Project Finalcalchallenges

Financial Challenges Faced by Employees
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INTRODUCTION
1.1 Introduction to Startups
1.2 What is Startups
1.3 Startup action plans
1.4 Launch
1.5 About Green Soul Ergonomics
1.6 Types of Products
1.7 Types of Start-ups
1.8 Stages
1.9 Financing Cycle
1.10 Problems Faced
1.11 Why Startup Fails
1.12 Reason for failing
1.13 Avoid Failing
1.1 Introduction to Start Up

Startup India is a Government of India flagship initiative to build startups and nurture
innovation. Through this initiative, the Government plans to empower startup ventures to
boost entrepreneurship, economic growth and employment across India. India’s startup eco-
system has become a talking point for the entire world. With hundreds of innovative
youngsters choosing to pursue the path of entrepreneurship instead of joining multinational
corporations and government ventures, the business world has witnessed an explosion of
ground-breaking startups providing solutions to real problems at a mass level in the past
years. The paper discusses few issues and challenges that an Indian startup has to face and the
opportunities that the country can provide in the current eco-system.
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1.2 Why Start-Up India?

Startup India is about creating prosperity in India. Many enterprising people who dream of
starting their own business lack the resources to do so. As a result, their ideas, talent and
capabilities remain untapped – and the country loses out on wealth creation, economic growth
and employment. Startup India will help boost entrepreneurship and economic development –
by ensuring that people who have the potential to innovate and start their own business are
encouraged – with proactive support and incentives at multiple levels. Indian government is
serious in promoting entrepreneurship at the startup level and has taken a number of
initiatives to ensure appropriate support. In this aspect it is relevant to mention ‘Make in
India’ campaign introduced in September ’14 to attract foreign investments and encourage
domestic companies to participate in the manufacturing sector. The government increased the
foreign direct investment (FDI) limits for most of the sectors and strengthened intellectual
property rights (IPRs) protection to instill confidence in the startups. In order to make the
country as number one destination for startups, Government of India (GoI) has introduced a
new campaign called ‘Standup India’ in 2015 aimed at promoting entrepreneurship among
women and to help startups with bank funding. Another commendable and far reaching
initiative is ‘Digital India’ introduced in 2015 to ensure government services are made
available to every citizen through online platform that aims to connect rural areas by
developing.
1.3 Start Up India Action Plan
The Government’s Action Plan will help accelerate the growth of startups throughout India,
across all important sectors – in Tier 1, 2 and 3 cities, including semi-urban and rural areas –
and includes promoting entrepreneurship among SCs/STs and women communities. The
Startup India Action Plan was unveiled by Prime Minister Narendra Modi on 16th January,
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2016 to highlight several initiatives and schemes proposed by the Government of India to
build a strong eco-system to nurture innovation and empower Startups across India. The 19-
point Action Plan, organized by the Department of Industrial Policy & Promotion (DIPP),
focuses both on restricting hindrances and promoting faster growth by way of:
∙ Seir digital infrastructure which translates into a huge business opportunity for startups.
∙ Simplification and Handholding
∙ Funding Support and Incentives
∙ Industry-Academia Partnership and Incubation
1.4 Launch of Startup India Action Plan Startup India’s 19- Point Action
Plan
1. Self-certification compliance
2. single point of contact via Startup India Hub
3. Simplifying processes with mobile app and portal (for registration, filing compliances &
obtaining information)
4. Legal support, fast tracking & 80% reduction in patent registration fee
5. Relaxed norms of public procurement
6. Easier & faster exit
7. Funding support via a fund of funds corpus of INR 10,000 crore
8. Credit Guarantee Funding
9. Tax exemption on capital gains
10. 3-Year income tax exemption
11. Tax exemption on investments above Fair Market Value (FMV)
12. Annual startup fests (national & international)
13. Launch of world-class Innovation Hubs under Atal Innovation Mission (AIM)
14. Set up of country-wide incubator network
15. Innovation centers to augment incubation and R&D
16. Research parks to propel innovation
17. Promote entrepreneurship in biotechnology
18. Innovation focused programs for students
19. Annual incubator grand challenge.
1.5 What is Green Soul Ergonomics
A startup venture could be defined as, a new business that is in the initial stages of operation,
beginning to grow and is typically financed by an individual or small group of individuals. It
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is a young entrepreneurial, scalable business model built on technology and innovation

wherein the founders develop a product or service for which they foresee demand through
disruption of existing or by creating entirely new markets. Startups are nothing but an idea
that manifests into a commercial undertaking.The start up plans to accelerate its growth by
using these funds to finance its inventory and marketing spends. Thane-based direct-to-
consumer (D2C) startup green soul ergonomics on Thursday informed to have raised INR 1.5
crore from revenue based financier velocity in. This is the first round of external financing
the company has raised.Green soul manufactures ergonomic seating products that are
comfortable, durable, and designed to help people achieve the best posture.According to a
study, nearly 80 percent of Indians experience back pain at some point in their lives the
pandemic.The pandemic and the sedentary lifestyle that has followed as a result of work from
home have collectively further aggravated problems resulting from bad posture. These issues
harm mental health and consequently affect productivity. It is vital to have a seating setup
that is comfortable and conducive to productivity. Regular office chairs do not provide
adequate comfort and are not tailored to the unique shape and size of each person. Our
ergonomic chairs solve this problem," Ravi Khushwani, founder and chief executive officer,
Green Soul.The bootstrapped venture is now gearing up for its next leg of growth with
financing from Velocity.“In the beginning, it was difficult to sell our DIY furniture online
since it is a tangible product. But positive customer reviews and word-of-mouth helped us get
more customers on board. As people started working from home, they realized the need for a
comfortable seating setup. With this round of financing, we aim to build more inventory to
cater to demand from people who are building their work from home setup. We needed
capital for inventory and evaluated multiple revenue-based financiers before making a choice.
Velocity had the most holistic offering in terms of the amount of financing, data privacy and
speed of execution. The fact that the financing happens through a single partner and the data
is secured with bank-level encryption drove our decision-making. We are excited about
working with them and eager to see where this round of financing takes us," Khushwani
added. The online furniture market today constitutes only 3 per cent of overall furniture
retail; however, this sector is expected to grow at a rapid clip of 40 per cent per annum for the
next 5 years. Green Soul with its superior quality products and high brand recall is riding this
wave of growth."Green Soul is a fast-growing e-commerce brand with an impressive revenue
trajectory, good average order value and strong unit economics. Customers love their
products, which explains their phenomenal growth with minimal marketing spends and
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maximum word-of-mouth promotions. The pandemic and consequent shift to a remote-

working model worked in their favor, leading to a threefold jump in revenue in FY21 alone.
We are happy to collaborate with them and see how they utilize this round of financing to
achieve growth," commented Abhiroop Medhekar, co-founder and chief executive officer.
Ravi Khushwani, Founder and CEO, Green Soul, said, "It is vital to have a seating setup that
is comfortable and conducive to productivity. Regular office chairs do not provide adequate
comfort and are not tailored to the unique shape and size of each person. Our ergonomic
chairs solve this problem.” “In the beginning, it was difficult to sell our DIY furniture online
since it is a tangible product. But positive customer reviews and word-of-mouth helped us get
more customers on board. As people started working from home, they realised the need for a
comfortable seating setup. With this round of financing, we aim to build more inventory to
cater to demand from people who are building their work from home setup,” added Ravi.The
online furniture market today constitutes only 3 percent of overall furniture retail. However,
this sector is expected to grow at a rapid clip of 40 percent per annum for the next five
years.Green Soul is a fast-growing ecommerce brand with an impressive revenue trajectory,
good average order value, and strong unit economics. Customers love their products, which
explains their phenomenal growth with minimal marketing spends and maximum word-of-
mouth promotions. The pandemic and consequent shift to a remote-working model worked in
their favour, leading to a 3X jump in revenue in FY21. We are happy to collaborate with
them and see how they utilise this round of financing to achieve growth."The month of May
has started on a relatively positive note for the Indian startup ecosystem in terms of venture
capital inflow, even though the external environment remains uncertain with central banks
across raising interest rates and stock markets on a decline.
The online furniture market today constitutes only 3% of overall furniture retail, however this
sector is expected to grow at a rapid clip of 40% per annum for the next 5 years. Direct-to-
consumer (D2C) startup Green Soul Ergonomics has raised Rs 1.5 Cr from Velocity.in,
India's largest revenue-based financier. This is the first round of external financing the
company has raised.Green Soul manufactures ergonomic seating products that are
comfortable, durable, and designed to help people achieve the best posture. According to a
study, nearly 80% of Indians experience back pain at some point in their lives. The pandemic
and the sedentary lifestyle that has followed as a result of work from home have collectively
further aggravated problems resulting from bad posture. These issues harm mental health and
consequently affect productivity. Ravi Khushwani, Founder & CEO of Green Soul, identified
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a gap in the Indian ergonomic furniture industry as there were no trusted brands for
consumers. His personal experience with long working hours and posture-related problems
further fueled his determination to build for this niche. "It is vital to have a seating setup that
is comfortable and conducive to productivity. Regular office chairs do not provide adequate
comfort and are not tailored to the unique shape and size of each person. Our ergonomic
chairs solve this problem." The bootstrapped venture is now gearing up for its next leg of
growth with financing from Velocity. “In the beginning, it was difficult to sell our DIY
furniture online since it is a tangible product. But positive customer reviews and word-of-
mouth helped us get more customers on board. As people started working from home, they
realized the need for a comfortable seating setup. With this round of financing, we aim to
build more inventory to cater to demand from people who are building their work from home
setup." The online furniture market today constitutes only 3% of overall furniture retail,
however this sector is expected to grow at a rapid clip of 40% per annum for the next 5 years.
Green Soul with its superior quality products and high brand recall is riding this wave of
growth. Speaking about the round of financing, AbhiroopMedhekar, Co-founder & CEO of
Velocity.insaid, Green Soul is a fast-growing eCommerce brand with an impressive revenue
trajectory, good average order value and strong unit economics. Customers love their
products, which explains their phenomenal growth with minimal marketing spends and
maximum word-of-mouth promotions. The pandemic and consequent shift to a remote-
working model worked in their favour, leading to a 3x jump in revenue in FY21 alone. We
are happy to collaborate with them and see how they utilize this round of financing to achieve
growth. A Bengaluru-based fintech, is India’s largest revenue-based financier. The company
commenced operations in early 2020 and has since worked with over 500 e-commerce
businesses."We needed capital for inventory and evaluated multiple revenue-based financiers
before making a choice. Velocity had the most holistic offering in terms of the amount of
financing, data privacy and speed of execution. The fact that the financing happens through a
single partner and the data is secured with bank level encryption drove our decision making.
We are excited about working with them and eager to see where this round of financing takes
us”
1.6 Types of Products the Company Deals In.
1. GAMING CHAIRS
Green Soul Vision Gaming Chair
Green Soul Monster Ultimate(T) Gaming chair
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Green Soul Monster Ultimate (S)Gaming Chair

Green Soul Glance Gaming Chair
Green Soul Fiction Gaming Chair
Green Soul Beast Gaming Chair
2. OFFICE CHAIR
Green Soul Zoadic Pro High Black Mesh Office Chair
Green Soul Jupiter Superb High Back Mesh Office Chair
Green Soul New York Plus High Back Mesh Office Chair
Green Soul New York Health High Back Mesh Office Chair
Green Soul New York Mid Black Mesh Office Chair
Green Soul New York Superb High Back Mesh Office Chair
3. EXECUTIVE CHAIRS
Green Soul Vienna Mid Back Executive Chair
Green Soul Vienna High Back Executive Chair
Green Soul Verora Mid Back Executive Chir
Green Soul Verona High Back Executive Chair
Green Soul Elite High Back Executive Chair
Green Soul Elite Mid Back Executive Chair
4. BASIC CHAIRS
Green Soul Seoul-X Mid Back Basic Chair
Green Soul Seoul Back Basic Chair
In addition to the above products the company also deals in multipurpose tables as well
as other products.
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1.7 Types Of Start-Ups
● Six types of startups: -

