3.4

Chart showing the training relevant to your business creation

25
20
15
10
5
0
Yes No Sometimes

Fig 3.4

INFERENCE

➢ From the above table that is inferred that the respondents 85% are yes and
the and 4% of the respondents are No and 11% of the respondents are
sometimes.

58
 Table showing acquire any new skills to address the business challenge(s)

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 22 85%

No 4 15%

TOTAL 26 100

Table 3.5

Chart showing acquire any new skills to address the business challenge(s)

25

20

15

10

0
Yes No

Fig 3.5

INFERENCE

➢ From the above table that is inferred that the respondents 85% are yes and
the and 15% of the respondents are No.

59
 Table showing the training program effective
PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 10 39%
Agree 11 42%
Neutral 4 15%
Disagree 1 4%
Strongly Disagree 0 0%
TOTAL 26 100

Table 3.6

Chart showing the training program effective

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.6

INFERENCE

➢ From the above table that is inferred that the respondents 39% are Strongly
Agree and the and 42% of the respondents are Agree and 15% of the
respondents are Neutral, 4% of the respondents are disagree.

60
 Table showing the high degree of participation and involvement during the
program.
PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 7 27%
Agree 9 35%
Neutral 8 30%
Disagree 2 8%
Strongly Disagree 0 0%
TOTAL 26 100
Table 3.7

Chart showing the have high degree of participation and involvement during the
program.
10
9
8
7
6
5
4
3
2
1
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.7

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Strongly
Agree and the and 35% of the respondents are Agree and 30% of the
respondents are Neutral, 8% of the respondents are disagree.

61
 Table Showing the program was well structured and sufficient time
was allocated for each subject/session.
PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 7 27%
Agree 8 31%
Neutral 7 27%
Disagree 4 15%
Strongly Disagree 0 0%
TOTAL 26 100
Table 3.8

Chart Showing The program was well structured and sufficient time was allocated
for each subject/session.

9
8
7
6
5
4
3
2
1
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.8

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Strongly
Agree and the and 31% of the respondents are Agree and 27% of the
respondents are Neutral, 15% of the respondents are disagree.

62
 Table Showing the objective to attend this program

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
To start a business 15 58%
Time pass 3 12%
To find my skill
8 30%
gap
I was forced to
0 0%
attend a program
TOTAL 26 100
Table 3.9

Chart Showing the objective to attend this program

16
14
12
10
8
6
4
2
0
To start a business Time pass To find my skill gap I was forced to attend
a program

Fig 3.9

INFERENCE

➢ From the above table that is inferred that the respondents 58% are To start a
business and the and 12% of the respondents are Time pass and 30% of the
respondents are to find my skill gap.

63
 Table Showing the attend of training during the entire period

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 18 69%

No 8 31%

TOTAL 26 100

Table 3.10

Chart Showing the attend of training during the entire period

20
18
16
14
12
10
8
6
4
2
0
Yes No

Fig 3.10

INFERENCE

➢ From the above table that is inferred that the respondents 69% are Yes and 31%
of respondents are No.

64
 Table Showing If No, the reasons of not attending the training

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Training not good
I could not find it
3 38%
useful
I changed my mind
to employment
It was a basic
5 62
training
TOTAL 8 100
Table 3.11
Chart Showing If No, the reasons of not attending the training

0
Traaining not good I coult not find it I changed my mind to It was a basic training
useful employment

Fig 3.11

INFERENCE

➢ From the above table that is inferred that the respondents 39% of respondents are
could not find it useful and 42% of the respondents are thought it was a basic
training.

65
 Table Showing the days you have attended the program

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Full attended 18 69%
Half the program
5 19%
attends
Initially dropped out 3 12%
TOTAL 26 100

Table 3.12

Chart Showing the days you have attended the program

20

15

10

0
Full attended Half the program attend Initially dropped out

Fig 3.12

INFERENCE

➢ From the above table that is inferred that the respondents 69% are fully
attended and 39% of the respondents are half of the program attend and 12%
of the respondents are initially dropped out.

