Entrepreneurship development unit-1_for_internal_distribution

Entrepreneurship
Development
Compiled by: Dr. Shriram S. Dawkhar,
Sinhgad Institute of Business Administration & Research, Kondhwa,
Pune
Shriram Dawkhar

Unit 1:Entrepreneurship: SPPU syllabus
1. Entrepreneurship: Concept of Entrepreneur. Intrapreneur,
Entrepreneurship and Manager. Difference between
Entrepreneur and Intrapreneur, Entrepreneur and
Entrepreneurship. Attributes and Characteristics of successful
entrepreneurs. Functions of an Entrepreneur, Classification of
Entrepreneurs. Role of Entrepreneur in Indian Economy,
Developing entrepreneurial culture, Factors influencing
Entrepreneurship Growth - Economic, Non-Economic Factors,
For profit or Not for profit entrepreneurs, Constraints for the
Growth of Entrepreneurial Culture, Entrepreneurship as a
career, Entrepreneurship as a style of management, Emerging
Models of Corporate Entrepreneurship, India’s start up
revolution–Trends, Imperatives, benefits; the players involved
in the ecosystem, Business Incubators-Rural entrepreneurship,
social entrepreneurship, women entrepreneurs, Cases of Tata,
Birlas, Kirloskar and new generation entrepreneurs in India. (6)Shriram Dawkhar

Entrepreneur
• The word entrepreneur is derived from the French
word ‘enterprendre’ it means “to undertake” and
literally translated means “between-taker” or “go-
between”.
• Entrepreneur is an individual who takes risk and
starts something new.
• One who creates a new business in the face
of risk and uncertainty for the purpose of
achieving profit and growth by identifying and
assembling the necessary resources to
capitalize on them.Shriram Dawkhar

Entrepreneur
An entrepreneur is a person who starts an
enterprise. He searches for change and
responds to it.
A number of definitions have been given of an
entrepreneur.
Stems: from the French word ‘entrependre’
meaning one who undertakes or one who is a
‘go-between’
Shriram Dawkhar

Entrepreneur
J.B. Say: An entrepreneur is an economic
agent who unites all means of production- land
of one, the labour of another and the capital of
yet another and thus produces a product. By
selling the product in the market he pays rent of
land, wages to labour, interest on capital and
what remains is his profit.
He shifts economic resources out of an area of
lower and into an area of higher productivity
and greater yield.
Shriram Dawkhar

Entrepreneur
David McClleland: An entrepreneur is a person with a high
need for achievement [N-Ach]. He is energetic and a moderate
risk taker.
Peter Drucker: An entrepreneur searches for change, responds
to it and exploits opportunities. Innovation is a specific tool of an
entrepreneur hence an effective entrepreneur converts a source
into a resource.
Albert Shapero: Entrepreneurs take initiative, accept risk of
failure and have an internal locus of control.
Shriram Dawkhar

CONCEPT OF ENTERPRENEUR
 RISK BEARER
 ORGANISER
 INNOVATOR
Shriram Dawkhar

Entrepreneurship
• Entrepreneurship is the process of creating
something new with value of devoting the
necessary time and effort, assuming the
accompanying financial, psychic and social risk
monetary and personal satisfaction
and receiving the resulting rewards of
and
independence.
Shriram Dawkhar

INTRAPRENEUR
“…a person within a large corporation who
takes direct responsibility for turning an idea
into a profitable finished product through
assertive risk-taking andinnovation.”
(TheAmerican Heritage Dictionary)
Shriram Dawkhar

“INTERNAL ENTREPRENEURSHIP”
“Intrapreneurship” is innovation within acompany
Intrapreneurship canflourish in any organization. It’s just amatterof
identifying these people, developing strategy, encouraging
participation and committing to aculture of innovation.
Shriram Dawkhar

ENTREPRENEURVS.INTRAPRENEUR
Besidesthe first five letters, afew thingsdistinguish
entrepreneurs from intrapreneurs.
1.An insider:
• An entrepreneur is generally responsible for creating anew
organization.
• Intrapreneurs works within an existing firm, recognizingerrors
and creating solutions to better thecompany.
2.RiskTaker:
 Intrapreneurs question the status quo or authority, but they aren’t
responsible for the fate of the company.
 Entrepreneurs havegone out on theirown and are dependent on
their success.
Shriram Dawkhar

CHARACTERISTICSOFAN INTRAPRENEUR
 Adaptive
Intrapreneurs recognize and learn from mistakes,then
adapt to find newsolutions
 Creative
Theypossesingenuity, bringing creativity to the
workplace and applying it toeveryday situations
 Goes Against theGrain
Innovation is the name of the game, intrapreneursoften
have arebellious spirit.
Shriram Dawkhar

CHARACTERISTICSOFANINTRAPRENEUR(CONT.)
 Internally & ExternallyFocused
They understand the needs of company and customers.
Perspective is essential and they see the world through
many different lenses
 Self-Reliant
Likeany leader, they must trust their judgment and
ability. Confidence and independence enables themto
convey ideas, even controversial ones
 Visionary
Agood idea is one thing, but quantifying costs and
benefits, understanding short vs.long-term implications,
and successfully pitching the idea spells successfor an
intrapreneur.
Shriram Dawkhar

WHATINTRAPRENEURSHIPDOES:
FOSTERSUCCESS
Internal entrepreneurship helps your companyfoster
successin anumber of ways
1. Catches problems before customersdo
2. Focuseson the big picture ANDsmalldetails
3. Invests in yourbusiness
4. Challenges conventional thinking
5. Engagesemployees.
Shriram Dawkhar

SUCCESS STORIES
 GM workers suggested 44,000 ideas in just one quarter and
one plant saved$900Kusing employee suggestions
 A scientist at 3M developed Post-it notes after
discovering a new glue that was sticky, but not too sticky.
It’s now one of their top products.
 Gmail, Google’s beloved email service was the result of the
20% time project. This program encouraged employees to
spend 20% of their time working on personal or side projects
and engrained intrapreneurship into their companyculture.
Shriram Dawkhar

The terms manager and entrepreneur have different approaches in:
1. Motive: The motive of an entrepreneur is to start a venture by
setting up an enterprise. He understands the venture for his
personal gratification but the main motive of a manager is to
render his services in an enterprise already setup by someone
else.
2. Status: An entrepreneur is the owner of the enterprise
whereas a manager is an employee
3. Risk Bearing: An entrepreneur being the owner of the
enterprise assumes all risks and uncertainty involved in
running the enterprise whereas a manager does not bear any
risk
4. Objective: Entrepreneur’s objective is to innovate and create
and he acts as a change agent whereas a manager’s objective is
to supervise and create routines and to implement the
entrepreneur’s plans and ideas
5. Rewards: The reward of an entrepreneur is the profit which is
highly uncertain whereas the manager gets a salary as the
reward for his service which is fixed and certainShriram Dawkhar

Entrepreneur and Entrepreneurship
Entrepreneur Entrepreneurship
Person Process
Visualizer Vision
Organizer Organization
Decisionmaker DecisionMaking
Innovator Innovation
Riskbearer Riskbearing
Motivator Motivation
Creator Creation
Leader Leadership
Manager Management
Initiator Initiation
Planner Planning
Technician Technology
Communicator Communication
Administrator Administration
Shriram Dawkhar