i. Scalable startups
ii. Small business startups
iii. Lifestyle startups
iv. Buyable startups
v. Big business startups
vi. Social startups
In our modern world, where everyone strives to bring innovation, a good idea isn’t enough to
create a startup. To understand the features of different startups better, you need to review the
following six types.
Scalable startups :-
Companies in a tech niche often belong to this group. Since technology companies often have
great potential, they can easily access the global market. Tech businesses can receive
financial support from investors and grow into international companies. Examples of such
startups include Google, Uber, Facebook, and Twitter. These startups hire the best workers
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and search for investors to boost the development of their ideas and scale. When we imagine
startups that bring billion profits and hit all headlines overnight, we think of scalable startups:
Google, Twitter and Facebook are examples. Such startups rely on their owners’ belief that
some day they will thrive and develop into another giant. The owners are usually visionaries
that hope to change the world — and attract rich investors. The concepts with which such
startups are formed are powerful and the startups themselves tend to group together in
innovation clusters.
Small business startups :-
These businesses are created by regular people and are self-funded. They grow at their own
pace and usually have a good site but don’t have an app. Grocery stores, hairdressers, bakers,
and travel agents are the perfect examples. Small businesses are the most widespread type of
startups and make up the major part of any country’s economy. On the one hand, they do not
require too much capital and investment and therefore are easier to start up; yet on the other
hand, they do not usually bring a lot of profit and serve their owners to cater for their
families. They are not designed for scale, go largely unnoticed by investors and their
employees are either the family relatives of friends, but they create local jobs and by sheer
numbers they form the core of “entrepreneurship”.
Lifestyle startups :-
People who have hobbies and are eager to work on their passion can create a lifestyle startup.
They can make a living by doing what they love. We can see a lot of examples of lifestyle
startups. Let’s take dancers, for instance. They actively open online dance schools to teach
children and adults to dance and earn money this way. More than any other type of startups,
lifestyle ones are about passion as profession. Their owners usually try to generate profit by
living the life they love. The most common examples of such businesses are giving surfing
lessons or yoga classes by enthusiasts, starting a photo studio or a gym to serve other people
with the same interest and make money.
Buyable startups :-
In the technology and software industry, some people design a startup from scratch to sell it
to a bigger company later. Giants like Amazon and Uber buy small startups to develop them
over time and receive benefits. Buyable startups are companies that were started to be sold to
a larger company in the niche. Such companies are usually started with little capital,
developed and quickly sold off to other companies when their value peaks. As a result, their
owners earn several thousand to millions of dollars and are ready to use the revenue to redo
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business and earn more. Such startups usually involve web and application development with
the aim to be bought by internet conglomerates.
Big business startups :-
Large companies have a finite lifespan since customers’ preferences, technologies, and
competitors change over time. That’s
why businesses should be ready to
adapt to new conditions. As a result,
they design innovative products that
can satisfy the needs of modern
customers.Large companies despite
their seeming stability and large
revenues are constantly threatened by inventive and innovative competition from other large
organizations. Together with changes in customer tastes, new technologies and legislation
such competition can create pressure for more disruptive innovation. This means that
companies have to invest into improving efficiency and also fresh skills and structures,
requiring development of entirely new products that might be sold to new customers in new
markets.
Social startups :-
These startups exist despite the general belief that the main aim of all startups is to earn
money. There are still companies designed to do good for other people, and they are called
social startups. Examples include charities and non-profit organizations that exist thanks to
donations. For instance, Code.org, a non-profit organization, encourages school students in
the US to learn computer science. This type of startups involves usually some form of
charitable foundation. Their goal is to make the world a better place, but, unlike scalable
startups, their owners are not driven by the wish of wealth or power. In principle, these
startups can be organized as a for-profit, non-profit or hybrid and they usually depend on
donations from the likeminded people.
The 7 Characteristics Successful Startups Share
With all that said, what ultimately separates the startups who succeed from those who fail?
It turns out, the success stories do share common characteristics —
from exhaustively researching product-market fit, to focusing on what matters most, to
building engaged communities. For the remainder of this article, we'll be reviewing th
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characteristics that are common amongst successful startups - to help others learn from
those who have succeeded.
1. They Have Product-Market Fit
Selling a product or service customers actually want is important. The market must be willing
and able to pay for what you're selling. Seems straightforward, and obvious, yet many
startups struggle with defining their product-market fit. According to a CBI Insights report,
42 percent of failed startups surveyed attributed their failure to bad market fit. It's safe to
assume most of these companies did some kind of research before launching. Unfortunately,
that research probably did not cover a wide enough target market base to ascertain an
accurate picture of demand.
You may have a product or service that is initially well-received, only to later find out it
doesn't have the level of support you need to be successful. Successful startups know that an
initial idea or product concept may need to be adjusted as it rolls out. They continuously test
their assumptions and change course as needed. The sooner you nail down product
market fit, the better your foundation for success will be.
2. They Start With Small Test Markets
Conversely, just because you've found that your product or service is appealing to a large
market, doesn't mean you should tackle it all. At least, not to begin with. As PayPal cofounder
and early Facebook investor Peter Thiel recently told Stanford University students: "The
biggest mistake you can make as a young startup is going after a giant market from the get-
go. That signifies that you haven’t defined categories correctly. And you’re going to be
dealing with too much competition in one way or another." It's counterintuitive: you need a
product that covers a large market share, or you'll never be able to scale into a large company.
However, start small to fine-tune your process and ultimately get there. A classic tech
example of starting with a small market is Facebook. Mark Zuckerberg infamously launched
the site at Harvard, followed by a handful of other Ivy League universities. Later the
platform opened its doors to anyone in the country with a .edu email address. Long before
Facebook took over the world, the company was constantly innovating and adjusting to
feedback.
3. They're Passionate About Disruption
Successful startups are based on disruptive ideas. More than a buzzword, disruption is
changing the status quo in an existing marketplace. The phrase "disruptive technologies" was
coined by Harvard Business School professor Clayton Christensen.
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4. They Foster Awesome Company Cultures

Within a company's first two years, 50-to-60 percent of their employees will probably
quit, according to Forbes contributor Candida Brush. Their reason for quitting? It usually
comes down to poor management, which directly correlates with culture. Traditionally
speaking, a culture is nothing more than a set of beliefs shared by a community.
Therefore, an office culture is essentially made up of the assumptions held by
management about how (and why) work is done:
· Who are we as a business and as individuals?
· What do we believe in/stand for?
· How close should we
be with our coworkers?
· Should dogs be allowed at work?
The answers to questions like these ultimately determine the culture of your startup.
With the constant pressure to speed up product development and customer acquisition, it's no
wonder so many founders neglect culture. Cultivating a strong culture ultimately begins with
clarifying your values as a company, and then infusing those values into everything from
office policies to work environment. It's for this reason many founders choose shared tech
workspaces over traditional office settings. With limited time and resources, infusing yourself
within the kind of culture you want to replicate is a smart move.
5. They Take Feedback Seriously
Another quality of successful startups is their ability to adjust to feedback. Whether the
feedback comes from investors, advisors, mentors, or customers, successful startups extract
value from feedback to help improve their product, service, or business model. Ultimately,
it's a balancing act of knowing when to pivot and when to hold your ground. Savvy founders
form connections with mentors and advisors early on, developing relationships with those who
came before them to learn from their mistakes and success. One of the best ways to make those
connections is via coworking. Set up shop in a techcentric workspace, and you'll be connected
with individuals who understand the challenges you face.
6. They Have Focus
When starting from the ground up, especially with a small team, it’s easy to take on too
many projects at once. Unfortunately, this can kill your startup. As Y Combinator co-
founder Paul Graham writes, “Though the immediate cause of death in a startup tends to
be running out of money, the underlying cause is usually lack of focus.” One startup who has
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done a great job staying on track is BlaBlaCar. Unlike Uber, this French startup is meeting a
more niche transportation need: carpooling for long distance travel. BlaBlaCar connects
drivers with others who are traveling in the same direction — kinda like modern-day
hitchhiking. By focusing on their specific niche, the startup raised a $100 million round in
2014, and has now expanded to 20 million users in 18 different countries. By staying focused
on their target audience and product, the organization was able to clearly communicate what
makes them unique to investors. Translation: rapid growth. They Build Engaged
Communities Finally, the most successful startups think beyond customer acquisition and
work toward community building. Unable to rely on decades of brand loyalty, like their
established counterparts, they roll-up their sleeves and engage their target markets. A great
example of community building can be found at Product Hunt. The startup's massive online
following came from the company's founder personally engaging with their users on Twitter,
and inviting them to join the Product Hunt community when their products appeared on the
site. Luckily, there are many different forums for building engaged communities today. Social
media platforms, online forums, and messaging apps like Slack are all convenient tools
for directly engaging with prospects. The challenging part? How to get people interested in
the first place.
What it ultimately comes down to is knowing what your market most values
and facilitating a conversation around those values. How do you figure out what
your market values? Ask.
Why should anyone start a startup?
At a certain level, there's not much difference between building new products in a big
company and your own startup. That being said, the best reason to start a startup is to
solve a problem you're passionate about. Passion leads to excitement, ownership and the
motivation to stick it out when it gets tough. Startup vs Small Business: The Main Difference
While the difference between a startup and a small business is subjective, it often comes down
to the company’s growth goals and revenue forecast. Startups focus on disrupting markets and
driving top-line revenue at a fast pace. Small businesses, on the other hand, often set their
goals on long-term, stable growth in an existing market. If you work in the tech indu stry,
you’ve probably heard the term “startup” thrown around a lot. Especially if you live in a
tech hub like Silicon Valley, Hong Kong, or New York. You probably even know a few
people building their own startup —if you’re not building one yourself! Despite the fact that
hundreds of thousands of new startups are established every year in the US alone, many
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people still don’t understand the difference between a startup vs small business — and trust
me, the two are very different. To distinguish these two organizational entities, let’s take a
deeper dive into the definition of a startup.
A “Scalable” Startup Has The Intent To Become A Large Company

The first real difference between a startup vs small business is really the growth intent behind
the business. As Blank describes it, a scalable startup founder doesn’t just want to be her own
boss; she wants to take over the universe. From day one her intent is to grow her startup into a
large, disruptive company. She believes that she has come across the next “big idea,” one that
will truly shake up the industry, take customers from existing companies or even create a new
market. This stance is in stark contrast with the definition of a small business, which the
U.S. Small Business Administration (SBA) describes as “independently owned and operated,
organized for profit, and not dominant in its field.” A small business owner might be
starting a business that they believe solves a gap or provides a service within an existing
market —one that will provide steady, long-term revenue. Therefore, the driving force behind
the two business models is different: The intent of the startup founder is to disrupt the market
with a scalable and impactful business model; whereas the intent of the small business owner is
to be her own boss and secure a place in the local market. To be sure, the latter is the prevailing
model of entrepreneurship in the United States: grocery stores, delis, hair salons, plumbers,
electricians, etc. and their contribution to the local economy cannot be overstated. Small
businesses (those businesses with fewer than 500 employees) employ over 40 million workers.
However, for better or for worse, the ultimate motivation behind a small business is
fundamentally different from that of scalable startup.
A Startup Is Temporary
Another major difference between a startup and a small business? How long it plans to exist.
The organizational function of the startup is to search for a repeatable and scalable business
model. According to Blank, this means that a startup founder has three main functions:
To provide a vision of a product with a set of features.
To create a series of hypotheses about all the pieces of the business model: Who are the
customers? What are the distributions channels? How do we build and finance the company,
etc. To quickly validate whether the model is correct by seeing if customers behave as your
model predicts (which he admits they rarely do). Given this definition, it stands that once a
business model has been proven the function of the organization must shift to produce
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outcomes and execute said model; in many cases removing the agility and
innovation that once existed in the early days of the business.
1. A Startup Is Funded Differently
While both a startup and small business will likely start with funding from the
founder’s savings, friends and family, or a bank loan; if a startup is successful, it will receive
additional series of startup funding from angel investors, venture capitalist, and (if it’s
lucky) with an initial public offering (IPO). With each series of funding, the startup founder
gives up a piece of her company–this is called equity, and everyone who has it becomes
a co-owner of the company. Eventually, a startup may cease to exist as an independent
entity via a merger or business acquisition. To a small business owner, relinquishing control
would defeat the purpose of running their own business; however, for the startup it may be
necessary to sustain seemingly infinite growth. Although a startup vs small business are still
run by entrepreneurs (small business owners or not); the intent, primary function, and funding
of their respective business model’s are radically different. Watch Steve Blank describe the
difference further in the video below.
A Startup Assumes a Lot of Risk
A startup is trying to see if their vision of a product or service does indeed disrupt a market.
Though lots of research and time go into the pre-launch of a startup, entrepreneurs are
essentially making an educated bet that their idea is goin g to have traction in the market.
Oftentimes, it doesn’t. Investing your time and money into a startup is a huge risk. That’s not
to say small business owners don’t assume any risk either. In fact, 20% of small
businesses fail in their first year —though small business failure is often a result of cash
flow management and funding. But with a small business, there’s less of a risk that the
business idea won’t have a fit in the established market.
Startup India’s 20 Action Plan
•Self-certification Compliance
•Single Point of Contact via Startup India Hub
•Simplifying Processes with Mobile App and Portal (for registration, filing
compliances & obtaining information)
•Legal Support, Fast Tracking & 80% reduction in patent registration fee
•Relaxed Norms of Public Procurement
•Easier & Faster Exit
•Funding Support via a Fund of Funds corpus of INR 10,000 crore
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•Credit Guarantee Funding

•Tax Exemption on Capital gains
•3-Year Income Tax Exemption
•Tax Exemption on Investments above Fair Market Value (FMV)
•Annual Startup Fests (national & international)
•Launch of World-class Innovation Hubs under Atal Innovation Mission (AIM)
•Set up of country-wide Incubator Network
•Innovation Centres to augment Incubation and R&D
•Research Parks to propel innovation
Promote Entrepreneurship in Biotechnology
•Innovation Focused Programs for Students

