Geethanjali College of Engineering and Technology

Cheeryal (V), Keesara (M), Medchal District – 501 301 (T.S)

16MB4251- ENTRPRENEURSHIP

Course File

DEPARTMENT OF

COMPUTER SCIENCE AND ENGINEERING

Faculty HOD-CSE

J. Vijaya Lakshmi Dr. S.Somasekhar

Asst.Professor
 Contents

S.No Topic Page. No.

1 Cover Page 3
2 Syllabus copy 4-5
3 Vision of the Institute 6
4 Mission of the Institute 6
5 Vision of the Department 7
6 Mission of the Department 7
7 PEOs and POs 8-9
8 Course objectives and outcomes 10
9 Brief notes on the importance of the course and how it fits into the 10-11
curriculum
10 Prerequisites if any 12
11 Course mapping with POs 12
12 Instructional Learning Outcomes 13-14
13 Class Time Table 15
14 Individual time Table 16
15 Lecture schedule with methodology being used/adopted 17-18
16 Detailed notes 19-117
17 Additional topics 118
18 University Question papers of previous years 118-119
19 Question Bank 120-124
20 Assignment Questions 125-126
21 Unit wise Quiz Questions and long answer questions 127-142
22 Tutorial problems 143
23 Known gaps ,if any and inclusion of the same in lecture schedule 143
24 Discussion topics , if any 143
25 References, Journals, websites and E-links if any 143
26 Quality Measurement Sheets 143
A Course End Survey
B Teaching Evaluation
27 Student List 144-148
28 Group wise students list for discussion topic 148
 1. COVER PAGE

GEETHANJALI COLLEGE OF ENGINEERING AND TECHNOLOGY

DEPARTMENT OF COMPUTER SCIENCE & ENGINEERING

(Name of the Subject) 16MB4251- ENTRPRENEURSHIP

Programme : UG

Branch: CSE Version No: 1

Year: IV Created on: 17/11/2019
Semester: II No. of pages :
Classification status (Unrestricted / Restricted )
Distribution List :
Prepared by:
1) Name: J. Vijaya Lakshmi
2) Sign :
3) Design: Asst. Prof
4) Date :

Verified by : * For Q.C Only.

1) Name: 1) Name:
2) Sign: 2) Sign:
3) Design: 3) Design:
4) Date : 4) Date :

Approved by: (HOD ) 1) Name : Dr. S.Somasekhar

2) Sign:
3) Date:
 2. SYLLABUS
Academic Year 2019-20

GEETANJALI COLLEGE OF ENGINEERING AND TECHNOLOGY(Autonomous)

Cheeryal (V), Keesara (M), Medchal(dist)-501 301, Telangana State

16MB4251- ENTREPRENEURSHIP

IV Year. B. Tech. CE/ CSE/ ECE/ EEE/ ME – II Semester

L T P/D C
Pre requisites: None 3 - - 3

Course Objectives: Develop ability to

1. Understand the mindset of the entrepreneurs.

2. Analyze the financial aspects of establishing an enterprise.
3. Learn entrepreneurial activities and determine strategies for launching.
4. Identify the challenges of entrepreneurship and develop an idea on the entrepreneurial
5. framework.
6. Apply strategic perspectives in entrepreneurship.

Course Outcomes (COs): At the end of the course, student would be able to

1. Explore and identify the entrepreneurial traits.

2. Identify various funding agencies and role of IPR.
3. Imagine and identify opportunities to launch new ventures.
4. Address entrepreneurial challenges.
5. Develop strategies for bringing stability and growth in business.

UNIT-I: Introduction to Entrepreneurship

Meaning, importance, entrepreneurship characteristics, women entrepreneurs, classifications of

entrepreneurs, myths of entrepreneurship, qualities of entrepreneurship, competencies, attitude
function and nature of forms of entrepreneurship.

UNIT-II: Promotion and financial aspects of entrepreneurship

Idea generation- opportunities- SWOT analysis, patents and trademark, intellectual property rights,
source of capital, debt capital, seed capital, venture capital- informal agencies in financing
entrepreneurs. Government grants and subsidies, types of investors and private offerings.

UNIT-III: Launching entrepreneurial ventures

Opportunities identification- entrepreneurial imagination and creativities – the nature of the

creativity process innovation and entrepreneurial- methods to initiate venture creating, new
ventures-acquiring and established entrepreneurial venture, franchising hybrid-disadvantage of
franchising.

UNIT-IV: Legal challenges of entrepreneurship

Intellectual property protection patents, copy rights-trademarks and trade secret. Avoiding pitfalls-
formulation of the entrepreneurial plan-the challenges of new venture startups-poor financial
understanding-critical factors for new venture development, the evaluation process, feasibility
criteria approach.

UNIT-V: Strategic perspectives in entrepreneurship

Strategic planning-strategic actions-strategic positioning-business stabilization-building the

adoptive firms-understanding the growth stage unique managerial concern of growing ventures.

TEXT BOOKS
1. D F Kuratko and T V Rao “Entrepreneurship A South Asian Perspective “Cengage

Learning, 1/e, 2012.

2. Vasanth Desai “Small Scale industries and entrepreneurship” Himalaya Publishing 2012.

REFERENCE BOOKS
1. B. Janakiram and M. Rizwana “Entrepreneurship Development: Text & Cases, Excel

Books, 2011.

2. Stuart Read, Effectual Entrepreneurship, Routledge, 2013.

3. Nandan H, Fundamentals of Entrepreneurship, PHI, 2013.

 3. Vision of the Institute
Geethanjali visualizes dissemination of knowledge and skills to students, who would eventually
contribute to well being of the people of the nation and global community.

4. Mission of the Institute

1. To impart adequate fundamental knowledge in all basic sciences and engineering, technical
and Inter-personal skills to students
2. To bring out creativity in students that would promote innovation, research and
entrepreneurship.
3. T o Preserve and promote cultural heritage, humanistic and spiritual values promoting peace
and harmony in society.
 5. Vision of the Department
To produce globally competent and socially responsible computer science engineers contributing to
the advancement of engineering and technology which involves creativity and innovation by
providing excellent learning environment with world class facilities.

6. Mission of the Department

1. To be a center of excellence in instruction, innovation in research and scholarship, and service to
the stake holders, the profession, and the public.
2. To prepare graduates to enter a rapidly changing field as a competent computer science engineer.
3. To prepare graduate capable in all phases of software development, possess a firm understanding
of hardware technologies, have the strong mathematical background necessary for scientific
computing, and be sufficiently well versed in general theory and practice to allow growth within
the discipline as it advances.
4. To prepare graduates to assume leadership roles by possessing good communication skills, the
ability to work effectively as team members, and an appreciation for their social and ethical
responsibility in a global setting.
 7. PROGRAM EDUCATIONAL OBJECTIVES (PEOs) OF C.S.E. DEPARTMENT

1. To provide graduates with a good foundation in mathematics, sciences and engineering

fundamentals required to solve engineering problems that will facilitate them to find
employment in industry and / or to pursue postgraduate studies with an appreciation for
lifelong learning.

2. To provide graduates with analytical and problem solving skills to design algorithms, other
hardware / software systems, and inculcate professional ethics, inter-personal skills to work in
a multi-cultural team.

3. To facilitate graduates to get familiarized with the art software / hardware tools, imbibing
creativity and innovation that would enable them to develop cutting-edge technologies of
multi-disciplinary nature for societal development.

PROGRAM OUTCOMES

(a) Engineering knowledge: Apply the knowledge of mathematics, science, engineering

fundamentals, and an engineering specialization to the solution of complex engineering problems.
(b) Problem analysis: Identify, formulate, review research literature, and analyze complex
engineering problems reaching substantiated conclusions using first principles of
mathematics, natural sciences, and engineering sciences.
(c) Design/development of solutions : Design solutions for complex engineering problems and
design system components or processes that meet the specified needs with appropriate
consideration for the public health and safety, and the cultural, societal, and environmental
considerations.
(d) Conduct investigations of complex problems: Use research-based knowledge and research
methods including design of experiments, analysis and interpretation of data, and synthesis of the
information to provide valid conclusions.
(e) Modern tool usage: Create, select, and apply appropriate techniques, resources, and
modern engineering and IT tools including prediction and modelling to complex engineering
activities with an understanding of the limitations.
(f) The engineer and society: Apply reasoning informed by the contextual knowledge to
assess societal, health, safety, legal and cultural issues and the consequent responsibilities relevant
to the professional engineering practice.
(g) Environment and sustainability: Understand the impact of the professional engineering solutions
in societal and environmental contexts, and demonstrate the knowledge of, and need for
 sustainable development.
(h) Ethics: Apply ethical principles and commit to professional ethics and responsibilities and norms
of the engineering practice.
(i) Individual and team work: Function effectively as an individual, and as a member or leader in
diverse teams, and in multidisciplinary settings.
(j) Communication: Communicate effectively on complex engineering activities with the
engineering community and with society at large, such as, being able to comprehend and write
effective reports and design documentation, make effective presentations, and give and receive
clear instructions.
(k) Project management and finance: Demonstrate knowledge and understanding of the
engineering and management principles and apply these to one’s own work, as a member
and leader in a team, to manage projects and in multidisciplinary environments.
(l) Life-long learning : Recognize the need for, and have the preparation and ability to engage
in independent and life-long learning in the broadest context of technological change.
PSO (Program Specific Outcome):
PSO 1: To identify and define the computing requirements for its solution under given
constraints.

PSO 2: To follow the best practices namely SEI-CMM levels and six sigma which varies from
time to time for software development project using open ended programming environment to
produce software deliverables as per customer needs.

8. Course Objectives
Course Objectives: Develop ability to

1. Understand the mindset of the entrepreneurs.

2. Analyze the financial aspects of establishing an enterprise.
3. Learn entrepreneurial activities and determine strategies for launching.
4. Identify the challenges of entrepreneurship and develop an idea on the entrepreneurial
5. framework.
6. Apply strategic perspectives in entrepreneurship.

Course Outcomes (COs): At the end of the course, student would be able to

1. Explore and identify the entrepreneurial traits.

2. Identify various funding agencies and role of IPR.
3. Imagine and identify opportunities to launch new ventures.
4. Address entrepreneurial challenges.
5. Develop strategies for bringing stability and growth in business.
 9. Brief Importance of the Course and how it fits into the curriculum
(a) What role does this course play within the Program?
This course plays a vital role in students to transform as entrepreneur, i.e. the job providers rather than
job seekers.They can be able to understand the entrepreneurial process.

(b) What essential knowledge or skills should they gain from this experience?
This course provides theoretical concepts and ideas on enterprise administration. It covers
opportunity to identify ventures for launching and challenges associated with an effective business
models.

(c) What knowledge or skills from this course will students need to have mastered to perform well in
future classes or later (Higher Education / Jobs)?
This course is important to students that they can possess entrepreneurial skills.
(d) Why is this course important for students to take?
It is important for the students to take as the course helps to manage every aspect of their individual as
well as career objective programs for a maximum level.

(e) What is/are the prerequisite(s) for this course? (NIL)

Nil.
(f) When students complete this course, what do they need know or be able to do?
Students can be able to analyze their journey if started new ventures and can be self motivated.
(g) Is there specific knowledge that the students will need to know in the future?
Yes they will be able gain various aspects of investment perspectives
(h) Are there certain practical or professional skills that students will need to apply in the future?
Professional skills helps the students to enable and learn various objectives of entrepreneurial process
and managing techniques.
(i) Five years from now, what do you hope students will remember from this course?
Students can be able to understand the role in economic development of 20th century. They will be
able to plan to manage intellectual property protection and challenges of start-ups

(j) What is it about this course that makes it unique or special?

This course gives guidelines for establishment of organization. Students can become job providers
(k) Why does the program offer this course?
In this programme, this subject motivates students to be able to start a firm and continue their
journey to be entrepreneur. It will affect on nations economic development.

(l) Why can’t this course be “covered” as a sub-section of another course?

As this program is essential for every entrepreneur as well as management it can’t be as a sub section
of another course
 (m) What unique contributions to students’ learning experience does this course make?
Students are able to design their role and journey to continue as
entrepreneurs.

(n) What is the value of taking this course? How exactly does it enrich the program?
Students can apply their theoretical skills to real time problems on finance and new venture development.
The main purpose of the programme is to manage the resources in the organization, this course
enables the students to maintain overall organization
(o). what are the major career options that require this course

Entrepreneurs, business planners

10.Prerequisites: None
11.Mapping of Course to PEO’s and PO’s

Course PEOs POs

16MB4251- ENTRPRENEURSHIP PEO2, PEO3 PO1, PO2, PO3, PO4, PO6, PO7,
PO10, PO11, PO12.

Mapping of Course outcomes to Program Outcomes

S.No. Course Outcome POs

CO16MB4251.1: Identify the entrepreneurial traits. PO1,PO2, PO4, PO6,
1
PO7, PO10.
CO16MB4251.2: Identify various funding agencies. PO1,PO3, PO7, PO4,
2
PO11.
3 CO16MB4251.3: Identify opportunities launch new ventures. PO2, PO4, PO10, PO12
4 CO16MB4251.4: Address legal challenges PO2, PO5, PO8, PO11.
CO16MB4251.5: Develop strategies for bringing in stability and growth. PO2, PO6, PO9, PO11,
5
PO12.
Mapping of Course Outcomes with PO’S

POs
 Supply chain management(16MB3231) 1
1 2 3 4 5 6 7 8 9 10 12
1

CO16MB4251.1: : Identify the entrepreneurial traits. 2 3 - 2 - 2 2 - - 2 - -

CO16MB4251.2: Identify various funding agencies. 2 - 3 2 - - 3 - - - 2 -

CO16MB4251.3: Identify opportunities launch new - 3 - 2 - - - - - 3 - 2

ventures.
CO16MB4251.4: Address legal challenges - 3 - - 2 - - 3 - - 3 2

CO16MB4251.5: Develop strategies for bringing in - 3 - - - 3 - - 2 - 2 2

stability and growth.

3-Substantial (High) 2-Moderate (Medium) 1-Slight (Low) -: Not Related

12.Instructional learning outcomes

12. INSTRUCTIONAL LEARNING OUTCOMES:

UNIT- 1: Understand Entrepreneurial mindset

1. Determinate the Concepts of risk and creativity

2. To know competitive strategy
3. Creation of new idea to business start up
4. Evaluate external and internal forces of entrepreneurship
5. Calculate positive
and negatives
problems of
entrepreneur .

UNIT-2: The individual entrepreneur mindset and personality

1. To know entrepreneur journey.

2. developing entrepreneur imagination and creativity.
3. Crating awareness about new venture

UNIT-3: launching entrepreneurial venture

1. Toknowentrepreneurdisadvantages of fancying.

2. To know
entrepreneur
nature.

3. Finding the opportunities of an entrepreneur.

UNIT-4: Legal challenges of entrepreneurship

1. To know intellectual property rights and copyrights.

2. To know poor financial
understanding.

UNIT-5: Strategic perspectives in entrepreneurship

 1. To know strategic planning
2. To know strategic actions
3. To understand positioning and basics and stabilization

13.Class Time Table

14.Individual time Table

15.Lesson Plan

I 1 Introduction to entrepreneurship:
1 meaning,
1 importance,
1 entrepreneurship characteristics
1 women entrepreneurs
1 classifications of entrepreneurs
1 myths of entrepreneurship
1 qualities of entrepreneurship
1 competencies
 1 attitude function
1 nature of forms of entrepreneurship
Promotion and financial aspects of

1 Idea generation
1 opportunities
1 SWOT analysis
1 patents
1 trademark
1 intellectual property rights
1 source of capital
1 debt capital
1 seed capital
1 venture capital
1 informal agencies in financing entrepreneurs

1 Govt grants and subsidies

1 types of investors
1 private offerings
III 1 Launching entrepreneurial ventures
1 opportunities identification
1 entrepreneurial imagination
1 creativities
1 the nature of the creativity process innovation
1 entrepreneurial
1 methods to initiate venture
1 creating new ventures
1 acquiring
1 established entrepreneurial venture
1 franchising hybrid
1 disadvantage of franchising
IV 1 Legal challenges of entrepreneurship
1 Intellectual property protection patents
1 copy rights
1 trademarks
1 trade secret
1 Avoiding trademarks
1 pitfalls
1 formulation of the entrepreneurial plan
1 the challenges of new venture startups
1 poor financial understanding
1 critical factors for new venture development
1 the evaluation process
feasibility criteria approach
1
V 1 Strategic perspectives in entrepreneurship
1 Strategic planning
1 strategic actions
1 strategic positioning
1 business stabilization
1 building the adoptive firms
 1 understanding the growth stage
1 unique managerial
Concern of growing ventures.
1 Case study unit-1
1 Case study unit-2
1 Case study unit-3
64 1 Case study unit-4, 5

16.Detailed notes

ENTREPRENEURSHIP

UNIT-1

UNIT-I
Introduction to Entrepreneurship

Concept of Entrepreneurship:
The word “entrepreneur” is derived from the French verb enterprendre, which means ‘to undertake’. This refers
to those who “undertake” the risk of new enterprises. An enterprise is created by an entrepreneur. The process
of creation is called “entrepreneurship”.

Entrepreneurship is a process of actions of an entrepreneur who is a person always in search of something new
and exploits such ideas into gainful opportunities by accepting the risk and uncertainty with the enterprise.
Characteristics of Entrepreneurship:
Entrepreneurship is characterized by the following features:

1. Economic and dynamic activity:

Entrepreneurship is an economic activity because it involves the creation and operation of an

enterprise with a view to creating value or wealth by ensuring optimum utilisation of scarce resources.
Since this value creation activity is performed continuously in the midst of uncertain business
environment, therefore, entrepreneurship is regarded as a dynamic force.

2. Related to innovation:
Entrepreneurship involves a continuous search for new ideas. Entrepreneurship compels an individual
to continuously evaluate the existing modes of business operations so that more efficient and effective
systems can be evolved and adopted. In other words, entrepreneurship is a continuous effort for
synergy (optimization of performance) in organizations.

3. Profit potential:
“Profit potential is the likely level of return or compensation to the entrepreneur for taking on the risk
of developing an idea into an actual business venture.” Without profit potential, the efforts of
entrepreneurs would remain only an abstract and a theoretical leisure activity.

4. Risk bearing:
The essence of entrepreneurship is the ‘willingness to assume risk’ arising out of the creation and
implementation of new ideas. New ideas are always tentative and their results may not be
instantaneous and positive.

An entrepreneur has to have patience to see his efforts bear fruit. In the intervening period (time gap
between the conception and implementation of an idea and its results), an entrepreneur has to assume
risk. If an entrepreneur does not have the willingness to assume risk, entrepreneurship would never
succeed.

Entrepreneurial Process:

Entrepreneurship is a process, a journey, not the destination; a means, not an end. All the successful
entrepreneurs like Bill Gates (Microsoft), Warren Buffet (Hathaway), Gordon Moore (Intel) Steve
Jobs (Apple Computers), Jack Welch (GE) GD Birla, Jamshedji Tata and others all went through this
process.