Functions of Entrepreneur
•
•
•
Innovation.
- Theunexpected successor failure or any unexpected outsideevent.
- Innovation based on processneed.
- Changesin industry and market structure.
- Demographics changes.
- New knowledge.
Riskand uncertainty bearing.
Organization building.
- Perception of market opportunities.
- Gaining command over scarceresources.
- Purchasing inputs.
- Marketing the products.
- Dealing with bureaucrats.
- Managing human relations within thefirm.
- Managing customer and supplierrelations.
- Managing finance.
- Managing production.
- Acquiring and overseeing assembly of the factory.
- Upgrading processand product.
- Introducing new production techniques andproducts.Shriram Dawkhar

Type of Entrepreneur
Classification according to type ofbusiness.
•
•
•
•
•
BusinessEntrepreneurs.
Trading Entrepreneurs.
Industrial Entrepreneurs.
Corporate Entrepreneurs.
Agricultural Entrepreneurs.
Classification according to useof technology.
•
•
•
•
Technical entrepreneur.
Professional entrepreneur.
Non-technical entrepreneur.
High-tech entrepreneur.Shriram Dawkhar

Typeof Entrepreneur
Classification according to motivation ofentrepreneur.
•
•
•
•
Pure entrepreneur.
Induced entrepreneur.
Motivated entrepreneur.
Spontaneous entrepreneur.
Classification according to growth.
•
•
Growth entrepreneur.
Supergrowth entrepreneur.
Classification according to stagesofdevelopment.
•
•
•
First generation entrepreneur.
Modern entrepreneur.
Classicalentrepreneur. Shriram Dawkhar

FUNCTIONS OF AN ENTREPRENEUR
There has been a great deal of confusion and contradiction in
literature on the functions of an entrepreneur.
FUNCTIONS
1. Innovations: J.Schumpeter has made substantial contribution
to the literature of entrepreneurship. The process of
innovations may be in the form of:
a) Introduction of a new product.
b) Use of new methods of production.
c) Opening of a new market.
d) The conquest of new source of supply of raw material.
e) A new form of organisation.
Shriram Dawkhar

2. Risk-taking: Richard cantillon states that entrepreneur is an
agent who buys means of production at certain prices and sells
them at uncertain prices.
The entrepreneur performs the function of reducing uncertainty in
his plan of investment and expansion of the enterprise.
J.b. Say also stresses risk-taking as the specific function of an
entrepreneur.
3. Decision Maker: Entrepreneur as a decision maker describes
the following functions of an entrepreneur.
a) The determination of objectives of an enterprise and the
change of those objectives as conditions required or made
advantageous,
b) The development of an organisation including efficient
relations with subordinates and all employees,
Shriram Dawkhar

c) Securing adequate financial resources,the relations with
existing and potential
Investors,
d) The acquisition of efficient technological equipment and
the revision of it as new machinery appears,
e)The development of a market for the products and the
devising of new products to meet or anticipate consumer’s
demand,
f) The maintenance of good relations with public authorities
and with society at large.
Shriram Dawkhar

4. Organisation and Management: Marshall recognised
organisation and management of the enterprise as the important
functions of an entrepreneur.
When the organisation grows bigger, the entrepreneur effectively
delegates authority and finds responsibility at various levels of
management. The network of decision making becomes more
complex.
The functions of organisation and management includes:
a) Planning of an enterprise,
b) Co-ordination, administration and control,
c) Routine type of supervision.
Shriram Dawkhar

Attributes and Characteristics of successful Entrepreneur
Ability to plan: Entrepreneurs must be able to
develop business plans to meet goals in a variety
of
areas, including finance, marketing, production,
sales and personnel.
Communication skills: Entrepreneurs should be
able to explain, discuss, sell and market their
goods
or services.
Marketing skills: Good marketing skills, which
result in people wanting to buy goods or services,Shriram Dawkhar

Interpersonal skills: The ability to establish and
maintain positive relationships with customers and
clients, employees, financial lenders, investors,
lawyers and accountants, among others, is crucial
to
the success of the entrepreneur's business
venture.
Basic management skills: Even if entrepreneurs
hire others to deal with the day-to-day tasks of the
business, entrepreneurs need to know whether
their company has the correct resources.
Leadership skills: The ability to develop a vision
Attributes and Characteristics of successful Entrepreneur
Shriram Dawkhar

Role of entrepreneur in Indian economy
Shriram Dawkhar

FACTOR AFFECTING
ENTRREPRENEURSHIP
GROWTH
Shriram Dawkhar

Entrepreneurial Growth
Entrepreneurial
Growth
Economic
Factors
Non-
Economic
Factors
•Social
Condition
•Psychological
Factors
Government
Action
Shriram Dawkhar

From a strictly economic viewpoint, it can be said that the same factors which
promote economic development account for the emergence
of
entrepreneurship also.
Capital
LabourEconomic
Factors Raw
Materials
Market
Shriram Dawkhar

 Development of entrepreneurship is not a
spontaneous one but a dependent of
phenomenon of economic, social, political,
psychological factors supporting conditions
to entrepreneurship development
Shriram Dawkhar

 Economic Factor
-Economic environment exercises the most direct
and immediate influence on entrepreneurship.
Capital
- factors of production
- Increase in capital investment in viable
projects results in increase in profits
- too gets a boost with the easy availability of
funds for investment
- Bank loan
Shriram Dawkhar

Labor
-Easy availability of right type of workers also effect
entrepreneurship
-The quality rather than quantity of labor influences
the emergence and growth of entrepreneurship.
-low-cost labor
Raw Materials
-In the absence of raw materials, neither any enterprise
can be established nor can an entrepreneur be
emerged
-basic ingredients required for production
-Shortage of raw material can adversely affect
entrepreneurial environment.
Shriram Dawkhar

Market
- The role and importance of market and
marketing is very important for the growth of
entrepreneurship
- modern competitive world no entrepreneur can
think of surviving in the absence of latest
knowledge about market and various marketing
techniques.
- The size and composition of market both
influence entrepreneurship in their own ways.
Shriram Dawkhar

Infrastructure
-Expansion of entrepreneurship presupposes
properly developed communication and
transportation facilities
- Post and telegram substitute by emails-
before use birds
Shriram Dawkhar

Non Economic Factor
Social Factors
 Caste Factor/Family Background
-cultural practices and values in every society which
influence the’ actions of individuals.
-The Brahmana (priest), the Kshatriya (warrior), the
Vaishya (trade) and the Shudra (artisan):
-social mobility
-type of family and economic status of family
-
Shriram Dawkhar

 Education
-Education enables one to understand the outside
world and equips him with the basic knowledge
and skills to deal with day-to-day problems.
-Certain societies encourage innovations
 Cultural Value
-Entrepreneurial growth requires proper motives
like acquisition of prestige and attainment of
social status.
-strength of these motives depends upon the
culture of the society.
Shriram Dawkhar