•Annual Incubator Grand Challenge
•Launch of Startup India Action Plan
The Startup India Action Plan was unveiled by Prime Minister Narendra Modi on 16th
January, 2016 to highlight several initiatives and schemes proposed by the Government of
India to build a strong eco-system to nurture innovation and empower Startups across India.
The 19-point Action Plan envisages several incubation centres, easier patent filing, tax
exemptions, ease of setting-up of business, a INR 10,000 crore corpus fund, a faster exit
mechanism, among others.
Over 1500 CEOs, Startup founders and investors who attended the Startup India
launch included:
Mr. Masayoshi Son, CEO of SoftBank
Mr. Travis Kalanick, founder of Uber Mr. Adam Nuemann, CEO of WeWork Mr. Sachin
Bansal, founder of Flipkart Mr. Kunal Bahl, founder of Snapdeal Mr. Bhavish Aggarwal,
founder of Ola Mr. Vijay Shekhar Sharma, founder of Paytm
Support for Startup India
Startup India campaign has received worldwide support for its attempt to bring Startups to
the forefront of India's growth story. It allows entrepreneurs to focus on their core business
(instead of time-delaying regulatory compliances) – while empowering them with a strong
eco-system to support their creativity and growth.
Definition of a Startup (for the purpose of Government Schemes only)
A Startup means an entity: incorporated or registered in India not prior to five years with an
annual turnover not exceeding INR 25 crore in any preceding financial year working towards
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innovation, development, deployment or commercialization of new products, processes or

services driven by technology or intellectual property. The entity shall cease to be a Startup
if: it is formed by splitting up, or reconstruction, of a business already in existence its
turnover for the previous financial years has exceeded INR 25 crore it has completed 5
years from the date of incorporation/registration Further, the Startup shall be eligible for
tax benefits only after it has obtained certification from the Inter- Ministerial Board, set up
for such purpose.
Definition of Terms
Entity: Private Limited Company (under The Companies Act, 2013) or a Registered
Partnership Firm (under The Indian Partnership Act, 1932) or Limited Liability
Partnership (under The Limited Liability Partnership Act, 2008). Identification of businesses
covered under the definition: A business is covered under the definition if it aims to develop
and commercialize: a new product or service or process; or a significantly improved existing
product or service or process, that will create or add value for customers or workflow.
The mere act of developing products or services or processes which do not have
potential for commercialization; or undifferentiated products or services or processes; or
products or services or processes with no or limited incremental value for customers or
workflow would not be covered under this definition. In order for a “Startup” to be considered
eligible, the Startup should be supported by a recommendation (with regard to innovative
nature of business), in a format specified by DIPP, from an Incubator established in a
post-graduate college in India; or be supported by an incubator which is funded (in relation
to the project) from GoI as part of any specified scheme to promote innovation; or be
supported by a recommendation (with regard to innovative nature of business), in a format
specified by DIPP, from an Incubator recognized by GoI; or be funded by an Incubation
Fund/Angel Fund/ Private Equity Fund/Accelerator/Angel Network duly registered with
SEBI* that endorses innovative nature of the business; or be funded by GoI as part of any
specified scheme to promote innovation; or have a patent granted by the Indian Patent and
Trademark Office in areas affiliated with the nature of business being promoted relation to the
project) from GoI as part of any specified scheme to promote innovation; or be supported by a
recommendation (with regard to innovative nature of business), in a format specified by
DIPP, from an Incubator recognized by GoI; or be funded by an Incubation Fund/Angel
Fund/ Private Equity Fund/Accelerator/Angel Network duly registered with SEBI* that
endorses innovative nature of the business; or be funded by GoI as part of any specified
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scheme to promote innovation; or have a patent granted by the Indian Patent and Trademark
Office in areas affiliated with the nature of business being promoted * DIPP may publish a
‘negative’ list of funds which are not eligible for this initiative. Turnover: As defined under
The Companies Act, 2013 Inter-Ministerial Board: An Inter- Ministerial Board setup by DIPP
to validate the innovative nature of the business for granting tax related benefits Approval
from the Inter-Ministerial Board shall not in any manner, limit or absolve the entity(ies) from
any liability incurred in case of any misrepresentation/ fraud arising from submission of
such application and/or supporting such application.
MAKE IN INDIA
The Top 10 Startups In India.
1. ZOMATO
Zomato is one of the most well-known startups and perhaps one of the most successful food
tech startups around in India that has turned into an international business. Founded In: 2008
Offices In: Gurgaon, Haryana Total Funding: $755.6 Million.
2. OLA CABS
You may think Uber is causing a storm right now, but Ola Cabs is taking over India as we
speak. If you need a minicab in the India area, be sure to try Ola Cabs out. They are currently
competing with Uber, which says it all really! Founded In: 2010 Offices In: Karnataka,
Kormangala Total Funding: $3.8 Billion.
3. PAYTM
Another very successful startup. This startup is a payment service that allows people to pay
funds to each other. It is very similar to PayPal. While it’s not at that level yet, it still seems to
dominate all over India. Founded In: 2010 Offices In: Noida, Utter Pradesh Total Funding:
$2.2 Billion.
4. MYRA
Myra is an online pharmacy. Their selection of medicine can be delivered to your home at a
rapid rate. The company deals with over 1,000 transactions daily. They are backed by big
investors, and are making a lot of money at the moment. Founded In: 2015 Offices In:
Gurugram Total Funding: $7 Million.
5. CURE.FIT
CureFit operates a platform to a healthy power lifestyle and holistic cure across fitness, food,
and mental well-being. The Company offers both digital and offline experiences across
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fitness, nutrition, and psychological well-being through its three products: cult.fit, eat.fit and
mind.fit. Founded In: 2016 Offices In: Bangalore, Karnataka Total Funding: $174.6 Million.
6. FRESH MENU
Fresh Menu is another delivery service. Food will be cooked and delivered to you within
minutes. The company was founded in 2014. In 2016, they saw 3x growth when it came to
orders. This company is a clear example of how to grow. Founded In: 2014 Offices In:
Bengaluru, Karnataka Total Funding: $24.2 Million.
7. DUNZO
This famous Indian startup connects users to the nearest delivery partner who can make
purchases, pick up items from any store or restaurant in the city and bring them to you all by
just utilizing their app. They also offer a bike taxi service as well. Founded In: 2015 Offices
In: Bengaluru, Delhi, Gurgaon, Pune, Chennai and yderabad Total Funding: $29.6 Million.
8. DIGIT INSURANCE
At Digit Insurance, is a General Insurance company on a mission to make the complicated
insurance system transparent and straightforward for everyone through their platform. They
have insurance for Cars, Mobiles, Travel, and Jewellery as well. Founded In: 2016 Offices In:
Bengaluru, Karnataka Total Funding: $45 Million.
9. TREEBO HOTELS.
A newly startup company Treebo is India’s top rated budget hotel chain with 400 hotels in
over 70 cities that has grown fast since its launch in 2015. Founded In: 2015 Offices In:
Bengaluru, Karnataka Total Funding: $57 Million.
10. INCRED
Incred is a financial service group that leverages technology and data science to make
lending quick and easy. The idea behind Incred is their belief that traditional ways of lending
exclude the most that need it most because of outdated, rigid, and insufficient processes.
Founded In: 2016 Offices In: Mumbai, Maharashtra Total Funding: $116.9 Million.
Indian Startup Ecosystem Enablers are:
Startups in India have given rise to more startups. Enablers, accelerators, and incubators
are firms providing startups with growth advice and decision-making tools. From advising on
government policies to act as market catalysts, they grow the maturity of young
ventures.Enablers like NASSCOM and iSpirt bring together key stakeholders of the
ecosystem including startup incubators, accelerators, angel investors, venture capitalists,
support groups, mentors, and technology corporations.Their main aim is simply to provide
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funding and support for startups. Here are some examples with a brief history of the work
that they have been doing: NASSCOM 10,000 Startups: NASSCOM has come up with an
ambitious initiative called “10,000 Startups”, aiming to scale up the startup ecosystem in
India by 10x. The program is supported by Microsoft, Google, Intel, Verisign, and
Kotak.10,000 Startups aims to enable incubation, funding and support for 10,000 startups in
India over the next ten years. The program has been able to successfully impact 150+
technology startups, aiding in the raising of funds, acceptance into acceleration programs,
found customers, and on- boarded members through the initiative. iSPIRT: iSpirt is a think
tank dedicated to promote existing Indian software product companies. It is different from
NASSCOM, which is a trade body and an industry association. They are now looking at
replicating the success of Silicon Valley here in India and is being lead by pioneers
1.8 Stages Of Start Up:-
1. Seed Stage :-
The very business thought or an idea, maybe considered as seed stage of your business
lifecycle. Seed-stage companies will have to overcome the challenge of market acceptance
and pursue one niche opportunity which is in close vicinity. The business focus should be on
matching the business opportunity with its own skills, experience, and passions if the
individual is key. With no proven market or customers, the business will rely on cash sources
of owners, friends, and family and other potential sources including suppliers.
2. Start-Up Stage :-
A business now exists in legal terms. Products or services are in production, and you have
identified your first customers. At the start-up lifecycle stage, there are possibilities that you
have overestimated money needs and the time to market. You have to ensure not to burn
through what little cash you have. You need to learn what profitable needs your clients have.
Ensure establishing a customer base and market presence along with tracking and conserving
cash flow at the earliest possible time.
3. Growth Stage :-
At this stage, your Revenues and customers are increasing with many new opportunities and
issues. Profits are strong, but the competition is also growing. Dealing with the constant
range of issues demanding more time and money or predominant. Effective management,
new business plan and delegation of work to conquer are mandatory.
4. Established Stage :-
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At this stage, business is matured into a thriving company with a place in the market and
loyal customers. Sales growth is manageable and more routine. You can’t rest on your
popularity during this life stage, the market is relentless and competitive. You have to focus
on bigger Business status. Issues like the economy, competitors, or changing customer tastes
can change unpredictably. Product and productivity improvement to compete in an
established market calls for better business practices and automation or outsourcing. Your
own Profits, banks, investors, and government can prove to be a source of funds.
5. Expansion Stage :-
This stage is characterized by a new period of growth into new markets and channels. This
stage is the right choice of the small business owner to gain a larger market share and find
new revenue and profit channels. Looking for new markets requires planning and research.
Just focus on businesses that complement your existing experience and capabilities.
Unrelated Business verticals can be disastrous. Joint ventures, banks, licensing, new
investors, and partners have assured sources of Funds.
6. Decline Stage :-
Pandemics, unexpected changes in the economy, society, or market conditions can decrease
sales and profits. It may quickly quell small Entrepreneurs. A sudden drop in sales, profits,
and negative cash flow may be the biggest issue and lead to uncertainty as to how long the
business can support negative cash flow? Search for new opportunities and business ventures.
Cutting costs and finding ways to sustain cash flow is vital for survival. Suppliers, customers,
owners and Special packages from Government or banks can be the source of funding.
7. Exit Stage :-
It is a big opportunity for your business to cash out on all the effort and years of hard work.
Look for a profitable deal to sell your business. If there is a negative trend, it can mean
shutting down the business. Selling requires a realistic valuation. It may have been years of
hard work to build, but the real value in the current marketplace needs proper evaluation. The
biggest challenge is to deal with the financial and psychological aspects of a business loss If
you decide to close your business. Look at your business operations, management, and
competitive barriers to make the company worth more to the buyer after proper valuation.
Ensure legal buy-sell agreements along with a business transition plan. You must find a
business valuation partner and consult an accountant and financial advisers for the best tax
strategy while selling or closing out the business.
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1.9 Start Up Financing Cycle:-
The most crucial resource that any startup requires is funding, and it is the most challenging
part of running a startup business to find a right investor. There are several types of investors
coming to help at different stages to businesses that they find promising:
Let’s start with the very beginning of your startup. You have a rather vague idea of what
might become your business; maybe you have a concept or a working prototype. At this
moment, you are looking for opportunities to enhance your personal investment with external
funding. A pre-seed funding round is exactly for early stage product development of a
minimum viable product. The goal of funding at this stage is to maximize the future
fundraising opportunities through testing of the product, finding an optimal core team and
building beyond a prototype. The amount of money is usually relatively small because the
business is still in the idea or conceptual stage, but there are still several options depending
on the type of your startup.
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Personal savings:- To be honest, your personal capital will always be the first one to be
used. It is a quick decision because money is already on hand and you do not have to go into
debt or in search for investors immediately. However, entrepreneurs often seek out investors
because in many cases their personal savings simply aren’t substantial enough for their needs
or they do not want to gamble with money they earned.
Personal investors, or FFF a.k.a. Friends, Family and Fans:- A logical step for startups
owners is to rely on family, friends or close acquaintances for investment, particularly in the
beginning. This type of funding is the most popular at the pre-seed stage. However, there is a
limit to how many of these individuals can invest in startups because of their limited
resources.
Business angels:- While the previous types of investors offer help for all types of startups,
tech startups tend to have more options for funding. One of such options is to turn for help to
previous startup founders who decide to invest the money in other startups or investors that
despite not having a tech-related background back companies in the field in view of their
potential growth and current market situation. Contrary to Venture Capital firms, business
angels often invest their own money at riskier stages for startups, usually at the seed stage,
but also at the pre-seed one.
Accelerators:- The rise of tech startups has given birth to multiple startup accelerator
programs. They provide capital, mentorship and office space to teams in exchange for 5 to
10% of equity. If five years ago there were only a few of them, nowadays there’s an
accelerator in every single big European city.
At the seed stage, funding is necessary to a company running and to try to find a product-
market fit, to scale, to grow and to become a competitor in the current market place. Startups
have already validated their value proposition and have achieved a consistent and relatively
constant monthly revenue and their business is growing. The main providers of capital at this
stage continue to be business angels, plus super angels and to some extend early-stage
Venture Capital firms. However, in recent years more players have joined the game changing
the rules of the game and offering more options for getting funds.
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Super angels: These interlopers represent a hybrid between angels and Venture Capital
companies — the two investing models that have long led the startup funding. They raise
funds similar to venture capitalists but invest early like business angels. By being smaller,
faster, and less demanding than Venture Capital firms, super angels are getting first dibs on
the best new ideas.
Angel syndicates:- In this form of angel help, angels with good track records lead
investments in early-stage startups and allow other angels to co-invest by syndicating deals
with them. In this case, lead angel investors can choose without having to provide all the
capital. With getting help from several angels, startups can get more money and faster.
Crowdfunding: This is an alternative form of financing by raising small amounts of money
from a large number of people, often via the Internet. In the startup landscape, there are two
types of crowdfunding.
For hardware startups and creative projects there’s the type of crowdfunding sometimes
called called “reward-based”, where users can back the projects they like and get something
material in return (physical or digital products and services), receiving no equity from
startups. Charity crowdfunding campaigns for social startups fall into the same group — only
participants receive not a material reward, but a feeling for being a part of an action.
The other kind of startups crowdfunding is equity crowdfunding where backers (investors)
get equity in return, thus becoming shareholders of the companies able to participate in the
future returns. This type of investing is often carried by aggregator platforms that select
startups and invite backers to invest in them.
Startups that pass the seed stage and get to the stage of growth have already figured out their
product, their market and at this moment they need capital to scale, to improve distribution
systems or to establish a business model.
At this stage they pass several series, or rounds:
Series A, the beginning of the growth stage, still remain riskier for investors, given the
doubts surrounding the startups, their products and their teams.
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Series B are “all about scaling” when successful startups have an established user base and a
working business model and wish to expand.
Series C and later stages, show that startups have reached maturity with a working business
model and an expanding user base.
Startups at this point can receive investment from venture capitals and banks.
Venture capital firms:
Though some funding from venture capital companies might come already at the seed stage,
it is the growth stage, when a business begins to show significant revenues, that is dominated
by this type of investors. These investors are notable and usually invest a substantial amount
of money. They gain their returns through “carried interest,” or a percentage received as
compensation from the profits of a hedge fund or private equity.
Banks:
Banks are a classic source for business loans. However, startups owners will be required to
produce proof of collateral or a revenue stream before their loan application is approved.
Because of this, banks are seen as an option for established businesses.
Personal borrowing :- Is useful for entrepreneurs with particularly strong credit scores (700
or higher) and a high personal net worth. To obtain capital for their new business, these
individuals may take out a personal loan or apply for a new credit card. The risk (as with
borrowing of any type) is the possibility of falling behind on payments, lowering your credit
score and sinking further into debt.
Peer-to-peer lenders : A more recent development, this type of investors are individuals or
groups that offer funding to small business owners. Startup owners usually file an application
to companies specialized in P2P lending that match lenders with borrowers through online
services. Online operations allow for lower overhead and cheaper service comparing to
traditional financial institutions. As a result, lenders can earn higher returns compared to
savings and investment products offered by banks, while borrowers can borrow money at
lower interest rates.
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1.10 Problems Faced by Start Up’s