To establish and run an enterprise it is divided into three parts – the entrepreneurial job, the
promotion, and the operation. Entrepreneurial job is restricted to two steps, i.e., generation of an idea
and preparation of feasibility report. In this article, we shall restrict ourselves to only these two aspects
of entrepreneurial process.
1. Idea Generation:
To generate an idea, the entrepreneurial process has to pass through three stages:

a. Germination:
This is like seeding process, not like planting seed. It is more like the natural seeding. Most creative
ideas can be linked to an individual’s interest or curiosity about a specific problem or area of study.

b. Preparation:
Once the seed of interest curiosity has taken the shape of a focused idea, creative people start a search
for answers to the problems. Inventors will go on for setting up laboratories; designers will think of
engineering new product ideas and marketers will study consumer buying habits.

c. Incubation:
This is a stage where the entrepreneurial process enters the subconscious intellectualization. The sub-
conscious mind joins the unrelated ideas so as to find a resolution.

2. Feasibility study:
Feasibility study is done to see if the idea can be commercially viable.

It passes through two steps:

a. Illumination:
After the generation of idea, this is the stage when the idea is thought of as a realistic creation. The
stage of idea blossoming is critical because ideas by themselves have no meaning.

b. Verification:
This is the last thing to verify the idea as realistic and useful for application. Verification is concerned
about practicality to implement an idea and explore its usefulness to the society and the entrepreneur.
Importance of Entrepreneurship:

Benefits of Entrepreneurship to an Organization:

1. Development of managerial capabilities:
The biggest significance of entrepreneurship lies in the fact that it helps in identifying and developing
managerial capabilities of entrepreneurs. An entrepreneur studies a problem, identifies its alternatives,
compares the alternatives in terms of cost and benefits implications, and finally chooses the best
alternative.

This exercise helps in sharpening the decision making skills of an entrepreneur. Besides, these
managerial capabilities are used by entrepreneurs in creating new technologies and products in place
of older technologies and products resulting in higher performance.

2. Creation of organizations:
Entrepreneurship results into creation of organisations when entrepreneurs assemble and coordinate
physical, human and financial resources and direct them towards achievement of objectives through
managerial skills.

3. Improving standards of living:

By creating productive organisations, entrepreneurship helps in making a wide variety of goods and
services available to the society which results into higher standards of living for the people.

Possession of luxury cars, computers, mobile phones, rapid growth of shopping malls, etc. are pointers
to the rising living standards of people, and all this is due to the efforts of entrepreneurs.

4. Means of economic development:

Entrepreneurship involves creation and use of innovative ideas, maximisation of output from given
resources, development of managerial skills, etc., and all these factors are so essential for the
economic development of a country.

2. Environmental factors:

These factors relate to the conditions in which an entrepreneur has to work. Environmental factors such as
political climate, legal system, economic and social conditions, market situations, etc. contribute significantly
towards the growth of entrepreneurship. For example, political stability in a country is absolutely essential for
smooth economic activity.

Frequent political protests, bandhs, strikes, etc. hinder economic activity and entrepreneurship. Unfair trade
practices, irrational monetary and fiscal policies, etc. are a roadblock to the growth of entrepreneurship. Higher
income levels of people, desire for new products and sophisticated technology, need for faster means of
transport and communication, etc. are the factors that stimulate entrepreneurship.

Thus, it is a combination of both personal and environmental factors that influence entrepreneurship and brings
in desired results for the individual, the organisation and the society.

CLASSIFICATION AND TYPES OF ENTREPRENEURS:

The entrepreneurs have been broadly classified according to the type of business, use of professional skill,
motivation, growth and stages of development. The various type of entrepreneur is as follows

Entrepreneurs according to the type of business.

Entrepreneurs are found in various types of business occupations of varying size, we may broadly classify
them as follows:

Business entrepreneur: Business entrepreneurs are individuals who conceive an idea for a new product or
service and then create a business to materialize their idea into reality. They may set up a big establishment or
a small business unit. They are called small business entrepreneurs when found in small business units such as
printing press, textile processing house, advertising agency, readymade garments or confectionery.

Trading Entrepreneur: The trading entrepreneur is one who undertakes trading activities and is not
concerned with the manufacturing work. He identifies potential markets, stimulates demand for his product
line and creates a desire and interest among buyers to go in for his product line and creates a desire and
interests among buyers to go in for his product line and creates a desire and interests and buyers to go in for
his product. He is engaged in both domestic and overseas trade. Britain, due to geographical limitations has
developed trade through trading entrepreneurs.

Industrial Entrepreneurs: Industrial entrepreneur is essentially a manufacturer who identifies the potential

needs of customers and tailors a product or service to meet the marketing needs. He is product- oriented man
who starts in an industrial unit because of the possibility of some new product.

Corporate Entrepreneur: Corporate entrepreneur is a person who demonstrates his innovative skill in

organizing and managing corporate undertaking. A corporate undertaking is is a form of business organization
which is registered under some statue or act which gives it a separate legal entity. A trust registered under
Trust act or company registered under the companies act is examples of corporate undertakings. A corporate
entrepreneur is thus an individual who plans, develops and manages a corporate body.

Agricultural Entrepreneur: Agricultural entrepreneur are those entrepreneurs who undertake agricultural

activities as raising and marketing of crops, fertilizers and other inputs of agriculture. They are motivated to
raise agricultural through mechanization, irrigation and application of technologies for dry land agriculture
products.

Entrepreneurs in technology

We may broadly classify these entrepreneurs on the basis of use of technology as follows:

Technical entrepreneur: A technical entrepreneur is essentially compared to a crafts man. He develops

improved quality of goods because of the craftsmanship. He concentrates more on production than marketing.

Non technical entrepreneur: These are people who are not concerned with the technical aspects of the
product in which they deal. They are concerned only with developing alternative marketing and distribution
strategies to promote their business.

Professional entrepreneurs: Professional entrepreneurs are a person who is interested in establishing a

business but does not have interest in managing or operating it once it is established. A professional
entrepreneur is a person who is interested in establishing a business but does not have interest in managing or
 operating it once it is established. A professional entrepreneur sells out the running business and starts another
venture with the sales proceeds.

Entrepreneurs and motivation

Pure entrepreneur: A pure entrepreneur is an individual who is motivated by psychological and economic
rewards. He undertakes an entrepreneurial activity for his personal satisfaction in work, ego, and status.

Induced Entrepreneur: He is the person who is induced to take up an entrepreneurial task due to the policy
measures of the government that provides assistance, incentives, concessions, and necessary overhead
facilities to start the venture. Most of the induced entrepreneurs enter entrepreneurship due to financial,
technical and several other facilities provided to them by the state agencies to promote entrepreneurship.

Motivated entrepreneur: New entrepreneurs are motivated by the desire for fulfillment. They come into
being because of the possibility of making and marketing some new product for the use of customers. If the
product is developed to saleable stage, the entrepreneur is further motivated by reward in terms of profit.

Spontaneous Entrepreneur: These entrepreneurs start their business because of their natural talents. They are
persons with initiative, boldness and confidence in their ability which motivate them to undertake
entrepreneurial activity. Such entrepreneurs have a strong conviction and confidence in their inborn ability.

Growth and Entrepreneurs

Growth Entrepreneur: Growth entrepreneurs are those who necessarily take up high growth industry which
has substantial growth prospects.

Super Growth Entrepreneurs: Super growth entrepreneurs are those who have shown enormous growth of
performance in their venture. The growth performance is identified by the liquidity of funds, profitability and
gearing.

Myths about Entrepreneurship:
Over the years, a few myths about entrepreneurship have developed. These are as under:

(i) Entrepreneurs, like leaders, are born, not made:

The fact does not hold true for the simple reason that entrepreneurship is a discipline comprising of models,
processes and case studies.

One can learn about entrepreneurship by studying the discipline.

(ii) Entrepreneurs are academic and socially misfits:

Dhirubai Ambani had no formal education. Bill Gates has been a School drop-out. Therefore, this description
does not apply to everyone. Education makes an entrepreneur a true entrepreneur. Mr Anand Mahindra, Mr
Kumar Mangalam Birla, for example, is educated entrepreneurs and that is why they are heroes.

(iii) To be an entrepreneur, one needs money only:

Finance is the life-blood of an enterprise to survive and grow. But for a good idea whose time has come, money
is not a problem.

(iv) To be an entrepreneur, a great idea is the only ingredient:

A good or great idea shall remain an idea unless there is proper combination of all the resources including
management.

(v) One wants to be an entrepreneur as having no boss is great fun:

It is not only the boss who is demanding; even an entrepreneur faces demanding vendors, investors, bankers
and above all customers.

An entrepreneur’s life will be much simpler, since he works for himself. The truth is working for others are
simpler than working for one self. One thinks 24 hours a day to make his venture successful and thus, there
would be a punishing schedule.

Women entrepreneurs in India:

 

According to online studies conducted earlier this year for rankings on the best places for female
entrepreneurship! What’s more, India’s female entrepreneurship environment exposes statistics of
improvement. With respect to women finding opportunities to start ventures (60%), validation with respect to
skills (52%) and do not feel the impending doom of failure for their startup (57%). On this happy note, we’ve
compiled a list of top women entrepreneurs in India who have made a significant dent in the startup ecosystem.

ADITI GUPTA

Founder, Menstrupedia

“She can’t enter the kitchen, the temple or her house even. She isn’t allowed to bake, come in contact
with men and, she has no clue why she’s being ostracized”. This is how menstruation is dealt with in
most rural and certain urban areas in India… till Aditi Gupta could stand it no more.
Aditi is working towards spreading awareness about menstruation. She conducted extensive research
regarding the unawareness about menstruation in India, and how it impacts a girls life. Similarly, she
carried out this extensive research as a Ford Foundation research Scholar.
What Is Menstrupedia All About?

Having empathized with similar situations herself while growing up in Jharkhand. Aditi created a
Hindi comic book with her now-husband Tuhin Patel, illustrating and educating girls about
menstruation. From here, Aditi and Tuhin’s venture has scaled to a whole website called
Menstrupedia.com. Along with a comic book section to simplify menstruation for the reader.
The comic as well as the website has guides on hygiene, health and ways to be active during periods,
plus – answers to frequently asked queries. She is one of the most innovative women entrepreneurs in
India.
ADITI BALBIR

Founder, V Resorts

Don’t be a tourist, be a traveler. That’s the motto Aditi lives by. She has been passionate about
traveling since she was a school-going kid. Consequently she has traveled across 135+ cities over 6
continents. Having graduated as a management student from ISB Hyderabad and Fuqua, Duke
University. Intially Aditi began her career in finance, V Resorts is her first venture outside of finance.
Aditi has alos been recognized as Fortune 100 Most Powerful Women Asia 2017 and Dell
Foundation’s 200 most powerful women entrepreneurs in the world in 2016. Similarly, she has also
written for the likes of Times Of India, Econominc Times, and YourStory. Along with that Aditi has
also contributed to the World Economic Forums Travel & Tourism Report of 2017.
What Is V Resorts All About?

Aditi has built the V Resorts business from the ground up, have carefully curated, developed and
managed the business since its inception. Aditi manages the unique resort properties in India for her V
Resorts business venture. Aditi wants to implement her human capital vision through V Resorts.
Similarly, she wants V Resorts to act as an incubator for women who love their jobs. Therefore, Aditi
is encouraging women to tap their potential and help them accelerate their growth. Through her
venture, Aditi wants to set an example for women that regardless of their gender, they can still be
what they want to be.
ANKITA GABA
Co-Founder, SocialSamosa.com

Seemingly an ace at multitasking, Ankita Gaba is a social media strategist, entrepreneur, consultant,
lecturer and the co-founder of Socialsamosa.com. She was previously one of the founders of
Superchooha, an online media strategist for the likes of Colors, Zapak, Mahindra, Ponds and Idea
Cellular. Her accolades include being in the list of “Global Top 100 Social Media Agencies and
Consultants 2012-13″ and “50 Indian Women to Follow on Twitter”, among others. She has an in
depth expertise at all things social media, and helps social media agencies build teams and a network
of processes for their ventures.
What Is Social Samosa All About?

Ankita is a SocialSamosa is an A to Z repository of Indian social media thoughts, ideas, trends, news,
and dialogue. Furthermore, social media is growing at a rapid pace and it has become such a vital
medium of knowing what’s going on in and around you. Ankita is a social media enthusiast and is
always exploring new ways to use social media and engage with more and more people through such
platforms. The idea behind SocialSamosa is to be the go-to destination for everything related to the
Indian Social Media Industry. Furthermore, Social Samosa has also been awarded as The Blog Of The
Year at The WATAwards 2013.
 ASHWINI ASOKAN

Founder, Mad Street Den.

Ashwini, along with her husband Anand Chandrasekaran, founded a cloud-based platform – Mad
Street Den. Her career didn’t start right there though; she began with leading the mobile innovation
team at Intel’s Interaction and Experience Research Lab (IXR) in Silicon Valley, one of the places
that sprouted her keen interest in artificial intelligence. As for Anand, he had just finished his studies
in neuromorphic engineering, which is building computer chips that imitate the human brain at
Stanford University. Together this pair of geniuses moved back to India and amalgamated their love
for artificial intelligence to start what we know today as Mad Street Den.
What Is Mad Street Den (MAD) All About?

MAD is an Artificial Intelligence and Computer Vision company. Similarly, Mad Street Den is
building an AI Architecture of the future. They use Artificial Intelligence to get any smartphone with
a camera to identify faces, detect facial expressions and emotions and react to facial gestures. Ashwini
and Anand started MAD with a mission to build models of generalizable intelligence which can be
used by billions of people from various industries across the globe.

CHITRA GURNANI DAGA

Co- founder, Thrillophilia

Chitra is one of the most innovative travel women entrepreneurs in India. Combining their passion for
adventure and adrenaline, Chitra Gurnani Daga, an alumnus of the Indian School of Business and her
husband Abhishek Daga, alumnus of the IIT BHU, Varanasi started Thrillophilia. Hailing from a
family of people with high designations in the service industry, and with an MBA and engineering
degree themselves, Chitra and Abhishek decided to follow their dreams and go the unconventional
way with no previous business experience or any exposure in family business dealings, they took a
shot in the dark and scored indeed.
What Is Thrillophilia All About?

Thrillophilia is an Indian adventure travel company that curates the best local experiences with hand-
picked guides and vendors to expand your journey into something offbeat and super fun. Above all,
Thrillophilia is India’s biggest online platform when it comes to booking your travel experiences.
Currently, Thrillophilia has more than 3.5 million monthly users. Consequently, Thrillophilia has
more than 12,500 listed activities across 125+ destinations.

10 Most Influential Women Entrepreneurs in India:

Since time immemorial, the society was dominated by males but in contemporary times, women are
breaking the trend and coming out of the shadows in an all-powerful avatar. Women from all around
the globe are overcoming the negative notions the society has about them. The winds of change also
showed its effect in the Indian corporate world, few are leading top ventures and ideas. Making nation
feels proud and being influential to other women of India and globe.

Just positive belief and confidence could leads you to a remarkable journey. Indian women have come
a long way from being just a homemaker to business, inventions, leading new ideas. With forward-
thinking initiatives taken by the India’s Government, only time will tell how many of country’s
women follow the footsteps of the influential women entrepreneurs mentioned above.

The following section will shed some light on the most influential women entrepreneurs in India.
Let’s have a look now, shall we?

1. Indu Jain – Chairperson of Bennet, Coleman (TOI) 

Indu Jain was born in Faizabad Uttra Pradesh India, One of the most influential and cultural women, a
multifaceted personality. Currently, she is chairperson of Bennett, Coleman & Co. Ltd. that owns
India’s leading news daily ‘The Times of India’ and many other news daily.  She is a lover of art and
culture and was recently awarded the prestigious Padma Bhushan by the Indian Government in 2016,
for her contributions. Forbes 2015 listings, Indu Jain had a net worth of USD 3.1 billion and ranked
57th richest person in India.

2. Indra Nooyi – Chairwoman of PepsiCo

At 63 years, she is still going strong. Indra Nooyi currently serving on board of directors at Amazon.
She is well known by her role as chairperson and CEO of PepsiCo India Holdings Pvt. Ltd. She holds
master degree in public management which she completed from Yale University and did her
marketing and finance from Kolkata’s IIM. Before joining Pepsi Co, she was associated with known
names like Asea Brown and Motorola. She truly inspires many women and will inspires generations.
Indra Nooyi consistently maintained ranking among the world’s 100 most powerful women.

3. Kiran Mazumdar Shaw – Founder of Biocon Limited

Kiran Mazumdar completed her schooling from Bishop Cotton Girl’s High School, Bangalore. Later
she attended Bangalore’s Mount Carmel College where she studies biology and zoology.  

She is the MD and Chairperson of Biocon Limited, a Bangalore based

bio-pharmaceutical company. Graduated in 1973 and started the company in the year 1978. It was an
industrial enzyme manufacturing company in its initial years but under Kiran’s leadership, today it is a
full-blown bio-pharmaceutical company. The main focus of the company is to come up with solutions
for diseases like diabetes and cancer that plagues India.

4. Vandana Luthra – Founder of VLCC

She is India’s  influential women for all when it comes to making it big in entrepreneurship. Born in
New Delhi in the year 1959, completed her graduation from New Delhi’s Polytechnic for Women.
She then ventured to countries like the UK, France and Germany to get necessary insights on
nutrition, food, fitness and beauty.

Vandana started the wellness and beauty giant VLCC back in 1989 when her daughter was just a
toddler. She was initially a homemaker who refused to stay in the shackles of a domestic life. Her
determination and diligence led her to be awarded the Padma Shri in the year 2013. She was later
identified by Fortune India as the 33rdmost powerful Indian female entrepreneur.

5. Priya Paul – Chairperson Park Hotels

Bachelor in Economics which she completed from USA’s Wellesley College. At 51 years of age, she
can be considered as an inspiration for women in India who want to carve a path of their own. Priyal
Paul is the Chairperson of Park Hotels and was awarded the Padma Shri award by the Indian
Government back in the year 2012.

6. Ritu Kumar – World Famous Fashion Designer

Born in 1944 in Amritsar. She later shifted to Shimla to complete her schooling from Loreto Convent.
She later went on to enrol herself at Lady Irwin College. After returning to the country, she went
ahead and enrolled herself at Asutosh Museum of Indian Art, to study museology.
One of the popular and women influential name in the India’s fashion industry. She was successful in
creating a niche market for her brand which consists of designer ethnic wear, evening formals, swim
wear and traditional wear. Her designs created history three times in a row in the Miss India pageants.
Her contributions didn’t go unnoticed as she was awarded the Padma Shri by the GOI in 2013.

7. Shahnaz Hussian – CEO of Shahnaz Herbals

After completing her schooling from Lucknow’s La Martiniere and later on went to the Queen
Mary’s, Allahabad for further studies. Shahnaz went off to learn cosmetology and cosmetic therapy
from leading Western institutions that include Lean of Copenhagen, Christine Valmy, Schwarzkopf,
Lancome and Helena Rubinstein.

She is a popular name in the Indian herbal cosmetics industry. Shahnaz is the CEO of Shahnaz
Herbals Inc. Her company has over 400 franchise clinics across the globe. She is one of the most
influential women in India, Her contributions led her to receive the Padma Shri from the GOI back in
2006.

8. Suchi Mukherjee – Founder & CEO of  Limeroad

Suchi Mukhejee is the founder and CEO of Limeroad, Prior to founding Limeroad, Suchi Mukhejee
was associated with companies like Gumtree, eBay and Skype. She is currently the name people
associate with Limeroad. An economics graduate who then, later on, to pursue her masters in finance
and economics from London School of Economics. She started Limeroad back in the year 2012 along
with Prashant Malik, Manish Saksena and Ankush Mehra.