Psychological Factors
1. Need Achievement
- Need for achievement (N-Ach) refers to an individual's desire
for significant accomplishment, mastering of skills, control, or
high standards.
- need achievement’ is social motive to excel that tends to
characterize successful entrepreneurs i.e entrepreneurs, had
this characteristic
-Moreover, some societies tend to reproduce a larger percentage
of people with high ‘need achievement’ than other societies-
singapore
-that people with high need-achievement are distinctive in several
ways.
Shriram Dawkhar

Status Respect/Attitude of the Society
-There are several other researchers who have
tried to understand the psychological roots
of entrepreneurship
-Motives:
Other psychological theories of
entrepreneurship stress the motives or
goals of the entrepreneur.
Shriram Dawkhar

Stages of EntrepreneurialProcess
• Conducting Opportunity Analysis.
• Developing the plan and setting up thecompany.
• Acquiring financial partners and sources of funding.
• Determining resources required and implementing
the plan.
• Scalingand harvesting the venture.
Shriram Dawkhar

Entrepreneurship Culture
 The sum total of social behavior that includes at least
three elements namely, knowledge and beliefs, ideals
and preferences.
 Entrepreneurial culture implies vision,values,norms
and traits that are conductive for the development of
the economy.
 The emerging market environment and globalization is
challenging every organization & every person in the
organization to consider, evaluate and bring out the
changes in thinking, vision and action.
Shriram Dawkhar

Nature of Culture
 Basic beliefs and assumptions about the
company
 Emotional aspect
 Reflect history
 Inherently symbolic
 Substance and Form
Shriram Dawkhar

Components of Culture
 Values
 Rules of Conduct
 Vocabulary
 Methodology
 Rituals
 Myths and Stores
Shriram Dawkhar

Barriers to Entrepreneurship Culture
 Lack of viable concept
 Lack of market knowledge
 Lack of technical skills
 Lack of capital
 Lack of business know how
 Time presences and distractions
 Social Stigma
 Legal constraints and regulations
Shriram Dawkhar

Role of Entrepreneurs inEconomic
Development.
• Capital formation.
• Generation of employment.
• Improvement in per capitaincome.
• Reducesconcentration of wealth.
• Balancedregional development.
• Resource mobilization.
• Improvement in standard ofliving.
• National self-reliance.
• Harnessing natural resources.
• Backward and forward linkages.
• Senseof purpose. Shriram Dawkhar

Creativity andInnovation
• Sourcesof new ideas.
- consumers.
- Existing companies.
- Distribution channels.
- federal Government.
- Researchand development.
• Methods of generatingideas.
- FocusGroups.
- Brainstorming.
- Problem inventory analysis.
Shriram Dawkhar

• Creative problem solving.
- Brainstorming.
- Reverse brainstorming.
- synectics.
- Gordon method.
- checklist method.
- Free association.
- Forced relationship.
- collective notebook method.
- Heuristics.
- scientific method.
- value analysis.
- Attribute listing.
- matrix charting.
- Bigdream approach.
- Parameter analysis.
Creativity and Innovation
Shriram Dawkhar

Innovation andEntrepreneurship
Schumpeter hasfirmly expressedhis opinion that
the function of entrepreneurshipis innovation.
• Innovation of newproduct.
• Innovation of newtechnology.
• Innovation of new process ofproduction
methods.
• Exploration of newmarkets.
• Searching for the new sourcesandsupply.
• Innovation of industrial reconstructionmethod.
Shriram Dawkhar

TheBusiness Plan
TheBusinessplan will take more than 200 to 300
hours to prepare, depending upon theexperience
and knowledge of the entrepreneur aswell asthe
purpose it is intended toserve.
Thedetail outline of the businessplan is asfollows:
• Introductory Page.
- Nameand address of the business.
- Nameand address of the entrepreneur.
- Nature of thebusiness.
- statement of financingneed.
- statement of confidentiality ofreport.
Shriram Dawkhar

TheBusiness Plan
•
•
•
Executive summary.
-Thesummary should be at least four pagesthat
summarizing the complete businessplan.
Industry analysis.
-Future outlook andtrends.
-analysis of competitors.
-Market segmentation.
-Industry forecasts.
Description of ventures.
-product.
-services.
-sizeof business.
-office equipment andpersonnel.
-background of entrepreneurs.Shriram Dawkhar

TheBusiness Plan
•
•
•
Production plan.
-Manufacturing process.
-Physical plant.
-Machinery andequipment.
-Namesof suppliers of rawmaterials.
Marketing plan.
-Pricing.
-distribution.
-promotion.
-product forecast.
Organizational Plan.
-From of ownership.
-Identification of partners orshareholders.
-Authority of principals.
-Management team background.
-roles and responsibilities of members oforganisation.Shriram Dawkhar

TheBusiness Plan
•
•
•
Assessmentof risk
-evaluate weaknessof business.
-New technologies.
-contingency plans.
Financial plans.
-pro forma incomestatements.
-cashflow projections.
-pro forma balancesheet.
-Break-even analysis.
-sources and applications of funds.
Appendix.
-Letters.
-Market researchdata.
-Leasesor contract.
-Price lists from suppliers.
Shriram Dawkhar

TheBusiness Plan
• The business plan is designed to guide the
entrepreneur through the first year of operations.
• There has been the tendency among many
entrepreneurs to avoidplanning.
• Planning is an important part of any business
operations.
• Without good planning the entrepreneur is likely to
pay an enormous price.
• Without good planning the employees will not
understand the company’s goals and how they are
expected to perform in theirjobs.
Shriram Dawkhar

TheBusiness Plan
• Sourcesof information.
- Smallbusiness administration.
- Department of commerce.
- federal information centers.
- Bureau of census.
- state and municipal governments.
- banks.
- chamber of commerce.
- trade associations.
- trade journals.
- libraries.
- Universities and community colleges.
Shriram Dawkhar

Do you know that there are millions of unemployed
youth in the country and by the time you will do
your MBA, this number would have increased
substantially?
Do you want to be part of that group which keeps
knocking from pillar to post, checking with
employment exchanges, relatives, friends, and
neighbors and still not able to get a job to their
liking and then settle for a second or third rate job?
Entrepreneurship as a career
Shriram Dawkhar

You can also choose to be like Mr. Patel of Nirma who
was a chemist’s assistance and has a Rs. 2500 crore
company today.
Did you know that the original Mr. Bata was a
cobbler? And now has stores in more than 30
countries all over the world.
Or you could be like Dhiru bhai Ambani who started
life as a clerk in a French company in Aden.
Lakshmi Mittal, the steel giant,
Satbir Bhatia of Hotmail fame and
Narayan Murthy of Infosys are some other names in
the endless list you could choose from.Shriram Dawkhar

If your answer is yes then you can definitely opt for
a career in entrepreneurship.
And let us remind you that this career opportunity
is not only for boys but also for girls –
all those girls who think smart, are ready to act
and script the story of their own life – like
Shehnaz Hussain or
Ritu Kumar or
Kiran Majumdar Shaw
Shriram Dawkhar