Some of the major issues and challenges are discussed below:
1. Financial resources Availability of finance is critical for the startups and is always a
problem to get sufficient amounts. A number of finance options ranging from family
members, friends, loans, grants, angel funding, venture capitalists, crowd funding etc are
available. The requirement starts increasing as the business progresses. Scaling of business
requires timely infusion of capital. Proper cash management is critical for the success of the
startups (Skok, 2016; Pandita, 2017). A recent report paints a gloomy picture with 85% of
new company’s reportedly underfunded indicating potential failure (Iwasiuk, 2016).
2. Revenue generation Several startups fail due to poor revenue generation as the business
grows. As the operations increase, expenses grow with reduced revenues forcing startups to
concentrate on the funding aspect, thus, diluting the focus on the fundamentals of business.
Hence, revenue generation is critical, warranting efficient management of burn rate which in
common parlance is the rate at which startups spend money in the initial stages. The
challenge is not to generate enough capital but also to expand and sustain the growth.
3. Team members Startups normally start with a team consisting of trusted members with
complementary skill sets. Usually, each member is specialized in a specific area of
operations. Assembling a good team is the first major requirement, failure to have one
sometimes could break the startup.
There are a number of support mechanisms that play a significant role in the lifecycle of
startups which include incubators, science and technology parks, business development
centers etc. Lack of access to such support mechanisms increases the risk of failure.
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5. Creating awareness in markets Startups fail due to lack of attention to limitations in the
markets. The environment for a startup is usually more difficult than for an established firm
due to uniqueness of the product. The situation is more difficult for a new product as the
startup has to build everything from scratch.
6. Exceed customer expectations The next most important challenge is gauging the market
need for the product, existing trends, etc. Innovation plays an important role, since, that the
startup has to fine-tune the product offerings to suit the market demands (Skok, 2016). Also,
the entrepreneur should have thorough domain knowledge to counter competition with
appropriate strategies. Due to new technologies that are emerging, the challenge to provide
over and above an earlier innovation is pertinent.
7. Tenacity of founders Founders of startups have to be tough when the going gets tough. The
journey of starting a venture is fraught with delays, setbacks and problems without adequate
solutions. The entrepreneur needs to be persistent, persuasive, and should never give up till
he/she achieves desired results.
8. Regulations Starting a business requires a number of permissions from government
agencies. Although there is a perceptible change, it is still a challenge to register a company.
Regulations pertaining to labor laws, intellectual property rights, dispute resolution etc. are
rigorous in India.
9. Lack of mentorship: Lack of proper guidance and mentorship is one of the biggest
problems that exist in the Indian startup ecosystem (Choudhury, 2015). Most of startups have
brilliant ideas and/or products, but have little or no industry, business and market experience
to get the products to the market. It is a proven example that a brilliant idea works only if
executed promptly (Mittal, 2014). Lack of adequate mentoring/ guidance is the biggest
challenge which could bring a potentially good idea to an end.
10. Lack of a good branding strategy Absence of an effective branding strategy is another
issue that prevents startups from flourishing at a faster pace. Hemant Arora, Business Head-
Branded Content, Times Network opines that branding demands paramount attention as it
gives an identity and occupies a space in the consumer minds (Choudhury, 2015).
Opportunities for Startups In spite of challenges and problems that start
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1.11 Why Start Up’s Fail :-
The Small Business Administration (SBA) defines a small business as an operation with
fewer than 500 employees. That means there are a lot of businesses out there that are
technically “small” even though they seem very large. These small businesses, as per the
definition, make up 47.1% (latest information as of 2017) of the working population in the
U.S., so their growth and success are vital to the U.S. economy.1
There are currently 31.7 million small businesses in the United States, which make up 99.9%
of all U.S. businesses.1 Many small businesses start up every month but the failure rate is
high. As of 2021, 20% failed in the first year, 50% within five years, and 65% within 10
years.2
1.12 Reasons for Failing
If you poll former business owners, you will get a wide variety of reasons as to why their
businesses failed.
Money Ran Out: This widely given reason doesn’t really explain why a business failed. The
money ran out because it stopped coming in, so why did the cash flow dry up? Was it due to
poorly managed costs or because sales weren't high enough? Money running out also relates
to an inability to obtain financing or further financing needed to sustain a business, especially
in the early days, until a business can start generating profits.
Wrong Market: Too many people try to start a business targeting everyone as their
demographic. This doesn’t work out well. Next, they try to target everyone in their town.
Again, too broad. The more narrowly defined your niche is, the easier it will be to market to
the right audience.
Lack of Research: You have to know what your customers want. Too many would-be
entrepreneurs go into the market thinking they have a great service or product to offer, but
they fail to realize that nobody wants that service or product. By doing your homework and
researching your market, you will know exactly how to meet your potential customers’ needs.
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Bad Partnership: Often, when starting a business, a partner is needed. One of you is an
expert in one area, and the other is an expert in another one. Your ideas for the company will
conflict, and without a clear resolution, it starts internal strife. You work harder and your
partner works less, but your partner thinks they are working harder than you. Ultimately, the
business dissolves because the partnership didn’t work. By having a clear business plan that
lays out the duties of each partner, you can avoid most conflicts before they even arise.
Bad Marketing: It could be said that a business boils down to two aspects: marketing and
bookkeeping. If you excel at both, it doesn’t matter what you are selling or offering because
someone will buy it. The sad truth is that most entrepreneurs know their craft and little else.
Instead of fumbling through your marketing campaign, hire out that aspect of your business.
It costs money, but if done right, it will bring in much more than what you spent.
Not an Expert: Too many entrepreneurs start their business because they need a job. They
have a vague idea of what they are doing, and they think that because they’re better than their
peers, they should make a living doing it. The sad truth is that without business skills and real
expertise, these entrepreneurs are destined to struggle.
1.13 How to Avoid Failing
It seems that most businesses are destined for failure. But there are key points to not
becoming one of the 20% that fails right off the bat.2
Set Goals: Know exactly where you need to be and where you want to be. Without a goal,
you’re just wandering aimlessly.
Research: Know everything about your market. Know what customers want. Know that they
will pay $9 but not $10. Know their incomes, their desires, and what makes them tick. The
more you know, the more you can pitch to them.
Love Your Work: If you don’t love what you do, it will show. You must be passionate about
your business, or it will just be a job.
Don’t Quit: No matter how great of a business you have, you are going to have downtimes.
There will be periods when things are dragging along and you question your decision to
embark on this path. This is a time to put in extra hours, press harder, and make it work.
The Bottom Line
Many startups fail within the early years, indicating that many things need to go right for a
business to succeed. Fortunately, you can be one of the 80% that thrive in the first year.2 To
do this, you need to follow the tips outlined above, and, most importantly, you have to test
your idea, do your homework, and make sure it will work before you jump in with both feet.
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RESEARCH METHODOLOGY
2.1 Research Methodology
2.2 Research Design
2.3 Sampling Design
2.4 Target Population
2.5 Objectives
2.6 Significance of Study
2.7 Statement of Problem
2.8 Period of Study
2.9 Sampling Framing
2.10 Sample Size
2.11 Data Collection
2.12 Area of Study
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CHAPTER II
RESEARCH METHODOLGOY
2.1 Introduction of Research Methodology: -
Research may be very broadly defined as systematic gathering of data and information and its
analysis for advancement of knowledge in any subject. Research attempts to find answer
intellectual and practical questions through application of systematic methods. Webster’s
Collegiate Dictionary defines research as "studious inquiry or examination; esp: investigation
or experimentation aimed at the discovery and interpretation of facts, revision of accepted
theories or laws in the light of new facts, or practical application of such new or revised
theories or laws". Some people consider research as a movement, a movement from the
known to the unknown.
2.2 Research Design
A Research Design is the specification of method and procedure for acquiring the
information needed. It is the overall operational pattern or framework of the project that
stipulates what information is to be collected from which source by what procedure. Research
Design denotes the description of research design. The aim was to collect relevant
information which fulfills our requirement and can be analyzed at a later stage of study
without any problem. This was to be done in minimum expenditure and least effort and in set
periods of time.
For my research, I select “Descriptive research design” to study on Financial Challenges
Faced by Employee’s in regards Green Soul Ergonomics.
The main purpose was to know the financial challenges faced by employees and how they
overcome those challenge’s so that it can add up some benefits to the study & get a detailed
view for the same.
2.3 Sampling Design:
Non-Probability sampling method is used for study.
This study covers only the respondents who are residing in the geographical location of town
to the best of the knowledge.
The result of the study will help the reader to know about the Financial Challenges Faced by
Employee’s in regards Green Soul Ergonomics.
2.4 Target Population:
The target Population is 100 was used for Questionnaires out of which everyone responded.
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2.5 Objectives of the study

To understand the concept and origin of Start Up’s
● To identify various government initiatives for the development of startups.
● To analyze the growth and opportunities of startups
● To understand the various financial problems/challenges faced by the employees.
● To study the possible solutions to the financial challenge’s faced by employees.
2.6 Significance of the Study

Starts ups have played and continue to play significant roles in the growth, development and
industrialization of many economies all over the world. Startup is flagship initiative of the
government of India, intended to build a strong ecosystem for nurturing innovation. Startup
will drive sustainable economic growth and generate large scale employment opportunities
and minimize unemployment.
2.7 Statement of the Problem
The emergence of startup wave in India is a relatively a new phenomenon. Today India is
undergoing a fundamental shift with entrepreneurship and innovation is being primary
catalyst in job creation and solving everyday problems. A decade ago, there is to be only a
handful of startups such as Make My Trip.com and Naukari.com. But, now with the success
of such as Flipkart, Quicker, Practo, Zomato and Inmboi, the Indian startup eco-system has
indeed come a long way.
2.8 Period Of Study:
It is the period of time for which the survey or study is to be done. I have done a survey for 8
weeks.
2.9 Sample Framing:
Sample unit: The population considered for the purpose of the survey was people residing of
Ulhasnagar City.
Sampling Technique Used:
Since the information required was not of a very technical nature and also looking at the
scope of the project and the extent of the target segment, the sampling technique employed
was simple random sampling. I administered the questionnaires.
Sampling Description:
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In order to understand the nature and characteristics of various respondents in this study, the
information was collected and analyzed according to their socio economic background which
included the characteristic of their respondents like education, age, profession and monthly
income. This description shows that respondents included in this survey belong to different
backgrounds and this turn increase the scope of the study.
2.10 Sample Size:
I have restricted the sample size to 100 respondents. This was done keeping in mind the time
constraints and the fact that this number would be enough to serve the information needs
required to show the tracts.
2.11 Data Collection:
This Project consist of two Parts:
The first part is a study of the start up’s, Role of start up’s, types of start up in the modern
system using secondary data sources. This secondary information has been sourced from the
internet and from business related magazines and newspapers.
The second part of the study has been done using an exploratory research process and a
structured questionnaire was developed for this purpose. For the collection of primary data
this was the only method used. The reason I used this method is because a need was felt for
the free influx of information about the products. Also, this method allowed the use of skills
gained in class.
Analysts and Interpersonal Of Data
FORMAT OF QUESTIONNAIRES:
Questionnaires: A questionnaire consists of a set of questions presented to respondents for
their answers. Closed Ended: Pre-specify all the possible answers and are easy to Interpret
and Tabulate.
STRUCTURE OF QUESTIONNAIRES DESIGN:
Close ended Questions: To know the choice of the people regarding various matters.
Dichotomous Questions: Which has options answers like Yes or No or May be, Agree or
Strongly agree or Neutral or Disagree or Strongly disagree, Good or Very good or Excellent
or Fair etc.
Multiple Choice Questions: Where respondents are offered more than two choices. This is
done to know the choice of the employee’s regarding different matters.
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2.12 Area of Study:
The data had been collected from ULHASNAGAR. Ulhasnagar is a town located in the
Thane district of Maharashtra state in Konkani division, located about 55 km from
ChhatrapatiShivajiMaharaj Terminus railway station. This city is part of Mumbai
Metropolitan Region managed by MMRDA. It had an estimated population of 506,098 at the
2011 Census. Ulhasnagar is a municipal town and the headquarters of the Tahsil bearing the
same name. It is a railway station on the Mumbai-Pune route of the Central Railway Zone.
Ulhasnagar is situated 58 km from Mumbai. Originally known as Kalyan Military transit

camp, Ulhasnagar was set up to accommodate 6,000 soldiers and 30,000 others during World
War II. There were 2,126 barracks and about 1,173 housed personal. After the partition of
India, over 1, 00,000 Sindhi Hindus refugees from Sindh, Pakistan were relocated to the
deserted military camps five kilometres from Kalyan. The area was converted into a township
in 1949 and foundation ceremony took place on 8 August 1949. The Governor-general of
India, C. Rajagopalachari named the town Ulhasnagar (literally 'city of joy'; ulhas=joy;
nagar=city) and he also laid the foundation stone for the township. It was called Ulhasnagar
because of its close proximity to Ulhas Plateau and its valley.
A suburban railway station was built in 1955. In January 1960, Ulhasnagar Municipality was
formed, with Arjun K. Ballani as first chief, and a municipal council was nominated. In 1965,
elections were first held in this council. In the late 1970s, Ulhasnagar was a town settled
mainly by Sindhi refugees. Now this 28 square kilometre area has 389,000 people of Sindhi
descent, the largest enclave of Sindhi's in India. The town lies outside Mumbai city but within
the Mumbai Conurbation. In 2010, the estimated population of Sindhi Hindus in Ulhasnagar
was 400,000.There are a number of criminal gangs in town working under the patronage of
political parties. Also for many illegal building projects in 1990s, politicians started to charge
money to look the other way.
The town covers an area of 13 square kilometres and is divided into 285 blocks. It is a centre
for the production of rayon silk, dyes, ready-made garments, electrical / electronic appliances
& confectioneries. The total length of existing Roads & Streets in the town measures 352
kilometres. The town is served by underground & open surface drainage, night soil being
disposed of by septic tank latrines. The town gets a protected water supply through MIDC.
Sanctioned Water Quota at various tapping points is 112 MLD. Fire-fighting service is also
available in the town. 60 private hospitals with a total bed-strength of 840 beds 3 Government
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hospitals with total bed strength of 356 beds, 255 dispensaries / clinics, 100 RMP and a
family planning centre cater to the curative and preventive health needs of the town
population.
Ulhasnagar has number of small businesses manufacturing denims. Some of the

manufacturers export jeans worldwide from Ulhasnagar. The city is also known for its
furniture market, cloth market and electronic market. Apart from this Ulhasnagar has various
small scale manufacturing units which produce confectionery, textile weaving, furniture,
printing press, etc. According to the 2011 Census of India,Ulhasnagar had a population of
506,098. Ulhasnagar is the 22nd biggest city in Maharashtra and 88th in the country.
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REVIEW OF LITERATURE
3.1 Review of Literature
3.2 Gap Analysis
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CHAPTER III
LITERATURE REVIEW
3.1 Literature Review:

Pradhan and Hati, (2017) :- Research has been conducted to examine the influence
of employee welfare (i.e. meaning, skills, self-identification and effects) on
psychological empowerment. Attempts have made to investigate the interim role of
satisfaction in the relationship between wellbeing and empowerment of employees.
The study considered 96 sample and randomly selected Indian service sector
managers collected data. The final result of the study showed that the wellbeing of
staff was positive about the capacity of employees. Happiness has been a crucial
mediator between the well-being and empowerment of worker
Shareena, Shahid, Mahammad. (2020) :- The COVID-19 pandemic has converted
the concept of 'Work from Home' (WFH) into strictly applied, formally enforced
legislation. The WFH meaning established from all fields, from IT to teaching. The
idea of WFH has become a new concept for most workers, as COVID 19 forced
almost everyone in all sectors to work from home for the first time. The focus of this
article is to learn about the experience of staff at work from home in relation to work
in offices, since employees are experiencing new conditions. The study found that the
readiness to work at home depends entirely on the presence of children at home,
secure quarters, a secure home atmosphere and strong internet connectivity.
Grant Thornton (2016) [2] :- The startup business as an organization which is an
entrepreneurial venture/a partnership or a temporary business organization engages in
development, production or distribution of new products/services or processes.
Institute for Business Value (IBV) (2018) [3] , India is booming with young
entrepreneurs and start-ups but more than 90 per cent of start-ups in the country are
failed because of, lack of innovation, non-availability of skilled workforce and
insufficient funding are the main reasons for the high rate of failure. Nipun Mehrotra
(2018) [4] , “The Indian start-up community, ranked third globally in terms of number
of start-ups, has been creating new job opportunities and attracting capital investment.
We believe that start-ups need to focus on societal problems, including healthcare,
sanitation, education, transportation, alternate energy management and others, which
would help deal with the issues that India and the world face. These require
investments in deep technology and products which are built to scale globally.
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Williams (1983) :- Theorized economic well-being as a function of material and non-

material aspects of one’s financial situation. To identify economic well-being, she
included money income, real or full income, agreement about distribution, and
psychic income or perceived adequacy of income as independent variables.
Fergusson, Horwood, and Beautrais (1981) described economic well-being with the
level of financial inputs, such as income and assets.
Hayhoe (1990) :- He observed that “economic well-being is an individual’s
perception of satisfaction with their financial situation” (p.119). Porter (1990)
defined financial well-being as “a sense of one’s financial situation that is based on
objective attributes and perceived attributes that are judged against standards of
comparison to form evaluated attributes of that financial situation” (p.22). Porter and
Garman (1993) asserted that financial well-being depends upon an individual’s
perceived objective attributes of the financial situation after comparing it with certain
financial standards of comparison as well as objective and subjective attributes of the
financial situation. They assumed financial well-being to be a function of
personalcharacteristics, objective attributes, perceived attributes, and evaluated
attributes of the financial domain.
Draughn, LeBoeuf, Wozniak, Lawrence, and Welch (1994) :- They discussed
economic well-being as consisting of three components: financial adequacy,
perceived economic well-being, and satisfaction with level of living. Financial
adequacy was an objective assessment of adequacy of income to meet overall
economic survival. Perceived economic well-being was defined as a subjective
assessment of overall economic survival. Satisfaction with level of living reflected
the perception of ability to meet financial demands for needs.
Chokhani (2017) :- The Challenges Faced by Startup Companies Skilled talent is
hesitant to join start-ups, as they have witnessed in the past mass firing and
downsizing. Raising the capital has been a long drawn challenge for start-ups. In
startups employment is uncertain due to companies reaching scale and then
downsizing for better efficiencies, the industry is saturated with such examples. Angel
investment and seed investment is easier to find, as the amounts are smaller, it has
gotten much tougher to go for later stage rounds, as companies burn too fast and do
not look at unit economics. Rigorous survey of the literature was done for studies and
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research papers on Challenges and issues of Startups in India. These are presented as
below:
Goel (2018):- It is cited some Challenges and Issues, such as culture and awareness,
Social issues, Technology infrastructure, Financial Issues, Sustainability Issues,
Regulatory Issues.
Madhvapaty& Rajesh (2018) :- They addressed the Challenges of HR Tech Startups
such as failure to lay groundwork for adoption by employees. While there are diverse
products and technologies in the market, the core challenge is to find the right
product-market fit.
Shukla, Chauhan & Saumya, (2018) :-In their study presented a formally structured
representation of the issues faced by female entrepreneurs in a manner which is
mutually exclusive and collectively exhaustive. In the context of emerging economies
in fast-developing nations such as India. Singh (2018) identified the Challenges for
Indian Startups as, Sustain growth, be profitable, create real businesses. Kamaldeep
(2017) presented some Startup business challenges and opportunities for Startups. In
India, the opportunities for the start-ups are immense, but so are the challenges.
Chokhani (2017) stated that, it will take combined efforts from the government and
the start-ups to overcome these challenges
Sunanda (2017):- They argued about managing the Startups to avoid failures
through case study on zomato and redbus. Thoroton (2016) explained the challenges
like Culture and Awareness, Social, Technology infrastructure, Financial,
Sustainability, Regulatory Issues, Multi window clearances. Jain (2016) stated
Problems in Indian markets are that they are unorganized and fragmented. There is a
lack of unambiguous and transparent policy motives, lack of communications sources,
lack of knowledge and exposure.
Sarangi (2015) :-Reasons of why do most Indian Startups fail? To make Indian
Startups actually work, it is necessary to add more constraints to the money supply.
An unbridled supply of money is not exactly the best way to go forward. Ravi (2015)
explained that a combination of increasing population, growing internet usage and
mobile penetration, growing economy, being a major mobile market and
exponentially increasing online retailing set the stage for India to be one of the biggest
Startup destinations.
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Sharifi & Hossain (2015):- They stated the various financial challenges faced by the
Startups in India. Also depicts the difficulties faced by the Startups at the initial stage.
The major findings are major leap in technology have led investors to raise the bar
Keeping in mind the importance of the subject and the research gaps therein, we have
undertaken this study with the main aim to address the important issue of
understanding the challenges and issues faced by Startup companies in India.
Buckley Marie, Cowan Cathal, McCarthy Mary (2007), had researched about the
RTE food industry in Great Britain: Convenience Food Lifestyle (CFL) sections.
According to the researchers, RTE foods enabled the customer to reserve time and
energy in food actions, connected to shopping, supper planning and cooking,
ingesting and after-meal actions. The aim of this study was to understand the
approaches and constant behaviour of food customers in Great Britain which would
be on the basis of an analysis of their convenience food lifestyle (CFLs). It also
reported that the application and development of a segmentation technique that can
supply information on consumer attitudes towards convenience foods. The key drivers
of growth were highlighted in Great Britain market and the convenience food
market was also examined. Segmentation analysis was conducted, on the basis of the
twenty luxury lifestyle features, recognised four CFL sections of customers: the 'food
specialists' (26%), the 'home food preparers' (25%), the 'kitchen avoiders' (16%) and
the 'convenience-seeking consumers' (33%). In specific, the 'kitchen evaders' and the
'convenience-seeking consumers' were recognised as luxury-seeking sectors. This
study provided an explanation of the standard of living of foodstuff buyers in Great
Britain, and provided food producers with a vision into what would encourage people
to buy luxury foods.
Watson Lisa and Spence Mark (2007) had researched about the causes and
consequences of emotions on consumer behaviour. The researchers stated that the
consumers can be emotionally charged. In order to understand the consumer
behaviour it was very necessary to recognise these emotions. This purpose was solved
by cognitive appraisal theory. This paper tried to rectify the shortcomings. The
research attempted to provide an existing review of cognitive appraisal theories of
emotions, which makes translucent the looseness in terminology and modifications in
theoretical viewpoints that presently exist. The findings of the research stated that
four appraisals were offered that appeared capable of implicating explicit emotions
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and their effects on consumer behaviour. Further, it was added that the appraisals
advanced were result dependent that would incorporate satisfaction and goal
consistency, agency which included accountability and controllability, fairness, and
conviction. Additionally, sample proposals regarding the way in which cognitive
appraisals affect information processing comprehensiveness had also been delivered.
The researcher also highlighted the scope for future study and stated confounds that
should be taken into consideration.
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Doris T. Hicks, Lori F. Pivarnik, Ryan McDermott, Nicole Richard, Dallas G.

Hoover and Kalmia E. Kniel (2009) had researched about the customer consciousness
and readiness to pay for high-level handling of RTE food. According to the researcher
marketable, non-thermal treating of food, such as increase hydrostatic-pressure
processing (HPP) had increased. The people were not aware about the security and
quality of foods manufactured by hydrostatic-pressure processing. A review was
conducted to examine consciousness of substitute food handling techniques, customer
food safety approaches and information and inclination to pay for HPP products.
The study evaluated information of HPP, approaches about novel food handling
methods, willingness to pay for HPP foodstuffs and demographics. Majorly most of
the demographic features replicated the United States census population. The findings
showed that traditional methods like tinning, freezing and warm through microwave
were documented by about 80% of consumers, and about 8% were familiar with
HPP. Inclinations directed that a rise in age, learning, and income replicated greater
food safety knowledge. 39% of respondents indicated that they would be willing to
spend an additional cost, if there is a rise in the income and education. Majority of the
respondents were willing to pay a sum of $0.25 to $0.50 irrespective of the value of
the food product. The researchers believed that innovative techniques frequently
encountered a block of uncertainty in customer acceptance.
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Jorge H. Behrens, Maria N. Barcellos, Lynn J. Frewer and T.P. Nunes (2009),
had researched about the consumer purchase habits and views on food safety. The
research was carried out in Brazil. São Paulo, the major consumer market in Brazil
was evaluated to observe the attitudes of people towards food safety. Sessions were
conducted with 30 people to understand the factors accountable for food preferences
and consumptions. An inclination for hypermarkets over street shops, for the diversity
of foods, suitability and sureness in the safety reassurance was observed in the
findings. On the contrary, the ‘‘naturalness” of the goods in the street bazaars was the
primary purpose for consumptions in those areas. Consumers displayed apprehensions
in relation to additives used in food dishes, hormones and insecticides – technical
rather than ‘‘natural” threats. Slightly processed and RTE were treated as convenient
foodstuffs meeting the expectation for time/energy-savings in the pantry, although
doubt about freshness and health safety was brought up amongst customers. Absence
of knowledge concerning possibly hazardous behaviours was witnessed, as well as
regarding processing and storing of foods in the local atmosphere. To conclude, the
research suggested that Brazilian controllers must generate additional operational risk
communication and the detailed data of consumer’s genuine perception.
Marcia Dutra de Barcellos, Luis Kluwe Aguiar, Gabriela Cardozo Ferreira and
Luciana Marques Vieira (2009), had researched about the readiness to attempt novel
foodstuff. It was an evaluation amongst British and Brazilian customers. In their
research they had investigated the buyer's readiness to attempt new food dishes in
relation to cosmopolitan zone of Porto Alegre in Brazil and Cirencester in England.
Modernization in the food business is a significant mark of distinction and adding
value and prospect for executives to innovate and manufacture novel items. Hence,
the acceptance or refusal of new foodstuffs would be strategic from a business aspect.
The researchers used the Domain Specific Innovativeness [DSI] measure and the
Food Neophobia Scale [FNS], analyses were brought about in Brazilian and British
university campuses. It was observed that customers were not maximum persuaded to
embrace novelties, but they were not fearful to try out new food dishes also,
particularly in the UK. Further, it was also observed that executives in the food
business would miss out on prospects to revolutionise further. The outcomes provided
premeditated and exclusive data about customers for the food business. It intended to
support the development of innovative food products.
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S. Swaminathan, T. Thomas, A.V. Kurpad and M.Vaz (2009) have researched on