66
 Table Showing recommend this training to a friend

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 23 89%

No 3 11%

TOTAL 26 100

Table 3.13

Chart Showing recommend this training to a friend

25

20

15

10

0
Yes No

Fig 3.13

INFERENCE

➢ From the above table that is inferred that the respondents 89% are Yes and
11% of the respondents are No.

67
 Table Showing During the Training program were you exploring any task which
provides the leadership qualities

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Strongly Agree 10 39%
Agree 11 42%
Neutral 4 15%
Disagree 1 4%
Strongly Disagree 0 0%
TOTAL 26 100
Table 3.14

Chart Showing During the Training program were you exploring any task which
provides the leadership qualities
12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.14

INFERENCE

➢ From the above table that is inferred that the respondents 39% are Strongly
Agree attended and 42% of the respondents are Agree attend and 15% of the
respondents are Neutral, 4% of the respondents are Disagree.

68
 Table Showing During the Training where you give the opportunity which
eliminated distractions and gave focus towards business training

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Yes 12 48%

No 4 16%

Sometimes 9 36%

TOTAL 26 100

Table 3.15

Chart Showing During the Training where you give the opportunity which
eliminated distractions and gave focus towards business training

14
12
10
8
6
4
2
0
Yes No Sometimes

Fig 3.15
INFERENCE

➢ From the above table that is inferred that the respondents 48% are Yes
attended and 16% of the respondents are No attend and 36% of the
respondents are Sometimes.

69
Table showing Did the training bring out any changes on your vision and mission
of your desired business

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 17 65%
No 2 8%
Sometimes 7 27%
TOTAL 26 100
Table 3.16

Chart showing Did the training bring out any changes on your vision and mission
of your desired business
18
16
14
12
10
8
6
4
2
0
Yes No Sometimes

Fig 3.16

INFERENCE

➢ From the above table that is inferred that the respondents 65% are Yes and
8% of the respondents are No attend and 27% of the respondents are
Sometimes.

70
 Table showing Risk bearing is an inevitable part of business. Did this training
prepared you to bear the uncertainties

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 19 73%
No 2 8%
Sometimes 5 19%
TOTAL 26 100
Table 3.17

Chart showing Risk bearing is an inevitable part of business. Did this training
prepared you to bear the uncertainties
20
18
16
14
12
10
8
6
4
2
0
Yes No Sometimes

Fig 3.17

INFERENCE

➢ From the above table that is inferred that the respondents 73% are Yes and
8% of the respondents are No attend and 19% of the respondents are
Sometimes.

71
Table showing During the training program you come across situations which gave
you the sense of self-reliance which is an important part of business.

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 20 77%
No 2 8%
Sometimes 4 15%
TOTAL 26 100

Table 3.18

Chart showing During the training program you come across situations which gave
you the sense of self-reliance which is an important part of business.
25

20

15

10

0
Yes No Sometimes

Fig 3.18

INFERENCE

➢ From the above table that is inferred that the respondents 77% are Yes and
8% of the respondents are No and 15% of the respondents are Sometimes.

72
 Table showing Innovation is an unavoidable part of any business.

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 7 27%

Agree 12 46%

Neutral 3 11%

Disagree 2 8%

Strongly Disagree 2 8%

TOTAL 26 100

Table 3.19
Chart showing Innovation is an unavoidable part of any business. Did you have
brainstorming session.
14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.19

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Strongly
Agree attended and 46% of the respondents are Agree attend, 11% of the
respondents are Neutral, 8% of the respondents are Disagree and 8% of the
respondents are Strongly Disagree.

73
Table showing Manpower planning strategies (Recruitment/Selection/Manage) for
your business startup were provided during the program

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 11 42%
Agree 10 39%
Neutral 5 19%
Disagree 0 0%
Strongly Disagree 0 0%
TOTAL 26 100

Table 3.20

Chart showing Manpower planning strategies (Recruitment/Selection/Manage) for

your business startup were provided during the program

Chart Title
15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.20

INFERENCE

➢ From the above table that is inferred that the respondents 42% are Strongly
Agree attended and 39% of the respondents are Agree attend, 19% of the
respondents are Neutral.

