ENTREPRENEURSHIP MANAGEMENT
B.J.HADVALE
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The early history of entrepreneurship
in India
 Culture, customs and tradition of the Indian people. Vaishyas are
considered to venture into business
 As society grew and various occupational roles interchanged, people
from different castes and status also entered into the
entrepreneurial role.
 Britishers for their own ulterior motive destabilized the then self
sufficient Indian economy. England flourished & India paid for that.
 After the Second World War, entrepreneurship received new
meaning for attaining economic development within the shortest
possible time. But in the process they were seriously handicapped
by the rigid institutional setup, political instability, marketing
imperfection and traditional value system.
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ENTREPRENEURSHIP
• A theory of evolution of economic activities.
• A continuous process of economic development.
• An ingredient to economic development.
• Essentially a creative activity or an innovative function.
• A risk taking factor which is responsible for an end result.
• Usually understood with reference to individual business.
• The name given to the factor of production, which performs
the functions of enterprise.
• Creates awareness among people about economic activity.
• Generates Self-employment and additional employment
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Socio-psychological & Economic
Perspective of Entrepreneurship
• Sociologists analyze the characteristic of entrepreneurs in terms of caste,
family, social value and migration.
• Psychologists differentiate entrepreneurs from general population on
various personality trials such as need for achievement, creativity,
propensity to take risk, independence, leadership etc.
• Economists highlight situational characteristics such as occupational
backgrounds, access to capital, business and technological experience and
managerial skills with economic gains considered as characteristic of
entrepreneur.
• An entrepreneur by implication is one who ventures out, prefers change as
a means of growth and is prepared to take a calculated risk being aware of
the possibilities of success as well as the consequence of failure.
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WHY ENTREPRENEURSHIP
• To eradicate backwardness of the people.
• Economic development of the region.
• To analysis resource utilization.
• Proper utilization of human potential.
• Special attention to take up new activities.
• To create self-employment and generation of
employment opportunity.
• Eradication of regional imbalances.
• Better economic gain.
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AN ENTREPRENEURIAL CAREER
 Entrepreneurship plays an important role in the economic
growth and development of nation.
 Purposeful activity that includes initiation, promotion and
distribution of wealth.
 An entrepreneur is a critical factor in socio-economic
transformation.
 It involves risky and challenging tasks, needs utmost
devotion, total commitment and greater sincerity with
fullest involvement.
 It is not a one day job nor is it is bed of roses.
 Prosperity and success never come easily. They take time,
hard work, systematic planning and business acumen.
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WHO IS AN ENTREPRENUER
• Develops and owns his own enterprise
• A moderate risk taker who works under uncertainty for achieving the goal.
• innovative
• Peruses the deviant pursuits
• Reflects strong urge to be independent.
• Persistently tries to do something better.
• Dissatisfied with routine activities.
• Prepared to withstand the hard life.
• Determined but patient
• Exhibits sense of leadership
• Exhibits sense of competitiveness
• Takes personal responsibility
• Oriented towards the future.
• Tends to persist in adversity
• Converts/creates a situation into opportunity.
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Characteristics of an Unique Entrepreneur
- High need for achievement
- High need for power
- Independence
- Propensity to take risk
- Personal modernity
- Takes and gives support
- Business acumen & enterprise
- Leadership
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Self Check
1. Are you prepared to put in hard work for
achieving your goal ?
2. Do you possess a strong will power to face
and overcome the difficulties and setbacks
and make the enterprise successful ?
3. Is your family environment congenial to
undertake a new venture ?
4. Are you prepared to wait for the results of
your efforts ?
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WHAT – Information Needed
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Prospects and scope of a particular industry or business
Technical details
Information about different fields in the particular trade
Purpose of the business
Responsibilities towards stakeholders
Awareness of strength and weakness of product/service
Factors affecting market demand
Cost and model of distribution
Manufacturing process
Plant and machinery
Availability of new materials
Production costs
Manpower
Finance requirements
Assessment of profitability and repayment of term loan.
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HOW - Implementation Plan
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- Final selection of product
- Prepare project report
- Registration :
- Apply to Financial Institutions
- Provisional Registration
- Obtain Licenses
- Apply for shed, Land and Power etc.
- Arrange capital
- Plant Layout
- Construct shed
- Obtain utilities
- Order for NOC
- Order for raw materials supply etc.
- Recruitment and training of manpower
- Arrangements of sales network
- Trial run/sales promotion technique
- Introduction of product
- Commercials production return.
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Basic Qualitative Instincts
• Basic qualitative instincts to survive in the
world of uncertainty are –
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(1) Will,
(2) Zeal,
(3) Skill, and
(4) Action.
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GENDER ISSUES IN
ENTREPRENEURSHIP
First born usually in middle class family
Parent in Business
College educated
Married
Early 30’s
Previous experience
Desires independence
Desires job satisfaction
Small & young business
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GENDER ISSUES IN
ENTREPRENEURSHIP…
Self-confident
Moderate risk taker
High tolerance for ambiguity
High energy level
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PROBLEMS IN START UP
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Lack of business training
Availability of information
Obtaining seed capital
Marketing
Personnel management
Lack of experience in financial planning
Weak collaterals
Cash flow management
Taxation
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PSYCHOSOCIAL BARRIERS
Poor self image
Inadequate motivation
Discrimination
Faulty socialisation
Role conflict
Cultural values
Lack of courage & self-confidence
Lack of encouragement
Lack of social acceptance
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PSYCHOSOCIAL BARRIERS contd.
Unjust socio-economic & cultural system
Lack of freedom of expression
Afraid of failute and criticism
Susceptible to negative attitudes
Non-persistent attitude
Low dignity of labour
Lack of leadership qualities
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PRODUCT SELECTION BY WOMEN
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General
Chemicals
Plastics
Textiles/hosiery
Engineering
Electronics
Leather
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29%
20%
15%
13%
12%
07%
04%
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SERVICES SELECTION BY WOMEN…
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Domestic
Food
House-hold services
Educational
Beauty & personal care
Health & nutrition
Child care & old age care
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ROLE OF ENTREPRENEURSHIP..
Introduction
Entrepreneurship Current Perspective
Scope of entrepreneurship development in
India
Promoting Entrepreneurship
Encouragement at attitudinal and social level
Encouragement at physical level
What will be the qualities needed to succeed
in this new world?
Indian Entrepreneurs
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Indian Entrepreneurs
Dhirubhai Ambani
A proud son of this glorious state of Gujarat,
and a man with long ties with this wonderful
city of Ahmedabad, was the greatest example
of this spirit of entrepreneurship!
In a short span of less than 25 years, and
without even the benefit of a formal
education, Dhirubhai Ambani built Reliance, a
first generation enterprise, into one of the
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Dhirubhai Ambani
He started out in life, working as a mere petrol
pump attendant in Aden, Yemen. He had no
technical knowledge, of any of the businesses
he wished to create in India.
He had just five hundred rupees in his pocket,
a vision of what he wanted to achieve, an
intrinsic faith in the latent demand potential
of the Indian markets, a belief in the
capabilities of Indian people, and a burning
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Indian Entrepreneurs
Azim H. Premji
In a world where integrity purportedly counts for naught, Azim Hasham
Premji symbolizes just that. The 55-year-old Wipro chairman made
international waves in 2000 ever since his group became a Rs 3,500-crore
empire with a market capitalization exceeding Rs 500,000 million! If any
stargazer had been foolish enough to predict in 1966 that a 21-year-old
Indian at Stanford University would one day achieve all this, he'd have
been laughed out of business. At that juncture, Premji was forced to
discontinue his engineering studies in the States due to the untimely
death of his father. Returning to India to take charge of a cooking oil
company, the youth infused new life into the family's traditional mindset
and trade.
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Azim H. Premji
Despite all the success, the media-shy Premji
maintained a low profile, letting his work do
all the talking. Until early last year the media
broke the story that Azim Premji had become
the second-richest man in the world… In spite
of his billions, however, he still travels
economy class and stays in budget hotels.
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Indian Entrepreneurs
N.R.Narayana Murthy
An Indian IT chief who's really made it big without dropping his ethical
precepts by the wayside is Nagawara Ramarao Narayana Murthy,
Chairman of Infosys. Born in 1946, Murthy's father was a schoolteacher in
Kolar district, Karnataka, India. A bright student, Murthy went on to
acquire a degree in Electrical Engineering from Mysore University and
later studied Computer Science at the IIT, Kanpur, India.
