Entrepreneurship management sessions 1 & 2
Upcoming SlideShare
Loading in...5
×
 

Entrepreneurship management sessions 1 & 2

on

  • 2,125 views

These are the first two sessions in a programme on entrepreneurship aimed at working professionals pursuing an MBA.

These are the first two sessions in a programme on entrepreneurship aimed at working professionals pursuing an MBA.

Statistics

Views

Total Views
2,125
Slideshare-icon Views on SlideShare
2,125
Embed Views
0

Actions

Likes
1
Downloads
77
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Entreprendre means to undertakeEntrepreneurship is the quality of being an entrepreneur, i.e. one who "undertakes an enterprise".Entrepreneurship is the propensity of mind to calculate risk with confidence to achieve a pre-determined business or industrial objectives.Entrepreneurship is a process undertaken by an individual to augment his business interest.
  • One types of entreprenuers are those who are setting up an enterprise. Another type are intrapreneurs (folks working inside companies who have proposed a new idea or business to the management) or established business that are seeking to diversity or incubate new businesses.Within each type, the objectives of the enterprise can be classified as social (not for profit) or financial (clearly with a profit objective. Some lie somewhere in between – they do have a profit objective but go hand-in-glove with a clearly stated social one as well – such as upliftment of women.VinobaBhave was the founder and leader of the Land Gift Movement. He caused the redistribution of more than 7,000,000 acres of land to aid India’s untouchables and landlesshttp://en.wikipedia.org/wiki/List_of_social_entrepreneursLijjatpappad was started as an indianwomens cooperative in 1959 with a start up seed capital of Rs 80. The main objective is empowerment of women by providing them with employment opportunities. Headquartered in Mumbai in 2010 it has a turnover of Rs 650 crores of which 29 crores was exports. It provides employment to over 42000 people and has 67 branches all over india.Next wealth is a for profit social entrepreneurship company that seeks to provide employment in tier 2/3 cities. Presently over 200 graduates are employed in three such centers in Tamilnadu, AP and Karnataka.Bihani is a social venture in Kathmandu and is addressed at leveraging the experience of the above 50 age group – 15% of Nepals 26 million people are above 50. It plans to provide engagement through Social Activities, Health and Wellbeing and Organizational ActivitiesEchoupal is a for profit initiative that has a major social objective – one of ensuring better returns to farmers through technology enabled decision making and elimination of middle men. It covers 40,000 villages in India.http://www.slideshare.net/coolabhi/itc-echoupal-5594757Ken Kutaragi was working in Sony’s sound labs when he bought his daughter a Nintendo game console. Watching her play, he was dismayed by the system’s primitive sound effects. He realized that a digital chip dedicated solely to sound would improve the quality of the games — and the product itself. http://www.cbsnews.com/8301-505125_162-51196888/great-intrapreneurs-in-business-history/Steve JobsMay 24, 1985: Apple's board of directors with Sculley (then CEO ) removed Jobs from his managerial duties as head of the Macintosh divisionJuly 1997 : Jobs became de facto chief after then-CEO Gil Amelio was ousted. September 1997: He was formally named interim chief March 1998: Jobs terminated a number of projects, such as Newton, Cyberdog, and OpenDoc to concentrate Apple's efforts on returning to profitability.Apple entered the cellular market under him.http://en.wikipedia.org/wiki/Steve_JobsMicromax: Barely Six years of its foray into the Smartphone market and Micromax has become the largest Indian mobile phone company. The company occupies second position as the biggest Smartphone vendor in India's 16-million-unit-strong Smartphone market in Q4 2012. It is the No. 12 at the global level.http://daily.bhaskar.com/article/GAD-how-micromax-is-giving-sleepless-nights-to-samsung-apple-4325006-PHO.html
  • Some well known examples are:Steve JobsBill GatesMark ZuckerbergRichard Branson
  • Some well known examples are:Steve JobsBill GatesMark ZuckerbergRichard Branson
  • This is an example where an entrepreneurial style of leadership is required,Given the history, competition and the recessionary environment. Some key elementsof this are: Understanding where value lies and focusing on value creation. Taking risk. Innovating. Managing change. Getting the right team in place. Leading from the front.Making sacrifices
  • http://www.siliconindia.com/shownews/Top_10_global_acquisitions_by_Indian_companies-nid-85123-cid-3.htmlhttp://timesofindia.indiatimes.com/business/international-business/Times-Group-buys-UKs-Virgin-Radio/articleshow/3090764.cmshttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/Zainhttp://articles.economictimes.indiatimes.com/2010-08-12/news/27621484_1_lakh-shares-customised-holiday-packages-pacific-crest-securities-llc
  • Blume Ventures provides seed funding in the range of $50K - $250KAngelPrime typically invests a maximum of $1 million in its portfolio companies. AngelPrime typically invests a maximum of $1 million in its portfolio companiesSRI Capital was founded by serial entrepreneur SashiReddi. It focuses on the technology space and typically puts in $0.1-0.2 million in Indian firms
  • Ixora Ventures is a Delhi-based venture fund which invests $25,000-$500,000Blu Sky is owned and operated by Bangalore-based Blue Mountain Capital Management.IndiaQuotient : The average investment size is $45,000-$180,000. The company is looking to invest in 20-25 companies by mid-2014. 

