Entrepreneurship and Leadership

Assignment No: 2

Submitted to:
Miss Zara Bilal

Submitted by:
Shahzeb Aurangzeb (G.L) (Fa/17/bba/078)
Usama Hanif(Fa/17/bba/015)
Ali Zaib (Fa/17/bba/063)
Ejaz Ellahi Zafar (Fa/17/bba/147)
Mudassara Mumtaz (Fa/17/bba/086)

Department of Management Sciences

Lahore Garrison University
 Enterprising Behavior of Woman Entrepreneurs of Pakistan
Introduction:
With growing interest in entrepreneurship in higher education. And the trend is getting common
day by day our new generation especially women are willing to do a business to help their
husbands or to support their families but some of them are doing it to prove themselves and some
are doing for their passions. So in this study we are going to discuss the enterprising behavior
The term entrepreneurial growth means organization plans to achieve its objective to grow and
expand a business by its quality, quantity, and turnover. Entrepreneurial growth can be in terms
of innovators, business developers, radicals, expanders, customers etc. “The entrepreneur in us
sees opportunities everywhere we look, but many people see only problems everywhere they
look. The entrepreneur in us is more concerned with discriminating between opportunities than
he or she is with failing to see the opportunities." (Tomas Marko June 2010) Michael Gerber.
Growth is a risky but necessary procedure for startups to survive. Growth may be assessed in the
context of employees, customers, revenue, liquidity, profit, geographic locations and a variety of
other dimensions. Regardless of the growth type, hurdles always exist. An entrepreneur who
understands the risks, and knowingly takes them, will have a chance to grow; whereas one who
is not willing to take risks will not. This article describes both the risks and benefits associated
with growth. It then examines six hurdles entrepreneurs face when attempting to grow a
company: company culture, networks, strategic planning, money, company structure, and skill
development. All companies undergo periods of growth. Periods of growth are turbulent for any
company, as they are inherently unstable and carry risk. In practice, there will always be barriers
impeding growth. It is both the will and the ability to overcome these barriers which enable a
firm to grow. The will, as an extension of the entrepreneurial spirit, is needed as there are many
companies which stagnate due to their unwillingness to take the risks associated with growth.
While growth may appear risky compared to temporary stability, stagnation in a high-tech
company increases the risk of failure. Innovating in response to changes in the market is a good
way to mitigate risk. Careful planning can decrease risk. Being able to anticipate the majority of
risks involved and successfully navigating them is what allows firms to growth Growth helps
firms to establish legitimacy, creating new options to grow. Larger firms are statistically less
likely to fail, encouraging trust in costumers and potential investors. It is during and right after a
period of growth that firms find it easiest to acquire investment capital. Firms which are
perceived as having crossed their initial startup hurdles are seen as being stable. With size comes
an increase in profitability and liquidity for the firm. This gives a firm a history, which partners
and investors are more willing to trust. Assets and finances will thus become more attainable
than they were before. With growth, the firm forms new connections and is able to access new
markets. This results in an increase in sales, profitability and influence. Entrepreneurs and
Growth: An Option, Obligation or Obsession:(Jehu Siekkinen Published Dec 2017) “Growth” as
a word carries a positive tone in it; human beings grow and mature, gaining new knowledge and
resources, and so do companies. Growth, however, has never been for all. In competitive
markets, some grow and others do not—or grow at slower pace than others. Furthermore, growth
is a process that strains the capabilities and resources of an individual, company, and its acting
entrepreneurs to their extreme. Growth means also learning and leaving behind something
learned of possessed before. Growth disrupts the history and path of a single company and its
entrepreneur. The text synthetizes the scattered literature in growth and entrepreneurship. A case
study shows how growth is viewed in an entrepreneurial company. The author shows how
companies can be categorized to different sub-segments based on their growth opportunities,
urge to grow, and growth aspirations. The typical enablers and hindrances of growth hindrances
get introduced. The chapter underlines that for some companies, growth is one of the strategic
options, whereas to some, it is more of an internal and external obligation. Despite the existence
of multiple stage-based models, growth is an individual path and no model should be taken in a
law-like manner. Growth and growth entrepreneurship are current buzzwords of business
development. They have made their way recently also to political vocabulary. National, regional,
and local authorities and organs create and maintain programs and policies that aim at fostering
growth among the enterprises they support and regulate. Also, the word “startup” is well known
and actively used by all type of actors in business and policy arena. The name of startup itself
implies that it is started from scratch, with the only option to grow (or die) soon. This topical
area deserves a treatment also when entrepreneurship get pictures and investigated. In this
chapter, the aims are: To understand what we mean with the concept of “growth” itself; How
growth as a concept and process could be understood is a wide yet concise manner inside the
field of entrepreneurship; Introduce methodological and conceptual models that can be used as
models when researching growth in the field of entrepreneurship as well as practical tools to
analyze growth opportunities and obstacles within a firm and act on it.We look at growth from
processual, dynamic, and individual points of view. Elements of growth get discussed, and also,
some taxonomies of companies in relation to growth are introduced. In the latter part of the
chapter, recent studies of the growth companies across continents, their growth enablers, and
hindrances are presented. In order to mirror entrepreneurial reality against the models and
theories of the literature, a portrait of a growth trajectory of a fast-growing environmental
technology individual firm gets presented. To conclude, the future of growth as a phenomenon is
discussed. Successful entrepreneurs that I know have lots of great ideas, and are super skilled at
creating a compelling vision that moves people to action. They are also extremely capable of
getting lots done with very little resources so are great at efficient management of operations.
That said, these same women are often more conservative when forecasting financial goals and
with raising significant rounds of capital. And, even if they have a big vision, they are less
confident in declaring at the outset that their goal is to become a billion-dollar business.