The Infosys legend began in 1981 when Narayana Murthy dreamt of
forming his own company, along with six friends. There was a minor hitch,
though-he didn't have any seed money. Luckily, like many Indian women
who save secretly without their husband's knowledge, his wife Sudha-then
an engineer with Tatas-had saved Rs 10,000. This was Murthy's first big
break.
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N.R.Narayana Murthy
The decade until 1991 was a tough period when the couple lived in a oneroom house. The second break came in 1991 when Indian doors to
liberalization were flung open… Murthy grabbed the opportunity with
both hands and has never looked back ever since. Today, Infosys is the first
Indian company to be listed on the US NASDAQ.
While working in France in the 1970s, Murthy was strongly influenced by
socialism. The bubble was pricked, however, when he was arrested in
Bulgaria on espionage charges. Today, he says: "I'm a capitalist in mind, a
socialist at heart." It was this belief in the distribution of wealth that made
Infosys one of the first Indian companies to offer employees stock-option
plans. Infosys now has 400 employees who are dollar millionaires.
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N.R.Narayana Murthy
Heading a company with the largest market capitalization hasn't changed
Murthy's life-style much. The man still doesn't know how to drive a car! On
Saturdays-his driver's weekly off-the Infosys chief is driven to the bus stop by
his wife, from where he boards a company bus to work! Incidentally, Sudha
Murthy is now chief of the Infosys Foundation, which channels Rs 50 million
into charity every year.
Simplicity, humility and maintaining a low profile are the hallmarks of this
super-rich Bangalorean. And the man is principled to a fault. Murthy's
unprecedented wealth has catapulted him into the public glare. After the
kidnapping of Dr Rajkumar by forest brigand Veerappan, the Home Ministry
has sounded out the local government about providing Z-category security to
Murthy and Premji. Both characteristically turned down the offer.In a letter
to the police top brass last month, Murthy said he was a simple man who
had no intentions of annoying his neighbors and disturbing traffic with an
intrusive entourage of security vehicles and personnel.
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•
PERSONALITY OF AN
ENTREPRENEUR…
The 9 Personality Types of Entrepreneurs
• 1. The Improver: using your company as a means to improve the
world. Your overarching motto is: morally correct companies will
be rewarded working on a noble cause. Improvers have high
integrity and ethics.
• Personality Alert: Be aware of your tendency to be a
perfectionist and over-critical of employees and customers.
• Entrepreneur example: Anita Roddick, Founder of The Body
Shop.
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PERSONALITY OF AN
ENTREPRENEUR…
• 2. The Advisor: High level of assistance and advice to customers. The
advisor's motto is: the customers are right and please them. Companies
built by advisors become customer focused.
• Personality Alert: Totally focused on the needs of their business and
customers that they may ignore their own needs and ultimately burn out.
• Entrepreneur example: John W. Nordstrom, Founder Nordstrom.
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PERSONALITY OF AN
ENTREPRENEUR…
• 3. The Superstar: Business is centred around the charisma and high
energy of the Superstar CEO. This personality often will cause you to build
your business around your own personal brand.
• Personality Alert: Can be too competitive and workaholics.
• Entrepreneur example: Donald Trump, CEO of Trump Hotels & Casino
Resorts.
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PERSONALITY OF AN
ENTREPRENEUR…
• 4. The Artist: Reserved but highly creative type. Often found in businesses
demanding creativity such as web design and ad agencies. As an artist
type you’ll tend to build your business around the unique talents and
creativities you have.
• Personality Alert: You may be overly sensitive to your customer’s
responses even if the feedback is constructive. Let go the negative selfimage.
• Entrepreneur example: Scott Adams, Creator of Dilbert.
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PERSONALITY OF AN
ENTREPRENEUR…
• 5. The Visionary: A business built by a Visionary will often be based on the
future vision and thoughts of the founder. You will have a high degree of
curiosity to understand the world around you and will set-up plans to
avoid the landmines.
• Personality Alert: Visionaries can be too focused on the dream with little
focus on reality. Action must proceed vision.
• Entrepreneurial example: Bill Gates, Founder of MicroSoft Inc.
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PERSONALITY OF AN
ENTREPRENEUR…
• 6. The Analyst: If you run a business as an Analyst, your company will
focus on fixing problems in a systematic way. Often the basis for science,
engineering or computer firms, Analyst companies excel at problem
solving.
• Personality Alert: Be aware of analysis paralysis. Work on trusting others.
• Entrepreneurial example: Intel Founder, Gordon Moore.
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PERSONALITY OF AN
ENTREPRENEUR…
• 7. The Fireball: A business owned and operated by a Fireball is full of life,
energy and optimism. Your company is life-energizing and makes
customers feel the company has a get it done attitude in a fun playful
manner.
• Personality Alert: You may over commit your teams and act to impulsively.
Balance your impulsiveness with business planning.
• Entrepreneurial example: Malcolm Forbes, Publisher, Forbes Magazine.
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PERSONALITY OF AN
ENTREPRENEUR…
• 8. The Hero: You have an incredible will and ability to lead the world and
your business through any challenge. You are the essence of
entrepreneurship and can assemble great companies.
• Personality Alert: Over promising and using force full tactics to get your
way will not work long term. To be successful, trust your leadership skills
to help others find their way.
• Entrepreneurial example: Jack Welch, CEO GE.
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PERSONALITY OF AN
ENTREPRENEUR
• 9. The Healer: If you are a Healer, you provide nurturing and harmony to
your business. You have an uncanny ability to survive and persist with an
inner calm.
• Personality Alert: Because of your caring, healing attitude toward your
business, you may avoid outside realities and use wishful thinking. Use
scenario planning to prepare for turmoil.
• Entrepreneurial example: Ben Cohen, Co-Founder Of Ben & Jerry’s Ice
Cream.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are
you
patient?
• I started INeedMotivation.com in 2002. I can honestly tell you that the
website barely made any money the first year. It took forever to get a
great search engine ranking and of course for me to figure out all the
necessary steps to make a business successful on the internet. If I wasn’t a
patient person, I would have given up within that first year, thinking “oh
this will never work”. Most people that ask me about becoming an
entrepreneur do not have patience in the first place. Believe me, it takes
time and thus tons of patience to create something of value that will stand
the test of time.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are
you
meticulous?
• When you have a business, there are so many aspects to it, and so many
factors to consider, that you need to be thorough, otherwise you will not
be successful. I have seen companies make huge mistakes in their
advertising with spelling and the likes, that it’s just embarrassing. Every
little detail needs to be checked and double-checked. I was always very
methodical and meticulous in my work and in my studies, that when I
entered the realm of entrepreneurship, I had what it took to make sure
that every base was always carefully covered.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are you thick-skinned?
• You need a thick skin to succeed in sales, and it’s not that much different
as an entrepreneur. No matter what you do, you will always have certain
clients that will completely demoralize you with their assessment of your
product or service. The quicker you learn not to take it personally (and it’s
hard when it’s your business and your creation), the more successful you
will be. You will always come across people that will criticize you, no
matter how great or valuable your product or service may be. You can
bounce back very quickly, and that’s a needed skill in business.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are
you
creative?
• As you manage a business, you will absolutely need to innovate. What
makes a success story in business is not actually reinventing the wheel,
but taking a current wheel and making it better. For that, you need to be
creative. Some of my advertising ideas, some of my promotions, and some
of my pricing points ended up being duplicated by my competitors. I take
it as a compliment, and it just pushes me even more to make the wheel
even better! I see so many people trying to do exactly what others are
already doing…this is almost like shooting yourself in the foot. Dare to be
different.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are
you
flexible?
• In a business, you have a business plan (hopefully!). This plan is like your
“script”. This is what you should follow if everything goes as planned.
However, let me tell you that business never ever goes as you anticipated.
This is why you need to be ready to go “off the script” and improvise.
Being open-minded and flexible comes in handy in such situations.
Especially in an internet business, things are always changing, so you need
to be ready and willing to make changes at all times to keep up with the
flow. You never know if a competitor will come up with something that
may make your current product or service obsolete, so you have to be
mentally prepared for such things to happen.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS…
• Are
you
a
visionary?