Entrepreneurship management sessions 1 & 2 Entrepreneurship management sessions 1 & 2 Presentation Transcript

  • Anilesh Seth Ideator, Co Founder & CEO, KROW www.krow.in Strategic Advisor to the Qatalys Group of Companies Mentor at the KYRON incubator Visiting Faculty at CMR IT Exec MBA program Ex-CEO/MD: LGSI, Qatalys & Supervalu India www.slideshare.net/anilesh http://In.linkedin.com/in/anileshseth anileshseth@hotmail.com
  • Objectives of the programme • To develop an understanding of the concept of entrepreneurship in different contexts with a common outcome based objective • To develop an appreciation of entrepreneurship through examples and a project • To create an understanding of the ecosystem that exists • To understand and imbibe some critical aspects of managing the entrepreneurial journey • And finally, to create an entrepreneurial mindset that can be applied in pretty much any situation
  • Course assignment • The class will be divided into two groups – A and B • Each group needs to identify a value-creating idea and pitch it to potential investors/decision makers in the last session of this course • Group leaders will be identified upfront • Each group will present its assignment in the form of a PPT not to exceed 10 slides (not including any title slides, content slides or thank you slides). This limit is important and will play a role in your gradation • The ppt should address at least the following: The idea, what problem it is solving or what need it is addressing, whose problem or need it is addressing, an implementation plan, competition if relevant, associated financials, impact
  • Project evaluation Parameter Weightage Group leader’s assessment on participation by individual team members 30% Class participation and attendance 20% No of slides 10% Content and final presentation 40%
  • Session 1: So what is entrepreneurship? https://www.youtube.com/watch?v=a10Vg50Pzkk Dr. Steve Gedeon of Ryerson University Entrepreneur 16th century : military expeditions carried out by Frenchmen were called “entrepreneurs”. Derived from FRENCH “Entreprendre”
  • So what is entrepreneurship? Viewpoint • Seeing opportunities • Bringing about change Viewpoint • Organizing a business venture • Assuming the risk for it Seeing opportunities – within or outside – assuming ownership – assuming risk Creating value! Creating Impact!
  • Entrepreneurship according to 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.” http://en.wikipedia.org/wiki/Entrepreneur
  • Types of entrepreneurship Political Social Intrepreneurial Commercial - Founding a new party - Founding a new political project - Lobbies Create & sustain social value - An “inside” entrepreneur - Reduced risks Wealth creation
  • Types and examples of entrepreneurship RESIDENT’S ASSOCIATIONS NOT FOR PROFIT - TIE IIT ALUMNI CLUB OLD AGE HOME AAM ADMI PARTY VINOBA BHAVE COOPERATIVES – LIJJAT PAPD (SRI MAHILA GRIHA UDYOG) NEXT WEALTH BIHANI (IMPACT ENTREPRENEURS) APPLE MICROMAX BIG BASKET REDBUS GOLI VADA PAV AIR DECCAN KINGFISHER AIRLINES WIPRO (scion of established business) KEN KUTARAGI (intrapreneurship) YANTRA (corp incubated) DCM TOYOTA (corp diversification) AZIM PREMJI FOUNDATION E CHOUPAL
  • What are entrepreneurial traits? What is entrepreneurial leadership?
  • What are entrepreneurial traits? What is entrepreneurial leadership? Entrepreneurial Leadership: “Achieve a common goal” or “See an opportunity” Innovator Risk Optimizer Ownership Manages Change Leader of people
  • Entrepreneurship in turbulent times • When the times are good, is risk taking at an all time high? Or when the times are bad? • Recessionary situations restrict opportunities in the wage/salary sector • Higher local unemployment rates are found to increase the probability that individuals start businesses http://ftp.iza.org/dp5725.pdf
  • Managing in a turnaround environment CASELET: • Supervalu Inc is an over 140 year old company in the grocery business – both retailing and supply chain. With major strengths in supply chain, it acquired several retail brands along the way and to make it one of the top grocery retailers in the US, it acquired Albertsons in 2006 which practically doubled its revenues to around 40 Billion • 2007 onwards saw the US responding to the first signs of recession and therefore reduced consumer spending • With margins under pressure and the need to service debt, SUPERVALU was facing challenges – not the least of which was managing change in a post acquisition scenario • The then CEO (Jeff Noddle) retired in 2009 and a new CEO (Craig Herkert) was appointed • In 2013, Supervalu announced the sale of the earlier acquired Albertsons stores and a new CEO (Sam Duncan) was appointed • In 2013 Supervalu announced annual sales of 17.1 Billion dollars and a net loss from continuing operations Is this an example of where an entrepreneurial style of leadership is required?