ENTREPRENEURSHIP AS CAREER OPTION
The vast majority of human beings direct their activities
towards earning a living, generating wealth and
improving their standard of living.
You can choose your career from two broad categories
of options – Wage Employment or Entrepreneurship.
The term ‘career’ signifies a continuous, ever evolving,
ever expanding opportunity for personal as well as
business growth and development.
We may define entrepreneurship as a career in your
own business [YOB] rather than wage employment
[JOB] . Shriram Dawkhar

Wage Employment Entrepreneurship
Work for Others Own Boss
Follow Instructions Make own plans
Routine Job Creative activity
Earning is fixed, Can be negative
never negative sometimes, generally surplus
Does not create wealth Creates Wealth,
contributes to GDP
Can choose from- Can choose from-
Government service Industry
Public Sector Trade or
Private Sector Service Enterprise
ENTREPRENEURSHIP AS CAREER OPTION
Shriram Dawkhar

Emerging models of
Corporate Entrepreneurship
Shriram Dawkhar

What is Corporate
Entrepreneurship?
Corporate entrepreneurship is the term used to
describe entrepreneurial behaviour in an established,
larger organisation. It can be defined as:
“the development of new business ideas and
opportunities within large and established
corporations” (Birkinshaw, 2003: 46).
Corporate entrepreneurship is more than just new
product development, and it can include innovations
in services, channels, brands and so on.•Shriram Dawkhar

Four Models
Two dimensions under the direct control of management
differentiate how companies approach corporate
entrepreneurship.
The first is organizational ownership: Who within the
company has primary ownership for the creation of new
businesses? (Note: This responsibility can be focused in a
designated group, or it can be diffused across the
organization.)
The second is resource authority: Are projects funded from
a dedicated corporate pool of money or in an ad hoc
manner, perhaps through business-unit budgets? Together
the two dimensions generate a matrix with four dominant
models: opportunist, enabler, advocate and producer.Shriram Dawkhar

Emerging models of Corporate
Entrepreneurship
Shriram Dawkhar

The Opportunist Model
All companies begin as opportunists. Without any designated organizational
ownership or resources, corporate entrepreneurship proceeds (if it does at all)
based on the efforts and serendipity of intrepid “project champions” — people
who toil against the odds, creating new businesses often in spite of the
corporation.
Consider Zimmer Holdings Inc., a medical device company headquartered in Warsaw,
Indiana. Zimmer has R&D organizations that undertake new product development but
no formal organization or dedicated resources for corporate entrepreneurship.
So when trauma surgeon Dana Mears had an idea for minimally invasive surgery for hip
replacements, he presented and explored it informally with Zimmer manager Kevin
Gregg. The two then got the go-ahead from top management (including CEO Ray Elliot),
who approved the use of company resources for concept development and
experimentation.
The new medical approach required innovations in training, so the company established
the Zimmer Institute, and by 2006 more than 6,000 surgeons were being trained there in
a dozen different types of minimally invasive surgical procedures. The resulting
improvement in patient outcomes (and hence lower total costs) has led to some private
insurers paying a premium for certain Zimmer procedures. Today, that new business has
helped Zimmer achieve superior overall growth despite severe industry pricing pressure.
Shriram Dawkhar

The Enabler Model:
The basic premise of the enabler model is that
employees across an organization will be willing to
develop new concepts if they are given adequate
support.
Dedicating resources and processes (but without any
formal organizational ownership) enables teams to
pursue opportunities on their own insofar as they fit the
organization’s strategic frame.
Google Inc. is the poster child of the enabler model.
At Google, employees are allowed to spend 20% of
their time to promote their ideas to colleagues,
assemble teams, explore concepts and build
prototypes. Shriram Dawkhar

The Advocate Model:
What about cases in which funding isn’t really the
issue?
In the advocate model, a company assigns
organizational ownership for the creation of new
businesses while intentionally providing only
modest budgets to the core group.
Advocate organizations act as evangelists and
innovation experts, facilitating corporate
entrepreneurship in conjunction with business
units.
Shriram Dawkhar

The Producer Model:
A few companies such as IBM, Motorola and
Cargill pursue corporate entrepreneurship by
establishing and supporting formal organizations
with significant dedicated funds or active influence
over business-unit funding.
Shriram Dawkhar

India’s start up revolution
Shriram Dawkhar

Start up India
India has moved to third on the global list, and
now has more tech-driven start-ups than Israel
and China. Only the United Kingdom and United
States stand ahead of it.
The number of new start-ups is rising every year.
By 2020, there are projected to be around 2,100 in
the country altogether.
Shriram Dawkhar

2. Indian start-ups are going global
As this chart from March 2016 shows, Indian firms
are now breaking into global lists. Flipkart, the e-
commerce company headquartered in Bengaluru
(also known as Bangalore), takes ninth place on
the list, with a 2015 valuation of $15 billion dollars.
Shriram Dawkhar

Funding is concentrated in just three urban areas
Shriram Dawkhar

Mobile apps for stat ups to get registered within the day.
Websites are started on April 2016 , For clearance, approval &
Registrations
Shriram Dawkhar

Business
Incubators
Shriram Dawkhar

According to Khadi and Village Industries Commission (KVIC)
“Village Industry or a rural industry means.
• Industry located in rural areas
• Population of which doesn’t exceed 10000
• Which produces any goods or renders any services
• With or without the use of power and
• In which the fixed capital investment per head of a worker
does not exceed 1000 rupees”.

ACCORDING TOTHE INDUSTRY:
• Agro Based Enterprises: These include direct sale or processing
of agro products such as jaggery, sugar industries, pickles, oil
processing from oil seeds, fruit juice, diary products, spices, etc.
• Forest Based Industries: Such industries include wood products,
beedi making, coir industry, bamboo products, honey making, eating
plates from leaves.
• Mineral based Industry: Such industries include cement industries,
stone crushing, wall coating powders etc.

• Textile Industry: These include weaving, spinning, colouring, bleaching.
• Handicrafts: Such industries include making of wooden or bamboo
handicrafts that are local to that area, traditional decorative products or
toys and all other forms of handicrafts typical to the region.
• Engineering: Small and medium sized industries to produce agricultural
machinery, equipment for usage in rural areas etc.
• Services: There are a wide range of services including mobile repair,
agriculture machinery servicing, etc which are being undertaken under
this category.

Anubha Rastogi | VSB
• Very Low Investment. • Use of locally available raw material.
• Low Gestation Period. • Cater to limited market.
• Use of Traditional Skills. • Products have unique and aesthetic nature.
• Decentralized production system.
• Products are either mass consumer goods or handicrafts.