• When you combine my two previous points, being creative and being
flexible & open-minded, you have the potential to become a visionary.
This is when you are able to assess the “big picture” in your industry and
dictate the pace and/or direction it undertakes. Being able to envision
what the business and the industry will be like in years to come is a skill
that can guarantee that you will be around for the long haul. Right now, I
have ideas and projects about things that I will be doing years from now.
Being able to visualize your progression over time can become an
extremely valuable tool to your enterprise.
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KEY BEHAVIOURS FOR AN ENTREPRENEUS
• Are you adventurous?
• I often compare the business world to a jungle. Perhaps it’s even more
dangerous and ruthless than an actual jungle at times! To really enjoy the
ride in the world of entrepreneurship, you need to be able to sustain
yourself outside of your comfort zone and have a sense of adventure. I
mentioned earlier how things never go as planned, so you need to be
ready to face the unknown. That can be scary to some, but for the
adventurous type, it’s something they can thrive on.
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SUCCESS STORIES…..
• Mary Kay Ash.
• The founder of Mary Kay Inc. started a
cosmetics business. While she didn’t have a
college education or any training, she
successfully created a brand known
throughout the world. To date, nearly half a
million women have started Mary Kay
businesses , selling cosmetics. Their
appreciation for Mary Kay Ash is unwavering.
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SUCCESS STORIES…..
• Richard Branson.
• Richard Branson is best known for his thrill
seeking spirit and outrageous business tactics.
He dropped out at the age of 16 and started
his first successful business venture, Student
Magazine. He is the owner of the Virgin brand
and its 360 companies. His companies include
Virgin Megastore and Virgin Atlantic Airway.
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SUCCESS STORIES…..
• Coco Chanel.
• An orphan for many years, Gabrielle Coco
Chanel trained as a seamstress. Determined to
invent herself, she threw out the ideas that
the fashion world deemed feminine, boldly
using fabric and styles normally reserved for
men. A perfume bearing her name, Chanel
No. 5 kept her name famous.
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SUCCESS STORIES…..
• Simon Cowell.
• Simon Cowell started in a mailroom for a
music publishing company. He has since
become an Artist and Repertoire (A&R)
executive for Sony BMG in the UK, and a
television producer and judge for major
television talent contests including American
Idol.
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SUCCESS STORIES…..
• Michael Dell.
• With $1,000, dedication and desire, Michael
Dell dropped out of college at age 19 to start
PC’s Limited, later named Dell, Inc. Dell
became the most profitable PC manufacturer
in the world. In 1996, The Michael and Susan
Dell Foundation offered a $50 million grant to
The University of Texas at Austin to be used
for children’s health and education in the city.
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SUCCESS STORIES…..
• Barry Diller.
• Fox Broadcasting Company was started by a
college dropout, Barry Diller. Diller is now
chairman of Expedia, and CEO of
IAC/InterActiveCorp which includes Home
Shopping Network and Ticketmaster.
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SUCCESS STORIES…..
• Walt Disney.
• Having dropped out of high school at 16, Walt
Disney’s career and accomplishments are
astounding. The most influential animator,
Disney holds the record for the most awards
and nominations. Disney’s imagination
included cartoons and theme parks. The Walt
Disney Company now has annual revenue of
$30 billion.
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SUCCESS STORIES…..
• Debbi Fields.
• As a young, 20 year old housewife with no
business experience, Debbi Fields started Mrs.
Fields Chocolate Chippery. With a recipe for
chocolate chip cookies, this young woman
became the most successful cookie company
owner. She later renamed, franchised, then
sold Mrs. Field’s Cookies.
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SUCCESS STORIES…..
• Henry Ford.
• At 16, Henry Ford left home to apprentice as a
machinist. He later started Ford Motor
Company to manufacture automobiles. Ford’s
first major success, the Model T, allowed Ford
to open a large factory and later start the
assembly line production, revolutionalizing
the auto-making industry.
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SUCCESS STORIES…..
• Bill Gates.
• Ranked as the world’s richest person from
1995-2006, Bill Gates was a college drop out.
He started the largest computer software
company, Microsoft Corporation. Gates and
his wife are philanthropists, starting The Bill &
Melinda Gates Foundation with a focus on
global health and learning.
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SUCCESS STORIES…..
• Milton Hershey.
• With only a fourth grade education, Milton
Hershey started his own chocolate company.
Hershey’s Milk Chocolate became the first
nationally marketed chocolate. Hershey also
focused on building a wonderful community
for his workers, known as Hershey,
Pennsylvania.
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SUCCESS STORIES…..
• Steve Jobs.
• After attending one semester of college, Steve
Jobs worked for Atari before co-founding
Apple Computers. Now without the
“Computers” in their name, Apple includes
innovative products such as the iPod, iTunes,
and most recently the iPhone. Steve Jobs was
also the CEO and co-founder of Pixar before it
merged with Walt Disney.
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SUCCESS STORIES…..
• Rachael Ray.
• Despite having no formal training in culinary
arts, Rachel Ray has made a name for herself
in the food industry. With numerous shows on
the Food Network, a talk show and
cookbooks, high-energy Rachael doesn’t slow
down. She has also appeared in magazines as
well has having her own magazine debut in
2006. She knew she was a success when a
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SUCCESS STORIES…..
• Ty Warner.
• Sole owner, CEO, and Chairman of Ty, Inc., Ty
Warner is a savvy, yet private business man.
Ty, Inc., made $700 million in a single year
with the Beanie Babies craze without
spending money on advertising! He has since
expanded to include Ty Girlz dolls, directly
competing with Bratz dolls.
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SUCCESS STORIES
• Frank Lloyd Wright.
• Having never attended high school, Frank
Lloyd Wright surpassed all odds when he
became the most influential architect of the
twentieth century. Wright designed more than
1,100 projects with about half actually being
built. His designs have inspired numerous
architects to look at the beauty around them
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LESSONS…..
• 1. Think success. To attain the kind of success that you want, you need to
dream big. Every success story starts with big dreams. You need to have
big dreams for yourself - which you want to be somebody rich, famous or
fulfilled. So if you want more money, say "I will have money" in every step
of the stairs. This technique will reinforce your goal and keep it fresh in
your consciousness.
• 2. Be passionate with what you do. You start a business to change any or
all part of your life. To attain this change, you need to develop or uncover
an intense, personal passion to change the way things are and to live life
to the fullest. Success comes easily if you love what you do. Why? Because
we are more relentless in our pursuit of goals about things that we love.
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LESSONS…..
• 3. Focus on your strengths. Let's face it; you cannot be everything to
everybody. Each of us has our own strengths and weaknesses. To be
effective, you need to identify your strengths and concentrate on it. You
will become more successful if you are able to channel your efforts to
areas that you do best.
• 4. Never consider the possibility of failure. Ayn Rand, in her novel The
Fountainhead, wrote, "It is not in the nature of man - nor of any living
entity, to start out by giving up." As an entrepreneur, you need to fully
believe in your goals, and that you can do it. Think that what you are doing
will contribute to the betterment of your environment and your personal
self. You should have a strong faith in your idea, your capabilities and
yourself.
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LESSONS…..
• 5. Plan accordingly. You have a vision, and you have enough faith in
yourself to believe that you can achieve your vision. To achieve your vision,
you need to have concrete goals that will provide the stepping-stone
towards your ultimate vision. Put your goals in writing; not doing so just
makes them as intangible fantasies. You need to plan each day in such a
way that your every action contributes to the attainment of your vision.
• 6. Work hard! Every successful entrepreneur works hard, hard and hard.
No one achieves success just by sitting and staring at the wall every single
day. Brian Tracy puts it out this way, "You work eight hours per day for
survival; everything over eight hours per day is for success." If you are in a
start-up phase, you will have to breathe, eat and drink your business until
it can stand on its own.
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LESSONS…..
• 7. Constantly Look for Ways to Network. In business, you are judged by
the company you keep - from your management team, board of directors,
and strategic partners. Businesses always need assistance, more so small
businesses.
• 8. Willingness to Learn. You do not need to be a MBA degree holder or
PhD graduate to succeed in your own business. In fact, there are a lot of
entrepreneurs who did not even finish secondary education. Studies show
that most self-made millionaires have average intelligence. Nonetheless,
these people reached their full potentials achieved their financial and
personal goals in business because they are willing to learn.