(06 JUN 2016|by HBS Working Knowledge)

Research at Harvard Business School by Lynda Applegate, Janet Kraus, and Timothy Butler
takes a unique approach to understanding behaviors and skills associated with successful
entrepreneurs. (06 June 2016) Despite much research into explaining what makes entrepreneurial
leaders tick, the answers are far from clear. In fact, most studies present conflicting findings.
Entrepreneurs, it seems, are still very much a black box waiting to be opened. A Harvard
Business School research team is hoping that a new approach will enable better understanding of
the entrepreneurial leader. The program combines self-assessments of their skills and behaviors
by entrepreneurs themselves with evaluations of them by peers, friends, and employees.

Along the way the data is also allowing scholars to study attributes of entrepreneurs by gender,
as well compare serial entrepreneurs versus first-time founders.

“We’ve always had a hard time being able to identify the skills and behaviors of entrepreneurial
leaders,” says HBS Professor Lynda Applegate, who has spent 20 years studying leadership
approaches and behaviors of successful entrepreneurs. “Part of the problem is that people usually
focus on an entrepreneurial ‘personality’ rather than identifying the unique skills and behaviors
of entrepreneurs who launch and grow their own firms.”
To find a good agency start by checking out trade magazines or asking trusted contacts for
recommendations. Planning for a new addition In an ideal world you will already have
developed a sales and marketing strategy that supports your overall business plan. That strategy
should make it clear what the marketing deliverables are and how the sales and marketing
functions will work together in your business. If you don’t have a marketing strategy in place,
it’s important to consider these issues before taking the plunge in hiring a marketing person, so
you might want to use a marketing agency initially to help you look at your business needs and
draft a plan; if you decide to work with an agency for your ongoing marketing this is likely to be
their first job. The Marketing Donut has an interesting article on managing the relationship
between sales and marketing teams, including a business-owner’s ongoing role as a leader.
To give you an idea of potential staffing costs, the Prospects website gives income data from
Marketing Week/Ball & Hooligan’s 2014 salary survey, which showed that: Marketing assistants
and trainees start on salaries around £17,300 to £19,000.The average salary for a marketing
manager is £38,192.Senior brand or product managers earn an average salary of £48,296.The
average salary for a marketing director is £86,165.