9. Richa Kar – Co-founder of Zivame

Founder of the online lingerie giant Zivame. She was born in Jamshedpur and did her engineering in
2002 from VITS, Pilani. Richa then went ahead and completed her master’s degree in management
studies in the year 2007 from Narsee Monji Institute of Management Studies.

10. Aditi Gupta – Founder of Menstrupedia

Aditi Gupta is Co Founder and Managing Partner at Menstrupedia. Indian society suffers from
many taboos and one of them is menstruation. Several people came forward and spearheaded the
matter so that people can finally talk openly about it. Aditi Gupta was one of them who came up with
Menstrupedia, a crowd-funded initiative, with help from Tuhin Paul. Her initiative provides necessary
information to women on how they can stay healthy and practice sanitary habits during their
menstruation cycles.

Qualities of an Entrepreneur:

1. Look out for opportunities: An entrepreneur should always look out for opportunities. He
must be able to exploit the opportunities.
2. Strong desire to succeed: Desire is the greatest impetus for entrepreneurship. Entrepreneurs
must have the desire to get better identity, improve status and accumulate wealth. They must
have the desire to achieve greater heights and succeed in life
3. Persistent: On the road of entrepreneurship, entrepreneurs have to face several problems.
Establishing enterprises may be time consuming. An entrepreneur has to tolerate the
humiliation and discouraging act of people around him during initial stages.
4. Broaden the horizon: Entrepreneurs who update themselves and who are well informed
can acquire greater knowledge and can effectively reduce the distance between themselves
and success. Entrepreneur must be very familiar with the operation of the industry, technology,
management, people and market. Broadening the vision can help the entrepreneurs to establish
and run the business successfully.
5. Responding to Changes: The primary purpose of entrepreneurship is to make money in the
reasonable and legitimate manner. An entrepreneur must understand the way of the world.
Business is influenced by political, social, economical and legal factors. The entrepreneur has
to watch the business environment and respond to the changing trends.
6. Inter personal skills: Entrepreneurs cannot run business on their own. They are dependent on
customers, employees, suppliers and government agencies and so on. An entrepreneur has to
build his business network or social network in order to succeed in business. An
entrepreneur must make use of professionals when need arises in running the business.
Interpersonal skills should be the first in the quality of entrepreneurs.
7. Problem solving: Strategy is actually a way of thinking and finding a solution to deal with the
problem. Entrepreneurs must utilize the wisdom to tackle the arising problems.
8. Courage: Venture itself is an adventure. An entrepreneur must have the courage, to run
enterprises. Business may fetch profit or losses. He must be daring to face losses. He must
have the guts to take the risk. Risk-taking spirit of entrepreneurs is an important component
for running the business.
9. Willingness to share: Entrepreneurs must be willing to share resources with others. It is
impossible to become bigger without sharing the profits. He must be willing to pay fair salary
to employees, rent for the land and interest on the capital borrowed by him. He must pay taxes
to the government for the profits reaped by him.
10. Ability of self-reflection: Entrepreneurship is a continuous process of exploration.
Entrepreneurs must recognize their errors and correct their mistakes.
11. Hard working: Entrepreneurs have to work hard. Initially an entrepreneur will not be able to
get good return for working long hours.
 12. Self-confident: Entrepreneurs must demonstrate extreme self-confidence in order to cope with
all the risks of operating their own business. He must believe his own strengths and abilities.
13. Judgment: Entrepreneurs must have the ability to think quickly and make a wise decision.
14. Need to achieve: Entrepreneurs must have the desire to achieve better status and identity in
the society. Although their objective is to make profit this is often secondary to the drive
toward personal success.
15. Profit motive: Entrepreneurs must focus on profit and know that their business success is
measured by profits.
16. Possess managerial skills: An entrepreneur must possess managerial skills such as planning,
organizing, staffing, directing, coordinating and controlling. An entrepreneur has to be
an efficient manager. He should be efficient enough to handle production, marketing, finance,
personnel and all other important areas.
17. Responsibility: An entrepreneur must have a sense of responsibility.
18. Creative: An entrepreneur has to be creative. He must use innovative ideas to introduce new
product, service to meet the customer needs.

Competencies of entrepreneurship:

1. Personal competencies: creativity, determination, integrity, tenacity, emotional balance and self-criticism.

2. Interpersonal competencies: communication, engagement/charisma, delegation, respect.
3. Business competencies: business vision, resource management, networking, negotiating skills.

Attitudes of entrepreneurship:

Here are five key attitudes every entrepreneur must conquer in order to run a prosperous business
venture:

PASSION

Entrepreneurs should be passionate about their ideas, goals and, of course, their companies. This
passion is what drives them to do what they do.

Some entrepreneurs love the adventure and excitement of creating something new, and once it is
established they lose interest and move on to something else.

Other entrepreneurs feel passionately about the product they are constructing or the sense of
accomplishment they feel because they know they are helping other people, helping animals or
helping the planet.

Whatever drives an individual to try to succeed is where his/her passion lies, and that passion is
integral to entrepreneurial life.

BRAVERY
Entrepreneurs, like everyone else, feel fear. They are fearful that they won’t succeed or fearful a well-
conceived idea cannot be executed. They do not, however, let these fears of failure define them. They
are brave. They learn from failure. They utilize their fear of failing to push themselves to work harder
and to strive to correct the mistakes that may have caused them to fail.

Many entrepreneurs need multiple attempts to create a successful company. It is bravery that drives
them to pursue success.

FLEXIBILITY

Entrepreneurs experience setbacks. There are hurdles to overcome on any journey.

Not everyone handles change or disappointment well. However, entrepreneurs must possess flexible
mindsets so they can alter a course that seems to be headed toward failure.

Flexible entrepreneurs should be aware that they may have to modify the route toward their
established goal, or even perhaps tweak that established goal, in order to reach it successfully.

STRONG WORK ETHIC

It is not easy to start from the ground up and become a successful business owner. Many hours of hard
work, frustration, creativity and supervision are poured into a new venture. If you are not willing to
get up and work hard every day, probably seven days a week, then how can you expect success? No
successful business is created quickly, easily or without strife.

Entrepreneurs do not work a standard 9-5 day, nor do they log 40-hour work weeks. They are always
working—establishing new ideas, creating new products, designing new processes, hiring smart and
talented people.

Entrepreneurs motivate themselves and continually look forward.

INTEGRITY

Entrepreneurs must be able to show others they are truthful and honest. Regardless of the type of
business they hope to establish, colleagues, vendors, customers and investors must trust them. There is
no way around this—entrepreneurs must be trusted, and trust must be earned.

The best business idea in the world will likely fail if an untrustworthy person is at the helm. Suppliers
need to know that payments for goods they have shipped will arrive on time.

Customers need to know that whatever product or service they have ordered will be delivered as
promised. Colleagues need to know that they are a valued part of the company’s success. Investors
need to know that the company has to potential to grow.

Attitude is everything in entrepreneurial life.

Functions of an Entrepreneur:

The important functions performed by an entrepreneur are listed below:

1. Innovation:
An entrepreneur is basically an innovator who tries to develop new technology, products, markets, etc.
Innovation may involve doing new things or doing existing things differently. An entrepreneur uses
his creative faculties to do new things and exploit opportunities in the market. He does not believe in
status quo and is always in search of change.

2. Assumption of Risk:
An entrepreneur, by definition, is risk taker and not risk shirker. He is always prepared for assuming
losses that may arise on account of new ideas and projects undertaken by him. This willingness to take
risks allows an entrepreneur to take initiatives in doing new things and marching ahead in his efforts.

3. Research:
An entrepreneur is a practical dreamer and does a lot of ground-work before taking a leap in his
ventures. In other words, an entrepreneur finalizes an idea only after considering a variety of options,
analyzing their strengths and weaknesses by applying analytical techniques, testing their applicability,
supplementing them with empirical findings, and then choosing the best alternative. It is then that he
applies his ideas in practice. The selection of an idea, thus, involves the application of research
methodology by an entrepreneur.

4. Development of Management Skills:

The work of an entrepreneur involves the use of managerial skills which he develops while planning,
organizing, staffing, directing, controlling and coordinating the activities of business. His managerial
skills get further strengthened when he engages himself in establishing equilibrium between his
organization and its environment.

However, when the size of business grows considerably, an entrepreneur can employ professional
managers for the effective management of business operations.

5. Overcoming Resistance to Change:

New innovations are generally opposed by people because it makes them change their existing
behavior patterns. An entrepreneur always first tries new ideas at his level.

It is only after the successful implementation of these ideas that an entrepreneur makes these ideas
available to others for their benefit. In this manner, an entrepreneur paves the way for the acceptance
of his ideas by others. This is a reflection of his will power, enthusiasm and energy which helps him in
overcoming the society’s resistance to change.

6. Catalyst of Economic Development:

An entrepreneur plays an important role in accelerating the pace of economic development of a
country by discovering new uses of available resources and maximizing their utilization.
Table 4.1: Distinction between Entrepreneur and Intrapreneur:

Basis Entrepreneur Intrapreneur

• Capacity• Status• — Owner— Own boss— Takes — An manager— Salaried employee—
Decisions own decisions Executes decisions with the concurrence
• Reward — Uncertain and unlimited of owner
— Fixed rewards and salary

Table 4.2: Distinction between Entrepreneur and Promoter:

Basis Entrepreneur Promoter

• Stage of business• — From conception to — To bring a business into existence—
Owning business• continuation— Owns the May or may not own— Highly
Nature of job enterprise— Includes everything specialised
• Example — Any business — A consultant or a chartered account
and offering services

The nature of entrepreneurship:

(1)   Innovation: A businessman, who simply behaves in traditional ways, cannot be an entrepreneur.
Innovation involves problem solving and the entrepreneur is a problem solver. According to
Schumpeter entrepreneurship is a creative activity. An entrepreneur is basically an innovator who
introduces something new in the economy.

(2)   High Achievement: People having high need for achievement are more likely to succeed as
entrepreneurs. The achievement motive is, by assumption a relatively stable enduring characteristic of
an individual. Achievement motive can be increased by deliberate efforts. Various studies on
psychological roots of entrepreneurship reveal the presence of high achievement among successful
entrepreneurs.

(3)   Managerial Skill and Leadership: According to B.F. Hoselitz, managerial skills and leadership
are the most important facets of entrepreneurship. Financial skills are only of secondary importance. A
person who is to become an industrial entrepreneur must have more than the drive to earn profit. He
must have the ability to lead and manage.

 
(4)   Group Level Pattern: Entrepreneurial characteristics are found in clusters which may qualify
themselves as entrepreneurial groups. Entrepreneurial activity is generated by the particular family
background, experience as a member of certain groups and as a reflection of general values.

(5)   Organization Building: According to Harrison entrepreneurship implies the skill to build an

organization. Organization building ability is the most critical skill required for industrial
development. This skill means the ability to ‘multiply oneself’ by effectively delegating responsibility
to others.

(6)   Gap Filling Function: The most significant feature of entrepreneurship is gap filling. It is the job
of the entrepreneur to fill the gap or to makeup the deficiencies which always exist in the knowledge
above the production function. Some inputs like motivation and leadership are vague and their output
is indeterminate. An entrepreneur has to Marshall all the inputs to realize the final product.

(7)   Status Withdrawal: According to Hagen ‘creative innovation’ or change is the fundamental

feature of economic growth. An entrepreneur is a creative problem solver interested in things in
practical and technological realm. He feels a sense of increased pleasure when facing a problem and
tolerates disorder without discomfort. In traditional societies, position of authority was granted on the
basis of status, rather than individual ability. Hagen visualized an “innovative personality” in contrast
to such authoritarian personality.

(8)   A Function of Social, Political and Economic Structure: Entrepreneurs are not equally
distributed in the population. Minorities have provided most of the entrepreneurial talent but all the
minorities are not important sources of entrepreneurship. Entrepreneurial supply depends upon the
four structure viz. limitation structure, Demand structure, opportunity structure and labour structure.
However entrepreneurship depends on rather specific combinations of circumstances which are
difficult to create and easy to destroy.
 UNIT-2
Promotion and financial aspects of entrepreneurship
Idea generation is an important component of management concepts such as the continuous
improvement process (CIP), idea management and innovation management of companies. The early
phase of the idea management process and innovation process is often referred to as the fuzzy front
end of innovation.

Until a few years ago, new ideas were mainly developed with the help of creativity
techniques in ideation workshops and business innovation workshops. Due to the growing use of idea
management software and innovation management software in companies, new ideas are increasingly
being developed online. By using methods such as open Innovation and Customer Co-creation,
customers are directly involved in product development or the development of service innovations.
On open innovation platforms, they develop ideas together with companies.

Idea generation steps

Idea generation follows a systematic approach that is often supported by an innovation process or
a continuous improvement process. More and more companies are creating a culture of innovation and
introducing continuous improvement managers to support employees in developing their ideas. This
process initially includes a step in which a profound understanding of the task is gained. This can be
done, for example, through customer interviews or a trend analysis. Questions are developed from this
first step in idea generation. In the second step, ideas are generated. In the third step, the concepts are
optimized and an implementation plan is drawn up.
One such method of systematic idea generation breaks down the development methodology of the
well-known inventor Thomas Alva Edison into comprehensible steps and makes them applicable. In
six consecutive steps, you can develop very effective ideas and create concepts that are ready for
implementation.

Thomas Edison usually took the following steps:

 Enabling: The search for the right field of innovation

 Defining: Develop search queries and specify search paths
 Inspiring: Search for thoughts and stimuli from other areas
 Selecting: Generate and evaluate ideas
 Optimizing: From the initial idea to the mature concept
 Nurturing: Enrich ideas with various implementation strategies
Web-based tools such as Innolytics® Innovation support the process of systematic idea generation. The
individual stages can be defined so that ideas go through a clearly defined process: from the structured
discussion of trends and challenges to the input and commenting of ideas to the development and
selection of sound concepts.

Idea Generation in Entrepreneurship

Finding new ideas is the key to managing change and innovation. Companies need to find ideas
for organizational innovation, to develop innovative products and service innovations. Innovation
strategies and digital strategies can only be implemented effectively through successful ideas. Ideas
are also the key to digital innovation and the development or digital business models. Advanced idea
management software and innovation management software makes it possible to define topics for idea
generation and collaboratively develop ideas.

SWOT analysis:

INTRODUCTION

SWOT analysis is a tool by which the necessary information can be analyzed to develop competitive
analysis.
SWOT analysis is determined by the role of entrepreneurial skills in business success.
Competitive analysis in small and medium enterprises may consider, for example:
Strengths = local assets, such as university, competitive wages, skilled labor, a strong transportation
network, increased social security
Weaknesses = obstacles to growth (problems), for example, poverty, complex
regulatoryprocedures,inadequate infrastructure, limited access to credit [90]
Opportunities = Conditions exogenous (external) favorable, for example, technological changes create
new competitive advantages, new Convention international trade, expanding markets
Threats = Conditions exogenous (external) unfavorable (possible problems), for example, closing
factories, demographic changes
SWOT ANALYSIS FEATURES

Assessment should identify public resources, private and non-governmental organizations, should collect
and analyze qualitative and quantitative information and to establish management systems for future
use in monitoring and evaluation, to consider economic development opportunities in all important
sectors.
SWOT analysis involves a challenge very ambiguous, often strategic, requiring a structure in detail.

Strengths.
- Basic entrepreneurial resources with exceptional value for entrepreneurship; sites
recognized professional studying entrepreneurial elements and transverse degrees higher
in world culture
- Establishment of a number of entrepreneurial phenomena that can be authentic
examples for university graduates and young businessmen
- Increase in entrepreneurial studies programs complementary studied in universities
and other similar institutions

Weaknesses.
- Poor access to knowledge and application of entrepreneurial skills in general
- Instability entrepreneurial culture public, social and private
- Innovative environmental uncertainty
- Lack of coherent strategies, messaging, communication and entrepreneurship policies in
Romania
- Entrepreneurial local market situation, underdeveloped conceptual, unbalanced and
immature
- Lack of entrepreneurial success cases

What allows it to be valued?

- Entrepreneurial skills can be used as a model for the definition of entrepreneurship and
building strategies as a basis for the creation of national and international brands
- Supporting entrepreneurial traditions
maintain cost effectiveness due to economic

- Development of national values based on sustainability that can be created between

entrepreneurial environment-biodiversity- Health- spirituality and performance
- Promoting entrepreneurial skills in the management of companies and businessmen
capturing attention through various entrepreneurial strategies
- Coordination results from development of different forms of entrepreneurship

Concepts derived from the analysis of strengths and weaknesses:

- The performing company can be created to increase the impact and reduce the
impact strengths weaknesses?
- The achievement of a database relating to attracting and implementing
entrepreneurial skills in the management of companies, can be harnessed for national
and international promotion directly from the use of information strategies
- The existence of a weak national capital used that allows the operation of an
awareness of the skills and experience of entrepreneurial culture and innovation
- Research on regional innovation, networking and introducing intensive services based
on knowledge innovation orientation
 What negative impact has the handicap?
- Entrepreneurial diversity cannot be known as a resource to exploit economic value
- Lack of entrepreneurs with vision and openness to innovation and creativity
- Retention of venture capital involvement in projects
- Lack of standards for assessing the impact on entrepreneurial projects in developing
entrepreneurial skills
- Inability to design strategies and business plans synergistic performance
- Poor picture of the business environment and investor reluctance
- Danger of resistance to change

1. OPPORTUNITIES, DANGERS IN SWOT ANALYSIS

Occasions, prospects, opportunities.

- Romanian entrepreneurship success derives from previous entrepreneurial culture
- Campaigns carried out in support of maintaining and preserving the character of
entrepreneurship in the European
- Accessibility to financial resources created by the launch and implementation of
EU funding
- The existence and involvement of business people with entrepreneurial opening

Obstacles / Threats / Threats

- Lack of initiative in terms of competence
- Legislative deficiencies related to entrepreneurial development in the territory
- Materialization of entrepreneurial space
- Lack of strategic vision and developing the private sector in public-private
partnerships
- Uncertainties related to the development of new entrepreneurs
- Immediate and psychological effects of the crisis

What opportunities are open?

- The possibility of vision, testing and launching entrepreneurial type strategic
objectives
- European support to promote the region and reduce costs in innovative
businesses
- The possibility of a positive effect of investment flow to reduce costs capture
attention in marketing

Concepts derived from the analysis of strengths and weaknesses:

- The enterprise interesting can imagine to reduce the impact of handicaps?
- The need for civic campaigns in support of legislation to protect the recovery
potential entrepreneurial
- The need to involve civil society negotiate with authorities
- Criticizing the entrepreneurial spirit of improvisation strategies

What is the risk taken?

- Decrease entrepreneurial potential can lead to the destruction of valuable sites
- Substantiation of business plans
- Perfect timing in an effort to promote investment and entrepreneurship

Patents and trademarks:

Role of IP in Innovation

As there are many players involved in facilitating the market success of an innovation, 
the effective use of the tools of IP will play an important role in reducing risk for the
players involved, who may then be able to reap acceptable returns for their participation
in the process. IP plays an important role in facilitating the process of taking innovative
technology to the market place. At the same time, IP plays a major role in enhancing
competitiveness of technology-based enterprises, whether such enterprises are
commercializing new or improved products or providing service on the basis of a new or
improved technology.

For most technology-based enterprises, a successful invention results in a more efficient

way of doing things or in a new commercially viable product. The improved profitability
of the enterprise is the outcome of added value that underpins a bigger stream of revenue
or higher productivity.