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LESSONS…..
• 9. Persevere and have faith. No one said that the road to success is easy.
Despite your good intentions and hard work, sometimes you will fail.
Some successful entrepreneurs suffered setbacks and resounding defeats,
even bankruptcy, yet managed to quickly stand up to make it big in their
fields. Your courage to persist in the face of adversity and ability to bounce
back after a temporary disappointment will assure your success.
• 10. Discipline yourself. Thomas Huxley once said, "Do what you should do,
when you should do it, whether you like it or not." Self-discipline is the key
to success. The strength of will to force yourself to pay the price of success
- doing what others don't like to do, going the extra mile, fighting and
winning the lonely battle with yourself.
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KEY TAKE HOMES…..
•
•
•
•
•
•
•
•
•
•
•
•
1. Do what you enjoy.
2. Take what you do seriously.
3. Plan everything.
4. Manage money wisely.
5. Ask for the sale.
6. Remember it's all about the customer.
7. Become a shameless self-promoter (without becoming obnoxious).
8. Project a positive business image.
9. Get to know your customers.
10. Level the playing field with technology.
11. Build a top-notch business team.
12. Become known as an expert.
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KEY TAKE HOMES
•
•
•
•
•
•
•
•
•
•
•
•
•
13. Create a competitive advantage.
14. Invest in yourself.
15. Be accessible.
16. Build a rock-solid reputation.
17. Sell benefits.
18. Get involved.
19. Grab attention.
20. Master the art of negotiations.
21. Design Your workspace for success.
22. Get and stay organized.
23. Take time off.
24. Limit the number of hats you wear.
25. Follow-up constantly.
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Innovation & Entrepreneurship
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Presentation Outline
•
•
•
•
•
•
•
Entrepreneurship and marketing
Innovation process
Intellectual Property Rights
University research and Technology Transfer
Intellectual Property Rights and Development
Technology adoption and diffusion
Marketing and adoption
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Entrepreneurship
ENTREPRENEURS MAKE THINGS HAPPEN.
• They are individuals who take a concept and convert it into
a reality. A product, policy or institution.
• They become the champions of a new process, and they
are engines of change.
• Entrepreneurship occurs in all areas of life. In business,
academy, government and NGOs.
• Entrepreneurs are everywhere.
• Entrepreneurship can be used for good and evil.
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Entrepreneurs Can Be Encouraged and
Promoted
• Openness to new ideas, freedom from investigation
of operation, and promotion and pay based on
merit encourage entrepreneurship.
• Excessive regulation, rigid hierarchy, lack of
freedom, and excess control discourage
entrepreneurship.
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Requirements of Entrepreneurs
• Entrepreneurs need a keen eye to understand
economic, social, and scientific realities and the
capacity to understand evolutionary processes
in the future.
• They need to understand how institutions
work, and individuals react in order to
introduce activities and products that serve
peoples’ need and that are sustainable
economically and politically.
• Entrepreneurs also need dedication and
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Entrepreneurship and society
• To encourage entrepreneurship, society should
tolerate failure and give people a second chance. .
• Obviously, people need to pay for their mistakes, but
if the payment is too high, people will not dare or
take risk.
• Effective legal system is essential for positive
entrepreneurship
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Marketing & environmental leadership
• A leader may have to sell ideas, promote concepts,
raise funds, recruit followers-which requires
marketing.
• Environmental issues are abstract and removed from
the daily reality for most people- marketing
environmental issues is a challenge.
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What Are Innovations?
• Innovations are new ways of doing tasks.
• It is useful to distinguish between process innovations
and product innovations.
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The Innovation Process
• An innovation starts as a concept that is refined and
developed before application.
• Innovations may be inspired by reality. The innovation
process, which leads to useful technology, requires:
–
–
–
–
–
Research
Development (up-scaling, testing)
Production
Marketing
Use
• Experience with a product results in feedback and
leads to improved innovations.
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The Innovation Process
Figure 1. Typ ical steps in the life cycle of a new technology
Research
Discovery
Deve lopme
nt
Patenting
and
App rova l
Production
Marketing
Adop tion
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Technology Adaptation and Appropriateness
• Rarely is the same technological solution optimal
everywhere. The value of an innovation depends on socioeconomic,climatic, and ecological specifics it calls for.
• Important innovative activities adapt technological
solutions to specific conditions.
– Export of technologies across regions without adaptation may
lead to negative environmental side effects and waste.
• A technology may have several versions to meet needs
and capabilities of various users in a region, e.g., large vs.
small farmers’ versions of a machinery.
• The establishment of an innovative capability starts with a
buildup of capacity to support and adopt innovations and new
technologies.
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Induced Innovations
• Innovations respond to need and economic conditions.
Inventors, investors, and researchers put effort into
solving problems, and that leads to innovations.
–
–
–
–
Labor shortages led to mechanized equipments.
Drought conditions led to improved irrigation.
Energy crises led to higher efficiency cars.
Farmers’ cooperatives were established during periods of
excessive low farm prices.
• Environmental regulations trigger cleaner technologies.
– A tax on carbon will lead to improved stoves and power plants.
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Various Types of Innovators
• In the past most innovations were introduced by
practitioners.
• The scientific discoveries of the late 19th century gave
rise to science-based innovations (Edison, Bell,
Marconi).
• Major companies (IBM, Sony, Bell, Kodak, GM) built
their own research labs.
• Public sector labs made important agricultural and
environmental discoveries.
• Universities and start-up companies are becoming major
sources of new innovations.
• The ownership of a technology and leadership in its
applications move between organizations over time.
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Incentives for Innovations
• Patents: Awards monopoly rights for 17-20 years.
– Patent protection allows publication of research findings that leads to
innovations.
– Patent rights (for certain applications) can be transferred.
– Patents are valid only where they are registered.
• Copyright protection: Pertains to books, brand names, and the
media.
• Trade secrets: Protects against thefts.
• Plant breeders’ right: Allows exclusive sales of varieties and
allows farmers to reuse seeds.
• Prizes: Awarded to winners of a contest for finding a technical
solution to a problem.
• Indigenous knowledge is poorly protected.
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IPRs and Development
• Investments in R&D and new products will be much lower
without the expected monopoly gains.
• Local industry and foreign investors benefit from patent
protection, as is already the case in India.
• IPR constraints may inhibit domestic companies’ ability to
develop new products.
• Added IPR knowledge may lead to gains:
– Production for local markets does not require obtaining rights to
patents that are not registered locally.
– Developing countries can trade access to bio-diversity for access to
technology. They can reach special agreements with universities and
companies.
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Investment in Research: A Key Element of
Environmental Policies
• Research enables discovery of basic environmental
problems.
• Research provides better monitoring and
management equipment to help identify
environmental problems and monitor response.
• Public research enables sustaining development of
technologies that may not be economical under
existing prices.
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Division of Labor
• Basic research: Gain more comprehensive
knowledge or understanding of the subject under
study, without specific applications in mind.
Conventionally conducted by universities.
• Applied research: Apply knowledge. Often
conducted by industries.
• Educational-industrial complex: University
research has led to the creation of new firms and
even industries, brought old ones down, and, in
general, profoundly impacted rates of innovation
in the larger economy.
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Stakeholders in the
Innovation Process
• Universities, including research scientists, university
administrators, and designated officers of technology
transfer.
• Entrepreneurs, including start-up companies and venture
capitalists.
• Incumbent corporations.
• Potential technology adopters and downstream producers
who will use the technology
• Government regulators.
• Environmental and other special interest organizations.
• Consumers.
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Why Universities Do Not Do What Companies Do and Why
Companies Do Not Do What Universities Do
1.
Uncertainty: Uncertain outcome of basic research.
2.
Inappropriability or ‘nonmarketability’: Some results from
basic research are not appropriable, because they occur at
such fundamental levels of scientific analysis.
3.
Spillovers: Some results from basic research can easily spill
over to competitors in the same line of business that the
results may actually help the competitors more than they help
the company that conducted the initial research.
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Institutional Arrangements: Incentives to
University Researchers
• Formulas for the allocation of OTT revenues from
license royalties:
-Most common formula: Equal sharing among the
university (33%), the department (33%), and the
employee inventor (33%).
-Another common formula: 50%-50% sharing between
the university and the inventor.
-Average net revenue distributions: University (35%),
department (25%), and faculty inventor (40%).
