Vishwakarma Govt.

Engineering College,
Chandkheda, Ahmedabad

PRACTICAL-8
CASE STUDY ON CONCEPT OF ENTREPRENEURSHIP AND DETAILED PROJECT REPORT
FOR THE CHOSEN BUSINESS MODEL

Subject:- Basic of Industrial Engineering (3161907)

Prepared By:- OM R. BHAVSAR ( Enr. No. - 200170119505 )

CONCEPT OF ENTREPRENEURSHIP
 Entrepreneurship is the ability and readiness to develop, organize and run a business
enterprise, along with any of its uncertainties in order to make a profit. The most
prominent example of entrepreneurship is the starting of new businesses.
 In economics, entrepreneurship connected with land, labour, natural resources and
capital can generate a profit. The entrepreneurial vision is defined by discovery and
risk-taking and is an indispensable part of a nation’s capacity to succeed in an ever-
changing and more competitive global marketplace.

 Types :-
 Small Business Entrepreneurship
 Scalable Start-up Entrepreneurship
 Large Company Entrepreneurship
 Social Entrepreneurship

 Process of Entrepreneurship Development:-

 Discover - Any new process begins with fresh ideas and objectives, wherein the
entrepreneur recognizes and analyses business possibilities. The analysing of
opportunities is a risky task, and an entrepreneur looks out for inputs from other
persons, including channel partners, employees, technical people, consumers, etc. to
reach an ideal business opportunity. 

 Evaluation - The evaluation of an opportunity can be done by asking several

questions to oneself. For instance, questions like whether it is worth taking a chance
and investing in the idea, will it attract the consumer. A reasonable and sensible
 entrepreneur will also analyse his skills and whether it matches his entrepreneurial
objectives or not.
 Developing a plan - After the identification of an opportunity, an entrepreneur has
to build a complete business plan. It is the most important step for new business as it
sets a standard and the assessment criteria and sees if a company is working towards
the set goals.
 Resources - The next step in the process of entrepreneurial development is
resourcing. Here, the entrepreneur recognizes the source of finance and from where
the human resource can be managed. In this step, the entrepreneur also tries to find
investors for his new business.
 Managing the company - After the hiring process and funds are raised now its time
to start the operation to accomplish the desired goals. All the entrepreneur will
decide on the management structure that will be assigned to resolve the operational
problems whenever it occurs.
 Harvesting - The last step in this process is harvesting, where an entrepreneur
determines the future growth and development of the business.

 Characteristics of Entrepreneurship:
Not all entrepreneurs are successful; there are definite characteristics that make
entrepreneurship successful. A few of them are mentioned below:

 Ability to take a risk- Starting any new venture involves a considerable amount of

failure risk. Therefore, an entrepreneur needs to be courageous and able to evaluate
and take risks, which is an essential part of being an entrepreneur.
 Innovation- It should be highly innovative to generate new ideas, start a company
and earn profits. Change can be the launching of a new product that is new to the
market or a process that does the same thing but in a more efficient and economical
way.
 Visionary and Leadership quality- To be successful, the entrepreneur should have a
clear vision of his new venture. However, to turn the idea into reality, a lot of
resources and employees are required. Here, leadership quality is paramount
because leaders impart and guide their employees towards the right path of success.
 Open-Minded- In a business, every circumstance can be an opportunity and used for
the benefit of a company. For example, Paytm recognised the gravity of
demonetization and acknowledged the need for online transactions would be more,
so it utilised the situation and expanded massively during this time.
 Flexible- An entrepreneur should be flexible and open to change according to the
situation. To be on the top, a businessperson should be equipped to embrace change
in a product and service, as and when needed.
 Know your Product- A company owner should know the product offerings and also
be aware of the latest trend in the market. It is essential to know if the available
product or service meets the demands of the current market, or whether it is time to
tweak it a little.
 CASE STUDY ON MARUTI SUZUKI

 ABSTRACT:
 In this time of Globalization organizations are getting higher their generation
conduct in various nations. In this procedure creation faces shaft separated test
where social hindrance assumes a huge part.
 The organizations need to value the new commercial center culture and its
illuminating components which extremely matter for creation to plan advancement
procedure. This research has portrayed the social essentials that influence car
business roughly the world.
 In this technique utilized as a part of the course of discover the patterns and the
commercial center add to of the Indian auto compact industry.
 The explore takes dependent on account the went past to and portions of the
market with various renditions current the past and up and coming patterns in a
money related framework, and all the more particularly in an industry, to bring far
from home a target showcase examination. In this opposition, an advancement
approach must try at being just a single of its sorts, level of distinction-making and
change-make.
 To get hold of one of a kind furthermore, level of contrast favorable circumstances,
an affiliation must be alive inventive in its promoting approach.
 Today exceptional toward inventive promoting methodologies Maruti Suzuki has
end up being a standout amongst the most critical and biggest retailers of vehicle in
India. The fellowship has embraced a combination of Brand position, Advertising,
assignment procedures to arrest the market.

 INTRODUCTION:
 Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, was an Indian
government owned automotive manufacturer company, founded by Government of
India in 1981, headquartered in New Delhi, India. This company signed the license
and joint venture agreement with Suzuki Motor Corporation in 2 October, 1982. It is
now a subsidiary of the Japanese automotive manufacturer Suzuki Motor
Corporation. As of July 2018, it had a market share of 53% in the Indian passenger
car market.
Manufacturing Facilities

 Maruti Suzuki has two manufacturing facilities in India. All manufacturing facilities
have a combined production capacity of 1,200,000 vehicles annually. The Gurgaon
manufacturing facility has three fully integrated manufacturing plants and is spread
over 300 acres. The Gurgaon facilities also manufacture 240,000 K-Series engines
annually. The Gurgaon facility manufactures the Alto 800, WagonR, Ertiga, XL6, S-
Cross, Vitara Brezza, Ignis and Eeco. The Gurgaon facility also assembles the Jimny
starting from January 2021 solely for export markets. It was reported the Indian-
assembled Jimny will be exported to African markets and countries in the Middle
East.
  In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL) with
itself. SPIL was started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has
the facilities available for manufacturing diesel engines and transmissions. The
demand for transmissions for all Maruti Suzuki cars is met by the production from
SPIL.
 In 2017, the new Suzuki Motor Gujarat facility was opened. This third facility is not
owned by Maruti Suzuki, but instead wholly owned by Suzuki Motor Corporation.
Despite that, the plant supplied vehicles to Maruti without any additional cost.
Located in Hansalpur, Ahmedabad, the plant has the total annual capacity of 500,000
units.

 Organization structure at Maruti Suzuki:

 The organization structure of Maruti is somewhat inclined towards a mechanistic
structure but it cannot be called absolutely because of presence of high degree of
decentralization. It has a functional structure with horizontal linkages. The functional
divisions finance, marketing, sales focus on their respective functions. These
divisions are further divided into 29 divisions. The hierarchy consists of a divisional
head and then a departmental head.
 Mechanistic structure is suitable for those organizations which do not require
frequent changes in their processes and the environment is stable.