Sources of capital:

Many entrepreneurs do not know where to acquire funding when starting out or expanding. If you
know where to look, you'll find that there are many different sources for entrepreneurs to raise
capital.

However, not every source of capital is suitable for every business. An entrepreneur should
choose one which meets the capital structure that best fits their business. A business' capital
structure is the way that it is funded, either through debt (loans) or equity (shares sold to investors)
financing.

Financial backing usually includes loans, grants, or investor funding. Some of the top ways to
raise capital are through angel investors, venture capitalists, government grants, and small
business loans. There are other methods for financing such as credit cards or invoice financing,
but these should be used only if you need cash quickly and know the risks involved.

Angel Investors
Angel investors are generally individuals or groups who provide capital from their personal assets
to assist you with starting your business. These types of investors are looking for startups that
have good potential for earnings.

Since they are investors, you'll be expected to present them with a portfolio that is favorable. This
differs from venture capitalists, who are more interested in organizations that are already doing
well but need more sources of capital.

Venture Capitalists

Venture capitalists (VCs) are usually groups of individuals that provide capital through an
organization they have established. Generally, VCs like to fund companies that are already
somewhat established, and in need of more finances. However, VCs have been known to sponsor
startups that show significant promise.

VCs are looking for high returns on their investments (your business). This is not unusual for
investors, but some VCs may want to be involved in your business decisions after they grant you
some funding.

In the past, VCs have wanted to make decisions for the businesses they have funded to protect
their investments. However, many VCs have moved to more of a mentor role, assisting you with
business decisions and offering guidance as a protective measure. Ensure you enquire about the
role a VC would like to have before you accept any funds.

If you do not find any suitable VCs, a small business loan may be the next option.

Small Business Loans

The Small Business Administration (SBA) has been established to assist business owners with
their businesses. A small business loan through SBA partner lenders, while competitive, are
guaranteed by the SBA and come with generally lower rates than traditional loans.

Small business loans are not the only form of government assistance. A source of capital often
overlooked by entrepreneurs is government grants.

Government Grants

The government offers grants through the SBA to entrepreneurs who have research-related
businesses. The most attractive benefit of a grant is that it is free and you won't need to repay the
government.

Crowd funding

Crowd funding is a method of raising funds from individuals, using an internet-based platform.
This method depends upon the generosity of people, and upon the exposure your crowdfunding
campaign receives.

To have a successful crowd sourcing endeavor, you must be able to win the crowd's support.
They'll want to know why you need the money and may want a reason to contribute. Create a
reasonable monetary goal, and decide on a reward for the crowd that assists you. This could be
public recognition for donations or letting them be the first ones to receive your product.
Microloans

These are small loans designed for small businesses and startups. What makes these loans
attractive is that they are short-term loans with low-interest rates compared to traditional small
business loans.

Invoice Factoring

Sometimes referred to as invoice advances, invoice factoring is a process where an entrepreneur

agrees with a lender to sell their invoices due, and let the lender collect future payment by the
customers.

This works by a lender purchasing your open invoices from you for a reduced amount, then
collecting the amount that is due. For example, if you had a sale with receivables pending for
$11,000 you could sell it to a lender who might buy it for $9,000. You receive cash, and the lender
receives the $11,000 when it is paid.

This is a source of capital you might use if you were very much in need of capital, as you would
lose $2,000 in the transaction.

Credit Cards

Many companies use personal and business credit cards to finance immediate expenses. Credit
cards are convenient when you don't have the cash to make purchases at the moment.

If you do not have the means to make your monthly payments, credit cards can exponentially
increase your debt with high annual percentage rates.

Debt capital is the capital that a business raises by taking out a loan. It is a loan made to a
company, typically as growth capital, and is normally repaid at some future date. Debt
capital differs[1] from equity or share capital because subscribers to debt capital do not
become part owners of the business, but are merely creditors, and the suppliers of debt
capital usually receive a contractually fixed annual percentage return on their loan, and
this is known as the coupon rate. However, sometimes the loan is paid back based on a
percentage of the company's monthly revenue instead of a fixed interest rate, such as the
case with revenue-based financing.
Debt capital ranks higher than equity capital for the repayment of annual returns. This
means that legally, the interest on debt capital must be repaid in full before any dividends
are paid to any suppliers of equity.
A company that is highly geared (UK), or leveraged (US), has a high debt-to-equity
capital ratio. As we already said that debt capital is a loan. This money (which was given
to the company as loan) is given to the debt holders first before giving it to preference
holder and equity holders. Equity holders (shareholders) have all rights in the business,
but the debt holders have no rights in the business.
Seed capital

Seed capital is the funding required to get a new business started. This initial funding,
which usually comes from the business owner(s) and perhaps friends and family, supports
preliminary activities such as market research, product research and development (R&D)
and business plan development.

Seed capital funding is considered high-risk because the business is not fully functional
and has no track record. Investors who provide seed capital funding often do so for a stake
in the company. Once a startup has demonstrated feasibility, it is more likely to
attract venture capital or angel investment to provide the greater funds necessary to get the
business up and running. 

Venture capital:

Venture capitalists (VCs) represent the most glamorous and appealing form of financing
to many entrepreneurs. They're known for backing high-growth companies in the early
stages, and many of the best-known entrepreneurial success stories owe their growth to
financing from venture capitalists.

VCs can provide large sums of money, advice and prestige by their mere presence. Just
the fact that you've obtained venture capital backing means your business has, in venture
capitalists' eyes, at least, considerable potential for rapid and profitable growth.
Informal agencies in financing entrepreneurs:

What defines informal finance and what are

informal financial institutions?

Informal finance is perhaps most intuitively defined relative to what it is not. It is not to
do with banks or micro-finance institutions (MFIs), credit unions, cooperatives,
insurance companies, etc. Developing a meaningful positive definition, however, is
more difficult. In the 1960s, when the development profession began to realise that
traditional moneylenders were in some instances outperforming heavily subsidised
development banks, informal finance was more or less synonymous with "non-
institutional" finance (FAO, 1965).1 The problem with this approach is that it seems to
imply that informal finance is unstructured or is only practiced by lone individuals,
which as will be shown below is not necessarily the case. More importantly, it is often
useful to speak of 'informal financial institutions', by which we mean not just particular
moneylenders or savings clubs, but more broadly the recognisable conventions or
social constructs of which specific real-life moneylenders or savings clubs are examples.

Another approach is to define informal finance as that which is not regulated, and
formal sector finance as that which is (Hussain et al., 1998). However, while regulatory
regimes may be of great importance in influencing how different types of financial
services are structured and offered, as a definition this approach is unhelpful. It is
unhelpful firstly because many types of financial services are regulated more in
principle than in reality, and secondly because this means that essentially the same
financial service is defined as informal in one country and formal in another, merely by
virtue of different legal treatments.

The definitional approach we adopt is a rather colloquial one, whereby "informal"

implies that the proper functioning of the institution relies at least as much on the
establishment of personal relationships as on formal rules and procedures. While also
imperfect (and somewhat idiosyncratic), the virtue of this definition is that it draws
attention to the logic of why informal financial institutions work, as well as why
sometimes they cease to do so.

One problem that remains with this definition is whether certain informal practices
that involve money, should indeed be called "informal finance" or "informal

Government grants and subsidies:

India was recently termed as the only, truly emerging market in the world at the moment.
A part of this growth is fueled by the micro, small and medium enterprises of the country.
The SME sector contributes over 40% of the total GDP and remains a critical source of
employment for the India’s growing population. Recognizing the importance of SME
growth in the post-demonetization era, the government has started some new business
loan schemes and boosted other existing ones. Here are the top five business loan schemes
from the government of India that you can avail for small business finance.

MSME Business Loans in 59 Minutes

Perhaps the most talked about business loan scheme right now is the ‘MSME Business
Loans in 59 Minutes’, a scheme first announced in September 2018. The loans under this
scheme are given for financial assistance and encouragement of MSME growth in the
country. Both new and existing business can utilize the scheme for a financial assistance
up to ₹ 1 crore. The actual process takes 8-12 days to complete, while the approval or
disapproval is granted within the first 59 minutes of application. It is a refinancing
scheme, wherein five authorized public sector banks will grant the funds. The interest
rate depends on the nature of your business and credit rating. No information has been
given on subsidizing the principal amount or interest subvention.
To apply for business loan under this scheme, you need GST verifications, Income Tax
verifications, bank account statements for the last 6-months, ownership related
documentation, and KYC details. More information on application and approvals can be
sought by visiting the SIDBI portal for this business loan.

MUDRA Loans

Micro-units Development and Refinance Agency (MUDRA) is an organisation

established by the government of India to provide business finance to micro-business
units. The loans under the scheme are given on the pretext of ‘funding the unfunded’.
Since small companies and startups are often left to their own devices for financing their
venture, the government has created the concept of low-cost credit to such undertakings.
MUDRA Loans are also a refinanced business loans, approved and disbursed through
public sector banks, private sector banks, co-operative societies, small banks, scheduled
commercial banks and rural banks that come under the scheme. The loans are generally
given to micro or small businesses operating in the manufacturing, trading and services
sector. The MUDRA Loans are structured as under,

 Sishu Loans up to Rs. 50,000/-

 Kishor Loans up to Rs. 5,00,000/-
 Tarun Loans up to Rs. 10,00,000/-

Credit Guarantee Fund Scheme for Micro and Small Enterprises

The CGMSE was first launched in the year 2000 as a monetary support scheme for micro
and small enterprises. It offers collateral-free credit for both new and existing business
units that satisfy its eligibility criteria. The scheme provides working capital loans up to ₹
10 lakhs without any collateral. However, for all credit facilities above ₹ 10 lakhs and up
to ₹ 1 crore only primary security or mortgage of land and building associated with the
building is obtained and such eligible accounts are covered under Credit Guarantee Fund
Trust for Micro and Small Enterprises (CGTMSE). Asset created through the credit
facility which are associated with the business unit are also considered as security when
the loan amount exceeds ₹ 10 lakhs.
The business loans under this scheme are financed by various public and private sector
banks covered under the scheme.

National Small Industries Corporation Subsidy

The NSIC subsidy for small businesses offers two kinds of financial benefits – Raw
Material Assistance and Marketing Assistance. Under the raw material assistance scheme
of NSIC, both indigenous and imported raw materials are covered. Under the marketing
support, funds are given to SMEs for enhancing their competitiveness and the market
value of their products and services. The NSIC is mainly focused on funding small and
medium enterprises who wish to improve / grow their manufacturing quality and quantity.

Credit Link Capital Subsidy Scheme for Technology Upgradation

This scheme allows small businesses to upgrade their process by financing technological
upgradation. The technological upgradation can be related to numerous processes within
the organization, such as manufacturing, marketing, supply chain etc. Through the
CLCSS scheme, the government aims to reduce the cost of production of goods and
services for small and medium enterprises, thus allowing them to remain price
competitive in local and international markets. The scheme is run by the Ministry of
Small-Scale Industries. The CLCSS offers an up-front capital subsidy of 15% for eligible
business. However, there is a cap to the maximum amount that can be availed as subsidy
under the scheme, which is set at ₹ 15 lakhs. Sole proprietorships, partnership firms, co-
operative, private and public limited companies come under the ambit of this business
loan scheme.

An Alternative: Quick Business Loans from Lendingkart

While all these schemes display the commitment of the past and present Indian
governments for developing the economy of the nation, there is much that needs to be
done to make the schemes effective. For example, the refinancing and subsidy model used
by the government takes away the ‘quick’ factor from business loans touted by the
schemes. Since these loans are essentially funded by the government sponsored banks, the
turnaround time is in weeks or even months, which is detrimental for a small business
owner looking for quick business finance. Even the most ambitious of all these schemes,
the 59 Minutes Loan for MSMEs, takes up to 2 weeks in reality.
On the other hand, MSME finance by non-banking financial companies like Lendingkart
is approved and disbursed within 72 hours. This is done by combining business analytics
and online technologies for loan approval and disbursal instead of relying on paperwork
and age-old processing techniques. For instance, Lendingkart offers business loans online
through their website or mobile app. Simply log-in to apply for a business loan, get a
same- day approval, accept the quote and upload your documents digitally for
verification. The entire process hardly takes 10-minutes of your time and the verification
is completed within 3 working days by Lendingkart. So, you have the funds ready for use
within a quarter of the time it takes a government scheme to disburse a loan.
To apply for a business loan with Lendingkart in 3 simple steps, visit us at
www.lendingkart.com.

Schemes of State Governments

All the state governments also provide technical and other support services to small enterprises
through their directorate of industries and district industries centre. In general all the state
governments extend support of following types.

a) Deferment/ suspension of sales tax.

b) Power subsidy

c) Capital investment subsidies to new enterprises established in some selected districts.

d) Margin money/seed capital assistance schemes.

e) Priority in providing power connection/water connection.

f) Technical and consultancy support.

Types of investors and private offerings:

1) Friends & Family

The first type of investor entrepreneurs should be approaching at the very beginning are
friends and family and close personal contacts.

At this stage there is very little hard evidence and proof to base a real investment or
funding on. They are essentially investing in the idea, and far more importantly - you.
These are the people that already know you, like and trust you and believe in you the
most.

This type of investor may not provide a lot of money. It could be in the range of $1,000 to
$200,000. Though if you can’t raise money from this group, other investors are probably
going to ask themselves why.

2) Banks & Government Agencies

These aren’t true investors like the others on this list, but they can be sources of capital.
Traditional banks are generally not an easy source of capital for early stage startups and
small businesses. However, as you gain traction they may offer business credit cards, lines
of credit and merchant advance loans.
There may also be government programs providing grants for certain types of projects.
That doesn’t mean that bringing in this type of capital will be any easier, and loans require
repayment, often when you really need as much liquidity and slack as possible. They
won’t require giving up equity in your company, but they can impact your profitability,
which may show up when you try to raise money from other investors later.

One thing to note about government programs is that in many instances the come with
certain restrictions and limitations which may be burdensome for startups. With this in
mind founders should review very carefully what those expectations are.

3) Angel Investors

Professional angel investors are normally approached when it comes to the seed round
and beyond. They are willing to fund smaller operations than VCs, may be more flexible
in terms, and can offer a lot of value in wisdom and connections.

Angel investors can be approached directly online, at live pitch events, and through
introductions from other startup founders.

4) Angel Groups

Angel groups have been increasing. They have become more popular and more organized.
These are groups of angel investors who band together to make investments in startups.
This enables them to invest with more confidence, with larger check sizes, and with lower
exposure to risk.

5) Accelerators & Incubators

These vehicles can ultimately be a gateway to a variety of the types of investors on this
list. If accepted into one of these programs you may receive anywhere from $10,000 to
$120,000 in seed money to cultivate your idea and gain traction, while benefiting from
additional knowledge and resources. If everything is going well, you’ll be pitching larger
investors and be introduced to funding sources during their demo days that can help take
you to the next level. Just be ready to hustle, these programs want to speed you on the
way to the next stage quickly.

6) Family Offices

Family offices are increasingly being drawn to the advantages of investing in startups.
However, as some of the most successful entrepreneurs that have appeared as guests on
the DealMakers Podcast have pointed out, as investors, family offices can have quite
different interests and game plans. Each can be very different.

Working with them can be very different depending on who is managing the decisions
and process. Taxes, long term multigenerational investing, prestige and income may be
more important for these investors than others on this list who are pushing to an earlier
exit.

7) Venture Capital Firms

VCs are the holy grail of investors for fundraising entrepreneurs. They come with the
biggest checks, the most power to fuel success and gaining market share, and most juice
when it comes to achieving more credibility and visibility.

More venture capital firms are looking at and are participating in earlier funding rounds.
Though it is much more likely these investors will show up and be secured in Series A, B
and C fundraising rounds than earlier.

Do note that not all of these firms are created equal. The best match can be influenced by
location, the timeline of their funds, their interest and expertise in a certain field, their
power to help you get to the next stage and of course, how they treat their founders.

8) Corporate Investors

Investing in startups carries a variety of benefits for big corporations. Including

supporting their own growth numbers, diversifying assets, and identifying talent and
technology which can help them fend off industry changes and fuel revenues and profits.
Some have funds to invest in outside startups. More are launching their own accelerator
and incubator programs and ecosystems for cultivating these opportunities.

These investors can be great allies in taking your business to the next level. Though they
can be quite different to work with, and any integration or collaboration on sales channels,
systems and customer bases needs to be approached carefully and with a lot of patience.

Founding entrepreneurs and corporate investors often have completely different styles and
perspectives. It’s going to be vital to learn to understand each other and have some
boundaries set up when going in, if this is going to be an enjoyable relationship.

Summary

As you can see from this list, there are a wide variety of very different types of investors
for funding startups. Some are very specialized in the stages and funding rounds they will
invest at. Though these lines are increasingly blurring. Think of this as a ladder, not an A
or B menu list.

As your startup grows different sources of capital will be more advantageous and valuable
to fueling that next level of growth. Understanding these differences will be invaluable for
an efficient fundraising campaign and targeting the right investors at each raise.
 UNIT-3

The successful business ventures.

1 Penicillin: Penicillin was innovated by the scientist Sir Alexander
. Fleming and it led to a successful business venture. He was trying to innovate a
wonder drug that could cure all the diseases. One day he threw all his
experiments. Later he found that a mold contained in a contaminated Petri dish
was dissolving all the bacteria in its surroundings. He then experimented with the
mold and found that it has a highly efficient antibiotic. He named it as Penicillin.
The sale of Penicillin brought about successful business ventures.

2 Pacemaker: Pacemaker was invented by an electrical engineer John

. Hopps. He was doing research on hypothermia. He experiments were focused on
restoring the body temperature using radio frequency. When he was conducting
the experiments, he discovered that when the heart beating is affected by cooling,
the heart beat can be restored by inducing artificial simulation. The idea led him
to innovate the pacemaker. It became a successful business venture.

the difference between entrepreneurship and social entrepreneurship.

The following key differences distinguish an entrepreneur from a social entrepreneur.

Entrepreneurship Social Entrepreneurship

Their goal is to generate profitable Profitable income is just an end result but not their goal.
income.

They distributes the generated profits to The wealth generated is distributed to the targeted
all the stake holders community through valuable social program.

They focus on innovating a product or They focus on innovating a solution to the social problem
service that will add value to the of a community or to help the highly disadvantageous
customers. population.
 Describe the inception of KFC.

KFC was started in Corby, Kentucky, USA by Sanders. He was operating a gas service station. He
noticed that the travelers visiting his service station were hungry and looking for some eatables. Sanders
knew a secret blend of 11 herbs and spices with which he can prepare tasteful chicken recipe. He started
to serve this recipe to the travelers. This recipe became a bit hit and to cope up the demand he started a
restaurant. This lead to the inception of “KFC-Kentucky Fried Chicken”.

During the initial stages of setting up an enterprise, how can you get advantage of the
available incubators? The incubators can help a budding entrepreneur to get benefited from
the following sources.

a. Angel InvestorsThe incubators help the entrepreneurs connect with the angel investors, there by procuring the funds.

b. BanksThey guide the enterprises through the loan procurement process

c. Venture capitalistsThey work with the enterprises to prepare effective venture capital presentations. This in turn help

the enterprises to get noticed by the venture capitalists and there by getting the required funds.

d. Government agenciesThey educate the enterprises about various grant programs available from the
government agencies to promote the enterprises. For example the incubators help entrepreneurs to
take advantage of the programs like Technology NZ, NZTE etc.

responsible for internal risks in an enterprise

The following are the various factors responsible for internal risks.