Perceptions of healthy eating. It is a qualitative study of school- going children in
South India. The objective of this study was to note down juveniles' opinions on
eating healthy food, views of healthy and unhealthy foodstuffs and concerns on health
on ingesting harmful food. According to the children the significance of healthy
consumption of food rotated around 7 theories. Importance of healthy consumption
was principally created on composition of food in grownup youngsters, those along
with mothers with advanced educational insights and normal/malnourished children.
On the basis of their age group, sex and mother's educational level the citation of
healthy dishes varied despite the fact that the list of harmful or unhealthy items
was associated with age group and socio economic status. The research concluded by
stating that an intensive struggle is essential to interpret the understanding of
youngsters into optimistic behaviour for alteration towards healthy eating.
Hyun-Joo Bae, Mi-Jin Chae, and Kisang Ryu (2010) had studied the consumer
behaviours towards RTE foods based on food-related lives in Korea. The reason of
their research was to study customers' behaviours in relation to convenience foods
and to improve RTE food marketplace division in Korea. The food-related opinions
and buying behaviours of RTE food products were assessed with the help of 410
convenience food customers within the Republic of Korea. There were 4 features
which were extracted by exploratory factor analysis which were
1. Introduction to Health,
2. Introduction to Taste,
3. Introduction to Convenience and

Olsen V Nina, Sijtsema J Siet and Hallac Gunnar (2010), had researched about the
consumers’ intension to consume Ready-to-eat meals and also the role of moral
attitude in their intensions to consume these meals. This research examines the
effectiveness of incorporating ethical behaviour into the Theory of Planned
Behaviour (TPB) model while forecasting the intent to ingest convenience meals. The
information was collected from 3 countries namely Norway, Netherlands and Finland.
The analyses showed that moral attitude was an essential predictor of RTE meal
consumption. The researchers stated that the sensation of ethical accountability,
engaged as a undesirable feeling of remorse, had an adverse influence on peoples’
thinking to ingest prepared food packets in all the 3 countries verified, and clarified
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that factor for TPB grew when ethics was further added as an descriptive factor.
Nevertheless, the investigation displayed noteworthy results for the outcome of
attitude in relation to the conduct and ethics in all nations. Additionally, insignificant
outcomes were witnessed for the result of subjective model in both Netherlands and
Norway when ethical approach was encompassed to the TPB-model, demonstrating
socio-cultural changes in the societal pressure in relation to prepared meals ingestion.
Zinczenko David and Goulding Matt (2010) had written a book called Eat This,
Not That! : The No-Diet Weight. The book had helped thousands of people to
improve their lives by increasing their nutritional intakes while reducing the
undesirable tummy fat. The writers stated that the war with belly fat cannot be won
through deficiency and self-control, but by initiating certain food changes in the diet.
It can help the person to reduce a lot of calories for a particular day. EAT THIS, NOT
THAT! is the lone book that holds the food industry accountable for the secretly
added loads of sugar, fat, and sodium stuffed into foods that were at one time
dependable sources of our diet. In the present dangerous food landscape, this book
would provide the readers the smart tricks and insider information needed to eat well.
With the help of this book the reader would become an expert in each and every
eating situation, from frozen food to fast food joint and also the local sports bar. The
writer made a very smart statement, which stated that we can control our food
universe and lose the extra pounds we want because, unlike every other consumer, we
will start making smart choices.
T.Sarathy and Gopal Shilpa (2011) have undertaken a research on handling the
diffusion of invention in RTE food packets in India. As per their research food has a
maximum buying sum of the regular consumer. In India it is witnessed that there is a
speedy demographic and social and economic transformation, like the entrance of
females into the working staff and rising multi civilization, are essential factors of
food- procurement and dietary designs. This had directed to the access of RTE class
of food produces. The shelf life of such products is longer than fresh food and ranges
from 12-18 months. The researcher has tried to recognise the most important factors
that are responsible for the buying behaviour of RTE food. This study tries to analyse
how the consumer behaviour gets diffused from a ground breaking product like RTE.
The outcome of the research states that people are positively inclined towards RTE
due to the changes in the lifestyle and the convenience it offers to its consumers.
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Baskar Vijaya and Dr Sundaram (2012) in their paper to study the market for
Ready to eat/ cook products in Southern India tried to explore the significant factors
that regulate the business environment for such products. Further, consumers’
behaviour, total earnings, changes in the standard of living, accessibility of goods
was taken into respect to attain the inference. The key objective of the researcher
was to explore capability of the market for RTE products and the key factors defining
such sector to cultivate and the forthcoming capability of the same. The study of the
marketplace will give the people an understanding in relation to the continuing
capability of the section and the inclination or fondness of general public to such
goods. There has been a remarkable transformation from the past ten years in the
consuming behaviours of the people of the nation of India. The options before them
are abundant and production of micro entrepreneurs will also be persuading aspects
for this product section. Apart from convenience and luxury, there are numerous
unseen and forthcoming factors that regulate this market segment. The study also
threw some light on market boundary and its potential of ready-to-eat products. As
per the study the major driving forces for consumers to purchase RTE products are
lifestyle changes, working couples and easy to cook.
Baskar Vijaya and Dr Sundaram (2012) in their paper explored the buying
approach towards RTE or RTC food packets by health conscious customers in
southern India. The researchers wanted to explore the foremost features that
inspire the customers in relation of conception of consciousness and concluding for a
decision phase. According to them numerous unseen features impact the customer to
buy healthy RTE food packets on the basis of their accrued awareness. The customers
which are health conscious are well- read and access several sources, before agreeing
upon any judgment. The research had given understandings on the awareness level,
technical insinuation and buying decision procedure of these niche customers. The
major deciding aspects for buying the products are on the basis of ingredients,
consciousness about the brand, packing etc. The consumers are all those who are
below the niche segment. Further, the outcomes disclose that these customers are
concluding their sale by taking a judgment on the numerous technical informative
sources and are all extremely conscious of the food and its effect on health.
Bala Swamy, Kumar Anil and Rao Srinivasa (2012) tried to study purchasing
behaviour of customers in association with RTE food products. This research was
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performed at Hyderabad city of Andhra Pradesh state, India. The researcher tried to
make an effort to analyse the currently prevailing purchasing attitude of RTE food
products by different families and to forecast the demand for convenience food
products of Hyderabad city in Andra Padesh. The people taken into consideration for
research; were conscious of predicaments and sambar masala but only 56.67 percent
of people were aware of dosa/idli mixture. Approximately 96.11 percent customers of
dosa/idli mixture and more than half of customers of predicaments and sambar masala
made their own. The major reasons for non-consumption were less-rate or cost of
preparation at their own home and modifications in palates, while ready accessibility
and saving of time for preparation were the main motives for ingesting RTE food
products. ‘Kirana shops’ are the foremost guide of facts and figures and a basis of
buying of convenience food products. According to the researcher the higher income
groups were the highest consumers of the RTE foods. The usual per capita buying and
expenditure on convenience food packets had an optimistic and a confident
association with earnings of families. Due to the increasing prices and
unacceptable tastes, the consumers did not purchase a specific brand while top
quality, vendors’ encouragement and ready accessibility were taken into consideration
for favouring a specific brand of RTE food packet by the customers.
Bisogni A Carole, Jastran Margaret, Seligson and Thompson Alyssa (2012) have
together undertaken a research on in what way individuals consider healthy ingestion.
The objective of their study was to recognise in what way research has backed in
considering the methods people in developed nations understand healthy eating. Their
research emphasized a social constructionist approach. The interviewed members
clarified healthy eating in terms of food, food components, food production methods,
physical outcomes, psychosocial outcomes, standards, personal goals, and as
requiring restriction. Parenting and disease onset were described as specific to life
stages and different life experiences. The themes in participants’ explanations for not
eating according to their ideals for healthy eating were identity (self-concept), social
settings, resources, food availability, and conflicting considerations. The researchers
have implied that people interpret healthy eating in complex and diverse ways that
reflect their personal, social, and cultural experiences, as well as their environments.
The practitioners and researchers think beyond their own experiences because of their
rich descriptions and concepts generated by qualitative research which can help and
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be open to audience members’ perspectives as they seek to promote healthy ways of

eating.
Datar Ashlesha and Nicosia Nancy (2012) had undertaken a research on junk food
in schools and childhood obesity. In their research they analysed that even though
inadequate realistic proof, there is rising concern because of junk food accessibility in
universities has been the main reason to juvenile obesity epidemic. In their research,
they highlighted the harmful effects of junk food availability on BMI, obesity, and
associated results as amongst a nation- wide model of fifth-graders. Junk food
accessibility would not considerably escalate BMI or obesity among this 5th grade
group in spite of the rise in the likelihood of in-school junk food consumptions were
among their key findings. Alternative methods of junk food accessibility comprising
of reports from school administrator of sales throughout school hours, school
supervisor reports of economical food outlets, and student’s reports of junk food
accessibility are among the outcomes which ascertained to be forceful. The
researchers further suggested that in the absence of any effects on overall food
consumption and physical activity were to cause corpulence in children.
Dr Bahl Sarita (2012) had researched about the consumer behaviour towards food
retailing system. In her research she emphasized that the customer conduct is one of
the thought-provoking and stimulating zones in the business of marketing as a human
activity concentrated on the buying, ingesting and utilizing of the goods and services.
It is a challenging task in order to understand the behaviour of a consumer. It
encompasses the psychosomatic methods that customers experience in recognizing
desires, search ways to resolve these desires, taking buying choices, understand data,
making strategies and applies those strategies by engrossing them in comparison
shopping or essentially buying a product. This research study highlighted the elements
of customer behaviour concerning final purchase decision-making and developed an
ideal strategy to apprehend their association. As per the researcher, food vending
business has experienced a radical transformation in the past twenty years because
of significant business amalgamation, globalization, retail setup manufacture,
substitute delivery alternatives and threatened profit turnovers. Customer demography
and demand inclinations were the maximum and intense modifications. Consequently,
efforts were made to analyse the customers’ buying occurrence for food produces
among diverse occupations. Further pains were made to analyse consumers’
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perception about food safety and know the customers’ attitude towards food product
labels.
Jennifer L. Harris (2012) had researched on how to protect youngsters from junk
foodstuff promotion. According to the researcher In the United States, one third of
youngsters and juveniles are obese or heavy, nevertheless food and beverage
enterprises carry on and aim them with promoting for foodstuffs that prompt the
promotion and cause obesity predicament. The legal commercial dialogue doctrine
has frequently risen as a road block to the final action, on every occasion the
government limitations on such promotions are recommended. Further, the researcher
has explored incompatibilities between the lawful explanations for the marketable
speech guideline and the psychosomatic investigation, in what way food promotion
has affected young people. The researcher has suggested that a correct understanding
of the First Amendment and that it must have room for rules to defend youngsters
from promotion containing dense in calories, nutrition wise poor foodstuffs and
beverages. The research paper gives us an insight on how advertising provokes the
purchase of such unhealthy foods and drinks.
Smith P Lindsey , Ng Wen Shu and Popkin M Barry (2012) researched about the
trends in the United States home-made food preparation and ingestion and
examination of ‘National Nutrition Surveys’ (NNS) and time based learnings from
1965–1966 to 2007–2008. Their research was published in April, 2013. Fashions
from 1965–1966 to 2007–2008 by sex and earnings were taken into consideration for
weighted average of day-to-day energy consumption by sources of food, quantity
cooked, and time consumed in making of the cuisine were analysed. There were tests
conducted by the researcher in order to determine statistical differences over time.
The research concluded with the result that the proportion of everyday energy
expended from home-made food and duration consumed in preparation of food
reduced expressively for all societal economic sections amid 1965–1966 and 2007–
2008, along with major failures arising during 1965 and 1992. During 2007–2008,
foodstuffs from home-grown stock amounted for 65 to 72% of entire day-to-day
energy, along with 54 to 57% recording culinary events. The greatest decline in the
proportion cooking was observed in the low income group; nevertheless they
ingested additional day-to-day energy from household food and disbursed extra time
to cook, than high revenue earning people in 2007–2008. Researchers have
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concluded by stating that the adults in US had declined ingesting of foodstuffs from
the home-made source and lessen the time consumed for cuisine preparation ever
since 1965, nonetheless this style needs to be level off, with no significant reduction
happening post the mid-1990’s. Individuals ingest the maximum of day-to-day
nutrition from the household food source, until now only slightly more than half use
any time of the day in preparing for cooking food, across socioeconomic groups. The
researchers suggested that struggles to augment the healthiness in the US food must
be emphasised on endorsing the making of nutritious diet at their homes, however
integrating restrictions on the duration accessible for cooking meals.
Mekonnen Haileselassie, Habtamu Taddele and Kelali Adhana (2012) had done
an extensive research on source(s) of contamination of ‘raw’ and ‘ready- to-eat’ foods
and their public health risks in Mekelle city, Ethiopia. The study was carried out to
define the hygienic and sanitary conditions on the available cafeterias, restaurants,
juice houses, supermarkets, and food handlers of Mekelle city. The diet available to
the customers in the town was not that hygienic and was made in poor hygiene
environments; which were proved by the microbiological examination of 260 food
samples. The major sanitary deficiencies like basic sanitation of food preparers,
hygienic amenities of food institutions, outer situations of food catering institutions,
dumping facilities, legitimate and lawful permit and ecological cleanliness were
recognised and acknowledged. It was further observed that less number of food
handlers took food handling as a serious concern. Overall unhealthy situation of
foodstuff was presented to the customers and this was proved by the bacteriological
swab tests of food utensils. In the catering establishments, pathogens like Salmonella
and Escherichia coli existed as the majorly recognised creatures. The researcher
suggested that hygiene situations of examined issues necessary for stringent reminder
for the requirements of hygienic rules. In order to reduce public health hazards,
constant sanitary-cleanliness assessment and constant examination of cooking
institutions must be reinforced.
Nirmalraj (2012) studied the factors that are affecting the consumer buying
behaviour of Ready to Eat Foods in India. The researcher has undertaken all the
negative and positive perceptions about the Ready to Eat Foods. In order to get an
insight into the customer’s perception about RTE foods a descriptive research design
was used. As per the findings of the study, the enterprises of India should emphasise
Page 53
on generating customer consciousness about RTE foods and further focuses on