74
 Table showing The Knowledge of Pricing policy, Market Segmentation,
identifying target consumer were highlighted in the program.
PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 10 39%
Agree 9 35%
Neutral 7 27%
Disagree 0 0%
Strongly Disagree 0 0%
TOTAL 26 100
Table 3.21

Chart showing The Knowledge of Pricing policy, Market Segmentation,

identifying target consumer were highlighted in the program.
12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.21

INFERENCE

➢ From the above table that is inferred that the respondents 39% are Strongly
Agree attended and 35% of the respondents are Agree attend, 27% of the
respondents are Neutral.

75
 Table showing During the Program the recent government policies towards
business environment were discussed.
PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 10 39%
Agree 10 39%
Neutral 4 14%
Disagree 1 4%
Strongly Disagree 1 4%
TOTAL 26 100
Table 3.22

Chart showing During the Program the recent government policies towards
business environment were discussed.

12
10
8
6
4
2
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.22

INFERENCE

➢ From the above table that is inferred that the respondents 39% are Strongly
Agree attended and 39% of the respondents are Agree attend, 14% of the
respondents are Neutral, 4% of the respondents are Disagree and 4% of the
respondents are Strongly Disagree.

76
Table showing This program gives you input about gaining competitive advantage
for your business.

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Strongly Agree 0 0%
Agree 13 52%
Neutral 3 12%
Disagree 1 4%
Strongly Disagree 8 32%
TOTAL 26 100
Table 3.23

Chart showing This program gives you input about gaining competitive advantage
for your business.
14
12
10
8
6
4
2
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.23

INFERENCE

➢ From the above table that is inferred that the respondents 52% of the
respondents are Agree attend, 12% of the respondents are Neutral, 4% of the
respondents are Disagree and 32% of the respondents are Strongly Disagree.

77
Table showing the ways to bring finance capital to the business were given in the
program.

PERCENTAGE
NUMBER OF
PARTICULARS OF
RESPONDENTS
RESPONDENTS
Strongly Agree 7 27%
Agree 14 54%
Neutral 4 15%
Disagree 1 4%
Strongly Disagree 0 0%
TOTAL 26 100

Table 3.24

Chart showing the ways to bring finance capital to the business were given in the
program.
16
14
12
10
8
6
4
2
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.24

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Strongly
Agree attended and 54% of the respondents are Agree attend, 15% of the
respondents are Neutral, 4% of the respondents are Disagree.

78
 Table showing the ways in which you can adapt to new technological
developments were introduced in the program.
NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Strongly Agree 7 27%
Agree 9 34%
Neutral 6 23%
Disagree 2 8%
Strongly Disagree 2 8%
TOTAL 26 100
Table 3.25

Chart showing the ways in which you can adapt to new technological
developments were introduced in the program.
10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.25

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Strongly
Agree attended and 34% of the respondents are Agree attend, 23% of the
respondents are Neutral, 8% of the respondents are Disagree and 8% of the
respondents are Strongly Disagree.

79
 Table showing During the program you become aware of any financial support
from the government like loans and advances.

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Strongly Agree 9 36%
Agree 8 32%
Neutral 8 32%
Disagree 0 0%
Strongly Disagree 0 0%
TOTAL 26 100
Table 3.26

Chart showing During the program you become aware of any financial support
from the government like loans and advances.

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 3.26

INFERENCE

➢ From the above table that is inferred that the respondents 36% are Strongly
Agree attended and 32% of the respondents are Agree attend, 32% of the
respondents are Neutral.

80
 Table showing During the program did you approach any bank for loans to start
your business

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 10 35%

No 15 65%

TOTAL 25 100
Table 3.27

Chart showing During the program did you approach any bank for loans to start
your business
16
14
12
10
8
6
4
2
0
Yes No

Fig 3.27

INFERENCE

➢ From the above table that is inferred that the respondents 35% are Yes
attended and 65% of the respondents are No.