1. Human Factors:

i. accidents or deaths in the industry

ii. bad debts
iii. Continuous lock-outs and strikes by the employee unions
iv. disloyalty by employees
v. Efficient suppliers are not available
vi. Few or more incompetent people in top level positions
2. Technological factors: Rapid changes in the technology. If the competitors are using the most recent technology,
they
will be able to
produce much
better quality
products or
services. This
poses the risk of
losing the
market to the
competitors.

3. Physical factors:This may include

i. Any fire or accident

ii. Burglary or Theft
iii. Compensations to be paid to others, in the instances when the enterprise is responsible for any damage caused
iv. Damages in transit
v. Equipment breakdown

various factors responsible for external risks in an enterprise

The following are the various factors responsible for the external risks affecting an enterprise.

1. Economic factors: Economic factors like

a. Changes in the consumer preferences and tastes

b. Changes in income levels
c. Changes in Output
d. Changes in trade cycles
e. Demand fluctuations
f. Increased competition
g. Inflation levels
h. Price fluctuations
i. Variations in world economy

2. Natural factors: Natural calamities like

 a. Cyclones

b. Tornadoes

c. Lightning

d. Floods

e. Famine

f. Earthquake

g. Tsunami

h. Valcanos

will adversely affect the business and pose big risk.

3. Political factors:This includes

a. Change in the government

b. Communal clashes or riots

c. Civil wars.

d. Hostilities with the neighboring countries

e. Changes in the government policies

4. Changes in the consumer preferences and tastes: This will have a huge impact on the demand for the product
or

service

personal barriers demotivate an entrepreneur

When we analyze the society, there are only a small fraction of persons who would like to avail the
entrepreneurial opportuni ties and become entrepreneurs. Whether it is a developing countries like India
or highly developed countries like USA, the mindset of people towards the entrepreneurship is the same.
Very few people establish an enterprise and the other opt for a different career. This is majorly due to two
kinds of personal barriers preventing them from becoming an entrepreneur.

The two varieties of personal barriers are described below.

1. Perpetual: The perpetual barriers result in slowing down the growth of an entrepreneur and
demotivates them. When people tackle a given situation without clear vision or they completely
understand the situation wrongly and take a decision as per their understanding, they fail. This results in a
negative perception. As a result they develop their own, often false, beliefs and prejudices about a
business activity. This will leave them with a very small range of choices. For instance a person assuming
that a particular type of business is suitable only for a particular segment will leave him with fewer
choices.

2. Motivational: An entrepreneur should consistently be motivated. They should not lose

motivation because of any difficulties. This will become a barrier to their development and there by
deviate them from their goal of establishing an enterprise. Many entrepreneurs feel demotivated when
they encounter prolonged hurdles in a give situation. For instance, delay in procuring license for setting up
an enterprise might result in a loss of enthusiasm in an entrepreneur.

creating new business opportunities?

Mobile devices like smart phone help the businesses to run their operations smoothly and more
efficiently. They improve the speed and accuracy of communication among people. These devices are
widely adopted by the public and became a basic need. A report from a survey conducted by IDC
(International Data Corporation) showed that the number of smart phones purchased by people have
exceeded the number PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the
desktops and laptops in the usage of internet. These statistics provide new opportunities and result in
new players emerging to cater the growing smart phone market and exploit it completely. The existing
enterprises have to dispose their legacy systems and then adopt to this new technology. However, the
upcoming enterprises, as they are starting from scratch, should be able to better implement new
technologies and get benefited with this new are of opportunities. An example of this new technology
wearable gadgets like a smart watch which is connected the smart phone or a Smart phone with an edge
display

The enterprises gather the consumer details and study the consumer behavior and preferences. They use
this data to ensure that their products or services are providing consumer satisfaction. This helps the
enterprises to win consumer confidence. It also helps them to keep themselves ahead of competition. For
instance, a retail store can study the consumer details and find that their customers are mostly college
students in the age group of 15 to 18 years. This helps them to ensure that their store is equip ped with the
products that is mostly purchased by this age group.

With the technological advancements, various organizations started to employ different methods by using
built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
the consumer related metrics. A report from a survey conducted by IDC (International Data
Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
this data will require 44 times more storage space as compared to the data collected in 2009.

One such method used to gather data is by using telemetric operations. Telemetric operations are
similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
telecommunication equipment that can control remote objects. The telemetric operations were
 originally developed for use in the healthcare industry and to gather medical informatics, it is most
widely used in the automobile sector.

By seeing which characteristics can you determine that a person is a social entrepreneur.

We can assume that a person is a social entrepreneur if that person possesses the following characteristics.

a. Accountable: They feel accountable about the people they are serving. They always seek
feedback of the impact of their actions on the people they are working with. So, they always think about
the impact their actions on their beneficiaries. Simultaneously, they feel accountable to the investors as
the investors are concerned about the impact the social entrepreneurs are making on the society and see
whether the proposed social changes are taking place or not.

b. Socially aware: The primary goal of social entrepreneurs is the social improvement. They are
not concerned about the profit generation. They feel successful when their efforts are bringing the
required social improvement but not because of the monetary profitability.

c. Social Catalysts: They have a vision to bring about the social improvement by changing the
prevailing social systems. As mentioned by J. Gregory Dees, the social improvement brought by the social
entrepreneurs will not just improve the society in their vicinity but it will trigger a movement to trigger
this change all over the world. Whether the area of reformation is that of arts, economic reform, education,
environment, health care or any other social field, it act as a catalyst and spread the movement.

d. Opportunity-Seeking: They pursue their goal persistently and mould the hurdles into opportunities to nurture
and

refine their business.

e. Innovative: Innovate creative solutions to the problems. They are not shaken up by a fall back but they learn
from

failures and improve continuously.

 Unit-4

Result of innovation in the technology.

With the advancements in the technology, new businesses that tap the potential of these technologies are emerging in the
market.

1. Businesses specialized in Business Intelligence aspects:

Business intelligence refers to the capability of organizations to

i. gather
ii. maintain
iii. and organize information

The information thus gathered is quantified and analyzed to derive new potential business opportunities.
Once these opportunities are identified, effective strategies are prepared to implement them. This helps the
business to

a. stay up to date in the market

b. sustain the competition
c. Improve the performance and productivity
d. risk mitigation
e. create new business opportunities
f. attain business stability in the coming days

2. Businesses specialized in Information Collection: The enterprises gather the consumer details and
study the consumer behavior and preferences. They use this data to ensure that their products or services
are providing consumer satisfaction. This helps the enterprises to win consumer confidence. It also helps
them to keep themselves ahead of competiti on. For instance, a retail store can study the consumer
details and find that their customers are mostly college
 students in the age group of 15 to 18 years. This helps them to ensure that their store is equipped with
the products that is mostly purchased by this age group.

With the technological advancements, various organizations started to employ different methods by using
built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
the consumer related metrics. A report from a survey conducted by IDC (International Data
Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
this data will require 44 times more storage space as compared to the data collected in 2009.

One such method used to gather data is by using telemetric operations. Telemetric operations are
similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
telecommunication equipment that can control remote objects. The telemetric operations were
originally developed for use in the healthcare industry and to gather medical informatics, it is most
widely used in the automobile sector.

3. Businesses specialized in Smart Mobility: Mobile devices like smart phone help the businesses to run
their operations smoothly and more efficiently. They improve the speed and accuracy of communication
among people. These devices are widely adopted by the public and became a basic need. A report from a
survey conducted by IDC (International Data

Corporation) showed that the number of smart phones purchased by people have exceeded the number
PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the desktops and laptops in the
usage of internet. These statistics provide new opportunities and result in new players emerging to cater
the growing smart phone market and exploit it completely. The existing enterprises have to dispose their
legacy systems and then adopt to this new technology. However, the upcoming enterprises, as they are
starting from scratch, should be able to better implement new technologies and get benefited with this
new are of opportunities. An example of this new technology wearable gadgets like a smart watch which
is connected the smart phone or
a Smart phone display
with an edge

4. Businesses specialized in Cloud Computing:

Cloud computing refers to the networks used in computer and communication systems. It got its name as these networks
are

represented by the clouds in the drawings. Cloud computing is synchronously used for internet.

In cloud computing, the organizations upload all the data and software on to a cloud network. The users
can access this data and software remotely. These users can access high configuration computers in a
time sharing manner. They can run various algorithms on the cloud network which will provide optimum
use of the applications, infrastructure and platform. This is achieved through prioritized access to the
CPU. This will also ensure that the user achieves high efficiency.

5. Businesses specialized in social media:

As internet became more affordable, several socializing networks like Whatsapp, Facebook, Twitter,
Google Hangouts are becoming more popular. Though they were limited to the desktop users earlier,
with the advancement of smart mobile devices

like smart phones, tablets, e-book readers, the use of social networking became more popular. Companies
started to tap the power of these platforms. They help the organizations to study the behaviour of the user
and direct their marketing efforts to thes e users. New business also emerged that will tap the power of
these networks and help other organizations to better reach their targeted consumers through the powerful
social media.

What do you know about enterprise Shri Mahila Griha Udyok Lijjat Papad?

Six Gujarati women started Shri Mahila Griha Udyok Lijjat Papad in Bombay (present Mumbai). Their
purpose was to create a revenue stream through a food product.
They took a loan of Rs.80/- from Chhaganlal Karamsi Parekh. They acquired a papad venture run by
Lakshmidas bhai, as it was running in losses. Their policy not to take any donation or help from others
even if the business goes bankrupted. They started production on their terrace on 15th March, 1959. The
first output was 4 packets. The output was sold to a buyer in Bhuleshwar.

They were initially making papads in a low and high quality. As suggested by their adviser,
Chhaganlal Karamsi Parekh, they started to make only high quality papads.

The enterprise started to grow as a cooperative system. Though they recruited all age groups initially,
they imposed 18 years as the age limit, later on. Within a quarter they had 25 members. As the profits
grew, they procured other infrastructure like s torage equipment, utensils, cooking equipment etc. The
problems like not being able to dry the papads due to rains were resolved by procuring papad drying
equipment. After one year the business earned good profits.

They popularity and the members started to grow. After 3 years, they had 300 members. This brought up
space issues. So, they asked the members to take the raw material to home, prepare papads and bring
them back. If the quality was low members were given a warning. If it repeats they were terminated
from membership.

As the number of branches increased and they employed other administrative staff like accountants etc at
each branch. Currently, they have thousands of members across Maharashra and Gujarat. The profits or
losses were equally distributed/born by all the members. The share is decided by a committee of 21
members.

Roger L Martin and Sally Osberg defined the social entrepreneur as Social entrepreneur is the one who aims for value in
the

form of large-scale transformation benefit that accrues either to a significant segment of society
or to society at large. Usually the population which is

1. under-served
2. neglected or
3. highly disadvantaged

do not have financial resources or political influence to achieve the transformational benefit on its own.
Social entrepreneurs put all their efforts to help this population to achieve their transformational benefit.
 Insurable risks are those risks which conform to the specifications mentioned by various insurance
policies. It is possible t o forecast these risks. Through various measures the probability of these risks can
insurable
risks. be determined. Few examples of insurable risks are those related to life and property against fire, storm,
riots, theft, fidelity by dishonest employees etc.

non-insurable risks.
The risks for which it is not possible to determine their probability are called non-insurable risks. Due
to this reason it is not possible to forecast these risks. Few examples of non-insurable risks are those
related to war, floods, earthquake, gambling, fluctuations in demand, fluctuations in price etc.

eeconomic barriers.

For entrepreneurial growth we need the following factors to be available in abundance.

1. Money

2. Manpower

3. Materials

4.
Non availability of these factors to the required levels is economic barrier.
5.

Vinoba Bhave is a social entrepreneur who founded and led the Bhudaan Andolan (Land Gift
movement). His movement led to significant land reforms. Around 7 million acres of land was
redistribute among the landless poor and untouchables.

Business Incubators.

Business incubation refers to the programs designed by the organizations to help the entrepreneurial
organizations. The management of the incubators help these budding enterprises by supplying them the
required service and resources. They also provide the required support.
Some of the resources are
services and

a. Finance
b. Coaching, training, mentoring
c. Physical space
d. Networking with others
e. Common services

These incubator vary depending on

a. the enterprises they support

b. their organizational structure

c. type of service and support they provide

How does the business intelligence help the organizations? Business intelligence refers to the capability

of organizations to

1. gather

2. maintain
3. and organize information

The information thus gathered is quantified and analyzed to derive new potential business opportunities.
Once these opportuni ties are identified, effective strategies are prepared to implement them. This helps
the business to

a. Enhance the decision making process

b. stay up to date in the market
c. sustain the competition
d. Improve the performance and productivity
e. risk mitigation
f. create new business opportunities
g. attain business stability in the coming days

Name the prime business incubators in India.

The following are the prime business incubators in India.

a. AngelPrime
b. CIIE – Centre for Innovation, Incubation and Entrepreneurship, IIM, Ahmedabad
c. IAN – Indian Angel Network
d. NSRCEL – N S Raghavan Centre for Entrepreneurial Learning, IIM, Bangalore
e. SINE – Innovation and Entrepreneurship, IIT Mumbai
f. T-TBI – Technopark Technology Business Incubator, Kerala
g. Villgro
 Explain how the innovation of penicillin and pacemaker evolved as successful business ventures.

1. Penicillin: Penicillin was innovated by the scientist Sir Alexander Fleming and it led to a successful
business venture. He was trying to innovate a wonder drug that could cure all the diseases. One day he
threw all his experiments. Later he found that a mold contained in a contaminated Petri dish was
dissolving all the bacteria in its surroundings. He then experimented with the mold and found that it has a
highly efficient antibiotic. He named it as Penicillin. The sale of Penicillin brought about successful
business ventures.

2. Pacemaker: Pacemaker was invented by an electrical engineer John Hopps. He was doing research on
hypothermia. He experiments were focused on restoring the body temperature using radio frequency.
When he was conducting the experiments, he discovered that when the heart beating is affected by
cooling, the heart beat can be restored by inducing artificial simulation. The idea led him to innovate the
pacemaker. It became a successful business venture.

How do you make someone understand the difference between entrepreneurship and
social entrepreneurship.

The following key differences distinguish an entrepreneur from a social entrepreneur.

Entrepreneurship Social Entrepreneurship

Their goal is to generate profitable Profitable income is just an end result but not their goal.
income.

They distributes the generated profits to The wealth generated is distributed to the targeted
all the stake holders community through valuable social program.

They focus on innovating a product or They focus on innovating a solution to the social problem
service that will add value to the of a community or to help the highly disadvantageous
customers. population.

What do you understand by the term ‘Cloud Computing’?

 Cloud Computing refers to the networks used in computer and communication systems. It got its name as these networks
are

represented by the clouds in the drawings. Cloud computing is synchronously used for internet.

In cloud computing, the organizations upload all the data and software on to a cloud network. The users
can access this data and software remotely. These users can access high configuration computers in a
time sharing manner. They can run various algorithms on the cloud network which will provide optimum
use of the applications, infrastructure and platform. This is achieved through prioritized access to the
CPU. This will also ensure that the user achieves high efficiency.

Describe the inception of KFC.

KFC was started in Corby, Kentucky, USA by Sanders. He was operating a gas service station. He
noticed that the travelers visiting his service station were hungry and looking for some eatables. Sanders
knew a secret blend of 11 herbs and spices wi th which he can prepare tasteful chicken recipe. He
started to serve this recipe to the travelers. This recipe became a bit hit and to cope up the demand he
started a restaurant. This lead to the inception of “KFC-Kentucky Fried Chicken”.

During the initial stages of setting up an enterprise, how can you get advantage of the
available incubators? The incubators can help a budding entrepreneur to get benefited from
the following sources.

a.Angel InvestorsThe incubators help the entrepreneurs connect with the angel investors, there by procuring the funds.

b.BanksThey guide the enterprises through the loan procurement process

c. Venture capitalistsThey work with the enterprises to prepare effective venture capital presentations. This in turn help

the enterprises to get noticed by the venture capitalists and there by getting the required funds.

d. Government agenciesThey educate the enterprises about various grant programs available from the
government agencies to promote the enterprises. For example the incubators help entrepreneurs to
take advantage of the programs like Technology NZ, NZTE etc.

What are the various factors responsible for internal risks in

an enterprise? The following are the various factors responsible
for internal risks.

1.Human Factors:

a. accidents or deaths in the industry

b. bad debts

c. Continuous lock-outs and strikes by the employee unions

 d. disloyalty by employees

e. Efficient suppliers are not available

f. Few or more incompetent people in top level positions

2. Technological factors: Rapid changes in the technology. If the competitors are using the most recent technology, they

will be able to produce much better quality products or services. This poses the risk of losing the market to the
competitors.

3.Physical factors:This may include

a. Any fire or accident

b. Burglary or Theft

c. Compensations to be paid to others, in the instances when the enterprise is responsible for any damage

caused.

d. Damages in transit

e. Equipment breakdown

What are the various factors responsible for external risks in an enterprise?

The following are the various factors responsible for the external risks affecting an enterprise.

1.Economic factors: Economic factors like

a. Changes in the consumer preferences and tastes

b. Changes in income levels

c. Changes in Output

d. Changes in trade cycles

e. Demand fluctuations

f. Increased competition

g. Inflation levels

h. Price fluctuations

i. Variations in world economy

2.Natural factors: Natural calamities like

a. Cyclones

b. Tornadoes

c. Lightning

d. Floods
 e. Famine

f. Earthquake

g. Tsunami

h. Valcanos

will adversely affect the business and pose big risk.

3.Political factors:This includes

a. Change in the government

b. Communal clashes or riots

c. Civil wars.

d. Hostilities with the neighboring countries

e. Changes in the government policies

4.Changes in the consumer preferences and tastes: This will have a huge impact on the demand for the product or service.

How does the personal barriers demotivate an entrepreneur?

When we analyze the society, there are only a small fraction of persons who would like to avail the
entrepreneurial opportunities and become entrepreneurs. Whether it is a developing countries like India or
highly developed countries like USA, the mindset of people towards the entrepreneurship is the same.
Very few people establish an enterprise and the other opt for a different career. This is majorly due to two
kinds of personal barriers preventing them from becoming an entrepreneur.

The two varieties of personal barriers are described below.

1. Perpetual: The perpetual barriers result in slowing down the growth of an entrepreneur and demotivates
them. When people tackle a given situation without clear vision or they completely understand the
situation wrongly and take a decision as per their understanding, they fail. This results in a negative
perception. As a result they develop their own, often false, belie fs and prejudices about a business
activity. This will leave them with a very small range of choices. For instance a person assuming that a
particular type of business is suitable only for a particular segment will leave him with fewer choices.

2. Motivational: An entrepreneur should consistently be motivated. They should not lose motivation
because of any difficulties. This will become a barrier to their development and there by deviate them
from their goal of establishing an enterprise. Many entrepreneurs feel demotivated when they encounter
prolonged hurdles in a give situation. For instance, delay in procuring license for setting up an enterprise
might result in a loss of enthusiasm in an entrepreneur.
How is smart
mobility
creating new
business
opportunities?
 smart phone help the businesses to run their operations smoothly and more efficiently. They impr ove
the speed and accuracy of communication among people. These devices are widely adopted by the
public and became a basic need. A report from a survey conducted by IDC (International Data
Corporation) showed that the number of smart phones purchased by people have exceeded the number
PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the desktops and laptops in the
usage of internet. These statistics provide new opportunities and result in new players emerging to cater
the growing smart phone market and exploit it completely. The existing enterprises have to dispose their
legacy systems and then adopt to this new technology. However, the upcoming enterprises, as they are
starting from scratch, should be able to better implement new technologies and get benefited with this
new are of opportunities. An example of this new technology wearable gadgets like a smart watch which
is connected the smart phone or a Smart phone with an edge display

How is Information collection helping the enterprises to beat the competition?