increasing the growth of the future market in India.
Oranusi US and Braide W (2012) had undertaken a detailed study on microbial
safety of ready-to-eat foods vended on highways: Onitsha-Owerri, south east Nigeria.
A microbiological security assessment was performed by the researchers for RTE
foods traded along Onitsha-Owerri freeway, South- East Nigeria. Tasters were
gathered from 6 diverse check-points with rigorous professional activities - Oba,
Okija, Ihiala, Mgbidi, Awomama and Ogbaku. 492 tasters encompassing of 14
diverse nutrients were analysed for overall aerobic plate count, coliform, fungi and
commonly found food grown pathogens. However, there was no change in the stages
of adulteration of tasters from the 6 specimen point. The presence of potential food
borne pathogens and contamination above 106 CFU/g foods would be risky.
Customer’s consciousness on the hazards of teaching of food dealers on food
cleanliness and sterility, consuming contaminated foods, and utilization of risk
examination on an acute control topic is important.
Sharma Gaurav (2012) had researched about the behaviour pattern of the consumers
for RTE food products. According to the researcher and in the area of marketing
where consumer behaviour is crucial to examine for the accomplishment of the
produce. RTE food packets, especially market division or segmentation centred on
food-associated standard of living can be utilized to cultivate appropriate marketing
stratagems. Presently businesses function in a battle field of swiftly varying
opponents, technical developments, new- fangled laws, accomplished business
strategies and fading consumer constancy. Customer satisfaction is very essential in
today's world of ruthless and fierce competition. It is not only important to be existent
but also to outshine in the marketplace. Presently, market is extremely more
complicated. Hence, to continue in the market, the business not only required to make
the most of its turnover but is also required to fulfil its consumers demand and must
attempt to construct from that level. For any business concern; consumers' satisfaction
is the ultimate aim. Purely vending the goods must not solely be the aim of the
enterprise. They should focus in what ways they can please the customers concerning
every facet of the produce such as value, worth, usefulness derived, packaging etc.
Not a single trade would be taken into consideration without understanding the
requirements and desires of customers. Industrialists should gather maximum
Page 54
evidence as conceivable from the customers concerning to their flavours and likings
in relation to diverse goods. Only then the manufacturers would be able to strategize
and produce goods up to the anticipation of the customers. As per the researcher,
consumers do not view the RTE food packets, only as an occasional treat. They need
significance for time, price in relation to quality and diversity. The food handling
business is ranked fifth in manufacture, ingestion, export and anticipated development
is one of the largest industries in India.
Customer Approval and Promotion of Treated Foods This article was written by
Byravee Iyer in 2012. As per this article, binuclear families, employed females and
luxury are the 3 motives frequently mentioned by directors at companies introducing
RTE food packets (or convenience meals) from pasta to chhole. Indians have not
nibbled, though. They would either order in or takeout food, as organizations like
ITC Foods, MTR Foods Pvt Ltd and Heinz India Pvt Ltd are determining. They
reconsidered expanding their ready-to-eat food brands because of its discovery.It was
noticed that developments in RTE sector—a trivial portion of the overall INR 87,770
crore packed food business—was decelerating. It was stated by the worldwide
information and measurement firm, Nielsen Holdings estimated the sector raised
28.1% in 2011 to INR 506 crore, a drop from 44.9% in 2010. Roosevelt D’Souza,
executive director, Nielsen India mentioned that, out of everything, noodles and pasta
remained the leaders, growing at 32.1% with sales of INR 304 crore. The above
mentioned noodles and pasta are not strictly ready-to-eat because they require a little
effort in the kitchen.Hindustan Unilever stated that they were not aware about the
growth numbers of RTE because it did not create the financial statements for this
sector individually. Further, they specified that they would not disclose any of their
future business plans due to the competitive reasons and disclosure norms. Due to the
limited experience in this segment, Heinz declined to share any information. Damodar
Mall, customer director of Future Group (Big Bazaar), stated that companies tried to
be cooks, but a female would want the last say in food preparation to belong in her
hands; that is why they would rather appoint a cook. Due to the limited number of
modern retail outlets the growth has been restricted. There are about 7,000 modern
outlets within the country of Kitchens of India which are distributed across.
Although structured retail had developed, kirana shops, or neighbourhood grocery
vendors, still have a market share of 90% of $590 billion retail trade worth. ITC stated
Page 55
that the category would definitely take off once modern trade would grow. It was also
noted by Sreekanth P.V.S, an analysing specialist at Angel Broking Ltd that price was
also a constraint for the growth of RTE sector. It was very prominent that if a packet
was priced above INR 50 and served two; at the set price; customers did not feel it
was a value for money product, particularly while supplementary choices are
accessible.
Eustice F Ronald and Bruhn M Christine (2013) had studied about the customer
reception and promotion of treated food. Researchers had taken into consideration
the community apprehension regarding safety of food which had amplified over time.
Food microbiological hazards still exist, in spite of efforts taken to control food
spoilage and improve safety. The study stated that the cases of sickness associated
to pathogens in food are more than the foodborne illnesses and deaths by meat and
poultry. The study suggested that enlightening customers regarding the threats
related with inappropriate treatment and cooking of uncooked meat and chicken might
assist in reducing food poisoning sickness. Nevertheless, certain buyers are ignorant
of suggested actions or are reluctant to mend their food making techniques. The
researchers recommended that food sterilization would develop safety by decreasing
or eradicating bacteria that would adulterate food or cause decomposition. Merely if
the consumers accept irradiated food products only then the demand will increase.
Though the knowledge of the people related to irradiation was found to be restricted,
but concern in buying safety enriched sterilized diet was raising, particularly post the
public receiving information about its prospective advantages and threats. Even
though undesirable data with regards to treatment of food decreases inclination to
purchase, normally the more customers are aware of its technical know-how; they are
further eager than they were to accept it. Positive impact about irradiated food was
demonstrated in a community learning platform originated in Minnesota.
Muktawat Poonam and Dr Varma Nilima (2013) had made the study to access the
consumption and inclination of convenience food of men and women living on their
own in the city of Bhopal. Bhopal town was taken into consideration for study. A
section of 300 men and women who lived on their own, between the ages of 25-45
years were chosen arbitrarily for the research. The researcher analysed the data by
means of test of goodness, significant level. The findings of the research exhibited
Page 56
that most of the men and women staying by themselves utilised diverse category of
RTE food because of their personal reasons.
Oluwafemi F, Akisanya E, Odeniyi K, Salami W and Sharomi T (2013), had
undertaken a research about the microbiological value of street hawked foodstuff and
RTE vegetables in certain cities of Nigeria. In certain cities of Nigeria the study was
undertaken in order to check microbiological value and health-safety of roadside food
and RTE vegies in order to determine the hygiene status of the same. Cooked rice,
roasted and boiled maize, chips, lettuce, coleslaw, green onions, cucumber, tomatoes
and carrots were the food items which were included for research. In order to
characterize, enumerate, isolate and identify the different microorganisms related with
the food which was assessed; standard microbiological procedures and techniques
were carried out. Potential health hazard to consumers were caused due to the
isolation of food-borne pathogens. It was suggested by the researchers, that there
should be strict monitoring of RTE vegetables and street vended foods by the health
agencies.
3.2 Gap Analysis:
Various Researches have been conducted at National and International level on this subject
matter. This study is about the various challenges or problems faced by employees and the
researchers have given the reviews about it. But there are hardly any studies conducted for
studying the financial challenges faced by employees.
Considering the Gap, present study is conducted.
Page 57
DATA
4.1 Data Analysis
Page 58
CHAPTER IV
DATA ANALYSIS
Table 4.1: Gender of Investors:
Gender Respondents Percentage (in %)
Male 53 53%
Female 45 45%
Transgender 2 2%
Total 100 100
Graph 4.1 : Gender of Investors
Investors
2%
Male
Female
Transgender
45%
53%
Interpretation:
From the above study it is observed that 53% is contributed by by males and 45% by females
& the remaining are contributed by others.
Page 59
Table 4.2: Age of Investors
Age Group Respondents Percentage
18-25 28 28%
25-35 40 40%
35-45 22 22%
45 & Above 10 10%
Total 100 100%
Graph 4.2: Age of Investors
Age of Investors
10%
28%
18-25
25-35
22% 35-45
45 & Above
40%
Interpretation:
It was observed that more than 60% of respondents belong to the age group of below 35 years
and below, the rest of the respondents were above the age group of 35 years
Page 60
Table 4.3: Qualification
Qualification Respondents Percentage
High School 00 00%
Undergraduate 11 11%
Graduate 53 53%
Post Graduate 36 36%
Total 100 100%
Graph 4.3: Qualifications of Employees
Qualification
11%
36% High School

Undergraduate
Graduate
Post Graduate
53%
Interpretation:
It is observed that 53% of the respondents are Graduate’s , 36% respondents are Post
Graduate’s, 11% respondents are Undergraduate’s.
Page 61
Table 4.4: Salary Slab
Salary Slab Respondents Percentage
0 - 2,50,000 15 15%
2,50,001 - 5,00,000 44 44%
5,00,000 - 7,50,000 32 32%
Above 7,50,000 9 9%
Total 100 100%
Graph 4.4: Salary Slab
Salary Slap
0-2,50,000
250000-5,00,000
5,00,000 - 7,50,000
Above 7,50,000
Interpretation:
In this study it is observed that 44% respondents are under the tax slab of 2,50,001 -
5,00,000 , 32% respondents are covered under tax slab of 5,00,000 – 7,50,000, the 15%
respondents are covered under tax slab of 0–2,50,000 and 9% respondents are covered under
tax slab of above 7,50,000.
Page 62
Table 4.5: Preferred Investments

Preferred Investments Respondents Percentage
Equity Shares 6 6%
Preference Shares 12 12%
Fixed Deposits (F.D) 30 30%
Bonds 27 27%
Recurring Deposits 15 15%
All of the above 10 10%
Total 100 100
Graph 4.5:
Preferred Investment
10% 6%
12% Equity Shares

Prefrence Shares
15% FD
Bonds
Recurring Deposit
All of Above
30%
27%
Interpretation:
When it comes to preferred investments it is observed that 30% of respondents prefer to

invest in Fixed Deposits, 27% of respondents prefer to invest in Bonds, 15% of respondents
prefer to invest in Recurring Deposits and 12% of respondents prefer to invest in Preference
Shares, 10 % of respondents prefer to invest in all the above mentioned options & 6% of
respondents prefer to invest in Equity Shares.
Page 63
Table 4.6: Financial Problems Faced by Employee’s

Financial Problems Faced Respondents Percentage
No Proper Investments 24 9.9%
Investment in Single Fund 43 17.8%
No Financial Literacy 50 20.7%
Expenses are more than income 53 21.9%
Financial Market Volatility 35 14.5%
Lack of Income 37 15.3%
Total 100 100
Graph 4.6: Financial Problems Faced by Employee’s
Faced by Employees
9.90%
15.30%
No Proper Investment
Investment in Single Fund
No Financial Literarcy
17.80%
Expenses are more than Income
14.50% Financial Market Volatiltiy
Lack of Income
20.70%
21.90%
Interpretation:
When it comes to financial problems faced by employees it is observed that 21.9%

respondents are facing problem of Expenses are more than incomes , 20.7% respondents have
no financial literacy, 17.8% respondents face problem related to investment in single fund,
15.3% respondents face problem of Lack of Income, 14.5% respondents face problem of
financial market volatility & 9.9% respondents face problem of No Proper investment in
funds.
Page 64
Table 4.7: If you lose your job, how long could you continue to cover living expenses,
without borrowing any money?
Continued Living Expenses Respondents Percentage

without Borrowing
Less than two months 13 13%
More Than four months 29 29%
Two Months To Four 40 40%

Months
Not Sure 18 18%
Total 100 100
Graph 4.7: Continued Living Expenses without Borrowing
Borrowing any Money
13%
18%
Less than Two Months
More than Four Months
Two months to four Months
Not Sure
29%
40%
Interpretation:
From this research it is found that 40% of respondents can continue the living expenses
without borrowing for a period of Two Months To Four Months, 29% of respondents can
continue the living expenses without borrowing for a period of More Than Four Months, 18%
of respondents are not sure and the rest 13% of respondents can continue their living
expenses without borrowing for a period of Less than 2 Months.
Page 65
Table 4.8: Suppose you started working at the age of 25 and will retire at the age of
60.At what age (from the below options) do you think you should start making a
financial plan for your retirement?
Preferred age group Respondents Percentage

for making financial
plan
25-30 25 25%
30-40 30 30%
40-50 33 33%
50 & Above 12 12%
Total 100 100
Graph 4.8: Preferred age group for making financial plan for retirement
Making Financial
25-30
30-40
40-50
50 & Above
Interpretation:
From this research it is found that 33% of respondents wish to plan at the age group of 40-50,
30% of respondents wish to plan at the age group of 30-40, 25% of respondents wish to plan
at the age group of 25-30, 12% of respondents wish to plan at the age group of 50 & Above.
Page 66
Table 4.9: What are the top 3 financial concerns?
Top Financial Concerns Respondents Percentage
Not having enough emergency savings for unexpected 11 10.7

expenses
Not being able to retire when I want to 21 21.3
Not Being able to meet monthly expenses 27 27
Not being able to keep up with my debts 21 21.9
Not having future security in money related terms 20 20.1
Total 100 100
Graph 4.9 : Top 3 financial Concerns
Financial Concerns
10.70%
20.10%
Enough Emergncy
Retive
Monthly Expenses
21.30% My Debts
Future
21.90%
27.00%
Interpretation:
It is observed that approximately 27% of the respondents are not being able to meet monthly
expenses, 21.3% of the respondents are not able to retire when they want to, 20.9% of the
respondents are not able to keep up with the debts, 20.1 % of the respondents does not have
future security in money related terms, 10.7% of the respondents are not having enough
emergency savings for unexpected expenses.
Page 67
Table 4.10: From whom do you take advice to invest in certain schemes?
Advice to be taken from Respondents Percentage
Financial Planners 5 5
By Self 19 19
Brokers or Banks 24 24
Friends 29 29
Family/Relatives 18 18
Peers 5 5
Total 100 100
Graph 4.10: Advice to be taken from
Advaice to Taken From
5% 5%
Financial Planners
18% 19% By Self
Brokers or Banks
Friends
Family Relatives
Peers
24%
29%
Interpretation:
In the present study it is observed that 29% of respondents take advise from friends, 24% of
respondents take advice from brokers or bank, 19% of respondents doesn’t take advice from
anyone, 18% of respondents take advice from family/relatives, Peers and financial planner
both share equal amount of percentage that is 5% each.
Page 68
Table 4.11 : What motivates you to invest more ?
Motivating Respondents Percentage