81
 Table showing If Yes, how much of your capital required was provides by the
bank.

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Full amount 5 50%
> 50 percent 3 30%
30-50 percent 0 0%
<30 percent 2 20%
TOTAL 10 100
Table 3.28

Chart showing If Yes, how much of your capital required was provides by the
bank.
6

0
Full amount > 50 percent 30-50 percent <30 percent

Fig 3.28

INFERENCE

➢ From the above table that is inferred that the respondents 50% are Full
amount and 30% of the respondents are more than 50percent, 20% of the
respondents are less than 30 percent.

82
 Table showing the possess adequate access to capital

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 13 50%

No 13 50%

TOTAL 26 100

Table 3.29

Chart showing the possess adequate access to capital

14

12

10

0
Yes No

Fig 3.29

INFERENCE

➢ From the above table that is inferred that the respondents 50% are Yes and
50% of the respondents are No.

83
 Table showing the possess business experience to start the organization?

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 18 69%

No 8 31%

TOTAL 26 100

Table 3.30

Chart showing the possess business experience to start the organization?

20

15

10

0
Yes No

Fig 3.30

INFERENCE

➢ From the above table that is inferred that the respondents 69% are Yes and
31% of the respondents are No.

84
 Table showing the possess technical knowledge to run business?

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 18 72%
No 7 28%
TOTAL 25 100
Table 3.31

Chart showing the possess technical knowledge to run business?

20

15

10

0
Yes No

Fig 3.31

INFERENCE

➢ From the above table that is inferred that the respondents 72% are Yes and
28% of the respondents are No.

85
 Table showing the primary business start an enterprise

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Generate Wealth 7 27%

Create Profile 9 35%
Social impact 7 27%
Give Employment 3 11%
TOTAL 26 100

Table 3.32

Chart showing the primary business start an enterprise

10

0
Generate Wealth Create Profile Social impact Give Employment

Fig 3.32

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Generate
Wealth and 35% of the respondents are Create profile, 27% of the
respondents are Social impact and 11% of the respondents are Give
employment.

86
 Table showing significance of student

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 24 92%

No 2 8%

TOTAL 26 100
Table 3.33

Chart showing significance of student

30
25
20
15
10
5
0
Yes No

Fig 3.33

INFERENCE

➢ From the above table that is inferred that the respondents 92% are Yes and
8% of the respondents are No.

87
 Table showing the motive behind your business idea

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS
Economic gains 8 32%
Ambitions 6 24%
Social Prestige 3 12%
Social responsibility 8 32%
TOTAL 26 100
Table 3.34

Chart showing the motive behind your business idea

9
8
7
6
5
4
3
2
1
0
Economic gains Ambitions Social Prestige Social responsibility

Fig 3.34

INFERENCE

➢ From the above table that is inferred that the respondents 32% are Economic
Gains and 24% of the respondents are Ambitions, 12% of the respondents
are Social Prestige and 32% of the respondents are Social Responsibility.

88
 Table showing after the Training are you going to start a business

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 14 54%
No 3 12%
Sometimes 9 34%
TOTAL 26 100
Table 3.35

Chart showing after the Training are you going to start a business
16
14
12
10
8
6
4
2
0
Yes No Sometimes

Fig 3.35

INFERENCE

➢ From the above table that is inferred that the respondents 54% are Yes and
12% of the respondents are No, 34% of the respondents are Sometimes.

89
 Table showing about the detailed project report

NUMBER OF PERCENTAGE OF
PARTICULARS
RESPONDENTS RESPONDENTS

Yes 9 35%
No 7 27%

In the process of
10 39%
preparation

TOTAL 26 100
Table 3.36

Chart showing about the detailed project report

12
10
8
6
4
2
0
Yes No In the proces of preparation

Fig 3.36

INFERENCE

➢ From the above table that is inferred that the respondents 27% are Yes and
35% of the respondents are No, 39% of the respondents are in the process of
preparation.