The enterprises gather the consumer details and study the consumer behavior and preferences. They use
this data to ensure that their products or services are providing consumer satisfaction. This helps the
enterprises to win consumer confidence. It also helps them to keep themselves ahead of competition. For
instance, a retail store can study the consumer details and find that their customers are mostly college
students in the age group of 15 to 18 years. This helps them to ensure that their store is equip ped with the
products that is mostly purchased by this age group.

With the technological advancements, various organizations started to employ different methods by using
M
o built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
b the consumer related metrics. A report from a survey conducted by IDC (International Data
i Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
l this data will require 44 times more storage space as compared to the data collected in 2009.
e
One such method used to gather data is by using telemetric operations. Telemetric operations are
d similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
e telecommunication equipment that can control remote objects. The telemetric operations were
v
originally developed for use in the healthcare industry and to gather medical informatics, it is most
i
c widely used in the automobile sector.
e
s
By seeing which characteristics can you determine that a person is a social entrepreneur.
l
i
k
e
We can assume that a person is a social entrepreneur if that person possesses the following characteristics.
a. Accountable: They feel accountable about the people they are serving. They always seek feedback of the
impact of their actions on the people they are working with. So, they always think about the impact their
actions on their beneficiaries. Simultaneously, they feel accountable to the investors as the investors are
concerned about the impact the social entrepreneurs are making on the society and see whether the
proposed social changes are taking place or not.

b. Socially aware: The primary goal of social entrepreneurs is the social improvement. They are not
concerned about the profit generation. They feel successful when their efforts are bringing the required
social improvement but not because of the monetary profitability.

c. Social Catalysts: They have a vision to bring about the social improvement by changing the prevailing
social systems. As mentioned by J. Gregory Dees, the social improvement brought by the social
entrepreneurs will not just improve the society in their vicinity but it will trigger a movement to trigger
this change all over the world. Whether the area of reformation is that of arts, economic reform, education,
environment, health care or any other social field, it act as a catalyst and spread the movement.

d. Opportunity-Seeking: They pursue their goal persistently and mould the hurdles into opportunities to nurture and

refine their business.

e. Innovative: Innovate creative solutions to the problems. They are not shaken up by a fall back but they learn from

failures and improve continuously.

Give a brief about the businesses that are emerged as a result of innovation in the technology.

With the advancements in the technology, new businesses that tap the potential of these technologies are emerging in the
market.

1. Businesses specialized in Business Intelligence aspects:

Business intelligence refers to the capability of organizations to

 gather
 thus gathered is quantified and analyzed to derive new potential business opportunities. Once these
opportuni ties are identified, effective strategies are prepared to implement them. This helps the business
maintain to


and organize
d. Enhance the decision making process

information. e. stay up to date in the market

T f. sustain the competition

h g. Improve the performance and productivity
e
h. risk mitigation
i
n i. create new business opportunities
f j. attain business stability in the coming days
o
r
m
a
t
i
o
n

2. Businesses specialized in Information Collection: The enterprises gather the consumer details and
study the consumer behavior and preferences. They use this data to ensure that their products or services
are providing consumer satisfaction. This helps the enterprises to win consumer confidence. It also helps
them to keep themselves ahead of competiti on. For instance, a retail store can study the consumer
details and find that their customers are mostly college students in the age group of 15 to 18 years. This
helps them to ensure that their store is equipped with the products that is mostly purchased by this age
group.

With the technological advancements, various organizations started to employ different methods by using
built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
the consumer related metrics. A report from a survey conducted by IDC (International Data
Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
this data will require 44 times more storage space as compared to the data collected in 2009.

One such method used to gather data is by using telemetric operations. Telemetric operations are
similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
telecommunication equipment that can control remote objects. The telemetric operations were
originally developed for use in the healthcare industry and to gather medical informatics, it is most
widely used in the automobile sector.
3. Businesses specialized in Smart Mobility: Mobile devices like smart phone help the businesses to run
their operations smoothly and more efficiently. They improve the speed and accuracy of communication
among people. These devices are widely adopted by the public and became a basic need. A report from a
survey conducted by IDC (International Data

Corporation) showed that the number of smart phones purchased by people have exceeded the number
PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the desktops and laptops in the
usage of internet. These statistics provide new opportunities and result in new players emerging to cater
the growing smart phone market and exploit it completely. The existing enterprises have to dispose their
legacy systems and then adopt to this new technology. However, the upcoming enterprises, as they are
starting from scratch, should be able to better implement new technologies and get benefited with this
new are of opportunities. An example of this new technology wearable gadgets like a smart watch which
is connected the smart phone or

a Smart phone with an edge display

4. Businesses specialized in Cloud Computing:

Cloud computing refers to the networks used in computer and communication systems. It got its
name as these networks are represented by the clouds in the drawings. Cloud computing is
synchronously used for internet.

In cloud computing, the organizations upload all the data and software on to a cloud network. The users
can access this data and software remotely. These users can access high configuration computers in a
time sharing manner. They can run various algorithms on the cloud network which will provide optimum
use of the applications, infrastructure and platform. This is achieved through prioritized access to the
CPU. This will also ensure that the user achieves high efficiency.

5. Businesses specialized in social media:

As internet became more affordable, several socializing networks like Whatsapp, Facebook, Twitter,
Google Hangouts are becoming more popular. Though they were limited to the desktop users earlier, with
the advancement of smart mobile devices like smart phones, tablets, e-book readers, the use of social
networking became more popular. Companies started to tap the power of these platforms. They help the
organizations to study the behaviour of the user and direct their marketing efforts to these users. New
business also emerged that will tap the power of these networks and help other organizations to better
reach their target ed consumers through the powerful social media.
 a Udyok Lijjat Papad in Bombay (present Mumbai). Their purpose was to create a revenue stream
through a food product.
What do you
know about They took a loan of Rs.80/- from Chhaganlal Karamsi Parekh. They acquired a papad venture run by
enterprise Shri Lakshmidas bhai, as it was running in losses. Their policy not to take any donation or
Mahila Griha
Udyok Lijjat
Papad?

S
i
x

G
u
j
a
r
a
t
i

w
o
m
e
n

s
t
a
r
t
e
d

S
h
r
i

M
a
h
i
l
a help from others even if the business goes bankrupted. They started production on their terrace on 15th
March, 1959. The first output was 4 packets. The output was sold to a buyer in Bhuleshwar.
G
They were initially making papads in a low and high quality. As suggested by their adviser,
r
Chhaganlal Karamsi Parekh, they started to make only high quality papads.
i
h
 arted to grow as a cooperative system. Though they recruited all age groups initially, they imposed 18
years as the age limit, later on. Within a quarter they had 25 members. As the profits grew, they procured
T
other infrastructure like s torage equipment, utensils, cooking equipment etc. The problems like not being
h
able to dry the papads due to rains were resolved by procuring papad drying equipment. After one year
e
the business earned good profits.
e
n
t
e They popularity and the members started to grow. After 3 years, they had 300 members. This brought up
r space issues. So, they asked the members to take the raw material to home, prepare papads and bring
p them back. If the quality was low members were given a warning. If it repeats they were terminated
r from membership.
i
s
e

As the number of branches increased and they employed other administrative staff like accountants etc at
s
each branch. Currently, they have thousands of members across Maharashra and Gujarat. The profits or
t
losses were equally distributed/born by all the members. The share is decided by a committee of 21 mem

What did you understand by the term social entrepreneur?

Roger L Martin and Sally Osberg defined the social entrepreneur as Social entrepreneur is the one who aims for value in
the

form of large-scale transformation benefit that accrues either to a significant segment of society
or to society at large. Usually the population which is

1. under-served
2. neglected or
3. highly disadvantaged

do not have financial resources or political influence to achieve the transformational benefit on its own.
Social entrepreneurs put all their efforts to help this population to achieve their transformational benefit.
Define insurable risks.

Insurable risks are those risks which conform to the specifications mentioned by various insurance
policies. It is possible t o forecast these risks. Through various measures the probability of these risks
can be determined. Few examples of insurable risks are those related to life and property against fire,
storm, riots, theft, fidelity by dishonest employees etc.

Define non-insurable risks.

The risks for which it is not possible to determine their probability are called non-insurable risks. Due
to this reason it is not possible to forecast these risks. Few examples of non-insurable risks are those
related to war, floods, earthquake, gambling, fluctuations in demand, fluctuations in price etc.

Define economic barriers.

For entrepreneurial growth we need the following factors to be available in abundance.

1. Money
2. Manpower
3. Materials
4. Market
5. Land
 Non availability of these factors to the required levels is economic barrier.

What do you know about the social entrepreneur Vinoba Bhave?

Vinoba Bhave is a social entrepreneur who founded and led the Bhudaan Andolan (Land Gift
movement). His movement led to significant land reforms. Around 7 million acres of land was
redistribute among the landless poor and untouchables.

Briefly explain about Business Incubators.

Business incubation refers to the programs designed by the organizations to help the entrepreneurial
organizations. The management of the incubators help these budding enterprises by supplying them the
required service and resources. They also provide the required support.

Some of the services and resources are

a. Finance

b. Coaching, training, mentoring

c. Physical space

d. Networking with others

e. Common services
 These incubator vary depending on

a. the enterprises they support

b. their organizational structure

c. type of service and support they provide

Business intelligence refers to the capability of organizations to

 gather

 maintain

 and organize

information.

The information thus gathered is quantified and analyzed to derive new potential business opportunities.
Once these opportunities are identified, effective strategies are prepared to implement them. This helps the
business to

a. Enhance the decision making process

b. stay up to date in the market

c. sustain the competition

d. Improve the performance and productivity

e. risk mitigation

f. create new business opportunities

g. attain business stability in the coming days

prime business
incubators in The following are the prime business incubators in India.
India.

1. AngelPrime

2. CIIE – Centre for Innovation, Incubation and Entrepreneurship, IIM, Ahmedabad

3. IAN – Indian Angel Network

4. NSRCEL – N S Raghavan Centre for Entrepreneurial Learning, IIM, Bangalore

5. SINE – Innovation and Entrepreneurship, IIT Mumbai

6. T-TBI – Technopark Technology Business Incubator, Kerala

7. Villgro

the innovation of penicillin and pacemaker evolved as successful business ventures.

1. Penicillin: Penicillin was innovated by the scientist Sir Alexander Fleming and it led to a

successful business venture. He was trying to innovate a wonder drug that could cure all the diseases.
One day he threw all his experiments. Later he found that a mold contained in a contaminated Petri dish
was dissolving all the bacteria in its surroundings. He then experimented with the mold and found that it
has a highly efficient antibiotic. He named it as Penicillin. The sale of Penicillin brought about successful
business ventures.

2. Pacemaker: Pacemaker was invented by an electrical engineer John Hopps. He was doing research on
hypothermia. He experiments were focused on restoring the body temperature using
radio frequency. When he was conducting the experiments, he discovered that when the heart beating is
affected by cooling, the heart beat can be restored by inducing artificial simulation. The idea led him to
innovate the pacemaker. It became a successful business venture.

How do you make someone understand the difference between entrepreneurship and

social entrepreneurship. The following key differences distinguish an entrepreneur from a

social entrepreneur.

Entrepreneurship Social Entrepreneurship

Their goal is to generate profitable Profitable income is just an end result but not their goal.
income.

They distributes the generated profits to The wealth generated is distributed to the targeted
all the stake holders community through valuable social program.

They focus on innovating a product or They focus on innovating a solution to the social problem
service that will add value to the of a community or to help the highly disadvantageous
customers. population.

What do you understand by the term ‘Cloud Computing’

Cloud Computing refers to the networks used in computer and communication systems. It got its
name as these networks are represented by the clouds in the drawings. Cloud computing is
synchronously used for internet.

In cloud computing, the organizations upload all the data and software on to a cloud network. The users
can access this data and software remotely. These users can access high configuration computers in a
time sharing manner. They can run various
 algorithms on the cloud network which will provide optimum use of the applications,
infrastructure and platform. This is achieved through prioritized access to the CPU. This will also
ensure that the user achieves high efficiency.

The inception of KFC.

KFC was started in Corby, Kentucky, USA by Sanders. He was operating a gas service station. He
noticed that the travelers visiting his service station were hungry and looking for some eatables. Sanders
knew a secret blend of 11 herbs and spices wi th which he can prepare tasteful chicken recipe. He
started to serve this recipe to the travelers. This recipe became a bit hit and to cope up the demand he
started a restaurant. This lead to the inception of “KFC-Kentucky Fried Chicken”.

During the initial stages of setting up an enterprise, how can you get advantage of the
available incubators The incubators can help a budding entrepreneur to get benefited from
the following sources.

a.Angel InvestorsThe incubators help the entrepreneurs connect with the angel investors, there by procuring the funds.

b.BanksThey guide the enterprises through the loan procurement process

c. Venture capitalistsThey work with the enterprises to prepare effective venture capital presentations. This in turn help

the enterprises to get noticed by the venture capitalists and there by getting the required funds.

d. Government agenciesThey educate the enterprises about various grant programs available from the
government agencies to promote the enterprises. For example the incubators help entrepreneurs to
take advantage of the programs like Technology NZ, NZTE etc.

various factors responsible for internal risks in an

enterprise The following are the various factors
responsible for internal risks.

1.Human Factors:

a. accidents or deaths in the industry

b. bad debts

c. Continuous lock-outs and strikes by the employee unions

d. disloyalty by employees

e. Efficient suppliers are not available

f. Few or more incompetent people in top level positions

2. Technological factors: Rapid changes in the technology. If the competitors are using the most recent technology, they
will be able to
produce much
better quality
products or
services. This
poses the risk of
losing the
market to the
competitors.

3.Physical factors:This may include

a. Any fire or accident

b. Burglary or Theft

c. Compensations to be paid to others, in the instances when the enterprise is responsible for any damage

caused.

d. Damages in transit

e. Equipment breakdown

various factors responsible for external risks in an enterprise

The following are the various factors responsible for the external risks affecting an enterprise.

1.Economic factors: Economic factors like

a. Changes in the consumer preferences and tastes

b. Changes in income levels

c. Changes in Output

d. Changes in trade cycles

e. Demand fluctuations

f. Increased competition

g. Inflation levels

h. Price fluctuations

i. Variations in world economy

2.Natural factors: Natural calamities like

a. Cyclones

b. Tornadoes

c. Lightning

d. Floods
 e. Famine

f. Earthquake

g. Tsunami

h. Valcanos

will adversely affect the business and pose big risk.

3.Political factors:This includes

a. Change in the government

b. Communal clashes or riots

c. Civil wars.

d. Hostilities with the neighboring countries

e. Changes in the government policies

4.Changes in the consumer preferences and tastes: This will have a huge impact on the demand for the product or

service

personal barriers demotivate an entrepreneur

When we analyze the society, there are only a small fraction of persons who would like to avail the
entrepreneurial opportunities and become entrepreneurs. Whether it is a developing countries like India or
highly developed countries like USA, the mindset of people towards the entrepreneurship is the same.
Very few people establish an enterprise and the other opt for a different career. This is majorly due to two
kinds of personal barriers preventing them from becoming an entrepreneur.

The two varieties of personal barriers are described below.

1.
P ual: The perpetual barriers result in slowing down the growth of an entrepreneur and demotivates them.
e When people tackle a given situation without clear vision or they completely understand the situation
r wrongly and take a decision as per their understanding, they fail. This results in a negative perception. As
p a result they develop their own, often false, belie fs and prejudices about a business activity. This will
e leave them with a very small range of choices. For instance a person assuming that a particular type of
t business is suitable only for a particular segment will leave him with fewer choices.

2. Motivational: An entrepreneur should consistently be motivated. They should not lose motivation
because of any difficulties. This will become a barrier to their development and there by deviate them
from their goal of establishing an enterprise. Many entrepreneurs feel demotivated when they encounter
prolonged hurdles in a give situation. For instance, delay in procuring license for setting up an enterprise
might result in a loss of enthusiasm in an entrepreneur.

Mobile devices like smart phone help the businesses to run their operations smoothly and more
efficiently. They improve the speed and accuracy of communication among people. These devices are
widely adopted by the public and became a basic need. A report from a survey conducted by IDC
(International Data Corporation) showed that the number of smart phones purchased by people have
exceeded the number PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the
desktops and laptops in the usage of internet. These statistics provide new opportunities and result in
new players emerging to cater the growing smart phone market and exploit it completely. The existing
enterprises have to dispose their legacy systems and then

adopt to this new technology. However, the upcoming enterprises, as they are starting from scratch,
should be able to better implement new technologies and get benefited with this new are of
opportunities. An example of this new technology wearable gadgets like a smart watch which is
connected the smart phone or a Smart phone with an edge display

The enterprises gather the consumer details and study the consumer behavior and preferences. They use
this data to ensure that their products or services are providing consumer satisfaction. This helps the
enterprises to win consumer confidence. It also helps them to keep themselves ahead of competition. For
instance, a retail store can study the consumer details and find that their customers are mostly college
students in the age group of 15 to 18 years. This helps them to ensure that their store is equipped with the
products that is mostly purchased by this age group.

With the technological advancements, various organizations started to employ different methods by using
built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
the consumer related metrics. A report from a survey conducted by IDC (International Data
Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
this data will require 44 times more storage space as compared to the data collected in 2009.

One such method used to gather data is by using telemetric operations. Telemetric operations are
similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
telecommunication equipment that can control remote objects. The telemetric operations were
originally developed for use in the healthcare industry and to gather medical informatics, it is most
widely used in the automobile sector.

We can assume that a person is a social entrepreneur if that person possesses the following characteristics.

a. Accountable: They feel accountable about the people they are serving. They always seek feedback of the
impact of their actions on the people they are working with. So, they always think about the impact their
actions on their beneficiaries. Simultaneously, they feel accountable to the investors as the investors are
c ncerned about the impact the social entrepreneurs are making on the society and see whether the proposed
o social changes are taking place or not.

b. Socially aware: The primary goal of social entrepreneurs is the social improvement. They are not
concerned about the profit generation. They feel successful when their efforts are bringing the required
social improvement but not because of the monetary profitability.

c. Social Catalysts: They have a vision to bring about the social improvement by changing the prevailing
social systems. As mentioned by J. Gregory Dees, the social improvement brought by the social
entrepreneurs will not just improve the society in their vicinity but it will trigger a movement to trigger
this change all over the world. Whether the area of reformation is that of arts, economic reform, education,
environment, health care or any other social field, it act as a catalyst and spread the movement.

d. Opportunity-Seeking: They pursue their goal persistently and mould the hurdles into opportunities to nurture and refine
their business.

e. Innovative: Innovate creative solutions to the problems. They are not shaken up by a fall back but they learn from

failures and improve continuously.

With the advancements in the technology, new businesses that tap the potential of these technologies are emerging in the
market.

1. Businesses specialized in Business Intelligence aspects:

Business intelligence refers to the capability of organizations to

 gather

 maintain

 and organize information.