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Trends in Entrepreneurial Start-Ups Based on University
Technologies: 1980 to 1999
Year(s)
Number of institutions reporting
Start-ups formed
1980-93
N=154
1,169
1994
N=156
241
1995
N=172
223
1996
N=168
248
1997
N=171
333
1998
N=176
364
1999
N=188
344
Total
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Adoption and Diffusion
• The use of new technologies spreads gradually.
• There is a significant time lag between the time a new
innovation is introduced and when it becomes widely used
by producers or consumers.
• Diffusion is the aggregate process of product penetration.
– It is measured by the percentage of potential users who actually
adopt a technology.
• Diffusion curves measure aggregate adoption as a function
of time. They tend to be S-shaped.
• Adoption = Decision by a specific individual to use a
technology. Diffusion is aggregate adoption.
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The S-Shaped Diffusion Curve
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Stages of Diffusion
• We distinguish among:
– Early adopters: More educated, innovative
individuals who gain from technology.
– Followers: The majority of adopters who see
its success and want to join in.
– Laggards: Less-advanced individuals who
either do not adopt or adopt very late
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Adoption as Imitation
• Some explain the S-shaped behavior as the outcome of
imitation.
• Contact among individuals is the driving force of
diffusion.
• Profitability of the new technology, ease of use, and
quality of technical support are factors that can
enhance diffusion.
• VCRs, wireless communication, Bt cotton were
technologies with a fast rate of diffusion, while
personal computers had slower adoption rates.
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Threshold Model
• The factors behind diffusion:
– Heterogeneity of potential adopters.
– The individual decision process aimed at improving wellbeing.
– Dynamic forces that make technology more attractive.
• Source of heterogeneity (size, location, and human capital).
• Decision criteria (profitability, well-being, risk minimization).
• Dynamic processes that drive adoption (learning by doing,
learning by using, network benefits).
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Application of the Threshold Approach
• Mechanical innovations: Tractors and cars are adopted
by larger farms and richer families.
• In the case of a tractor,
L = size of farm
a = saving per acre
P = cost of tractor
Adopt if P > aL
L = P/a critical size.
Critical size declines because P declines. As a result of
learning by doing, a increases as a result of learning
by using.
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Other Examples
• Water-conserving technologies (sprinklers) increase
water-use efficiency if:
– With traditional technology, 50% of applied water is actually consumed.
– 75% is consumed with sprinklers.
– It results in higher yield and water saving.
• Technology adoption occurs:
– In sandy soils and hills where the traditional technology is especially
inefficient.
– Locations where the price of water is high.
– With high-value crops.
• Green Revolution technologies are high-yield varieties that
require complementary inputs (fertilizers and sometimes water).
They are adopted when:
– They have high yield and cost effects.
– Farmers have access to credit.
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Adoption and Risk
• Impacts of technologies are unknown. Risk considerations slow
adoption.
• One approach in assessing a technology:
– Maximize Expected benefits-a risk
• where a is a coefficient of risk aversion.
• Risk may be measured by a variance of profit.
• Policies that reduce risk include
– insurance (crop insurance enhances adoption)
– Diversification.
• An alternative approach: Select the technology with the highest
benefit given that it yields minimum required benefits at the worst
case scenario. This approach aims to assure sufficient resource
during drought.
• Good inventories, banking systems, and asset accumulation
possibilities reduce the need for protection against risks.
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Adoption, Credit, Location,
and Education
• Lack of credit and high cost of credit are major impediments for
adoption.
• Poorer consumers and farmers may be more constrained by risk
and credit constraints.
• Adoption may be slower at far away locations because of less
access to information and sources of technology, higher cost of
inputs. In some cases, however, early adopters are at distance
locations(if technology reduces transportation costs).
• Adoption requires a high learning cost -more educated individuals
tend to be early adopters. When the technology is simple,
sometimes less sophisticated individuals adopt first.
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Adoption and Policy
• The government may enhance adoption through
positive incentives such as:
–
–
–
–
–
Price support of products produced with technologies.
Extension and education.
Credit subsidies.
Insurance schemes.
Cost-sharing arrangements.
• Negative incentives
– Regulation against existing technologies (pesticide regulation enhances
biotechnology).
– Higher cost of inputs used intensively with existing technologies (water
price hikes).
• Key elements of environmental policy are incentives to
– Induce innovation of greener products.
– Induce adoption of cleaner products.
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Timing of Adoption
• Sometimes it is worthwhile to wait and see and
not adopt immediately when benefits of
technology exceed costs.
• Cost of technology may decline over time. You
should wait if the reduction in technology cost>
than the cost of waiting.
• When a technology has uncertain irreversible
outcomes- waiting to learn more is prudent.
• Waiting prevent the opportunity of learning and
improving a technology- the gains from waiting
should be compared to the costs.
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Government & adoption
• Governments and NGOs are promoting and encouraging adoption of
technologies
• Government is using incentives, initiate advertisement and
promotional campaigns.
• Extension is an institution used for education and support of diffusion
processes.
– Extension should complement private sector marketing of new technology not replace it.
– In some cases extension’s clientele are mostly technology providers-not users
– Extension role is to provide balanced assessments of new technologies not
advocate them.
– Extension role is adaptation of technology
– Extension may initiate and implement institutional innovations
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Govt. Policies for Entrepreneurs
• Small Scale and Ancillary Industries
• Small scale industrial units are those engaged
in the manufacture, processing or
preservation of goods and whose investment
in plant and machinery (original cost) does not
exceed Rs.1 crore. The investment limit of Rs.
1 crore for classification as SSI has been
enhanced to Rs.5 crore in respect of certain
specified items under hosiery, hand tools,
drugs & pharmaceuticals, stationery items and
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Govt. Policies for Entrepreneurs…
• 1.2. Tiny Enterprises
• The status of ‘Tiny Enterprises’ may be given
to all small scale units whose investment in
plant & machinery is up to Rs. 25 lac,
irrespective of the location of the unit.
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Govt. Policies for Entrepreneurs…
• Small Scale Service & Business Enterprises
• Industry related service and business
enterprises with investment up to Rs. 10 lac in
fixed assets, excluding land and building will
be given benefits of small scale sector.
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Govt. Policies for Entrepreneurs…
• Indirect finance in the SSI sector will include
credit to :
• Agencies involved in assisting the decentralized
sector in the supply of inputs and marketing of
outputs of artisans, village and cottage industries.
• Government sponsored Corporation/
organizations providing funds to the Weaker
sections in the priority sector.
• Advances to handloom co-operatives.
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Govt. Policies for Entrepreneurs…
• Term finance/loans in the form of lines of credit made
available to State Industrial Development Corporation/State
Financial Corporations for financing SSIs.
• Credit provided by banks to Khadi and Village Industries
Commission (KVIC) under the scheme for provision of credit
to KVIC by consortium of banks for lending to viable Khadi and
Village Industrial Units.
• Funds provided by commercial banks to SIDBI/SFCs will be
eligible for inclusion under the priority sector as indirect
finance to SSI.
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Govt. Policies for Entrepreneurs…
• Loans for setting up industrial estates.
• All advances to KVI sector, irrespective of their size of
operations, location and investment in plant and machinery,
will be covered under priority sector advances.
• Manufacture of common salt through any process may be
considered as an industrial activity and credit provided by
banks to units engaged in the manufacture of common salt
which satisfy the norms of SSI Unit may be classified under
advances to SSI.
• 1.10 Water mills (Gharat) has been recognized as an industrial
activity and shall be eligible for registration as small scale
industry.
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Govt. Policies for Entrepreneurs…
• Units engaged in ship breaking/dismantling are
composite ones which also undertake the
processing of scrap thus obtained and hence the
entire activity can be covered under processing.
• Bank loans to bought leaf factories manufacturing
tea are to be reckoned as priority Sector lending
to small scale industry, provided the investment
in plant and machinery (original cost) does not
exceed the prescribed limits.