• Over 70% of Indian population lives in rural areas
• Reduce poverty, growth of slums, pollutions in cities
• Reduce poverty, growth of slums, pollutions in cities
• Rural industries are labour intensive
• Great disparities in income of rural and urban people
• Awaken the youth
• Regional development
• Increase the literacy rate of rural population
• Rich in traditional art / handicrafts

• Utilize the idle capital • Check on social evils
• To utilize the local resources • Encourage the Rural youth
• Provide employment opportunities • Standard of living
• Avoid the migration of rural population • Equitable distribution of income
• Balanced regional growth:
• Promotion of artistic activities

Social entrepreneurship
Social entrepreneurship is the activity of establishing
new business ventures to achieve social change. The
business utilizes creativity and innovation to bring
social, financial, service, educational or other
community benefits.
Social enterprises are not charities or welfare
agencies. They are private businesses established by
entrepreneurs with an emphasis on human values
rather than just profit. These businesses focus on
working with and enhancing the social capital within the
community by encouraging participation, inclusion and
utilising a bottom-up approach to achieve social
change.
Shriram Dawkhar

Social Business
•Its primary purpose is to serve society, a
social business has products, services,
customers, markets, expenses and revenues
like a ‘regular’ enterprise.
•It is a no-loss, no-dividend, self-sustaining
company that repays its owners’ investments
Shriram Dawkhar

Social Business Vs Profit maximizing business
Shriram Dawkhar

Amul
• Amul – Founded in 1946, Amul was established
initially as a reaction to unfair milk trade practices in
India, inspiring local and marginalized farmers to
form cooperatives independent from trade cartels.
With the notable help of Tribhuvandas Patel and
Verghese Kurien, the Amul cooperative model
became so successful that it was eventually
replicated all over India in 1965. Amul has since:
• Produced excellent value for money food products
for customers
• Created a lucrative source of income for local dairy
farmers in India
Shriram Dawkhar

Women Entrepreneurship
Shriram Dawkhar

“A women Entrepreneur is one who accepts
challenging role to meet her
personal needs and become
economically independent.”
Shriram Dawkhar

Definition :
“ An enterprise owned and controlled by
women having a minimum financial interest of
51% of capital and giving at least 51% of
employment generated in the enterprise to
women.”
“Women who think of a business enterprise,
initiate it, organize and combine the factors of
production, operate the enterprise and
undertake risk and handle economic
uncertainty involved in running a business
enterprise.”Shriram Dawkhar

But the Indian women entrepreneurs are
facing some major constraints like –
 a) Lack of confidence – In general, women lack
confidence in their strength and competence. The
family members and the society are reluctant to stand
beside their entrepreneurial growth. To a certain extent,
this situation is changing among Indian women and yet
to face a tremendous change to increase the rate of
growth in entrepreneurship.
 b) Socio-cultural barriers – Women’s family and
personal obligations are sometimes a great barrier for
succeeding in business career. Only few women are
able to manage both home and business efficiently,
devoting enough time to perform all their
responsibilities in priority.
Shriram Dawkhar

Conti….
 c) Market-oriented risks – Stiff competition in the market
and lack of mobility of women make the dependence of
women entrepreneurs on middleman indispensable.
Many business women find it difficult to capture the
market and make their products popular. They are not
fully aware of the changing market conditions and
hence can effectively utilize the services of media and
internet.
 d) Motivational factors – Self motivation can be realized
through a mind set for a successful business, attitude to
take up risk and behavior towards the business society
by shouldering the social responsibilities. Other factors
are family support, Government policies, financialShriram Dawkhar

Contin..
 e) Knowledge in Business Administration – Women
must be educated and trained constantly to acquire
the skills and knowledge in all the functional areas of
business management. This can facilitate women to
excel in decision making process and develop a good
business network.
 f) Awareness about the financial assistance – Various
institutions in the financial sector extend their
maximum support in the form of incentives, loans,
schemes etc. Even then every woman entrepreneur
may not be aware of all the assistance provided by the
institutions. So the sincere efforts taken towards
women entrepreneurs may not reach theShriram Dawkhar

Conti..
 g) Exposed to the training programs – Training
programs and workshops for every type of
entrepreneur is available through the social and
welfare associations, based on duration, skill and the
purpose of the training program. Such programs are
really useful to new, rural and young entrepreneurs
who want to set up a small and medium scale unit on
their own.
 h) Identifying the available resources – Women are
hesitant to find out the access to cater their needs in
the financial and marketing areas. In spite of the
mushrooming growth of associations, institutions,
and the schemes from the government side, womenShriram Dawkhar

Women Entrepreneurship
 Highly educated, technically sound and
professionally qualified women should be
encouraged for managing their own business,
rather than dependent on wage employment
outlets.
 The unexplored talents of young women can be
identified, trained and used for various types of
industries to increase the productivity in the
industrial sector.
 A desirable environment is necessary for every
woman to inculcate entrepreneurial values and
involve greatly in business dealings.
Shriram Dawkhar

Some Examples of Great Women
Entrepreneurs
Shriram Dawkhar

Shahnaz Hussain:
•She brought the breeze of revolution in the field of beauty treatment in
India.
•Her herbal beauty treatments have won accolades all over the world and
have adorned women for decades.
•The beauty chain of Shahnaz Hussain is known for a wide range of
treatments and herbal cosmetics offering stunning results.
•She has clientele including all the renowned women personalities round
the world.
•Indira Gandhi, the first woman Prime Minister of India is also one of her
well known clients.
Shriram Dawkhar

Shahnaz Husain
 Shehnaz Hussain Herbals- one of the largest herbal
manufacturer in the world
 SH Group, based in New Delhi orth $100mn
 Employed around 4200 people, in 650 salons, spread
across 104 countries
 Belongs to a royal muslim family, married at the age of 15
 Never advertised, relied on word of mouth publicity
 First Indian women whose goods were retailed in foreign
markets
Shriram Dawkhar

Ekta Kapoor
 Most dynamic young achiever in the Country
 Creative Director of Balaji Telefilms
 Queen of Indian Television industry-’Saas
Bahu Serials’
 Hands on manager
 Best Entrepreneur in 2001
 Inexperience was her biggest challenge
Shriram Dawkhar

Ekta Kapoor, creative head of Balajji Telefilms, isthe
daughter of actor Jeetendra, and sisterof actor Tushar Kapoor.
Shehasbeen synonymouswith the rage of soap operas on Indian
TV, after her most famous venture 'Kyunki SaasBhi Kabhi Bahu
Thi', which started airing on STARPlusin 2000. Ekta dominates
Indian television, producing more than eight television soaps.At
the 6th Indian Telly Awards 2006, shebagged the Hall of Fame
award for her contributions. Most of her creations begin with the
letter'K' due to her superstition that it brings her good luck.
Shriram Dawkhar

Kiran Mazumdar Shaw
 The women behind Biocon- Kiran Mazumdar Shaw
 India’s biggest Biotechnology company
 Set up Biocon in garage of her rented house
 In 2004 she became India’s richest women
 Entered the Fortune list of 50 most pewerful women in
international business
 Forward looking, self driven,enterprising & outspoken
 Awarded with Padmabushan in 2005Shriram Dawkhar

Top Women Entrepreneurs
Source-
http://sneakpeaks.blogspot.com/2008/03/its-
their-business-top-women.html
Entrepreneur Dr. Kiran Mazumdar-Shaw, Chairman & Managing Director of
BioconLtd., who became India's richestwoman in 2004 (an estimated
Rs.2,100 crore )~US$480 million), waseducated at the BishopCotton Girls
Schooland Mount Carmel College in Bangalore. Shefounded BioconIndia
with a capital of Rs.10,000 in her garage in 1978- the initial operation wasto
extract an enzyme from papaya. Her application for loanswere turned down
by banks then - onthree counts- biotechnology wasthen a new word, the
company lacked assets,and (most importantly) women entrepreneurs were
still a rarity. Today, her company isthe biggest biopharmaceutical firm in the
country.
Shriram Dawkhar