Given the unique characteristics of entrepreneurial activities, entrepreneurs are prone to decision

making biases in their decisions. ... According to our findings, personal (individual),
environmental and organizational factors are the main categories influencing the genesis
of decision making biases in entrepreneurs. ( November 2014Project: entrepreneurship strategy
and value creation)Decision Making: Factors that Influence Decision Making, Heuristics Used,
and Decision Outcomes By Cindy Dietrich
2010
Every day, people are inundated with decisions, big and small. Understanding how people arrive
at their choices is an area of cognitive psychology that has received attention. Theories have been
generated to explain how people make decisions, and what types of factors influence decision
making in the present and future. In addition, heuristics have been researched to understand the
decision making process. Several factors influence decision making. These factors, including
past experience (Juliusson, Karlsson, & Gӓrling, 2005), cognitive biases (Stanovich & West,
2008), age and individual differences (Bruin, Parker, & Fischoff, 2007), belief in personal
relevance (Acevedo, & Krueger, 2004), and an escalation of commitment, influence what
choices people make. Understanding the factors that influence decision making process is
important to understanding what decisions are made. That is, the factors that influence the
process may impact the outcomes. Heuristics serve as a framework in which satisfactory
decisions are made quickly and with ease (Shah & Oppenheimer, 2008). Many types of
heuristics have been developed to explain the decision making process; essentially, individuals
work to reduce the effort they need to expend in making decisions and heuristics offer
individuals a general guide to follow, thereby reducing the effort they must disburse. Together,
heuristics and factors influencing decision making are a significant aspect of critical thinking
(West, Toplak, & Stanovich, 2008). There is some indication that this can be taught, which
benefits those learning how to make appropriate and the best decisions in various situations
(Nokes &Hacker, 2007). There are several important factors that influence decision making.
Significant factors include past experiences, a variety of cognitive biases, an escalation of
commitment and sunk outcomes, individual differences, including age and socioeconomic status,
and a belief in personal relevance. These things all impact the decision making process and the
decisions made. Past experiences can impact future decision making. Juliusson, Karlsson, and
Garling (2005) indicated past decisions influence the decisions people make in the future. It
stands to reason that when something positive results from a decision, people are more likely to
decide in a similar way, given a similar situation. On the other hand, people tend to avoid
repeating past mistakes (Sagi, & Friedland, 2007). This is significant to the extent
that future decisions made based on past experiences are not necessarily the best decisions. In
financial decision making, highly successful people do not make investment decisions based on
past sunk outcomes, rather by examining choices with no regard for past experiences; this
approach conflicts with what one may expect (Juliusson et al., 2005). In addition to past
experiences, there are several cognitive biases that influence decision making. Cognitive biases
are thinking patterns based on observations and generalizations that may lead to memory errors,
inaccurate judgments, and faulty logic (Evans, Barston, & Pollard, 1983; West, Toplak, &
Stanovich, 2008). Cognitive biases include, but are not limited to: belief bias, the over
dependence on prior knowledge in arriving at decisions; hindsight bias, people tend to readily
explain an event as inevitable, once it has happened; omission bias, generally, people have a
propensity to omit information perceived as risky; and confirmation bias, in which people
observe what they expect in observations (Marsh, & Hanlon, 2007; Nestler. & von Collani, 2008;
Stanovich & West, 2008; see also West et al., 2008.Women’s entrepreneurship in Pakistan has
been booming in recent years, and it has made a significant impact on social and economic
expansion. However, it is notable that these businesses are smaller in size and considered less
profitable when compared with men’s entrepreneurial efforts. This dilemma encourages the
investigation of the success factors that contribute to the performance of women-owned
businesses (WOBs) within this understudied region. Factors that may determine the success of
WOB in Pakistan are divided into four broad headings: the entrepreneur’s characteristics,
internal business environment, external business environments, and supportive factors. This
study also explores the direct and moderating role of perceived national culture within the
framework. The results demonstrate that the entrepreneur’s characteristics, external business
environments, and supportive factors are positively related to the performance of WOB, while
the internal business environment is of little significance. Furthermore, while perceived national
culture does not influence the performance of WOB, it weakens the relationship between the
entrepreneur’s characteristics and performance but strengthens the impact of supportive factors
on the performance of the WOB. This study leads to a solid awareness about the critical success
factors, the perceived national culture, and their association with the performances of WOB
within Pakistan.