The information thus gathered is quantified and analyzed to derive new potential business opportunities.
Once these opportuni ties are identified, effective strategies are prepared to implement them. This helps
the business to

d. Enhance the decision making process

e. stay up to date in the market

f. sustain the competition

g. Improve the performance and productivity

h. risk mitigation
i. create new opportunities
business
j. attain business stability in the coming days

2. Businesses specialized in Information Collection: The enterprises gather the consumer details and
study the consumer behavior and preferences. They use this data to ensure that their products or services
are providing consumer satisfaction. This helps the enterprises to win consumer confidence. It also helps
them to keep themselves ahead of competition. For instance, a retail store can study the consumer details
and find that their customers are mostly college

students in the age group of 15 to 18 years. This helps them to ensure that their store is equipped with
the products that is mostly purchased by this age group.

With the technological advancements, various organizations started to employ different methods by using
built-in sensors, social networking sites like facebook, google plus, Instagram, Whatsapp, email to gather
the consumer related metrics. A report from a survey conducted by IDC (International Data
Corporation)showed that the data collected like this will grow tremendously by 2020. As per an estimate
this data will require 44 times more storage space as compared to the data collected in 2009.

One such method used to gather data is by using telemetric operations. Telemetric operations are
similar to GPS (Global positioning system). It will allow enterprises to gather and store the data using
telecommunication equipment that can control remote objects. The telemetric operations were
originally developed for use in the healthcare industry and to gather medical informatics, it is most
widely used in the automobile sector.

3. Businesses specialized in Smart Mobility: Mobile devices like smart phone help the businesses
to run their operations smoothly and more efficiently. They improve the speed and accuracy of
communication among people. These devices are widely adopted by the public and became a basic need.
A report from a survey conducted by IDC (International Data

Corporation) showed that the number of smart phones purchased by people have exceeded the number
PCs sold in the fourth quarter of 2010. As of today, smart phones surpass the desktops and laptops in the
usage of internet. These statistics provide new opportunities and result in new players emerging to cater
the growing smart phone market and exploit it completely. The existing enterprises have to dispose their
legacy systems and then adopt to this new technology. However, the upcoming enterprises, as they are
starting from scratch, should be able to better implement new technologies and get benefited with this
new are of opportunities. An example of this new technology wearable gadgets like a smart watch which
is connected the smart phone or

a Smart phone with an edge display

4. Businesses specialized in Cloud Computing:

Cloud computing refers to the networks used in computer and communication systems. It got its
name as these networks are represented by the clouds in the drawings. Cloud computing is
synchronously used for internet.

In cloud computing, the organizations upload all the data and software on to a cloud network. The users
can access this data and software remotely. These users can access high configuration computers in a
time sharing manner. They can run various algorithms on the cloud network which will provide optimum
use of the applications, infrastructure and platform. This is achieved through prioritized access to the
CPU. This will also ensure that the user achieves high efficiency.

5. Businesses specialized in social media:

As internet became more affordable, several socializing networks like Whatsapp, Facebook, Twitter,
Google Hangouts are becoming more popular. Though they were limited to the desktop users earlier, with
the advancement of smart mobile devices like smart phones, tablets, e-book
 s, the use of social networking became more popular. Companies started to tap the power of these
platforms. They help the organizations to study the behaviour of the user and direct their marketing efforts
to these users. New business also emerged that will tap the power of these networks and help other
organizations to better reach their target ed consumers through the powerful social media.

Shri Mahila Griha Udyok Lijjat Papad?

Six Gujarati women started Shri Mahila Griha Udyok Lijjat Papad in Bombay (present Mumbai). Their
purpose was to create a revenue stream through a food product.

r
e
a
d They took a loan of Rs.80/- from Chhaganlal Karamsi Parekh. They acquired a papad venture run by
e Lakshmidas bhai, as it was running in losses. Their policy not to take any donation or help from others
r even if the business goes bankrupted. They start ed production on their terrace on 15th March, 1959. The
first output was 4 packets. The output was sold to a buyer in Bhuleshwar.

They were initially making papads in a low and high quality. As suggested by their adviser,
Chhaganlal Karamsi Parekh, they started to make only high quality papads.

The enterprise started to grow as a cooperative system. Though they recruited all age groups initially,
they imposed 18 years as the age limit, later on. Within a quarter they had 25 members. As the profits
grew, they procured other infrastructure like storage equipment, utensils, cooking equipment etc. The
problems like not being able to dry the papads due to rains were resolved by procuring papad drying
equipment. After one year the business earned good profits.

They popularity and the members started to grow. After 3 years, they had 300 members. This brought up
space issues. So, they asked the members to take the raw material to home, prepare papads and bring
them back. If the quality was low members were given a warning. If it repeats they were terminated
from membership.

As the number of branches increased and they employed other administrative staff like accountants etc at
each branch. Currently, they have thousands of members across Maharashra and Gujarat. The profits or
losses were equally distributed/born by all the members. The share is decided by a committee of 21
members.
 Unit-5

Strategic Planning

Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources,
strengthen operations, ensure th at employees

and other stakeholders are working toward common goals, establish agreement around intended
outcomes/results, and assess and adjust the organization's direction in response to a changing
environment. It is a disciplined effort that produces fundamental decisions and actions that shape and
guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future.
Effective strategic planning articulates not only where an organization is going and the actions needed to
make progress, but also how it will know if it is successful.

A strategic plan is a document used to communicate with the organization the organizations goals,
the actions needed to achieve those goals and all of the other critical elements developed during the
planning exercise.

Strategic Management

Strategic management is the comprehensive collection of ongoing activities and processes that
organizations use to systematically coordinate and align resources and actions with mission, vision and
strategy throughout an organization. Strategic management activities transform the static plan into a
system that provides strategic performance feedback to decision making and enables the plan to evolve
and grow as requirements and other circumstances change. Strategy Execution is basically synonymous
with Strategy Management and amounts to the systematic implementation of a strategy.

the Steps in Strategic Planning & Management

There are many different frameworks and methodologies for strategic planning and management.
While there are no absolute rules regarding the right framework, most follow a similar pattern and have
common attributes. Many frameworks cycle through some variation on some very basic phases: 1)
analysis or assessment, where an understanding of the current internal and external environments is
developed, 2) strategy formulation, where high level strategy is developed and a basic organization
level strategic plan is documented 3) strategy execution, where the high level plan is translated into
more operational planning and action items, and

4) evaluation or sustainment / management phase, where ongoing refinement and evaluation of

performance, culture, communications, data reporting, and other strategic management issues occurs.

The Attributes of a Good Planning Framework

The Association for Strategic Planning (ASP), a U.S.-based, non-profit professional association
dedicated to advancing thought and practice in strategy development and deployment, has developed a
Lead-Think-Plan-Act rubric and accompanying Body of Knowledge to capture and disseminate best
practice in the field of strategic planning and management. ASP has also developed criteria for assessing
strategic planning and management frameworks against the Body of Knowledge.

There are numerous strategic planning and management frameworks that meet these criteria, such as
the Balanced Scorecard Inst itute's Nine Steps to Success. For more information about the criteria,
please visit the ASP website.

For more information about strategic planning and management in general or for about how
Balanced Scorecard Institute can help you, please consider our certification or consulting
services, or contact us directly.

The five criteria of a “strategic” alliance

What is it that makes an alliance truly strategic to a particular company? Is it possible for an alliance to
be strategic to only one of the parties in a relationship? Many alliances default to some form of revenue
generation—which is certainly important— but revenue alone may not be truly strategic to the objectives
of the business. There are five general criteria that differentiate strategic alliances from conventional
alliances. An alliance meeting any one of these criteria is strategic and should be managed accordingly.

1. Critical to the success of a core business goal or objective.

2. Critical to the development or maintenance of a core competency or other source of competitive advantage.

3. Blocks a competitive threat.

4. Creates or maintains strategic choices for the firm.

5. Mitigates a significant risk to the business.

The essential issue when developing a strategic alliance is to understand which of these criteria the other
party views as st rategic. If either partner misunderstands the other’s expectation of the alliance, it is
likely to fall apart. For example, if one partner believes the other is looking for revenue generation to
achieve a core business goal, when in reality the objective is to keep a strategic option open, the alliance
is not likely to survive.

Examining each of the five strategic criteria in depth provides insight into how the strategic value of alliances can be
leveraged.
1. Critical to a business objective

While the most common type of alliance generates revenue through a

joint go-to-market approach, not every alliance that produces revenue is
strategic. For example, consider the impact on revenue objectives if the
relationship were terminated? Clearly, a truly strat egic relationship
would have a great bearing on the prospects for achieving revenue
growth targets.

In addition to a single strategic alliance, related groupings of alliances—

networks or constellations—may also be critical to a business objective.
Sun Microsystems has established a group of integrator alliances that
function as an effective marketing channel and drive significant
revenues for the company each quarter. (See article, Constellation
Strategy, elsewhere in this issue of IBJ Online).

This category also includes alliances with high potential, such as

alliances that have large but unrealized revenue opportunity. Consider
the impact of new industry standards that make it possible for products
from different manufacturers to work together. This can u nlock
customer value and boost the revenue potential of new, technology-
based products. From writable DVD formats to next-generation
wireless technologies,

technical standards are democratically determined in consortiums of

interested industry participants. With product developmen t racing in
parallel, the first mover’s advantage can be substantial, and hence
alliance development and lobbying within an industry become paramount
to financial success.

Cost reduction may also be a core business objective of the alliance,

particularly among supply-side partners. By investing together in new
processes, technologies and standards, alliance partners can obtain
substantial cost savings in their internal operations. Again, however, a
cost- saving alliance is not truly strategic unless it has an underlying
business objective, such as “to achieve an industry-leading cost
structure.”

2. Competitive advantage and core competency

95
Another way in which an alliance can prove to be strategic is to play a
key role in developing or protecting a firm’s competitive advantage or
core competency. Learning alliances are the most common form of
competitive/competency strategic alliances. An organization’s need to
build incremental skills in an area of importance is often accelerated with
the help of an experienced partner. In some cases, the learning objective
of

the relationship is openly agreed between the partners; however, this is not always the
case. Learning alliances work best wh en:

1. The objectives are openly shared

2. There is little chance of future competition (such as when the partners are in adjacent
industries)

3. The cultures of the organizations are similar enough to enable process and methods to
be leveraged, and

4. The governance structure of the alliances is established to promote learning at the

executive, managerial and operatio nal levels.

3. Blocking a competitive threat

An alliance can be strategic even when it falls short of establishing a

competitive advantage. Consider the case of an alliance that blocks a
competitive threat. It is strategic to bring competitive parity to a
secondary segment of a market in which the firm competes, when the
absence of parity creates a competitive disadvantage in the related
primary segments of that market. For example, competing in the high
and medium price range of a market with a premium product may leave
the firm vulnerable to a low-priced entry. If the firm’s manufacturing
processes do not permit the creation of a low-priced product entry, a
strategic alliance with a volume partner in an adjacent market can
successfully block the competitive threat.

96
Another example of strategic alliances that block competitive threats
are the airline alliances that permit route-sharing among carriers. The
two primary determinants of customer flight selection are routing and
cost. Therefore, the adoption of r oute-sharing alliances by the airlines
blocks

the competitive threat of preferential routing in the specific markets in

which the airline chooses to compete. In essence, strategic alliances
within the airline industry ensure competitive parity with respect to
routing and force other factors such as on-time departures and customer
service to become the bases for competitive differentiation.

4. Future strategic options

From a longer-term perspective, an alliance that is not fundamental to

achieving a business objective today could become critical in the future.
For example, in 1984, a U.S. consumer products company needed to
expand distribution beyond the Midwestern states. Faced with the
prospect of European competition at some point in the future, the firm
made a strategic decision to invest in an alliance with a distribution and
support services company that had incremental distribution capacity in
the U.S. and a similar presence in Europe, rather than invest in
expanding its own local distribution capabilities. With the option to
expand into European distribution at any point, the firm could work to
sew up the U.S. market before expanding too quickly internationally.

5. Risk mitigation

When an alliance is driven by intent to mitigate significant risk to an

underlying business objective, the nature of the risk and its potential
impact on the underlying business objective are the key determinants of
whether or not it is truly strategic. Dual sourcing strategi es for critical
production components or processes are excellent examples of how risk
mitigation can become the context for supply-side strategic alliances.

As process manufacturing companies advance the yield of their

operations, suppliers often collaborate with the manufacturer to ensure
their new products fit within its new operations. The benefits of such an
alliance are cost savings to the manufacturer and accelerated product

97
 development for the supplier. In situations where the supplier’s product
is critical to the manufacturer’s operation, it may be necessary for the
manufacturer to have strategic alliances with two competing suppliers in
order to mitigate such risks as unilateral cost increases or degradation in
quality of service.

Joint ventures and minority equity investments

Among relationship commitments, joint ventures and equity

investments are closest to the strategic end of the spectrum. However,
investing a large sum of money in a partner does not automatically
make the relationship strategic. One needs only to survey

17.Additional topics (Nil)

18.University Question papers of previous years (Model paper)

Code: 12E01401

MBA (Finance) IV Semester Regular Examinations September/October 2014

ENTREPRENEURSHIP DEVELOPMENT

(For students admitted in 2012 only)

Time: 3 hours Max marks:60

Answer any FIVE questions

All questions carry equal marks

***** *****

1 How is entrepreneurship in India and abroad?

2 Explain briefly about types of ownership and its importance.

98
3 Write a short note on the following: (a) Intellectual property rights. (b) SWOT analysis.

4 Explain about informal agencies in financing entrepreneurs.

5 What are the steps involved in project life cycle? Explain.

6 What are the different strategies used in managing newness in entrepreneurship?

7 Explain about women entrepreneurship by two examples in Indian context.

8 Write a short note on the following:

(a) EDPs and its importance.

(b) Role of NGOs in entrepreneurship

19.Question Bank
1.Define career risk.

2. List out the sources of stress.

3. What is corporate entrepreneurship?

4. Explain about types of entrepreneur.

5. Write any two advantages of Entrepreneurship

6. State the difference between entrepreneur and entrepreneurship.

7. Explain the qualities and functions of entrepreneurship.

8. Write in detail entrepreneur journey.

9. Critically evaluate the entrepreneurial ego.

10. List out and explain the various steps involved in entrepreneurial venture.

11. Write a note on Drone type of entrepreneurial.

10. Define entrepreneur.

11. What is entrepreneurial ego?

12. What is corporate entrepreneurship?

99
13. Define entrepreneurial venture

14. Elaborate the various types of entrepreneur.

15. What is the role and importance of entrepreneur in economic growth? Explain.

16. Explain about the individual entrepreneur mind set.

17. What is the entrepreneurial motivation? Elaborate.

18. Discuss the entrepreneurial imagination and creativity.

19. Define entrepreneur innovation.

20. What is copreneurs?

21. What are the various entrepreneurship approaches?

22. Identify the myths of entrepreneur.

23. What are the sources of innovative ideas?

24. Explain the difference between entrepreneur and entrepreneurship.

25. Elaborate on entrepreneurial imagination and creativity.

26. Write note environmental barriers.

27. Explain about the individual entrepreneur mind set.

28. Discuss the corporate entrepreneurial strategy.

29. Define entrepreneur innovation.

30. What is entrepreneurial ego?

31. What is corporate entrepreneurship?

32. Define stress.

33. List out sources of innovative ideas.

34. Discuss the entrepreneurship traits.

35. Explain the qualities and functions of entrepreneurship.

36. Write in detail entrepreneur journey.

37. Identify and explain the various steps involved in entrepreneurial venture.

38. Distinguish between entrepreneur and entrepreneurship.

100
 20.Assignment Questions
UNIT-I
1. Explain evolution of entrepreneurship.

2. What are the functions of an entrepreneur?

3. Define entrepreneur and classify on the basis of usage of technology.

4. Who is professional entrepreneur and explain characteristics.

5. Explain myth-‘entrepreneurs are born not made’

UNIT-II
1. Critically evaluate the entrepreneurial ego.
2. List out and explain the various steps involved in entrepreneurial venture.
3. Write a note on Drone type of entrepreneurial.
4. Define entrepreneur.
5. What is entrepreneurial ego?

UNIT-III

1. What is the entrepreneurial motivation? Elaborate.

2. Discuss the entrepreneurial imagination and creativity.

3. Define entrepreneur innovation.

4. What is copreneurs?

5. What are the various entrepreneurship approaches

UNIT-IV
1. Elaborate on entrepreneurial imagination and creativity.

2. Write note environmental barriers.

3. Explain about the individual entrepreneur mind set.

4. Discuss the corporate entrepreneurial strategy.

5. Define entrepreneur innovation.

UNIT-IV

101
1. List out sources of innovative ideas.

2. Discuss the entrepreneurship traits.

3. Explain the qualities and functions of entrepreneurship.

4. Write in detail entrepreneur journey.

5. Identify and explain the various steps involved in entrepreneurial venture.

21.Unit wise Quiz Questions and long answer questions

1. People who own, operate, and take the risk of a business venture are called:

a) Employees
b) Entrepreneurs
c) Executives
d) Managers
2. People go into business for themselves because:

a) they want to set their own schedules

b) they hope to pursue a personal dream
c) they want to work at home but still earn an income
d) all of the above
3. Which of the following is an example of a service business?

a) Home Depot
b) Best Buy
c) Mr. G's Lawn Mowing
d) Enterprise Rent-a-Car
4. Small firms with fewer than 500 employees represent about _______% of all
businesses in the United States5

102
a) 25%
b) 50%
c) 75%
d) 99%
5. Which of the following was NOT a provision of the American Recovery and
Reinvestment Act of 2009?

a) Decreasing equity capital for high-growth businesses

b) Improving the liquidity of small business lending markets
c) Offering several forms of tax relief
d) Offering incentives to drive the growth of renewable energy
6. Which of the following would generally NOT be considered a desirable characteristic
of a good team member?

a) Committed
b) Confrontational
c) Cooperative
d) Creative
7. One major advantage of being an entrepreneur is that:
a) Entrepreneurs are guaranteed to make large sums of money
b) Entrepreneurs can choose a business that interests them
c) Entrepreneurs do not need to work with anyone else to get their business up
and running
d) All of the above are advantages
8.Thoughts or concepts come from creative thinking are called:
a) Advantages
b) Insights
c) Opportunities
d) Ideas
9. The FINAL step of the problem-solving model is to:

a) Evaluate the action

b) Gather information
c) Take action
d) Select the best option
103
10. In a brainstorming session, it is NOT a good idea to:

a) Write down all the solutions that are suggested

b) Use the problem-solving model to determine which ideas are the best
c) Immediately reject the most outlandish ideas as "foolish" or "crazy"
d) Think of as many potential solutions as possible
11.The process of running a business on one's own is called ________________.

a) Self-Assessment
b) Entrepreneurship
c) Aptitude
d) Ideas
12.The American Recovery and _____________________ Act of 2009 was passed to
stimulate the American economy after the 2008 economic slowdown.

a) Reimbursement
b) Reinvestment
c) Rediscover
d) Employment
13.A _____________________ is an evaluation of your strengths and weaknesses.

a) Opportunities
b) Self Assessment
c) SMART Goal
d) Trade Show
14.The ability to learn a particular kind of job is called __________________.

a) Aptitude
b) Idea
c) Opportunity
d) Entrepreneurship
15.A possibility that arises from existing conditions is called a(n) _______________.