90
Skills:
The skills acquired in training session are listed below as per the survey
results.
1. Self confidence
2. Positive thinking, idea generation, Market Survey
3. Market analysis & leader ship quality
4. How to run a business and to create customer for my own business
5. How to run the business and to Face challenges in life
6. People Management
7. How to plan and control over the business area and market
8. Knowledge and understanding of the business startup skills.
9. I learn lot of things about business. I learn how do start business.
10.Marketing
11.Manufacturing
12.Sales Development
13.Pricing & Costing
14.Costive Thinking
15.Skills of entrepreneur
16.Communication,
17.Decision Making
18.Patience
19.Risk bearing

91
EDP training session, rank:
As per the survey result training session are ranked
1. Charms and challenges of entrepreneurs
2. Power of Positive thinking
3. Pricing and Costing
4. Idea generation
5. Decision Making
6. Traits of an Entrepreneur
7. E-Marketing and Innovation
8. Innovation and Creativity
9. Market Survey
10.Manufacturing of Biscuits and Cookies
11.Entrepreneurial career
12.Self-assessment of participants and motivation
13.Schemes and Services of BYST
14.GST-An Introduction
15.Entrepreneurial Decision Making
16.Idea Screening
17.PMEGP Scheme and KVIC Programs
18.Retailing
19.100 Rs Exercise
20.Project Report Preparation and Banking Procedures

92
 Chapter 4
Findings and Suggestions

93
1. The need for attending the training before attending the training program that is inferred
that the respondents 42% are yes and 27% of the respondents are No and 31% of the
respondents are sometimes.

2. Running a business before the training that is inferred that the respondents 69% are Yes
and the remaining 31% of the respondents are No.

3. The confidence to establish your own business after the training

4. that is inferred that the respondents 88% are yes and the and 12% of the respondents are
No.

5. The training relevant to your business creation that is inferred that the respondents 85% are
yes and the and 4% of the respondents are No and 11% of the respondents are sometimes.

6. Acquire any new skills to address the business challenge(s) that is inferred that the
respondents 85% are yes and the and 15% of the respondents are No.

7. The training program effective the respondents 39% are Strongly Agree and the and 42%
of the respondents are Agree and 15% of the respondents are Neutral, 4% of the
respondents are disagree.

8. The high degree of participation and involvement during the program that is inferred that
the respondents 27% are Strongly Agree and the and 35% of the respondents are Agree and
30% of the respondents are Neutral, 8% of the respondents are disagree.

9. The program was well structured and sufficient time was allocated for each subject/session
that is inferred that the respondents 27% are Strongly Agree and the and 31% of the
respondents are Agree and 27% of the respondents are Neutral, 15% of the respondents are
disagree.

94
10. The objective to attend this program that is inferred that the respondents 58% are to start a
business and the and 12% of the respondents are Time pass and 30% of the respondents
are to find my skill gap.

11. The attend of training during the entire period that is inferred that the respondents 69% are
Yes and 31% of respondents are No.

12. If No, the reasons of not attending the training that is inferred that the respondents 39% of
respondents are could not find it useful and 42% of the respondents are thought it was a
basic training.

13. The days you have attended the program that is inferred that the respondents 69% are fully
attended and 39% of the respondents are half of the program attend and 12% of the
respondents are initially dropped out.

14. Analysis of student recommend this training to a friend that is inferred that the respondents
89% are Yes and 11% of the respondents are No.

15. During the Training program were you exploring any task which provides the leadership
qualities that is inferred that the respondents 39% are Strongly Agree attended and 42% of
the respondents are Agree attend and 15% of the respondents are Neutral, 4% of the
respondents are Disagree.

16. During the Training where you give the opportunity which eliminated distractions and gave
focus towards business training that is inferred that the respondents 48% are Yes attended
and 16% of the respondents are No attend and 36% of the respondents are Sometimes.

17. The training brings out any changes on your vision and mission of your desired business
that is inferred that the respondents 65% are Yes and 8% of the respondents are No attend
and 27% of the respondents are Sometimes.