Literature Review:

Pakistan is one the 84 developing countries with stagnant entrepreneurship as per World Bank
survey 2005, with the growth rate for new registered business is 7% which is lesser than region
and this entry rate was more than 10% for industrialized nations. (Chemin, 2008). The role of
entrepreneurship is vital in industrial and economic growth (Aghion et al, 1997) which is at very
low level in Pakistan hence should be addressed.

Over the past few decades there are numerous researchers that have examined the reasons and
motivations of men to initiate ventures. On the other hand, there are a small number of studies
involving women entrepreneurs for instance factors that make women leave the corporate world
in order to become entrepreneurs (Nguyen, 2005). Besides, when women entrepreneurs decided
to start up their own businesses, faced a lot of limitations and boundaries (Brown, 1997;
Chandralekha et al, 1995; Gundry et al., 2002; Hamilton, 1993; Ndubisi & Kahraman, 2006;
Winn, 2005).
According to Reddi (1991), in the process of entrepreneurship, women have to face various
problems associated with entrepreneurship and these problems get doubled because of her dual
role as a wage earner and a homemaker. However, entrepreneur is the key factor of
entrepreneurship and now women have been recognized as successful entrepreneurs as they have
qualities desirable and relevant for entrepreneurship development. Nguyen (2005) argued that
most women start their own business or want to become an entrepreneur in order to provide
further life balance and flexibility, in the mean while they are managing their traditional
responsibilities as primary caretaker of children and husband. In the course of continuous battles
and struggles, there have been numerous success stories of women entrepreneurs who make it
big in the business world.

Women entrepreneurs’ percentage is higher in countries having lower per capita income. In
present economic situation the economic empowerment is very important for Pakistan not only
for economic development but also for social development (Labor Policy 2013). During past ten
years the rate of women participation in economic activities has not been changed they are still
less than male counterparts (Gorchels 2012). Study conducted byMakhlouf (2011) that female do
not have access to same facilities as male are enjoying especially in terms of access of finance
and superior status of male community. Batool and Ullah (2017) stated that the constraints faced
by females in Pakistan are lack of family support, finances, insufficient education. As I found
women face both kind of problems, internal and external. Internal (lack of professional training,
skill and education) and external (financial constraint, land and family support). Lack of finance,
knowledge about government policies, market information, training, family support, professional
education and skills are the main factors which impact the performance of female entrepreneurs
in Pakistan (Afza et al., 2010). Major constraints for women entrepreneurs in Pakistan include
gender discrimination, family and social support, not easy access to information, insufficient
education and not trusting ones capabilities. Along with all these difficulties, Blanch (2011)
concludes that women face challenges of male dominance, dependency upon male counterparts
for financial transactions and restrictions imposed by society only on women. As I study from
the articles women entrepreneurs performance effect by several factors, these are Social factors,
legal, economical and technical factors. Economic factors Women have limited access to
financial capital due to complicated legal formalities and absence of securities (Akmal,
2014).Even in advanced countries like the USA, women face problems in getting reasonable
access to finance (Al-Ghamri, 2016). Just 4% of the total budget of small enterprises is available
for women in the USA.

Social factors Another barrier faced by women at the time of starting enterprise is additional
work, household responsibilities and male predominant society (Sadiq et al., 2014). Women also
have household responsibilities parallel to their professional duties. This dual liability (business
and family) negatively affects their performance

Legal factors In most of the countries, the absence of support from governments in legal services
and laws is considered as a hurdle for women entrepreneurs (Jamali, 2009). All types of
enterprises have to follow different labour laws (local or national). Getting permits and licence is
required even for small enterprises.