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Govt. Policies for Entrepreneurs…
• The following items within the food and agro-based
processing sector would be eligible for classification as priority
sector for lending by banks :
• Fruit and vegetable processing industry
• Food grain milling industry
• Dairy products
• Processing of poultry and eggs, meat products
• Fish processing
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Govt. Policies for Entrepreneurs…
• Bread, oilseeds, meals (edible), breakfast foods, biscuits,
confectionery (including cocoa processing and chocolate), malt
extract, protein isolate, high protein food, weaning food and
extruded/other ready to eat food products
• Aerated water/soft drinks and other processed foods
• Special packaging for food processing industries
• Technical assistance and advice to food processing industries
• The food and agro-based processing units of small and medium size
with investment in plant and machinery the investment ceiling (up
to Rs. 5 crore) has been altogether withdrawn.
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Govt. Policies for Entrepreneurs…
• Software Industry
• Loans to software industry with credit limit
upto Rs. 1 crore from the banking industry to
be included under this item.
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Govt. Policies for Entrepreneurs…
• 2.2 Venture Capital
• Investment in Venture Capital will be eligible for inclusion in
priority sector, subject to the condition that the venture
capital funds/companies are registered with SEBI.
• However, fresh investments that may be made by Bank on or
after July 1, 2005 shall not be eligible for classification under
priority sector lending and the investments, which has already
been made by Bank up to June 30, 2005, shall not be eligible
for classification under priority sector lending with effect from
April 1, 2006.
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Govt. Policies for Entrepreneurs…
• Banks may consider on merit, proposals received
from State Industrial Development Corporations
(SIDCs) and State Financial Corporations (SFCs)
for sanction of term Finance/loans in the form of
lines of credit.
• Such term finance/loans to the extent granted
for/to the Small Scale Industrial (SSI) Units, will
be treated as priority sector lending, subject to
the observation of following Conditions:
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Govt. Policies for Entrepreneurs…
• SFC/ SIDC should maintain separate and distinct
accounts of fresh disbursements made to SSI
units and outstanding amounts there against.
• Periodical statements to be obtained from SFC/
SIDC to monitor the position.
• Annually, a certificate issued by SFC/ SIDC
statutory auditors certifying that the
outstanding borrowings from banks were fully
covered by the non-overdue loans outstanding
in respect of fresh disbursements made to SSI
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Govt. Policies for Entrepreneurs…
• The rate of interest to be charged by banks on
such term finance/ loans/ lines of credit will be
in conformity with the directives on interest
rates issued by the Reserve Bank from time to
time.
• 3.3 In order to ensure adequate credit to this
sector, the credit requirements of village
industries and other SSI units having aggregate
fund-based working capital limits upto Rs. 5
crores from the banking system, will be
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Govt. Policies for Entrepreneurs…
• Funds provided by SIDBI to Commercial banks
by way of rediscounting of bills of SSIs which
are originally discounted by a commercial
bank and rediscounted by SIDBI will be eligible
for inclusion under the priority sector as
indirect finance to SSI.
• 4.2 Funds provided by commercial banks to
State Financial Corporations (SFCs) by way of
rediscounting of bills of SSIs earlier discounted
by the SFCs will be eligible for inclusion under
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Govt. Policies for Entrepreneurs…
• Para-banking activities such as leasing and
hire purchase financing undertaken
departmentally by bank will be classified as
priority sector advances, provided the
ultimate beneficiary satisfies the criteria laid
down by RBI for treating such advances as
advances to priority sector.
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• Based on the recommendations made by the
Working Groups and High Powered
COMMON GUIDELINES/INSTRUCTIONS for LENDING TO SSI sector
Committees, appointed by the Government of
India and the Reserve Bank of India, a set of
comprehensive guidelines to be followed for
advances to all categories of borrowers in the
SSI sector were evolved.
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Govt. Policies for Entrepreneurs…
• Bank should give acknowledgement for loan
applications received from the borrowers.
• All loan applications for SSI up to a credit limit
of Rs.25,000/- be disposed of within 2 weeks
and those up to Rs.5 lac within 4 weeks and
those above Rs.5 lac. within 8 to 9 weeks
provided the loan applications are complete in
all respects and accompanied by a ‘check list’.
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Govt. Policies for Entrepreneurs…
• A register should be maintained at branch
wherein the date of receipt,
sanction/rejection/ disbursement with
reasons therefore etc., should be recorded.
The register should be made available to all
inspecting agencies.
• Rejection of applications for fresh limits/
enhan- cement of existing limits should not be
done without the approval of the next higher
authority.
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Govt. Policies for Entrepreneurs…
• Assessment of working capital
• Guiding formats for appraisal of SSI loan
proposal up to Rs. 25 lac and up to Rs. 2 crore
have been shown in Appendix.
• Margin
• 15% to 25% as per H.O. guidelines and
prevailing schemes of the bank.
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Govt. Policies for Entrepreneurs…
• Composite loan
• A composite loan limit of Rs.1 crore can be sanctioned by
banks to enable the SSI entrepreneurs to avail of their
working capital and term loan requirement through Single
Window.
• 2.8. Delayed payment
• Under the Amendment Act, 1998 of interest on Delayed
Payment to Small Scale and Ancillary Industrial Undertakings,
penal provisions have been incorporated to take care of
delayed payments to SSI units which inter-alia stipulates a)
agreement between seller and buyer shall not exceed more
than 120 days,
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Govt. Policies for Entrepreneurs…
• b) payment of interest by the buyers at the rate of
one and a half times the prime lending rate (PLR) of
SBI for any delay beyond the agreed period not
exceeding 120 days. Further, Bank has been advised
to fix sub-limits within the overall working capital
limits to the large borrowers specifically for meeting
the payment obligation in respect of purchases from
SSI.
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Revised guidelines on rehabilitation of sick SSI units (based on Kohli
Working Group recommendation)
• Following are broad parameters for grant of
relief and concessions for revival of potentially
viable sick SSI units.
• Interest on Working Capital Interest 1.5%
below the prevailing fixed/prime lending rate,
wherever applicable
• Funded Interest Term Loan Interest Free
• Working Capital Term Loan Interest to be
charged 1.5% to 3% below the prevailing
fixed/prime lending rate, wherever applicable.
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Revised guidelines on
rehabilitation of sick SSI units
• Term Loan Concessions in the interest to be
given not more than 2% (not more than 3% in
the case of tiny/decentralized sector units)
below the document rate.
• Contingency Loan Assistance The Concessional
rate allowed for Working Capital Assistance.
•
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Revised guidelines on
rehabilitation of sick SSI units
• Mode of Disbursement of Loan
• As far as possible, disbursement of loan
amounts sanctioned should be made directly
to the suppliers of inputs such as raw
materials implements, machinery, etc.
However, Bank may continue the practice of
obtaining receipts from borrowers.
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Revised guidelines on
rehabilitation of sick SSI units
•
Repayment programme should be fixed taking into account
the sustenance requirements, surplus generating capacity, the
break-even point, the life of the asset, etc., and not in an "ad
hoc" manner. In respect of composite loan up to Rs.50,000/to artisans, village and cottage industries, repayment schedule
may be fixed for term loan component only (subject to SIDBI’s
requirements being fulfilled).
• In the case of other borrowers affected by natural calamities,
banks may convert drawings in excess of the value of security
into a term loan repayable over a reason- able period of time
and provide further working capital and extend/re-phase the
instalements due under term loans.
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Revised guidelines on
rehabilitation of sick SSI units
• Interest shall be charged at a rate as prescribed by Head
Office from time to time. Interest shall be charged on this
outstanding debit balance on working capital and on reducing
balance in case of term loan.
• No penal interest should be charged by banks for loans under
priority sector up to Rs.25,000/-. However, the issue of
charging penal interests that should be levied for reasons such
as default in repayment, non-submission of financial
statements etc. have been incorporated in the Lending Policy
of the Bank for loans above Rs.25,000/-
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Revised guidelines on rehabilitation
of sick SSI units
• No service charges/inspection charges should
be levied on priority sector loans up to
Rs.25,000/• For loans above Rs.25,000/- ---- as per H.O.
Guidelines.
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Revised guidelines on rehabilitation of sick SSI units
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Table showing insurance exemption for the Category, Risk and the assets is given
below:
All categories of priority sector advances upto and inclusive of Rs.10,000/Fire & Other risks
Equipment and current assets
(b) Advances to SSI sector upto and inclusive of Rs.25,000/- by way of –
Composite loans to artisans, village and cottage industries
All term loans
Working capital where these are against non-hazardous goods
Fire
Fire
Fire
Equipment and current assets
Equipment
Current Aeests
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Revised guidelines on
rehabilitation of sick SSI units
• 9. Photographs of borrowers
• For the purpose of identification, branch
should make arrangements for the
photographs and also bear the cost of
photographs of borrowers falling in the
category of Weaker Sections.