95
18. Risk bearing is an inevitable part of business. Did this training prepared you to bear the
uncertainties that is inferred that the respondents 73% are Yes and 8% of the respondents
are No attend and 19% of the respondents are Sometimes.

19. During the training program you come across situations which gave you the sense of self-
reliance which is an important part of business that is inferred that the respondents 77%
are Yes and 8% of the respondents are No and 15% of the respondents are Sometimes.

20. Innovation is an unavoidable part of any business that is inferred that the respondents 27%
are Strongly Agree attended and 46% of the respondents are Agree attend, 11% of the
respondents are Neutral, 8% of the respondents are Disagree and 8% of the respondents are
Strongly Disagree.

21. Manpower planning strategies (Recruitment/Selection/Manage) for your business startup

were provided during the program that is inferred that the respondents 42% are Strongly
Agree attended and 39% of the respondents are Agree attend, 19% of the respondents are
Neutral.

22. Manpower planning strategies (Recruitment/Selection/Manage) for your business startup

were provided during the program. The respondents 42% are Strongly Agree attended and
39% of the respondents are Agree attend, 19% of the respondents are Neutral.

23. The Knowledge of Pricing policy, Market Segmentation, identifying target consumer were
highlighted in the program that is inferred that the respondents 39% are Strongly Agree
attended and 35% of the respondents are Agree attend, 27% of the respondents are Neutral.

24. During the Program the recent government policies towards business environment were
discussed. The respondents 39% are Strongly Agree attended and 39% of the respondents
are Agree attend, 14% of the respondents are Neutral, 4% of the respondents are Disagree
and 4% of the respondents are Strongly Disagree.

96
25. This program gives you input about gaining competitive advantage for your business. The
respondents 52% of the respondents are Agree attend, 12% of the respondents are Neutral,
4% of the respondents are Disagree and 32% of the respondents are Strongly Disagree.

26. The ways to bring finance capital to the business were given in the program. The
respondents 27% are Strongly Agree attended and 54% of the respondents are Agree
attend, 15% of the respondents are Neutral, 4% of the respondents are Disagree.

27. The ways in which you can adapt to new technological developments were introduced in
the program. The respondents 27% are Strongly Agree attended and 34% of the
respondents are Agree attend, 23% of the respondents are Neutral, 8% of the respondents
are Disagree and 8% of the respondents are Strongly Disagree.

28. During the program you become aware of any financial support from the government like
loans and the respondents 36% are Strongly Agree attended and 32% of the respondents
are Agree attend, 32% of the respondents are Neutral.

29. During the program did you approach any bank for loans to start your business that is
inferred that the respondents 35% are Yes attended and 65% of the respondents are No.

30. If Yes, how much of your capital required was provides by the bank. The respondents 50%
are Full amount and 30% of the respondents are more than 50percent, 20% of the
respondents are less than 30 percent.

31. The possess adequate access to capital that is inferred that the respondents 50% are Yes
and 50% of the respondents are No.
32. The possess business experience to start the organization that is inferred that the
respondents 69% are Yes and 31% of the respondents are No.

33. The possess technical knowledge to run business that is inferred that the respondents 72%
are Yes and 28% of the respondents are No.

97
34. The primary business starts an enterprise that is inferred that the respondents 27% are
Generate Wealth and 35% of the respondents are Create profile, 27% of the respondents
are Social impact and 11% of the respondents are Give employment.

35. The Significance of student that is inferred that the respondents 92% are Yes and 8% of
the respondents are No.

36. The motive behind your business idea the respondents 32% are Economic Gains and 24%
of the respondents are Ambitions, 12% of the respondents are Social Prestige and 32% of
the respondents are Social Responsibility.

37. The respondents 54% are Yes and 12% of the respondents are No, 34% of the respondents
are Sometimes.

38. The Respondents 27% are Yes and 35% of the respondents are No, 39% of the respondents
are in the process of preparation.

98
Chapter 5
Conclusion

99
 Overall study of Effectiveness of Entrepreneur development training is highly efficient and
effective at NSIC technical service center for Advanced Integrated Entrepreneurship Development
Program.