  • Getting under the skin of the entrepreneurial struggle • So what is really important? I, Me, Myself The Team The Plan The Value Proposition Customer Acquisition Competition
  • I, Me, Myself • This isn't about ego! Its about conviction • Its about sacrifices – and majorly so for the family! • Its about turning on a dime • Its about being in it for the long haul • Its about synergies • Its not about “being right” • Its about really really hard work ITS NOT ABOUT MONEY (well it is, but if you have the above, you’ll find a way)
  • The team…… Mentor/Coach Co-Founder Advisor Core Team Developers Marketing Sales etc At what point do you need each role? The needs will change Why do you need each role?
  • Map your needs. Be clear about why you need some roles Role When Why Short/Long Mentor/Coach Idea - Confidence - Bounce off ideas - Network - Help find investors - Help find talent The type of person you are looking for may change over time Co-Founder Idea? - More the merrier - Share the risk and reward - Builds confidence - Synergistic Advisor Seed/Funding stage - Approach investors - Resume building May be in place just for this specific objective Core team Idea/Seed - Take on key responsibilities Ideally long term – but be prepared that your own idea of the right person may change Other team members Seed and beyond - Need based skills There will be peaks and troughs – these tends to be skills that are more abundantly available Mapping what you think you need will force you think deeply This step is crucial as it enables you to devise a plan to attract the right people Note: this is an example only and is not meant to be prescriptive
  • So how do you convince someone to join you….an unknown startup….? Prestige/VisionMoney Motivators Abundant skills Tough to find Rare/Industry figure Wealth Your strategy will depend upon a combination of: - Who you are looking for - What motivates that person - Is it a long term or a short term need
  • A different combination of motivators will therefore need to be configured Role Your conviction Vision Importance accorded Wealth building opportunity Technical thrill Aggressive stock plus some money Some stock, mostly money Mostly money Mentor/Coa ch Co-Founder Advisor Core team Other team members Note: this is an example only and is not meant to be prescriptive
  • What can you leverage? What you have going for you • Your vision • Your conviction • Your network • Your business plan and willingness to part with stock to create wealth building options for those willing to invest in you and your idea What you may not have • Upfront cash • Upfront company valuation
  • What you have far outweighs what you don’t…….. And remember, if you sell to their families, you have a high probability of a sale!
  • Some maxims…. • Your strongest selling point is your vision and conviction • Ensure a match of objectives……and values…… • Be clear about short term vs long term roles – why give stock for short term roles or non-critical ones? • Remember stocks are difficult to value – sell the value on vision…but also remember that stocks don’t pay bills. Some people need to do that • Look at family background – does the person have a “cover”? • Don’t hire for skill alone – value fit must be there. Be clear : are you looking for a thinker + doer or only a doer. Would you part with stock for just a doer? • Be prepared to invest a fair amount of time in recalibrating everyone's commitment – and in reinforcing and in adjusting the formula for the right person • Build relationships with the family – the start up must be an extended family; share the joys and sorrows of life in general • Involve the wider company – don’t get closeted with a coterie and leave the rest out • Communicate, communicate, communicate – in various media, whenever you get an opportunity - visibility motivates across the board And finally its all about execution…..
  • Session 2: The entrepreneurial cycle and support system Ideate Bounce off Team set up Initial capital Validate Fund Scale Realize value - The process of ideation/refinement is ongoing - Value realization is very subjective – for commercial enterprises some would say it is synonymous with the promoters “cashing” out; for a VC, for the company to go IPO or get acquired
