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Women Entrepreneurs

Gauri Pardeshi Sayali Kher Deepti Kolar Krisha Turakia Mausami Wagh Priya Patel Irfan Syed (0203) (0221) (0222) (0223) (0233) (0245) (0261)


Any woman or group of woman who innovates, initiates, or adopts an economic activity may be called a woman entrepreneur. (Marshal) It is an enterprise owned & controlled by woman or a woman having a minimum financial interest of 51% of the capital in the enterprise. (GOI)

Context of change

Increasing globalization Impact of technology Impact of media & other cultures Impact of Social, Economic & Political cross currents of the world. Unforeseen & unanticipated events across the world

Context of growing up of Women

Mass Education

Social Cultural Context

Context of change

Political Ideology of Governance


Women & Social Role Interface

Community Membership


Self Role




Fig. Women & Social Role Interface


Women Women Women Women Women Women

entrepreneurs entrepreneurs entrepreneurs entrepreneurs entrepreneurs entrepreneurs

of of of of of of

the the the the the the

50s 60s 70s 80s 90s 21st century

Some Facts About Women Entrepreneurs

Demographic characteristics International implications Strategies Sources of capital Motivation

Problems faced

Lack of Confidence Lack of Working Capital Male dominant social order & family obligations Low level management skills especially in marketing and sales side of business. Lack of knowledge of alternative source of raw materials availability and high negotiation skills. Low Literacy rate among women. Difficulty in venturing into new areas.

Developing Women Entrepreneurs

Provision of better educational facilities and schemes. Adequate management skills to be imparted to the women folk. Encourage women participation in decision making. Training and counseling to existing women entrepreneurs to remove psychological causes like lack of self confidence and fear of success.

Developing Women Entrepreneurs


Treat women with dignity and respect as persons in their own right. More governmental schemes to motivate women entrepreneurs to engage in small scale and small scale business ventures. Financial institutions should provide more working capital assistance to small and large scale ventures. Set-up of a Women Entrepreneur's Guidance Cell .

Few Examples

Indra Nooyi Dr. Kiran MazumdarShaw Anu Aga Sulajja Firodia Motwani Ekta Kapoor Vidya Manohar Chhabria Priya Paul

Indra Nooyi
An Indian born American businesswoman Former Employers - Boston Consulting Group - VP at Asea Brown Boveri - Motorola Joined PepsiCo in 1994 President and CFO in 2001 Nooyi has directed the company's global strategy for more than decade - 1997 -> Divestiture of its restaurants into Tricon (Yum! Brands) - 1998 -> Acquisition of Tropicana & merger with Quaker Oats Company In 2007, she became the 5th CEO of PepsiCo Currently the Chairperson and Chief Executive Officer (CEO) of PepsiCo Key Achievements 2007 & 2008 : Wall Street Journals list of 50 women to watch & Times 100 Most Influential People in The World 2009 : CEO of the Year by the Global Supply Chain Leaders Group

Dr. Kiran MazumdarShaw

Chairperson & Managing Director of Biocon Ltd Studied at the Bishop Cotton Girls School and Mount Carmel College in Bangalore. Founded Biocon India with a capital of Rs.10,000 in her garage in 1978 Initial operation was to extract an enzyme from papaya. Application for loans were turned down by banks

Today, it is the biggest biopharmaceutical firm in the country In 2004, Biocon went for an IPO and the issue was oversubscribed by over 30 times PostIPO, Shaw held close to 40% of the stock of the company She was regarded as Indias richest woman with an estimated worth of Rs. 2,100 crore (~U.S. $ 480 million)

biotechnology was then a new word the company lacked assets women entrepreneurs were still a rarity

Anu Aga

Chairperson of Thermax Engineering The Companys condition was critical at that time. Its share price dipped to Rs. 36 from Rs. 400 Anu Aga, the then Director of Human Resource, Thermax, was compelled to take charge of the company In order to make the company profitable, she brought a consultant from abroad and restructured the company The strategy worked and the company saw profit again She stepped down from the post of chairperson in 2004 Now, she spends most of her time in social activities Bombay Management Association awarded her Management Woman Achiever of the Year Award 20022003 After retiring from Thermax, she took to social work, and 2010 was awarded the Padma Shri (Social Work) by Govt. of India



Love her or hate her, but you cannot ignore Ekta Kapoor
Daughter of yesteryear actor Jeetendra Ekta, known as the Soap Queen of India, though she started her TV career at a tender age of 19. Her refusal to compromise on quality and her attention to detail contributed greatly to her success.