• These guidelines are subject to any
instructions that may be issued by the RBI
from time to time.
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Annexures
• A.General Guidelines on SSI Sector Landing—A
- I and A - II
• B.Check-list for SSI Entrepreneurs
• C.Check-list for Branch Managers--- SSI
Proposals
• D.The guiding formats for Appraisal of SSI Loan
Proposal up to Rs. 25 lac and also above Rs. 25
lac to Rs. 2 crore have been given in Appendix.
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India's automotive industry
•
•
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A key contributor to growth at 4.2% of GDP
Industry’s turnover to touch USD 155 bn by 2016
World’s seventh largest automobile market now
World's third largest by 2030, just behind China
and the US.
• The global automotive sector is currently experiencing a significant
downturn. Rapidly declining demand, frozen credit markets and
depressed market confidence are forcing automotive companies to
re-think their business strategies and operational tactics.
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ASSET MANAGEMENT INDUSTRY IN INDIA
• With the Indian capital markets becoming
increasingly active, backed by strong
technology setups, the asset management
industry has seen unprecedented growth
rates.
• Comprehensive set of needs including
actuarial, risk management, regulatory,
transaction advisory, assurance and tax
advice.
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GLOBAL BANKING CHALLENGES
• In today’s highly regulated environment,
banks and securities firms are facing
increasingly complex challenges. Every day
brings new demands to manage risk, achieve
operational excellence and satisfy the
divergent interests of stakeholders.
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CONSUMER PRODUCTS BUSINESSES
• Whether it’s squeezed margins, brand erosion
or new regulatory requirements, you need to
think differently if your consumer products
business is to prosper.
• Driving down costs while improving
productivity,
• Manage risks , opportunities in emerging
markets.
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Government and PSUs
• Increasing demand for transparency and
accountability on public policies.
• World’s governments to address challenges such
as security and border controls, climate change,
realignment in the global economy and everaging populations.
• Implement policy and drive benefits and growth
through financial effectiveness, operational
performance efficiencies and delivery of major
programs, both on time and to budget.
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INSURANCE INDUSTRY
•
•
•
•
Opened this sector for private players
Increasing foreign equity stake
‘Bancassurance’ in 2000, banks are entering
Some recent developments in reforms for
Pension & De-tariffing and liberalisation of FDI
will boost the industry to grow and assist
players to increase penetration in the market.
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Life Sciences
• Life sciences companies — from emerging to
multinational — are facing challenging times
as stakeholder expectations are changing,
development pipelines are declining and
access to healthcare takes on new
importance. Success requires flexible
strategies and innovative business models.
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Biotechnology
• Biotech companies are delivering new levels
of health, prosperity and sustainability across
the world.
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Pharmaceutical
• Key drivers are reshaping the pharmaceutical
marketplace, including the growing power of
healthcare payers, providers and evolving
customer needs.
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Medical technology
• Fundamental drivers in the global healthcare
economy suggest demand for medical
technology products should be robust for
years to come.
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India’s entertainment economy
• The media and entertainment industry is
undergoing rapid change at a very high speed.
• Constant pressure to embrace new
technology, develop new distribution models,
comply with new regulations and satisfy the
demanding new consumer-turned-competitor.
• Entry strategy, private equity placement, IT
security review, organization structure and
performance management
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INDIAN OIL & GAS INDUSTRY
• Pegged at US 110 bn - which is about 15% of India’s gross
domestic product - is one of the focus areas in the county’s
rapidly growing economy.
• Energy demand grew at a CAGR of 4.57% between 1996 and
2006 as compared to the global average of 2.07%
• In the future, the demand supply gap is projected to increase
even further, due to the high demand growth projected at
6.41% and 7.41%, respectively, from 2006-07 to 2024-25.
• While the challenges are immense, this rapidly industry also
offers significant opportunities.
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NELP-VIII and CBM-IV Roadshows
• The New Exploration Licensing Policy (NELP)
VIII and Coal Bed Methane (CBM) IV rounds of
bidding launched by the Government of India
brings forth tremendous opportunities for the
Oil & Gas industry, offering 70 blocks under
NELP-VIII and 10 blocks under CBM-IV for
bidding.
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INDIAN UTILITIES INDUSTRY
• The key players in the sector are required to
adapt to the dynamic environment while
maintaining their focus on providing competitive
electricity, gas and water services to customers.
• Generation companies are planning rapid
capacity expansions. However, fuel linkages
remain a key concern.
• Transmission companies are trying their best to
deal with the evacuation of electricity but are
faced with interconnection and capacity
constraints.
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• The distribution companies on the other hand are
trying to reduce their losses and devise a secure
revenue assurance model.
• Other challenges which the industry faces are
regulations,e nvironment, technology, safety and
performance concerns. This scenario offers a
daunting task for various industry players to
provide quality and reliable supply which is of
paramount importance to the growing Indian
economy.
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REAL ESTATE
• organizations and investors need to meet changing regulatory
requirements and reduce financial risks to achieve sustainable
growth.
• Exit strategies, vendor diligence, background research,
corporate restructuring, fund raising and investor search.
• Buy-strategies, financial due diligence, contracting and
negotiations, financing and closing.
• Feasibility studies, preparing business plans, conducting joint
venture negotiations, commercial due diligence and hoteloperator tie ups.
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Technology Industry driven by relentless innovation
• Business advisory for growth; operational
efficiencies; improve IT security profiles and
compliances;
fraud
management
and
investigation; attain higher levels of corporate
governance and financial control; manage
complexities arising out of cross-border
transactions; mergers and integrations; human
capital management; and outsourcing advisory
• Consistent, high-quality, seamless service —
wherever you are in the world
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DOMESTIC BPO MARKET
• Five areas: Service-line demand evolution,
Sector-wise demand evolution, Buyers’ and
Suppliers’ landscape and Key future trends.
• India’s domestic BPO industry is favourably
positioned to benefit from its established
delivery capabilities, which exert a
considerable influence on buyers’ decision to
opt for outsourcing.
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Telecommunications
• Challenges of growth, convergence, business
transformation, technological change and
increasing regulation
• Today, there are about 500 million telecom
subscribers with a net addition of more than 11
million new mobile subscribers per month.
• There exists enormous business potential for
telecom companies on account of country’s low
teledensity, which currently stands a bit above
42%.
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Telecommunications
• Government would auction spectrum for 3G
and Broadband Wireless Access (BWA)
services and Mobile Number Portability (MNP)
would come in to action. The entry of Mobile
Virtual Network Operators (MVNOs) also adds
to the list.
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RETAIL MARKET
• The world’s largest unexploited RETAIL MARKET,
recognised as the leading destination for retail
investment in the 2006 Global Retail
Development Index
• Organised retail still only accounts for less than
4% of the overall sector.
• Rapid development of real estate
• FDI of up to 51% is now permitted in an Indian
company operating in the retail sector under a
single brand.
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RETAIL MARKET
• Overseas retailers are also able to operate via
franchise and strategic licensing agreements as
well as wholesale operators.
• One quarter of the world’s youth live in India.
More than 50% of the Indian population is below
25 years of age.
• By 2050, India will have overtaken China as the
world’s most populous nation.
• Growing consumer class and rising disposable
incomes
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RETAIL MARKET
• 209 million households across the country.
Although only six million of these are classified as
rich, a further 22% are regarded as the
consuming classes. This figure is expected to rise
to 32% by 2010
• Disposable incomes are expected to rise at an
average of 8.5% per annum until 2015
• Availability of cheap credit is increasing
• One of the world’s fastest growing economies;
3rd largest country in the world in PPP terms
• GDP has more than doubled in the last ten years
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• Rising disposable incomes, cheap consumer
credit, highly attractive demographics, a booming
economy and an increasingly liberal regulatory
environment. No wonder, retailers globally are
getting serious about India. Though the prize may
be great the road is still a tough one. From
understanding local tastes and tailoring the
product offering, to securing access to the right
real estate, entrants to the world's largest
untapped retail market face some difficult
challenges.
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Opportunities waiting…..RUSH!!!