104
a) Idea
b) Aptitude
c) Opportunity
d) Entrepreneur
16.Meetings or events where companies of the same or related industries display their
products are called _______________.

a) Brainstorming
b) Risky Business
c) SMART Goals
d) Trade Shows
17.A(n) ________________ goal might include how much money your business will
earn and how quickly you will pay off debts.

a) Non-Financial
b) Financial
c) Creative
d) Unrealistic
18.The first step in the problem-solving model is to _______________ the problem.

a) Evaluate the Action

b) Identify Various Solutions
c) Define the Problem
d) Gather Information
19._________________ is a creative problem-solving technique that involves generating
a large number of fresh ideas.

a) Brainstorming
b) Self-Assessment
c) Realistic Goals
d) Evaluating Actions
20.An example of a non-financial goal would be:

105
 a) Making $50,000 in the first year of operation.
b) Paying off all of the business debt within 5 years.
c) Have an employee turnover rate of less than 10%
d) All of these are non-financial goals.

22.Tutorial problems(NA)

23.Known gaps ,if any and inclusion of the same in lecture schedule(Nil)

24.Discussion topics , if any(Nil)

25.References, Journals, websites and E-links if any

References:
SUGGESTED TEXT BOOKS

1. D F Kuratko and T V Rao “Entrepreneurship- A South - Asian

Perspective “Cengage Learning, 1/e, 2012.

2. Vasanth Desai “Small Scale industries and entrepreneurship” Himalaya Publishing

2012.

REFERENCES:

1. B. Janakiram and M. Rizwana “Entrepreneurship Development: Text & Cases, Excel

Books,

2011.

2. Stuart Read, Effectual Entrepreneurship, Routledge, 2013.

3. Nandan H, Fundamentals of Entrepreneurship, PHI, 2013.

106
 26.Quality Measurement Sheets

A Course End Survey

B Teaching Evaluation

Note: Quality sheets should be enclosed at the end of the semester.

27.Student List
GEETHANJALI COLLEGE OF ENGINEERING & ENGINEERING
Cheeryal (V), Keesara (M). Medchal Dist, TS 501 301
AUTONOMOUS
Student Nominal Roll (Provisional list )
NO:Admin/B.Tech/SR/12 Rev No: 0
Academic Year 2019-20 Date: 11.06.2019
Class & Branch : B.Tech (CSE) IV Year I sem Section: A Batch : 2016
SlN SlN
o AdmnNo StudentName o AdmnNo StudentName
1 15R11A0509 D VAISHNAVI 27 16R11A0527 NEERUDI SANTHOSHA
MUDRAGANAM SAI KRISHNA
2 15R11A0592 YADAV 28 16R11A0528 NEKKANTI BHANU PRAKASH
3 16R11A0501 A ROOPA MAHESHWARI 29 16R11A0529 PALNATI MOUNICA
4 16R11A0503 ATIFA NILOUFER 30 16R11A0530 PERUMALLA MOUNIKA
5 16R11A0505 BUYYAKAR MANISHA 31 16R11A0531 PISINI SRI SAI SANTOSH
6 16R11A0506 BANOTH SURESH 32 16R11A0532 PRUDHIVI LAXMI TEJASRI
7 16R11A0507 GOLLAMUDI KESAVA LAHARI 33 16R11A0533 PUCHA POOJA
8 16R11A0508 CHIRRAVURI PRATYUSHA 34 16R11A0534 R MOUNIKA
9 16R11A0509 DAMERA SAI AVINASH 35 16R11A0535 RACHAKONDA GOPI
10 16R11A0510 DANTURI SWATHI 36 16R11A0536 ROHITH KUMAR REDDY KOTA
11 16R11A0511 DASARI YOGESH 37 16R11A0537 ROHITH V
12 16R11A0512 DIYAVATH RAMYAKRISHNA 38 16R11A0538 SHAIK LIAZZ LATIFUDDIN
13 16R11A0513 DONIKENA ARAVIND 39 16R11A0539 SRIRANGAM LIKHITA NAGA SAI
14 16R11A0514 G SAI TEJA 40 16R11A0540 T N D SINDHU
15 16R11A0515 GAJJA VENNELA 41 16R11A0541 T PRASAD
16 16R11A0516 GOPU JOSEPH ANURAG REDDY 42 16R11A0542 UPPALA PRAVALLIKA
17 16R11A0517 GUDALA SAI AAKANKSHA 43 16R11A0543 UPPALAPATI SAI SUMANTH
18 16R11A0518 JELDI RITISH 44 16R11A0544 V VENKATA SAIRAM KARTHIKEYA
19 16R11A0519 K C AKHILANDESWARI SANJANA 45 16R11A0545 VUMMAL REDDY SAHITHI REDDY
YALAMANCHILI REVANTH SAI
20 16R11A0520 KANDUKURI SRINIVAS 46 16R11A0546 PRANEETH
21 16R11A0521 KANKANALA SHALINI REDDY 47 16R11A0547 A V KARTHIK

107
 22 16R11A0522 KAREDDY VINEETH REDDY 48 16R11A0548 PALLAMAREDDY KAVYA REDDY
23 16R11A0523 KASTURI SWATHI 49 17R15A0502 LAKAVATH KIRAN KUMAR
24 16R11A0524 KATKAM SAIPRIYA 50 17R15A0503 MUKKA MANISHA
25 16R11A0525 MACHAGIRI SHANTHI 51 17R15A0504 SUBHASH CHANDRA ROUTH
MOHAMMED UMAR ZEESHAN
26 16R11A0526 SALAH 52 17R15A0505 DEEVANNAGARI AJITH

Total: 52 Males: 25 Females: 27

GEETHANJALI COLLEGE OF ENGINEERING & ENGINEERING

Cheeryal (V), Keesara (M). Medchal Dist, TS 501 301

AUTONOMOUS
Student Nominal Roll (Provisional list )

NO:Admin/B.Tech/SR/13 Rev No: 0

Academic Year 2019-20 Date: 11.06.2019

Class & Branch : B.Tech (CSE) IV Year I sem Section: B Batch : 2016
SlN SlN
o AdmnNo StudentName o AdmnNo StudentName
15R11A05N 16R11A057
1 1 PANNALA MEGHANA 25 6 MOHAMMED ZUBER
16R11A055 16R11A057
2 1 AYUSHI SWAIN 26 7 NUKALAGUDEM KEERTHI
16R11A055 16R11A057 PARUCHURI ABHISHEK
3 2 B SWAMYNATHAN 27 8 GOUD
16R11A055 16R11A057
4 3 BRAHMAROUTHU ROHIT KUMAR 28 9 PATEL UMA MAHESHWARI
16R11A055 16R11A058
5 4 CHINNAPAGA MADHU 29 0 PEETAMBARAM AISWARYA
16R11A055 16R11A058
6 5 CHOWDARAPU MAHESHWARI 30 1 PENCHALA VAISHNAVI
16R11A055 16R11A058
7 6 D VAISHNAVI 31 2 PENMETCHA AJAY VARMA
16R11A055 16R11A058
8 7 DARA AKHIL 32 3 RACHAMALLA MADHU
16R11A055 16R11A058
9 8 DEVARAM RUTHWIK REDDY 33 4 S M KARTHIK REDDY
16R11A055 16R11A058 SREEKANTI GURU SAI
10 9 DIYAVATH INDER SINGH 34 5 SANDEEP
16R11A056 16R11A058
11 0 E RISHIKA 35 6 SRITAM NANDA
16R11A056 16R11A058
12 1 ERGOLA JAYANTH AMOL 36 7 SUNCHU SAI PRASANTH

108
 16R11A056 16R11A058 TATAVARTHI SRI
13 2 GANNEBOYINA BHARATHI 37 8 HARSHITHA
16R11A056 KONDI SETTY POORNA SAI 16R11A058
14 3 PRASAD 38 9 THANDRA DEEKSHA
16R11A056 16R11A059
15 4 GUJJA VANI 39 0 THUMU AMULYA
16R11A056 16R11A059 VANKUDOTH RACHEL
16 5 INDURI SHIVAKANTH REDDY 40 1 SOWMYA
16R11A056 KANAMARLA VENKATA RANGA 16R11A059
17 6 PRASAD 41 2 VEERLA ANUDEEP REDDY
16R11A056 16R11A059 VENNOLA HANEETH
18 9 KOUDDEVI CHANDANA 42 3 KUMAR
16R11A057 16R11A059
19 0 LAGISHETTI VENKATESH 43 4 VEDEPU VINAY KUMAR
16R11A057 16R11A059
20 1 LAKKAKULA SWAREENA SURI 44 5 BOGURAMPETA ANISHA
16R11A057 16R11A059
21 2 MARPAKA SHASHANK REDDY 45 6 BOGURAMPETA MANISHA
16R11A057 16R15A051
22 3 MARRY MOUNIKA 46 3 YADLA MADHU KIRAN
16R11A057 17R15A050
23 4 MATTAPALLY BHARATH REDDY 47 7 ENDROJU ROHITH KUMAR
16R11A057 17R15A050
24 5 MOHAMMED LIYAKATH ALI 48 9 AKULA BHARGAVI

Total: 48 Males: 26 Females: 22

GEETHANJALI COLLEGE OF ENGINEERING & ENGINEERING

Cheeryal (V), Keesara (M). Medchal Dist, TS 501 301
AUTONOMOUS
Student Nominal Roll (Provisional list )
NO:Admin/B.Tech/SR/14 Rev No: 0
Academic Year 2019-20 Date: 11.06.2019
Class & Branch : B.Tech (CSE) IV Year I sem Section: C Batch : 2016
SlN
o AdmnNo StudentName SlNo AdmnNo StudentName
NAMA VEERA VIGNESHWARA SAI AJITH
1 15R11A05M5 KU 28 16R11A05C1 PENTI MANISHA
2 15R11A05F7 PENUMARTHY SHYAM SUNDER 29 16R11A05C2 PODUGU BAAVANA
3 15R11A05J1 ABRAR UL WAARITH 30 16R11A05C3 POLAGOUNI SAI TEJA GOUD
4 15R11A05L4 KOTAPATI SAI KRISHNA 31 16R11A05C4 POTHU SAHITHYA

109
 5 16R11A0597 A ABHAY 32 16R11A05C5 PREREPA VUTHAM
6 16R11A0598 MUSALE AAKASH 33 16R11A05C6 PURANAM LAKSHMI PRAHARSHA
7 16R11A0599 ANJALI KAIN 34 16R11A05C7 PUSUPULETI MANIKANTA
8 16R11A05A0 AVUNURI SRAVAN 35 16R11A05C8 RALLABANDI SAI KUMAR
9 16R11A05A1 B SWETHA 36 16R11A05C9 RAMAVATH SHARADA
16R11A05D
10 16R11A05A2 CHIRALA SWATHI REDDY 37 0 SUNKARI KARUNAKAR REDDY
16R11A05D
11 16R11A05A3 C R SRI HARI 38 1 SADHU CHARAN
16R11A05D
12 16R11A05A4 CHEERNENI PRATHYUSHA 39 2 SAHAJA KARABATHULA
16R11A05D
13 16R11A05A5 DAPPU BHAVANI 40 3 SAI MEGANA JALADI
16R11A05D
14 16R11A05A6 DHUMALA MEGHANA 41 4 SINGIREDDY SRUJANA REDDY
16R11A05D
15 16R11A05A8 JADDU ASHISH REDDY 42 5 SOLASA LALITHA PRIYA
16R11A05D
16 16R11A05A9 K N V RAMANA 43 6 SOMASI VAISHNAVI
16R11A05D
17 16R11A05B0 KANCHI BHARGAVI 44 7 SUSHANT SILAGANI
16R11A05D
18 16R11A05B1 KANDRA KONDA PREETHI 45 8 T PRATHYUSHA
16R11A05D
19 16R11A05B2 KANNATH MANOJ 46 9 THIRAMDAS CHAITANYA
20 16R11A05B3 KAPARABOINA GANESH 47 16R11A05E0 VALLAPUREDDY SOWMYA REDDY
21 16R11A05B4 KARDANDU SAI KUMAR YADAV 48 16R11A05E1 VINITHA JOYCE MARATHI
22 16R11A05B5 KODURU MANI DEEP 49 16R11A05E2 VINJAMOR RAMESH RAHUL
23 16R11A05B6 KONDAPAKA TULASI 50 16R11A05E4 VIDUTHALA MADHURI
24 16R11A05B7 NEELI NAVEEN 51 17R15A0510 PANUGANTI SANDEEP KUMAR
25 16R11A05B8 NARRAMNENI RAHUL CHOWDARY 52 17R15A0511 CHEERA DIVYA RANI
KANUKUNTA PRANAY KUMAR
26 16R11A05B9 NUTIKATTU ADITYA SAI SUMANTH 53 17R15A0513 REDDY
27 16R11A05C0 PARANKUSHAM NIVEDITHA

Total: 52 Males: 27 Females: 25

GEETHANJALI COLLEGE OF ENGINEERING & ENGINEERING

Cheeryal (V), Keesara (M). Medchal Dist, TS 501 301
AUTONOMOUS
Student Nominal Roll (Provisional list )
NO:Admin/B.Tech/SR/15 Rev No: 0
Academic Year 2019-20 Date: 11.06.2019

110
Class & Branch : B.Tech (CSE) IV Year I sem Section: D Batch : 2016
SlN SlN
o AdmnNo StudentName o AdmnNo StudentName
16R11A05G
1 15R11A05C0 VIKRAM JAIDEEP SAI 24 6 ADIGAM RAHUL
16R11A05G
2 15R11A05E3 KODALI NISHANTH 25 7 J RAJ SHEKAR
16R11A05G
3 15R11A05H4 V SNEHA 26 8 BUDURU SAI VENKAT
4 15R11A05P7 VANGARI RAHUL 27 16R11A05H0 TAMVADA ANJALI RAO
5 16R11A05E5 PAGOLU CAROL NAVYA 28 16R11A05H1 GUGULOTHU VINODKUMAR
6 16R11A05E6 KAGITALA PRIYANKA 29 16R11A05H2 ANNALURI SAI KEERTHI
7 16R11A05E7 V NAVEEN KUMAR 30 16R11A05H3 GANGADHARI VAISHNAVI
KODUMAGULLA VISHWA
8 16R11A05E8 TURKAPALLI SUNIL 31 16R11A05H5 NAGESHWAR
9 16R11A05E9 JAKKANNAGARI ANIRUDH 32 16R11A05H6 ANUSHKA JAMMIHAL
10 16R11A05F1 ANUGU SANDEEP REDDY 33 16R11A05H7 MAHANKALI NIDHI
11 16R11A05F2 TELUKUNTLA VAMSHI 34 16R11A05H9 BUSI REDDY GARI AISHVARYA
12 16R11A05F3 KOKKALA KONDA NAVYA 35 16R11A05J0 KONGARI NAVEEN KUMAR
13 16R11A05F4 ANANYA ANAMANDALA 36 16R11A05J2 K SREE POOJITHA
14 16R11A05F5 PRAKASH CHOYAL 37 16R11A05J3 JALADI MAHITHA SAI
15 16R11A05F6 KALA ESHWAR SAI 38 16R11A05J4 ALAPATI KARTHIKA SAHITH
ALLIA SAI MANI KUMAR
16 16R11A05F7 GOUD 39 16R11A05J5 METTIMI SAIPRIYA
17 16R11A05F8 RAVULA SAHEESHNA 40 16R11A05J6 VECHA BHARGAV
16R11A05G NALLANAGULA KRISHNA
18 0 LEELA 41 16R11A05J7 KOMATIREDDY KESHAVA REDDY
16R11A05G
19 1 BANDI GREESHMA 42 16R11A05J8 YERUMSETTY PRIYANKA
16R11A05G
20 2 RAPAKA ANEESHA 43 16R11A05K0 BURRA SRIVIDYA
16R11A05G
21 3 SAI ARCHAN MALKA 44 16R11A05K1 SRIRAM SHARANYA
16R11A05G
22 4 GUJARATHI MAMATHA 45 16R11A05K2 AMANCHERLA SRI MOULIKA
16R11A05G
23 5 MAMIDI SUDEEP

Total: 45 Males: 22 Females: 23

GEETHANJALI COLLEGE OF ENGINEERING & ENGINEERING

Cheeryal (V), Keesara (M). Medchal Dist, TS 501 301
111
 AUTONOMOUS
Student Nominal Roll (Provisional list )
NO:Admin/B.Tech/SR/16 Rev No: 0
Academic Year 2019-20 Date: 11.06.2019
Class & Branch : B.Tech (CSE) IV Year I sem Section: E Batch : 2016
SlN
o AdmnNo StudentName SlNo AdmnNo StudentName
1 16R11A05K3 ABRAR AHMED 24 16R11A05M7 NEHA DANDGE
2 16R11A05K4 ADUSUMALLI SATYA SRAVANI 25 16R11A05M8 PITAVATH LATHA BAI
3 16R11A05K5 ANISHA DARAM 26 16R11A05N0 SHAIK AFREEN
4 16R11A05K6 ASILA CHITRA 27 16R11A05N1 SIKHA POSHITH RAJA
5 16R11A05K7 ATLA SAI DEEPTHI 28 16R11A05N2 SREERAMA GUNAVARDHAN
6 16R11A05K8 BONTHA SREEKANTH 29 16R11A05N3 SRIVARAM AASHISH PAUL
7 16R11A05K9 CH SUJITHA 30 16R11A05N4 SYED NEHAL ALI
8 16R11A05L0 CHATLA SIDDHARTH 31 16R11A05N5 T SOWMYA REDDY
9 16R11A05L1 DEVARAPALLI PAUL JOSHUA 32 16R11A05N6 THANNEERU PAVAN KUMAR
10 16R11A05L2 DHEERAJ PEDDI 33 16R11A05N7 VANGAPANDU SUDHEER KUMAR
11 16R11A05L3 G CHANDRA VARSHINI 34 16R11A05N8 YARA SHRAAVYA
12 16R11A05L4 GADE MANASA REDDY 35 16R11A05N9 BHIMA MANISH
13 16R11A05L5 GANDLURI SAI KIRAN 36 16R11A05P0 KULKARNI SRI HARI
14 16R11A05L6 GOGULA SHIVA ANAND 37 16R11A05P1 YENNAM LAVANYA
15 16R11A05L7 GOLLAMALA RAHUL 38 16R11A05P2 YERRAGONDA KEERTHANA
16 16R11A05L8 GORUGANTU VENKATA RAHUL 39 16R11A05P3 TALAPAKA MOUNIKA
17 16R11A05L9 GUDEY SRUJANA SRAVANTHI 40 16R11A05P4 SARVESH RAYTER
18 16R11A05M0 JAVED ARSHAD 41 16R11A05P5 BANDAMEDA VINEETH KUMAR
19 16R11A05M1 KONDAM SAI KUMAR 42 16R11A05P7 ALLURI JASWANTH VARMA
L V SAI HARSHAVARDHAN ADDANKI VENKATA SESHA
20 16R11A05M2 REDDY 43 16R11A05P8 MANASWINI
21 16R11A05M3 M SAHITH KUMAR 44 16R11A05Q0 SUDHAGONI AKANKSHA
22 16R11A05M4 M SAI SAKETH 45 17R15A0514 AAVULA SHIVANI
23 16R11A05M6 NARRA VAMSI KRISHNA

Total: 45 Males: 26 Females: 19

28.Group wise students list for discussion topic (NA)

112