Her perfectionism seemed to have helped make Balaji Telefilms Ltd. one of the most powerful television software companies of the 2000s.
Annual Total Turnover of Balaji Telefilms is 350-500 Crs and Employee Strength is 351-500.

How is Ekta perceived?

Feminists hate her for producing soaps that they claim degrades the status of women. But still there are families, who are absolutely lapping up her productions Her serials still manage to keep the audiences tuned in and the TRPs going.

Successfully created 20 soaps.

Leadership Style

On the human resources front, Ekta Kapoor seemed to be something of an autocrat Erring or rebellious actors were replaced by others Analysts felt that Ekta Kapoor was able to succeed because of some of the shrewd business decisions she took

Important Decisions

She did not depend on any one channel, but catered to a wide range of channels Distributing resources between commissioned and sponsored serials. The cost of production was kept under control by shooting most of the serials in BTL's own studios.

Hiring laborers on contract reduced cost and gave more control.


In 2001, Ekta was selected by the Confederation of Indian Industries (CII), to head the committee on entertainment. Amongst Asia's 50 most Powerful Communicators, from AsiaWeek magazine in 2001. Ernst and Young Entrepreneur of the Year in 2001, first women to receive it. Corporate Excellence award from Bharat Petroleum in 2002 Rajiv Gandhi award in 2002

Ruby Ashraf

CEO of precious formals, a $10 million company in the fashion clothing business Masters from IIM-A First job in HR department of BHEL 1987: Got married and shifted to America 1990: Launched Precious formals 1997 : The company moved to larger premises Now : One of the major players in the prom dresses market

Key Achievements Precious Formals now retail in 2000 stores It is selling well in Europe and also there is surge of demand from Dubai as well.

Ayesha Thapar

Member of famous Thapar Family. Daughter of Vikram Thapar. Serves as Director of Indian City Properties Ltd. (ICPL ). Has been Director of Waterbase Limited since February 1, 2010. Launched her own jewellery line Sansar.

Ayesha Thapar


Ran Telecom Voice over IP company in U.S. Company grew from 10million $ company to 30million $ company in less than 2 years. Involved in various aspects of business development and new business ventures for the KCT Thapar Group. Renowned model.

Supportive Measures for Womens Economic Activities and Entrepreneurship

Direct & Indirect Financial Support

Nationalized banks State finance corporation State industrial development corporation District industries centers Differential rate schemes Mahila Udyug Needhi scheme Small Industries Development Bank of India (SIDBI) State Small Industrial Development Corporations (SSIDCs)

Yojna & Programmes

Nehru Rojgar Yojna Jawahar Rojgar Yojna TRYSEM (Training and Rural Youth of SelfEmployment) DWACRA (Development of Women and Childrens in Rural Areas)


Procedure of getting finance should be simple Effective propagation of programmes and yojna Linkages between product, services and market centers. Encouragement to technical and professional education.

The role of business Women in economic development is inevitable. Now-a-days women enter not only in selected professions but also in professions like trade, industry and engineering. Women are also willing to take up business and contribute to the Nation's growth. There role is also being recognized and steps are being taken to promote women entrepreneurship. Resurgence of entrepreneurship is the need of the hour. Women entrepreneurship must be moulded properly with entrepreneurial traits and skills to meet the changes in trends, challenges global markets and also be competent enough to sustain and strive for excellence in the entrepreneurial arena.