This can be assured from the above analysis and if the suggestions given are implemented
in a correct manner the program can extend their success in the student future to start their own
business.

The training is very useful and effective way for the student to develop their skills and
knowledge to acquire good business environment in the future.

To be successful in sustainable business practices often requires entrepreneurship and

innovation. It is an overview of entrepreneurship and innovation as it relates to sustainable
business. The training is most relevant to be focused on offering skills and knowledge in response
to societal concerns. The importance of entrepreneurship and innovation also applies to students
that change how they start business in the environment. The latter they use innovative practices
and entrepreneurship to establish their own business brand name and to be market leaders in doing
things that create shared value for society and their companies and, over time, contribute to
changes in practices in their industry.

Entrepreneurship training is important issue in which advanced countries pay attention to

it at development of economic and social aspect and entrepreneurship training have been at the
preference of development program, in which has good result on growth of entrepreneurship
program with policy-making and administrable support of government. Regarding to experience
of other countries can conclude that should consider the growth of entrepreneurship as a first step
of development in which cannot realize without role-play of government. Suitable growth of
entrepreneurship student done by entrepreneurship student in every society with creating new ways
and innovations on cultural, social, economic problems until lead to recovery from economic
recession, unemployment, poverty, social crudity at national level and help to rapid growth of
social-economic aspect, public well-being and social harbors. We should give opportunity for
growth and progress because students who have necessary personality features for being
entrepreneurship and reach university for their goods. Entrepreneur who is motivated, act for doing
better work. And want remove problem. This person even sees the bad situation, try to remove

100
problem, but it is incorrigible, he will immigrate, innovation is part of entrepreneurship and growth
occur in the service of good production and entrepreneurship. Universities can easy the work
through recognition and using environment, cultural and economic factors and provide suitable
situation. Because country has a lot of entrepreneur, has strong economic motivations for obtaining
of entrepreneurship should evaluate different aspect and recover it by doing suitable research, can
create university as a backup center of entrepreneurship at Iran resource until with suitable activity
to be effective at innovation and lead to increasing of comparative level at society. Support activity
of entrepreneurship is time-consuming process and Journal of Asian Scientific Research, 2013,
4(4):182-193 193 belief and necessity of management should not be transient. Industry goal and
issue should consist of researching ideas and entrepreneurship innovation. Even, at third program
of economic-social development of Iran Islamic Republic pay attention to entrepreneurship and
spread the culture of entrepreneurship at society. But, considering to entrepreneurship training is
needed administrable mechanism and national will by the government cooperation private part.

101
REFERENCES

1. https://www.careerguide.com/ask/t/what-is-entrepreneurship-development-programme-
edp-how-does-it-help-an-individual-to-become-an-entrepreneur = EDP, Objectives, Need,
Stages
2. http://shodhganga.inflibnet.ac.in/bitstream/10603/103242/9/09_chapter%202.pdf
3. http://shodhganga.inflibnet.ac.in/bitstream/10603/31923/9/09_chapter%202.pdf
4. http://iie.nic.in/iie_adm/writereaddata/upload/training/ToT_EDP_brouchure.pdf
5. http://www.fao.org/docrep/014/i2395e/i2395e03.pdf
6. http://dcmsme.gov.in/EDPguidelinesnew.pdf
7. https://www.surveymonkey.co.uk/r/blazingtrailstrepsquestionnaire
8. https://www.questionpro.com/a/showSurveyLibrary.do?surveyID=367090

102
 QUESTIONNAIRE

Pre Feedback Questionnaire:

1. Name:

2. Email ID:

3. Mobile No:

4. Address:

5. Present Status: □ Employee □ Self Employed □ Other

6. If Employed/Self Employed:

7. Company Name:

8. Designation:

9. Annual Income:

10.Industry:

11.Line of Activity:

12.Proposed Budget:

13.Financial Details:

Name of Financial Institute:

Amount of Loan Applied:

103
Post Feedback Questionnaire:

1. Do you felt the need for attending the training before attending the training program?
a) Yes b) No c) Sometimes

2. Were you running a business of your own before the training?

a) Yes b) No

3. If NO, do you have confidence to establish your own business after the training.
a) Yes b) No

4. Did you find the training relevant to your business creation?

a) Yes b) No

5. Did you acquire any new skills to address the business challenge(s)?
a) Yes b) No

6. Was the training program effective?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

7. Did you have high degree of participation and involvement during the program.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

8. The program was well structured and sufficient time was allocated for each
subject/session.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

9. What is your objective to attend this program?

a) To start a business c) Time Pass
b) To fill my skill gap d) I was forced to attend a program

104
10.To a large extent, the training program was relevant to my business.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

11.Did you attend the training during the entire period?

a) Yes b) No

12.If No, what are the reasons of not attending the training?
a) Training not Good c) I could not find it useful
b) I changed my mind to employment d) It was a basic training

13.How many days you have attended the program?

a) Full attended b) Half the program attended c) Initially dropped out

14.Would you recommend this training to a friend?

a) Yes b) No

15.During the Training program were you exploring any task which provides the leadership
qualities?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

16.During the Training where you given the opportunity which eliminated distractions and
gave focus towards business training?
a) Yes b) No c) Sometimes

17.Did the training bring out any changes on your vision and mission of your desired
business?
a) Yes b) No c) Sometimes

18.Risk bearing is an inevitable part of business. Did this training prepared you to bear the
uncertainties?
a) Yes b) No c) Sometimes

105
19.During the training program you come across situations which gave you the sense of self-
reliance which is an important part of business?
a) Yes b) No c) Sometimes

20.Innovation is an unavoidable part of any business. Did you have brainstorming session?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

21.Manpower planning strategies (Recruitment/Selection/Manage) for your business startup

were provided during the program
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

22.The Knowledge of Pricing policy, Market Segmentation, identifying target consumer

were highlighted in the program.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

23.During the Program the recent government policies towards business environment were
discussed.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

24.This program gives you input about gaining competitive advantage for your business.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

25.The ways to bring finance capital to the business were given in the program.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

26.The ways in which you can adapt to new technological developments were introduced in
the program.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

106
27.During the program you become aware of any financial support from the government like
loans and advances.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

28.During the program did you approach any bank for loans to start your business
a) Yes b) No

29.If Yes, how much of your capital required was provides by the bank.
a) Full amount b) >50 percent c) 30 – 50 percent d) < 30percent

30.Do you possess adequate access to capital?

a) Yes b) No

31.Do you possess business experience to start the organization?

a) Yes b) No

32.Do you possess technical knowledge to run business?

a) Yes b) No

33.What does your primary business start an enterprise?

a) Generate Wealth c) Create Profile
b) Social impact d) Give Employment

34.Is there anything you wanted to achieve significantly?

a) Yes b) No c) Sometimes

35.What is your motive behind your business idea?

a) Economic gains c) Ambitions
b) Social Prestige d) Social Responsibility

107
36.After the Training are you going to start a business?
a) Yes b) No c) Sometimes

37.Do you have detailed project report?

a) Yes b) No c) in the Process of Preparation

38.What Skills you have gained during the training? --------------------

39.What is the business you want to start? ----------------------

40.In EDP training, rank the models?

1. Innovation and Creativity
2. Power of Positive thinking
3. Idea generation
4. Entrepreneurial career
5. Charms and challenges of entrepreneurs
6. Self-assessment of participants and motivation
7. Schemes and Services of BYST
8. GST-An Introduction
9. E-Marketing and Innovation
10. Entrepreneurial Decision Making
11. Market Survey
12. Pricing and Costing
13. Decision Making
14. Idea Screening
15. PMEGP Scheme and KVIC Programs
16. Manufacturing of Biscuits and Cookies
17. Traits of an Entrepreneur
18. Retailing
19. 100 Rs Exercise
20. Project Report Preparation and Banking Procedures

108