Technical factors Another significant problem for women entrepreneurs is lack of education and
technical training, especially in underdeveloped countries. This along with limited guidance
restricts the expansion and development of women entrepreneurs (Davis and Shaver, 2012).
Technical education, professional trainings, and expertise are required for business growth.
Women who are educated, skilled and expert perform well (Mazonde and Carmichael, 2016), but
number of such women is limited. Women have less professional knowledge and skills as
compared to men across globe (Mazonde and Carmichael, 2016) in general and in developing
countries in particular.

Digital literacy could enhance women’s participation in socio-economic life. It provides them
spaces for their self-expression and promote social change as they gain access to the global
knowledge (Aqili & Nasiri, 2010).Accessing internet through mobile phone have built reflective
implications in women’s life. It is seen as core ability and some also declare it as survival skill of
the digital age (Chase & Laufenberg, 2011). It has created venues for women’s social. Mostly
entrepreneurship is inspired by the desire for personal accomplishment (Moore and Buttne 1997)
Buttne and Moor (1997) have studied the experiences of women who left jobs of executives’
positions to become entrepreneurs and what motivated them. Some researchers have recognized
these optimistic prospects that might drive women into entrepreneurship: “greater career
advancement, increased economic rewards, more freedom and flexibility” (Heffernan, 2007).
One of the most effectual tool for eliminating poverty is entrepreneurial development, which
further contributes to sustainable growth; as perceived by Mordi, Simpson, Singh, and Okafor
(2010), there are evident shifts in the traditional role of women in their families, resulting in a
functional settings family configuration, which further empower females to undertake greater
functional and practical roles within the society. Despite the emerging changes, the
acknowledgment of females’ potential and emergence as vital contributor to the economic
growth remains absent, particularly their active contribution in small and medium scale
enterprises (SMEs). Moreover, female entrepreneurs are inclined despite their lack of knowledge
or experience (Goffee and Scase, 1985).

Palanivelu and Srividhya (2014) considered In current era women are providing the opportunities
to run their enterprises and become the job creator irrespective of job seeker. Male and female
entrepreneurial are facing different factors and challenges in starting enterprises. Working
women are facing conflict between family and enterprises, they are not financially strong, they
have lack of confidence. In confronting these problems women entrepreneurial can’t execute
their hidden potential in the field of enterprises and economic development. Many organization
are working on boosting up the confidence of women entrepreneurial by removing deficiencies
and by providing them proper access to information, technologies and to visualized the national
and international opportunities in enterprises. Finding suggested that if women are provided
proper support and effective canalization of resources they can prove themselves better than their
male counterpart.

Saeed et al. (2014) analyzed that how women entrepreneurs in Pakistan are facing problems like
lack of finances, lack of managerial skills, less knowledge about marketing are some of the
major ones. Finding suggested that women entrepreneurs in are not facing gender related
problems in selected universe,3 women participation in entrepreneurship is determined by their
educational status and working experience. In the whole the business condition is not favorable
for women entrepreneurs in selected universe. Researchers explored the social, cultural and
economic aspects of women entrepreneurship. Data has been collected from 120 women
entrepreneurs of urban area of Lahore, Pakistan. Quantitative research design has been adapted
for survey to understand the social, cultural and economic factors effecting on women
entrepreneurship. Data has been divided in three sections Demographic Characteristics,
motivational factors for enterprises and satisfaction level of women entrepreneurs.

Nandy and Kumar (2014) described that Socio-economic development of women is necessary
for the economic development of any country and society. Many women have the state of mind
of entrepreneurship. In India man are considered as a source of economic support of family and
women are considered as a care taker of family. Study suggested some of the main obstacles
faced by the women entrepreneurs in India are, expectation form family and personal
commitments, cast and religious divisions, male dominancy, lack of education, uncooperative
attitude of financial institutions, lack of experience and capacity to adopt new technologies in
business, lack of risk bearing capacity, inadequate managerial ability, mobility restrictions and
lack of self confidence.