Sulajja Firodia Motwani, JointManaging Director of Kinetic
Engineering Ltd., isin-charge of the company's overall business
developmental activities. Sheisalsothe Director of Kinetic Motor Company
Limited and Kinetic Marketing ServicesLimited. A fitnessfreak and avid
sportsenthusiast, she even played badminton at the national level. The
magazine 'India Today' hashonoured her with the title of business'Face of
the Millennium'. Shewas ranked among the top 25 businessentrepreneurs of
the country, and was alsopresented with the SocietyYoungAchiever's Award
for Businessin 2002. Thesameyear, shewaschosenasthe 'Global Leader of
Tomorrow' by the World Economic Forum.
Shriram Dawkhar

Indra Krishnamurthy Nooyi, chairman and executive officer of PepsiCo,
was according to Forbesmagazine's 2006 poll, the fourth most powerful woman
in the world. Shewasalsonamed the #1Most Powerful Woman in Businessin
2006 by Fortune magazine. Shegot her bachelor's degree from Madras Christian
College in 1974,entered the BusinessDiploma programme at the Indian Institute
of Management, Calcutta, and later moved to the USto attend the Yale Schoolof
Management. Nooyi serveson the board of directors of several organizations,
including Motorola, the Federal ReserveBank of New York, the International
RescueCommittee, and the Lincoln Center for the PerformingArts.
Shriram Dawkhar

Ritu Kumar:
•A great name in the fashion area, Ritu Kumar has
made a wonderful presence with her unique dresses
and creations.
•Her style and uniqueness has won her praises in
various fashion events across the globe.
Shriram Dawkhar

Lila Poonawalla: Serum Institute, Pune
Shriram Dawkhar

Some More
Veena World: Veena Patil
Shriram Dawkhar

KIRLOSKAR GROUP
1
Shriram Dawkhar

KIRLOSKAR GROUP
Type Private
Industry Conglomerate
Founded 1888 (As Kirloskar Brothers Limited)
Headquarters Pune, Maharashtra, India
Area served Worldwide
Key people Sanjay Kirloskar. (Chairman & MD)
Revenue $3.50 billion USD
Employees ~18,000
Website http://www.kirloskar.com
Shriram Dawkhar

Introduction
The Kirloskar group of companies was one of the earliest
industrial groups in the engineering industry in India.The company
exports to over 70 countries.
Kirloskar Brothers Ltd established in 1888, is India's largest
maker of pumps and valves and also undertakes construction
projects through its subsidiary Kirloskar Construction And
EngineersLtd.
The group is headed by Sanjay Kirloskar .The company under
Shantanurao Lakshmanrao Kirloskar achieved one of the highest
growth rates in Indian history, with 32,401% growth of assets from
1950–1991. Shriram Dawkhar

The first product of Kirloskar Brothers.
Shriram Dawkhar

Group History
Cycle Works at Kirloskarwadi - 1888 – Kirloskar Brothers’ first enterprise
First Indian “Fodder Cutter” – 1901 – small shed
First Indian “Iron Plough” – 1904 – small workshop
Farm Implements – 1910 - Factory
Groundnut sheller,
sugarcane crusher
Pumps – 1920- Kirloskar Bros. Ltd incorporated
Present generation is
the 4th generation of
Kirloskars, successfully
handling the group
companies.
Shriram Dawkhar

Group Overview
• India’s Premier Engineering Group with 120 years of experience
• Sales of Rs 9000 Cr. in2010-11
• Large and Established DistributionNetwork
• Plants are ISO 9001, ISO 14001 and TS 16949 accredited
• Known for Quality and Excellence in manufacturing
• Reputed International Technicalpartners
• Project Capability - Water Supply, Air Conditioning and
Refrigeration, Captive/Small PowerPlants
• Own R&D facilities for Product Development programs
Shriram Dawkhar

KIRLOSKAR GROUP
Kirloskar Brothers Ltd :- Pumps, Valves & Turn key pumping
Project
Kirloskar Chillers Pvt. Ltd. :- Air Conditioning
Kirloskar Oil Engines Ltd :-Diesel Engines, Gensets , Auto
component
Kirloskar Ferrous Ind. Ltd :-Metal Processing , Auto
Components
Kirloskar Pneumatic Co Ltd. :- Air & Gas Compressors,
AC & Refrigeration,
Transmission products
Shriram Dawkhar

Products
• Pumps
• Engines
• Compressers
• Screw & Centrifugal Chillers
• Valves
• Pig Iron Construction
• Transmissions
• Submarine pipelines construction
Shriram Dawkhar

Companies
•Kirloskar Brothers Ltd
• Kirloskar Oil Engines Limited
• Kirloskar Ferrous Industries Limited
• Kirloskar Chillers Private Limited
•Toyota Kirloskar Motor Private Limited ( TKML ) produces Toyota
Vehicles in India
• Kirloskar ( MK ) produced lathes including CNC types
Shriram Dawkhar

Achivements
•The National Record 2011 award by Limca Book of
Records for not losing a
single man-day due to labour unrest in the past 50
years.
•Kirloskar Oil Engines Ltd. honored by “Parivartan
Leadership Award for Sustainability-2011” organized
by India Carbon Outlook, New Delhi.
•Maharashtra Ratna 2010 awarded to Atul Kirloskar,
Chairman and Managing Director, Kirloskar Oil
Engines Limited, by the President of India, Pratibhatai
Patil. Shriram Dawkhar

•Kirloskar Oil Engines Ltd. bags “ 11th National Award for
Excellence in Energy
Management- 2010” organized by Confederation of Indian
Industries (CII).
•CII EXIM Bank Award for Business Excellence 2009 for
Strong Commitment to Excel from the Confederation of
Indian Industries (CII).
•Kirloskar Brothers won the first "best of all" Rajiv Gandhi
National Quality Award
in 1992.
Shriram Dawkhar

Kirloskar Group – Financials
Kirloskar Group Sales (Rs.) Cr.
9000
6000
3000
0
2006 2007 2008 2009
OperatingProfit (Rs.) Cr.
900
600
300
0
2006 2007 2008 2009
Value(Rs.)Cr.Values(Rs.)Cr.
700
500
422
348
8200
6000
4774
3652
2010
9000
842
2010
Shriram Dawkhar

Kirloskar Brothers Ltd.
KIRLOSKAR GROUP- Enriching Lives 12
Giving Life to Water
Pumps ranging from 0.1 kW to 12,000 kW
Shriram Dawkhar

KBL - Major Sectors Catered To
13
Valves
Agricultural &
Domestic
Pumps
Industrial
Pumps
Projects &
Engg. Pumps
Shriram Dawkhar

International Subsidiaries
Leading market presence in Fire
Pump
•
•
•
Packages business
Lowest life cycle cost pump range
Assembly units in USA and South
• ASfarliecsa and Packaging of centrifugal
pumps
with focus on European markets
• Sales and Packaging of
centrifugal pumps
with focus on South East Asian
markets
• Manufacturing and
high head
multi-Stage pumps,
Sales of
Rubber
lined slurry pumps and white
metal lined bearings
Pumps Limited
South Africa
(2010)
Kirloskar Brothers
(Thailand) Limited
(2r009)
Kirloskar Brothers
Europe BV –The
Netherlands
(2008)
SPP Pumps
Limited
– UK
(2003)
KIRLOSKAR BROTHERS INTERNATIONAL B.V. (2008)
Shriram Dawkhar