Factors
Easy Investments 9 9%
Better Returns 35 35%
Prior Profitable 38 38%

experience
Future Security 18 18%
Total 100 100
Graph 4.11: Motivating Factors:
Motivating Factors
9%
18%
Easy Investment
Better Returns
Prior Profitbale
Future Security
35%
38%
Interpretation:
Majority of the respondents clearly prefer to consider the Prior Profitable Experience in their
previous investments which motivates them to invest more. whereas 35% invest for better
returns, 18% of respondents get motivated by the future security they get after investing,
whereas 9% do it because it is easy to invest.
Page 69
Table 4.12: What de-motivates to you invest / save ?
De-Motivating Factors Respondents Percentage
Volatile Nature of Market 13 13%
Prior loss making experience 34 34%
No short-term returns 32 32%
Less salary - Need to fulfil basic 21 21%

necessity
Total 100 100
Table 4.12: De - Motivating Factors
De-Motivating Factors
Volatile Nature
Prior Loss
No Short Term
Less Salry
Interpretation:
It is observed that 34% of respondent have faced a loss making experience hence they do not
invest anymore, 32% respondent get discouraged as they expect a quick returns or short term
returns, 21% respondents are having very less salary so they can only fulfil basic necessities,
13% of respondents get demotivated to invest due to the highly volatile nature of market.
Page 70
Table 4.13: How frequently do you invest ?
Frequency Respondents Percentage
Once a month 22 22%
Twice a month 23 23%
Thrice a month 42 42%
Rarely 5 5%
Not at all 8 8%
Total 100 100
Table 4.13: Frequency Of Investments
Frequently Invest
8%
5% 22%
Once a Month
Twice A Month
Thrice a Month
Rarely
Not at all
42% 23%
Interpretation:
It is observed that 42% of respondents invest thrice a month, 23% of respondents invest twice
a month, 22% of respondents invest once a month, 8 % of respondents do not invest at all &
remaining 5 % of respondents invest rarely.
Page 71
Table 4.14: what is your proportion of saving from your salary?
Proportion of savings from Respondents Percentage

salary
less than 10% of annual income 8 8%
10-15% of annual income 36 36%
15-20% of annual income 41 41%
20% and Above 15 15%
Total 100 100
Table 4.14: Proportion of savings from salary
Proprotio of Saving Salary

8%
15%
Less than 10%

10-15% of annul Income
15-20% of annual income
20% and above
36%
41%
Interpretation:
It is observed that 41% of respondents save 15-20% of the annual income, 36% of
respondents save 10-15% of the annual income, 15% of respondents save 20% & Above of
the annual income, 8 % of respondents save less than 10% of annual income.
Page 72
Table 4.15: How you overcome the financial problems you face ?
Overcoming financial Problems Respondents Percentage
By keeping the up to date information of 31 31.1

financial market
By Investing in Safer Options 30 29.7
Doing more research before investing 21 21
By reducing unnecessary expenses and 18 18.2

saving more
Total 100 100
Table 4.15: Overcoming financial Problems
Financial Problems
20%
31%
Keeping Date
Investing
Doing More
By reducing
21%
29%
Interpretation:
It is observed that 31% of respondents prefer doing more research before investing, 29.7 % of
respondents opted for investing in safer options, 21% respondents preferred in reducing the
unnecessary expenses and saving more, 18.3% respondents prefer to keep the up do date
information of financial market.
Page 73
Conclusion
No one is born expert when it comes to investment or financial planning, development of

employees should be there & proper knowledge should be given to employees . It is all
learned with experience. And there is no person who can claim to be born with talent of
reading the stock market correctly or financial planning. The main objective and the purpoe
for this study was to understand that what are main financial challenges that are been faced
by employees & how they overcome those challenges and what are the measure’s they are
taking for the same. From the employees perspective, investment in the funds now provides
them the part of the ownership and gives them a hope to enjoy share in the profits, earned by
the company in the future. They seek to yield a maximum return on the investment. Many
Funds like IPO comes with a host of advantages and disadvantages. If you are Considereing
an IPO, be careful to weight all the advantages and disadvantages, be patient, and consider all
of your alternative. In our research it is found that more than 29% of respondents need the
help of friend to invest. Sufficient opportunities for employment should be provided.
First, sufficient opportunities for employment should be provided. This is a prerequisite for
achieving desirable diversification. The employment situation is considerably affected by
trends in macroeconomic conditions. With a view to securing employment opportunities, it is
necessary to end deflation, put the Japanese economy on the path of genuine recovery, and
attain sustainable, stable economic growth.
Treatment and performance evaluation should be satisfactory for workers.

It is important to ensure that workers are treated according to their actual performance,
are able to gain satisfaction from their jobs and can fully exert their willingness and
abilities. For regular employees, it is vital to develop an objective, fair, transparent and
reasonable system for evaluation, complaint processing and so on, and to support career
development appropriate to the individual. An evaluation system based on ability and
performance, not on personal attributes, which is now spreading, will also help produce a
workplace more acceptable to the elderly and women. For non-regular employees, it is
crucial to clarify their job content, to treat them fairly according to their performance and
to help career development according to their willingness and actual performance.
Various working styles should be available.In order to enable workers to work autonomously
and select working styles of their own free will, it is important to develop an intermediary
working style between full-time regular employees and part-time non-regular employees.
Page 74
This style could be one in which a part-timer converts to a regular employee position and a
short-time regular employee system. The development of various human resources
management systems under which workers' opinions are taken into account, including a in-
house staff recruiting system and a system for recruiting local workers in a limited area, can
help workers work autonomously and may lead to the revitalization of local employment. It is
also important to build up a social system that is neutral in terms of working styles that will
facilitate mobility between employment types. Workers should be able to balance their work
and personal lives.A work environment where work and personal lives are balanced is vital
for maintaining a worker's mental and physical health, for handling both work and family
life, and, moreover, for securing job efficiency and creativity. A flexible work time system,
for example, should be adopted. It is also necessary to promote a short-time regular employee
system that enables persons to choose the working style best suited to their lifestyle.
Motivated workers should be given opportunities for ability development.In order that people
willing to work can work well throughout their career and choose working styles from
various options, it is important to give them opportunities to develop their abilities based on
their willingness and actual performance. With respect to regular employees, employers need
to hold a long-term view, systematically offer opportunities for ability development, support
career development and treat their employees according to their willingness and actual
performance. In addition, it is important to improve the human resources management system
so as to promote human resources development. Individual workers are also required to work
autonomously and make efforts to develop ability under their own initiative. This requires
support for career development. Moreover, opportunities for ability development should be
offered broadly. It is important to cultivate human resources outside the company, for
instance, at schools and public vocational training facilities, and to improve evaluation
systems of occupational skills. As employment patterns diversify, it is necessary to develop
non-regular employees' skills and treat them according to their willingness and actual
performance. There are a growing number of part-time workers and graduates without job,
therefore schools, public employment security offices and companies need to cooperate in
developing the abilities of younger people. It is also important to help raise the vocational
awareness of younger workers. In Japan, a country that lacks natural resources, human
resources are a source of economic growth and added value. Human resources development
is therefore essential.
Page 75
RECOMMENDATIONS:
Based on the findings and conclusion the problems faced by the employees and the
observations of the research the suggestions are offered.
These suggestions are as follows:-
● The investment in Fixed Deposit’s are safe so it is observed that many employees
prefer to have safe investments options because other investments can be proved
too risky.
● On the other hand it can be said that the higher the risk the returns earned. So we
can say that though the risky of investment is done then it can give higher return
as well.
● If the employees are earning more i.e if they have a good salary package then only
they can save or invest their funds for future and have a sense of security or else
they have to plan their expenses accordingly to atleast have some sort of savings.
● If higher risk is taken it is always rewarded with the higher returns. So higher the
risk the more the returns rewarded for it. And many employees don’t have the
financial literacy so they should seek more knowledge and they should learn to
read the nature of violate market.
● As the employees are taking the help of friends because they find it difficult to
operate but if the proper knowledge and guidance can be given to the employees it
can help them to earn more Returns with out taking the help of friends or
broker’s.
● Employees should plan their retirement plans at an early age in their life because
when you start to invest in an early stage you have better security and returns after
sometime.
Page 76
REFERENCES:
1. Pradhan and Hati, (2017)

2. Shareena, Shahid, Mahammad. (2020)
3. Grant Thornton (2016) [2]
4. Williams (1983)
5. Hayhoe (1990)
6. Draughn, LeBoeuf, Wozniak, Lawrence, and Welch (1994)
7. Chokhani (2017)
8. Goel (2018)
9. Madhvapaty& Rajesh (2018)
10. Shukla, Chauhan & Saumya, (2018)
11. Sunanda (2017)
12. Sarangi (2015)
13. Sharifi & Hossain (2015)
14. http://www.ripublication.com
15. https://www.mhlw.go.jp/english/wp/wp-l/3.html
Page 77
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Page 78
ANNEXURE: Questionnaire
Name * _______________________________________________
1) Gender*
o Male
o Female
o Others
2) Age Group*
o 18-25
o 26-35
o 35-45
o 45 and above
3) In which category do you fall under ?*
o High School
o Undergraduate
o Graduate
o Post Graduate
4) Under which type of salary slab you come in...?*
o 0 - 2,50,000
o 2,50,001 - 5,00,000
o 5,00,000 - 7,50,000
o Above 7,50,000
5) What are your preferred Investments ?*
o Equity Shares
o Preference Shares
o Fixed Deposits (F.D)
o Bonds
o Recurring Deposits
o All of the above
Page 79
6) What financial problems do you face ?*
o No Proper Investments
o Investment in Single Fund
o No Financial Literacy
o Expenses are more than income
o Financial Market Volatility
o Lack of Income.
7) If you lose your job, how long could you continue to cover living expenses, without
borrowing any money?*
o Less than two months

o More Than four months
o Two Months To Four Months
o Not Sure
8) Suppose you started working at the age of 25 and will retire at the age of 60.At what
age(from the below options) do you think you should start making a financial plan for your
retirement ?*
o 25-30
o 30-40
o 40-50
o 50 & Above
9) What are the top 3 financial concerns?*
o Not having enough emergency savings for unexpected expenses

o Not being able to retire when i want to
o Not Being able to meet monthly expenses
o Not being able to keep up with my debts
o Not having future security in money related terms
10) From whom do you take advice to invest in certain schemes?*
o Financial Planners
Page 80
o By Self
o Brokers or Banks
o Friends
o Family/Relatives
o Peers
11) What motivates you to invest more ?*
o Easy Investments
o Better Returns
o Prior Profitable experience
o Future Security
12) What de-motivates to you invest / save ?*
o Volatile Nature of Market

o Prior loss making experience
o No short-term returns
o Less salary - Need to fulfil basic necessity
13) How frequently do you invest ?*
o Once a month
o Twice a month
o Thrice a month
o Rarely
14) what is your proportion of saving from your salary?*
o less than 10% of annual income

o 10-15% of annual income
o 15-20% of annual income
o 20% and above
15) How you overcome the financial problems you face ?*
o By keeping the up to date information of financial market
Page 81
o By Investing in Safer Options

o Doing more research before investing
o By reducing unnecessary expenses and saving more.
Page 82
Map of Area of study (Ulhasanagar)
Page 83

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Financial Challenges Faced by Employees

1.1 Introduction to Startups

1.2 What is Startups

1.3 Startup action plans

1.5 About Green Soul Ergonomics

1.6 Types of Products

1.7 Types of Start-ups

1.9 Financing Cycle

1.10 Problems Faced

1.11 Why Startup Fails

1.12 Reason for failing

1.13 Avoid Failing

1.1 Introduction to Start Up

1.2 Why Start-Up India?

is a young entrepreneurial, scalable business model built on technology and innovation

maximum word-of-mouth promotions. The pandemic and consequent shift to a remote-

Green Soul Monster Ultimate (S)Gaming Chair

1.7 Types Of Start-Ups

● Six types of startups: -

4. They Foster Awesome Company Cultures

A “Scalable” Startup Has The Intent To Become A Large Company

•Credit Guarantee Funding

•Innovation Focused Programs for Students

innovation, development, deployment or commercialization of new products, processes or

1.9 Start Up Financing Cycle:-

1.10 Problems Faced by Start Up’s

1.11 Why Start Up’s Fail :-

2.1 Research Methodology

2.2 Research Design

2.3 Sampling Design

2.4 Target Population

2.6 Significance of Study

2.7 Statement of Problem

2.8 Period of Study

2.9 Sampling Framing

2.10 Sample Size

2.11 Data Collection

2.12 Area of Study

2.5 Objectives of the study

● To analyze the growth and opportunities of startups

● To understand the various financial problems/challenges faced by the employees.

● To study the possible solutions to the financial challenge’s faced by employees.

2.6 Significance of the Study

2.12 Area of Study:

Ulhasnagar is situated 58 km from Mumbai. Originally known as Kalyan Military transit

Ulhasnagar has number of small businesses manufacturing denims. Some of the

3.1 Review of Literature

3.2 Gap Analysis

3.1 Literature Review:

Williams (1983) :- Theorized economic well-being as a function of material and non-

Doris T. Hicks, Lori F. Pivarnik, Ryan McDermott, Nicole Richard, Dallas G.

S. Swaminathan, T. Thomas, A.V. Kurpad and M.Vaz (2009) have researched on

3. Introduction to Convenience and

be open to audience members’ perspectives as they seek to promote healthy ways of

on generating customer consciousness about RTE foods and further focuses on

Considering the Gap, present study is conducted.

4.1 Data Analysis

Total 100 100

Graph 4.1 : Gender of Investors

Table 4.2: Age of Investors

Age Group Respondents Percentage

45 & Above 10 10%

Total 100 100%