Chaudhary et al. (2012) stated that women empowerment is associated with their level of
consciousness about their rights and economic empowerment. In many well-reputed universities
research centers has been established to identify the policy measure and to ensure the complete
integration of women in developmental efforts. Women empowerment has social, cultural,
economic, demographic, and psychological interlinked dimensions. Step toward empowerment
requires fundamental change in society and within household recognition women have been
allowed to makes reasonable decisions for themselves, their families, communities and the
world. Women empowerment is based on the control of women on material and human resources
it is not only the process but also the result of the process. The targets of women empowerment
can be attain through clear redistribution of power in genders, classes and nation. Women
empowerment also empowers men by providing them new energy, leadership, insight,
knowledge and improved equality of life. Integrated development approach, economic
development approach and integrated development approaches of women empowerment has
been investigated in this study. The researchers suggested that women’s can be empowered
through education, labour force participation, consciousness about their rights and by focusing
on integrated development.

Rashid and Abdullah (2013) stated that In Pakistan women population is larger then men
therefore women empowerment in corporate sector is very important for the economic
development of country. In the world of economics both genders are participating equally in
corporate sector but in Pakistan women empowerment is not very common. Women participation
in economic activities in increasing but women empowerment has not been recognized in
advanced countries too. The ratio of entrepreneurs leader is very poor among women due to poor
literacy rate, lack of confidence, poor family support, less risk taking abilities, lack of access to
credit system and various different reasons.

Shah (2011) Analyzed the role of women in the context of present day social and economic
system, results stated that self-confidence and self-respect in family and community is the result
of women experience as entrepreneurs. Privileged class women of the third world has emerged
as business and professional women these women are belonging form well-off households they
have their owned homes with basic necessities for comfortable life but them activates are more
dynastic rather than an indicator of basic social change, involving change in traditional role of
women in the society as a whole. The behavior, attitude and role performance of today’s women
has undergone basic changes but Pakistani women has not been such empowered to participate in
market economy independently. The emergence of women entrepreneurs among the lower and
lower middle income groups of urban Pakistan is a significant development. Women
entrepreneurial were found prosperous their houses were neat and clean, domestic environment
was peaceful. Researcher pointed out that increase in the earning had improved not only homes
but also attitudes of women. Lack of management and marketing skills did not allow women to
expand their business beyond a certain point.

Mat and Razak (2011) discussed that in entrepreneurial activities experience, education, and the
ability of risk taking are vital individual attributes of women entrepreneurs and credit is also
important for entrepreneurship, but the business and environmental factors like credit
accessibility is widely influenced on entrepreneurial activities then individual attributes, because
entrepreneurs have the ability to learn the individual attributes along with time. The
environmental constraints are creating great hindrance in women entrepreneurship. Findings
concluded that environmental factors are more influenced on women entrepreneurship then
individual attributes.

Afza et al. (2010) discussed that in Pakistan rural women’s enterprising behavior is widely
effected by the poor understanding of the process of entrepreneurship. Secondly poor ability of
managing the management and marketing affairs of business have adversely affected on growth
and predictability of women’s business. Study covers the enterprising behavior, capacity to
handle the marketing affairs and effecting factors on decision making of women entrepreneurs
220 women entrepreneurs were interviewed from two cities of Khyber Pakhtan Khawa to
determine enterprising behavior and capacity to handle the marketing affairs of business.

As much I found its conclude that, every researcher gave importance to the women
entrepreneurs, they research show that women are important part of the industrial society, they
show the efforts of entrepreneurial women on her life, how’s she efforts to become a successful
entrepenreneur.

Model:

Enterprising Behavior
of Entrepreneur

Handling Capacity of
Entrepreneurial Marketing
Growth

Factor Influencing
Decision Making

Hypothesis:
H1=EnterprisingBehavior of Women Entrepreneur has asignificant impact on
EntrepreneurialGrowth.