KIRLOSKAR OIL ENGINES LTD.
Shriram Dawkhar

Kirloskar Oil Engines Ltd.
Engine
Bearings &
ValvesSmallest : 3 hp
Diesel engines
ranging from
3 hp to 11000 hp.
Biggest : 11,000 hp
Shriram Dawkhar

KOEL Customers
Exc-Loaders
Compactors
Fork-lift Trucks
Excavators
Assorted
Cellular
Shriram Dawkhar

KIRLOSKAR PNEUMATIC CO. LTD.
Shriram Dawkhar

KPCL Customers
Shriram Dawkhar

KPCL - Major sectors catered to
Cold storages, Construction, Breweries,
Beverage,
Refineries,
Dairies,
Railways,
Hotels,
Windmills,
Air Separation, Textile, Auto &
Malls,
Power,
Auto
Ancillaries, Pharma, Iron & Steel, General
Engineering, Oil & Gas, Oil & Gas,
Cement, Sugar, C & M, Indian Army,
Indian Navy & Indian Air Force
Shriram Dawkhar

KIRLOSKAR FERROUS INDUSTRIESLTD.
25
Shriram Dawkhar

KFIL Products and Location
Factory
Products
Pigging
operation
Shriram Dawkhar

KFIL Product Applications
Shriram Dawkhar

KCPL Products
 More than 200,000 TR chillers sold in the
last seven years
 Catering to Industrial and commercial
sectors
 Preferred supplier status with Taj Group
of Hotels, ISRO and Nuclear Power Corp.
Centrifugal Chillers – 250 TR ~ 2500
TR
Reciprocating Chillers – 50 TR ~ 300 TRScrew Chillers – 50 TR ~ 575 TR Shriram Dawkhar

Customers of KCPL
Shriram Dawkhar

Global Presence - 70+countries
Overseas Customers Manufacturing Overseas Offices
Shriram Dawkhar

Across 6 Continents
KBL Headquarters Manufacturing FacilitiesKBL Offices Worldwide KBL Presence
Shriram Dawkhar

Association with Governments
Angola Cambodia Egypt
Ghana Jamaica Laos
Lesotho Senegal Sudan
Suriname Zimbabwe
Shriram Dawkhar

ManufacturingFacilities–OutsideIndia
2013 This is a proprie a cument kar BrothersLimited
Shriram Dawkhar

KIRLOSKAR GROUP
MISSION
We shall be known globally as a
reliable, innovative and cost effective
solution provider in hydraulic
machines & systems.
(Sanjay C. Kirloskar)
Chairman & Managing DirectorShriram Dawkhar

Bombay House, the head office of Tata Group
Tata Group is an Indian
multinational
conglomerate company
headquartered in the
Bombay House in
Mumbai, India.
Operations in more than 80
countries across six
continents; exports to 80
nations. Shriram Dawkhar

Current Chairman
of the Tata
Group is Ratan
Tata, who took
over from J.R.D.
Tata in 1991
Shriram Dawkhar

The 2009, annual survey by the Reputation Institute
ranked Tata Group as the 11thmost reputable
company in the world.
The group takes the name of its founder, Jamsedji
Tata, a member of whose family has almost invariably
been the chairman of the group. The current
chairman of the Tata group is Ratan Tata, who took
over fromJ. R. D. Tata in 1991.
Continue……..
Shriram Dawkhar

PIONEERS
JAMSETJITATA DORABJITATA SIRRATAN TATA
JRDTATA
NAVALTATAShriram Dawkhar

Deep rooted history
EXPANSION
1990onwards
CONSOLIDATION
1932-89
FOUNDATION
1868-1931
Ratan Tata
Natarajan Chandrasekaran Shriram Dawkhar

The beginnings of the Tata Group can be traced back to 1868,
when Jamsetji Nusserwanji Tata established atrading company
dealing in cotton in Bombay(now Mumbai), British India.
This was followed by the installation of EmpressMills in Nagpur in
1877.TajMahal Hotel in Bombay (now Mumbai) was opened for
business in1903.
Sir Dorab Tata,the eldest son of Jamsetji became the chairman of
the group after his fathers death in 1904. Under him, the group
ventured into steel production (1905) and hydroelectric power
generation(1910).
HISTORY
Shriram Dawkhar

After the death of Dorab Tata in 1934, Nowroji Saklatwala
headed the group till 1938. He was succeeded by Jahangir
Ratanji DadabhoyTata.
The group expanded significantly under him with the
establishment of Tata Chemicals (1939), Tata Motors and
Tata Industries (both1945), Voltas (1954), Tata Tea(1962),
Tata Consultancy Services (1968) and Titan Industries
(1984).
Ratan Tata, the incumbent chairman of the group
succeeded JRDTata in 1991.
Cont………
Shriram Dawkhar

Tata group encompasses seven businesssectors:
communications andinformation
technology,engineering, materials, services, energy, c
onsumer products andchemicals.
Different groups oftata
Shriram Dawkhar

Tata group has spread itself in various sectors:- they
are
 ENGINEERING:- Tata products, Voltas consumer
electronic co.
 ENERGY AND POWER.
 CHEMICALS:- Rallis India, Tata Pigments.
 SERVICES:- The Indian hotels co., TataAsset
management.
TATAGROUP
Shriram Dawkhar

 COMSUMER PRODUCTS:- Tata Salt, Tata sky.
 INFORMATION SYSTEM: - Nelco, TCS.
TATA PHILANTHROPHY & NATION BUILDING: -
Memorial Hospitals, Indian Institute Of Sciences.
 AUTOMOBLIE SECTOR: -TATA MOTORS
Shriram Dawkhar

2000 Tata Tea acquires The Tetley Group Ltd., UK
2001 TATA-AIG marks the Tata re-entry into insurance.
2005 Tata Steel acquires Singapore-based steel company NatSteel by subscribing
to 100 per cent equity of its subsidiary.
2007 Tata Steel purchased a 100% stake in the Corus group at 608 pence share in all cash
deal.
2009 TRF acquires UK-based Hewitt Robins International.
Mergers andAcquisitions
Shriram Dawkhar

2008: Jaguar and land rover Brands
February 2000 –Tetley TeaCompany, $407million
March 2004 – Daewoo CommercialVehicleCompany, $102million
August2004 – NatSteel's Steel business, $292million
November 2004 –Tyco Global Network,$130million
July 2005 –Teleglobe International Holdings, $239million
October 2005 – Good EarthCorporation
December 2005 – Millennium Steel,Thailand, $167million
December 2005 – Brunner Mond Chemicals, $120million
June 2006 – Eight O'Clock Coffee, $220million
November 2006 – Ritz Carlton Boston, $170million
Jan 2007 – Corus Group, $12billion
March 2007 – PTKaltim Prima Coal (KPC)(Bumi Resources),$1.1billion
April 2007 – Campton Place Hotel, SanFrancisco, $60 million
January 2008 – Imacid Chemical Company, Morocco[12]
February 2008 – General Chemical Industrial Products, $1billion
March 2008 – Jaguar Carsand Land Rover, $2.3billion
March 2008 – ServiplemSA,Spain
April 2008 – Comoplesa LebreroSA,Spain
May 2008 – PiaggioAero Industries S.p.A., Italy
June 2008 – China Enterprise Communications,China
June 2008 – Neotel, SouthAfrica
October 2008 – Miljo Grenland / Innovasjon, Norway
Shriram Dawkhar