•
•
•
•
•
•
•
•
Beauty Salons & Supplies
Business Services
Clothing
Computer & Internet
Consultancy
Consumer Services
Dealers and Distributors
Education & Training
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Opportunities waiting…..RUSH!!!
•
•
•
•
•
•
•
•
Financial
Florists
Food and Beverages
Health Care & Fitness
Home Based Businesses
Hotels
Immigration
Interior
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Opportunities waiting…..RUSH!!!
•
•
•
•
•
•
•
Jewellery
MLM Businesses
Others
Play School & Activity Centre
Retail
Travel
Schools
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LO, DO BUSINESS…..1
• BUSINESS OPPORTUNITIES BY INVESTING Rs. 30,000/Setup Small Scale Industry, Install Machine of Making paper Cona/
Plate, C.F.L. Bulb & Candle in Rs.30,000/- We provide Raw material &
100% Buy/ Back Finished Goods with Training+ Transport...
• Online Entrance Tests Packages Golden Business Opportunity: Master
Franchise invited to open franchise for selling online entrance test
packages of CAT/MAT/IIT-JEE/AIEEE etc. Latest News for related
business: CAT & MAT 2009, ETC.
• Franchise like Mcdonald's, Dominos or Pizza Hut ??
• Greetings !! Franchising is really rewarding for both the Franchisor &
Franchisee and India happens to be a hot destination for companies
outside of India given the fact that India has a huge pop...
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LO, DO BUSINESS…..2
• Money making oppurtuniities
Earn upto Rs.1 Lakh per month by mail order business..
Get paid for receiving letters and mails at your
doorsteps.
• Trusted Tickets UK
• Description: Trusted Tickets is an event ticket website
specializing in hard-to-find seats in the UK and
worldwide. As an affiliate, you’ll get huge payouts
simply for advertising the ...
• CitySights
We offer hop-on hop-off double-decker bus tours in
Manhattan and Brooklyn as well as night ...
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LO, DO BUSINESS…..3
• Body Candy Business (15-Feb-2010)
Description: Now you have the opportunity to work with
the largest internet retailer of body jewellery in the world.
You can earn money for each new sale that you refer to our
site!
• BUSINESS PROPOSALS WANTED
We have two offices in Central Kolkata (Park Street and
Prince Street). Offices available on Day and Night basis.
• Earn an income for living through PTC (Paid to click)
Following are few trusted PTC (Paid to click sites) which
pays you for clicking on the advertisement.
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LO, DO BUSINESS…..4
• Home based business opportunity
Online ad posting job a really paying company, offer
franchisee for home based part time work.
• The best online income opportunity. Operate your
own ebusiness
• WANTED PARTNERS
We seeks PARTNERS for the newly establishing
international residential school. The school embodies
the essential ingredients of a GLOBAL SCHOOL.
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LO, DO BUSINESS…..5
• START THREADS COMPANY WITH SMALL INVESTMENT
Set up own Threads small company Earn Rs1000 to
2000 per day Lowest Investment Raw material+
Training fees +court agreement) Return prepared
goods to parent company No risk involved.
• START EXPORT BUSINESS WITHOUT INVESTMENT
Start Export business without investment. Earn in lakhs
per month
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Lo, further opportunities…1
• Agriculture, Food & Marine
Bakery Products, Barcodes, Cattle Feed, Dry Fruits, Dyes, Edible Oils,
Fertilizer, Flavours, Dried Flowers
Apparel & Clothing
Badges, Barcodes, Bed Linen, Cotton Bags, EAS Products,
Embroidered Apparel
Arts & Crafts
Antique Weapons, Antiques & Replicas, Aqua Culture, Badges,
Barcodes, Bed Linen
Automotive & Automobile
Abrasives, Adhesives, Refrigeration Equipment, Auto Electrical
Parts, Garage Equipment
July 13, 2017
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Lo, further opportunities…2
• Bicycle & Rickshaw
Abrasives, Bearings, Bicycle, Bicycle Parts, Castings, Hand Tools
Chemicals & Dyes
Abrasives, Adhesives, Chemical Plants, Dyes, Fertilizer, Flavours,
Industrial Chemicals, Leather Chemicals
Construction Materials
Adhesives, Refrigeration Equipment, Aluminum Products, Bathroom
Fittings, Brushes, Cement
Cosmetics
Herbal Products, Cosmetics, Tatoos, Brushes, Lenses, Health Care
Products, Henna, Fashion Jewelry
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Lo, further opportunities…3
• Electrical & Electronic
Adhesives, Refrigeration Equipment, Aviation Safety, Audio Video
Prducts, Batteries, Computers
Gems & Jewelry
Bone Crafts, Clock & Watches, Diamonds, Beads, Fashion Jewelry,
Jewelry Tools
Hand & Machine Tools
Adhesives, Agriculture machinery, Air Tools, Cutting Tools, Castings,
Garden Tools, Hand Tools
Hardware & Software
Computer Hardware, Networking Products, Software, Computer
Stationery, Computers, Telecom Cables, Electronic Spares
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Lo, further opportunities…4
•
Herbal & Ayurvedic
Animal Health Products, Herbal Products, Cosmetics, Ayurvedic Medicines, Health
Care Products
Home Textile & Furnishings
Barcodes, Bed Linen, Carpets & Rugs, Cotton Bags, Embroidered Apparel, Fabrics &
Textiles
Household & Home Supplies
Adhesives, Refrigeration Equipment, Antiques & Replicas, Aqua Culture, Audio
Video Prducts, Bathroom Fittings, Batteries, Bed Linen, Buckets & Bins, Candle
Holders
Industrial Goods & Products
Abrasives, Adhesives, Agriculture machinery, Refrigeration Equipment, Air Tools,
Aircraft Engine Components
Leather & Leather Products
Adhesives, Barcodes, Fashion Bags, Finished Leather, Footwears, Animal Clothings
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Lo, further opportunities…5
• Medical & Pharmaceutical Products
Animal Health Products, Herbal Products, Ayurvedic Medicines, Corks,
Dental Products
Metals, Minerals & Ores
Minerals & Ores, Cement, Coal, Copper & Brass, Castings, Extraction
Machinery, Fiber Glass Products
Musical Equipments
Natural Stones
Garden Landscaping Products, Natural Stones, Stone Crafts, Merchant
Exporters, Paintings & Sculptures
Office & Commercial Supplies
Adhesives, Refrigeration Equipment, Audio Video Prducts, Barcodes, Clock
& Watches, Computer Hardware
July 13, 2017
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Lo, further opportunities…6
•
Packing Materials & Equipment
Adhesives, Corks, Sacks, Holograms, Industrial Containers, Jute Products, Merchant
Exporters
Paper & Paper Products
Barcodes, Cards, Handmade Paper, Merchant Exporters, Stationery Products
Plant & Machinery
Abrasives, Adhesives, Agriculture machinery, Refrigeration Equipment, Air Tools,
Aircraft Engine Components, Aluminum Products
Plastic & Plastic Products
Adhesives, Brushes, Buckets & Bins, Sacks, Mannequins, Merchant Exporters,
Plastic & Rubber Products
Printing & Publishing
Barcodes, Trade Books, Childeren Books, Educational Books, Cards, Arts & History
Books, Merchant Exporters, Stationery Products
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Lo, further opportunities…7
• Rubber & Rubber Products
Adhesives, Garage Equipment, Belts & Conveyors, Industrial
Clothing, Merchant Exporters, Plastic & Rubber Products
Scientific & Laboratory Instruments
Control Equipments, Laboratory Equipments, Measuring
Instruments, Merchant Exporters, Survey Instruments, Pollution
Control Equipments
Shipping & Aviation
Aircraft Engine Components, Aviation Safety, Bearings, Body Parts,
Belts & Conveyors, Motors
Sports Goods
Barcodes, Fishing Equipment, Footwears, Hammocks, Merchant
Exporters, Musical Instruments, Sports Apparel, Toys
July 13, 2017
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Lo, further opportunities…8
• Telecommunication Products
Motors, Wires & Cables, Telecom Cables,
Control Equipments, Insulators, Merchant
Exporters, Office Automation Equipments
Textile, Fabrics & Yarns
Badges, Bed Linen, Carpets & Rugs,
Embroidered Apparel, Knitting Products,
Fabrics & Textiles, Jute Products, Child
Clothing, Hosiery Products
July 13, 2017
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