H2=Handling Capacity of Marketing has asignificant impacton EntrepreneurialGrowth.

H3=Factor Influencing Decision Making has a significant impact on EntrepreneurialGrowth.

Questionnaire:

 General Questions

1. Name: ______________________________________________________

2. Location: _____________________________________________________

3. Year of commencement of business?

a. 1980-1990 b. 1991-2000 c. 2001-2010 d. 2011-2020

4. Age of entrepreneur at the time of commencement of business:

a. Below 15 b. 15-25 c. 26-35 d. 36-45 e. 46 and Above

5. Educational qualification:

a. Illiterate b. Under Primary b. primary c. Secondary d. Matric e. Intermediate f. Graduation g.

Masters h. Doctorate and Above

6. Marital status:

a. Single b. Married c. Divorced b. widow e. separate

7. Reason for starting the business:

a. Perceived market opportunity b. Necessity c. Other

8. Problems perceived prior to the start of the business and problems experienced as business
through these years:
a. Financial b. Education c. Family support

d. Access to information. Environmental support

f. Others (specify): ______________

9. Do your family members help you to run the business?

a. Yes b. No

10. Nature of help:

a. Tackling day to day business problems b. Marketing of product c. Raw material

purchases

d. Spiritual & Moral Support e. Consultation & Advisory f. Other

• Enterprising Behavior of Entrepreneurship

1. Why you have selected this product:

a. Inherited b. Success of similar product in the market

c. Skill or qualification d. Perceived profitability of the product

e. Advice of family member f. Demand in the market g. Any other reason

2. Whether you have maintained proper accounts: (Financial Accounts)

a. Yes b. No

3. If no why?

a. No legal obligation b. Not necessary c. No skill

3. Do you feel that you can independently manage the financial and market affairs of your
business?

a. Yes b. No

4. Do you collect information from market?

a. Yes b. No

5. Are you satisfied with the present functioning of the business?

a. Yes b. No

6. Which of the following factors motivated you in conceiving the idea to start a business of your
own:

a. To gain higher social status b. Incentives offered by the state / government c. To gain higher
economic status d. Independent employment

e. Encouragement by Family f. Complying to family economic need

g. Others ________________

• Handling Capacity of Marketing

1. Do you believe that business plan is necessary for business?

a. Useful b. Essential c. Not necessary

2. The main product of your business:

a. At commencement _________ b. At Present ________________

3. Do you consider that product modification is essential?

a. For better profit b. To market the product c. For long business survival d. Do not know

4. Do you possess any product advantage over your rival producers in the market?

a. Yes b. No c. Do not know

5. What is your break-even point as a percentage of production capacity?

a. Below 40% b. 40 – 50 c. Do not know

6. Total capital employed:

a. Owner’s share RS (Equity). b. Borrowed RS. (Debt)

7. What is the present system of marketing?

a. Marketing through agents b. Selling through retailers c. Direct marketing d. Others

_______________

8. How is the selling price for your product is determined?

a. Myself with mark-upb. Agents determined the price c. Selling at the market price

d. Bargaining Power of Seller &Buyer e. Others ____________

• Factor Influencing & Decision Making

1. Do you find any financial problem?

a. Yes b. No

2. Nature of the Problem(s):

a. Shortage of working capital b. Discrimination c. Shortage of funds for expansion d.

Repayment of loan e. Others (specify) __________

3. What is essential for successful marketing?

a. Lower price b. Better quality c. Market awareness

4. Which of the following are the most frequent problems you have to face in your business:

a. Shortage of raw material b. Lack of market orientation

c. Government policies d. Family support

e. Competition f. Entrepreneurial behavior

g. Shortage of funds h. Access to information

I. Power failure j. financial assistance

29. Do your family or any member of the family influence your business decision?

a. Yes b. No
30. What is most important in your opinion for the success of business owned by women?

a. Business / Market awareness b. Family / social support

c. Experience in field d. Conducive working environment

e. sufficient capital f. hard work g. Awareness of Management

h. Others ______________