On the occasion of India's 50th Republic Day on 26
January 2000, Ratan Tata was honored with the
Padma Bhushan.
In February 2004, Ratan Tata was conferred the title of
honorary economic advisor to Hangzhou city in the
Zhejiang province of China.
He was listed among the 25most powerful people in
business named by Fortune magazine in November
2007.
AWARDSAND RECOGNATION
Shriram Dawkhar

In May 2008 Mr. Tata made it to the Time magazine's
2008 list of the World's 100most influential people.
The international brand consultancy BrandFinance
has ranked the $68-billion conglomerate, Tata
Group, as50th most valuable brand in the world.
Shriram Dawkhar

The Tata Group has helped establish and finance
numerous quality research, educational and
cultural institutes in India.The Tata Group was
awarded the Carnegie Medal of Philanthropy in
2007 in recognition of the group's long history of
philanthropic activities.Some of the institutes
established by the
Tata Group are:
Philanthropy
Shriram Dawkhar

Tata Institute ofFundamental Research
Tata Institute of Social Sciences
Indian Institute of Science
National Centre for Performing Arts
Tata Management Training Centre
Tata Memorial Hospital
Tata Football Academy
Tata CricketAcademy
TataTrusts, a group of philanthropic organisations run by the head of the business
conglomerate TataSons[17]
The JRDTata Ecotechnology Centre The Energy and Resources Institute (earlier known
asTata Energy and Research Institute) – a non governmental research institute.
Shriram Dawkhar

The Tata Grouphas donated aRs.220crore
($50 million) to the prestigious Harvard Business
School (HBS) to build an academic and aresidential
building on the institute’s campus in Boston,
Massachusetts. The new building will be called the
Tata Hall and used for the institute’s executive
education programmes. The amount is the largest
from an international donor in the business school's
102-year-old existence.
Shriram Dawkhar

Its TATAevery where !!!
‘TATA’in your life!!!
What makes you lick your fingertips, but of course
TATASALT.
What makes your costumes neat and clean?
TATASHUDH.(Cement)
What gives afoundation to your dreams?
TATAFINANCE.
What makes you feelfresh?
TATAHAMAM.
Shriram Dawkhar

What helps you toprosper?
TATAYELLOW PAGES.
What/Who increases your valuabletreasure?
TATAMcGraw-HILL PUBLISHERS.
The producer of MISSWORLD& MISSUNIVERSEfromINDIA
TATALAKME.
What beeps next to your heart?
TATACELLULAR.
What makes the world within your reach?
TATATELE.
Shriram Dawkhar

What makes you more relaxed other than your wife/spouse?
TAJRESORTS.
What keeps you on the move?
TATAENGINEERING& LOCOMOTIVE.
What protects you from disease?
TATAPHARMA.
What makes youpunctual?
TITAN.
Who gives you aroof over your head?
TATAHOUSING.
Shriram Dawkhar

CaseStudyonAditya BirlaGroup
Shriram Dawkhar

Introduction aboutAditya Birla
group
Shriram Dawkhar

I T R O D U C T I O N
TYPE
INDUSTRY
FOUNDED
FOUNDER
HEADQUATER
KEYPEOPLE
REVENUE
EMPLOYEE
Private
Conglomerate
1857
GhanshyamDasBirla
Mumbai, Maharashtra
Kumar MangalaBirla(Chairman)
US$ 40 BILLION(2012)
136,000(2012)
Shriram Dawkhar

H I S T O R Y
Started in 1919 with aJute ManufacturingCompany.
Group's founding father, GhanshyamdasBirla.
Thelegacy wasforwarded by
Mr.Aditya Vikram Birla , putting
India on World Map long back
1969, long before globalization.
Shriram Dawkhar

M A JOR SECTORS
CEMENT
Companies- Grasim, Ultratech CementLtd
NONFERROUSMETALS
Companies- Hindalc Industries Ltd., Noveli Inc.,Aditya BirlaMinerals
Ltd,etc
Shriram Dawkhar

TEXTILE
Companies-Aditya Birla Nuvo, Grasim, Thai Acrylic Fiber
TELECOMMUNICATION
Companies-Idea cellular limited
CHEMICALS
Companies-Aditya Birla chemical limited(Thailand) & Thai Peroxideco.
• Brands- Polyphos, Epotech, Birol ex, Ecare etc
Shriram Dawkhar

INSULATORS
Companies-Aditya Birla Insulator Pvt.Limited
AGRIBUSINESS
Companies-Aditya Birla Nuvo
FINANCIALSERVICES
Companies-Birla aSunLife Insurance Company Ltd , Aditya Birla Finance
Ltd.
Brands-Financial Services
Shriram Dawkhar

MINING
Companies- EsselMining and Industries Ltd
Brands- Iron Ore
GARMENTS
Shriram Dawkhar

RETAIL
Companies-Aditya Birla RetailLimited
Brands- more. (Supermarket)
CARBANBLACK
IT-ITES
Companies-Aditya Birla Minacs Worldwide Limited
Brands- I T-ITes
Shriram Dawkhar

key products and brands capacities country
PSI Data Systems Ltd.(subsidiary of Aditya
Birla Nuvo Ltd.)
ITsolutions(banking, finance India
and insurance)
key products and brands capacities country
Aditya Birla Minacs Worldwide Limited
(subsidiary ofAditya Birla Nuvo Ltd.)
BPO/ ITES 9,089 India
seats
Shriram Dawkhar

COMPANY: IDEA CELLULARLTD.
Idea
COMPANY: ADITYA BIRLARETAIL
LIMITED
more.
Shriram Dawkhar

P R O D U C TS
Shriram Dawkhar

L O C A T I O N
Operating countries
Australia, Austria, Bahrain, Bangladesh, Brazil, Canada,China,
Egypt, France, Germany, Hungary, India, Indonesia, Italy, Japan,
Korea, Laos,Luxembourg, Malaysia, Myanmar, Philippines,
Poland, Singapore, Spain, SriLanka,Sweden, Switzerland,
Tanzania,Thailand, UAE,UK,USAand Vietnam.
Shriram Dawkhar

About k.M.Birla


KumarMangalam Birla isa chaiman
of aditya birla whoissonof A.V.Birla.
K.M.Birla done C.Aand MBAfrom
london businessschool,at theage
of 28 taken responsibility towards
businesshaving total revenue of
INR15,000 croreswith assetsof INR
16,000 crores.It had a strength of
75,000employees and 6,00,000 shareholders.
Shriram Dawkhar

Entrepreneurship development unit-1_for_internal_distribution

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