  • Commercial value realization examples Company Established Exit Bought by Consideration REDBUS 2006 Acquisition Goibibo (2013) 600-700 crores JobsAhead.com Acquisition Monster Worldwide Inc 40 crores Indiaworld 1994 Acquisition Sify 500 crores Spectramind 2000 Acquisition Wipro 460 crores Indiagames 1999 Acquisition UTV later acquired by Disney 65 crores 500 crores Makemytrip 2000 IPO 2010 502 million Just dial 1997 IPO 2013 4,700 crores But how do you measure social value?
  • Examples of start ups that have modified their direction Name of company More info Changes makemytrip http://en.wikipedia.org/wiki/Makemytrip #History_and_Growth Founded in 2000 it started by providing air travel options for the US-India corridor for Indians. Today it provides additionally holiday solutions and is a big player in India redbus Brick and mortar outlets. paypal http://chargify.com/blog/6-companies- that-succeeded-by-changing-their- business-model/ Cryptography company to means of transmitting money via PDAs to online payment system YouTube http://mashable.com/2011/07/08/startup s-change-direction/ Started as a dating site called "Tune In Hook Up,“ & morphed to simply sharing videos online MingleBox http://www.nextbigwhat.com/indian- startups-that-pivoted-successfully-297/ Started as a social network & transformed into an educational content company Flipkart http://www.nextbigwhat.com/indian- startups-that-pivoted-successfully-297/ Moved from selling books to everything
  • The role of Government policy in India • Complex and outdated labour laws • Too many windows for registration • Monies locked in service tax, tds refunds • ….trade license, environment, shops and establishments, various taxes …various laws • High level of taxation • Difficult to obtain finance: issue of credit worthiness • Labour pool not very motivated to join startups due to the above issues • Confusion around taxation of share premium http://taxmantra.com/five-things-indian-government-can-do-for-start-up-eco-system.html/ www.msmes.com http://www.nasscom.in/nasscom-partners-government-karnataka-inaugurate-first-coworking-facility-bangalore-startup-warehous • With accelerating inflation and dipping growth, entrepreneurship is the way to go to contribute to employment and growth in the economy • The MSMEs ministry needs to view this as an opportunity • Legislation needs to favour risk taking
  • Examples of labour laws in India • Workman’s Compensation Act (1923) • Trade Unions Act of 19226 • Payment of Wages Act of 1936 • Minimum Wages Act of 1948 • Industrial Employment (Standing orders) act of 1946 • Industrial Disputes Act of 1947 • Minimum Wages Act of 1948 • Industries (Regulation and Development Act) of 1951 • Employees Provident Fund and Misc Provisions Act of 1952 • Maternity Benefit Act of 1961 • Payment of Bonus Act of 1965 • Payment of Gratutiy Act of 1972
  • The fallout…… • The complex laws and lack of transparency and the perception that monies are locked in government taxes can prompt shortcuts … can this result in “under-reporting”? • Ignorance/clarity about labour and other laws can prompt shortcuts and may result in defaults that may not even be known However there are still great examples of successful entrepreneurial ventures – Air Deccan, Infosys, Biocon etc. Isn't that what Entrepreneurship is about? Finding ways to unlock value?
  • Examples of Governmental support – DST (Department of Science and Technology) • Estd 1971 • http://www.dst.gov.in/ – KITVEN (Karnataka Information Technology Venture Capital Fund • Estd 1999 • State and central govt FIs backed VCF • www.kitven.com – CVCFL (Canbank Venture Capital Fund Ltd) • http://www.10000startups.com/ – SIDBI (Small Industries Development Bank of India) • Estd 1990 • http://sidbi.in/ – Startup Warehouse (NASSCOM and Karnatak Government Initiative) • 2013 • http://www.10000startups.com/
  • Business Incubators Business incubators are organizations geared toward speeding up the growth and success of start-up and early stage companies. – Some are located in an actual physical – Others operate on a virtual basis. – Incubators sometimes call themselves accelerators instead, often when they’re geared toward jumpstarting businesses that are more developed. – Many have potential capital to invest, or links to potential funding sources. One of the most prominent incubators is the Y Combinator (http://ycombinator.com/ based out of Mountain View, CA) – Founded in March 2005, since then over 550 companies have been funded such as Scribd, reddit, Airbnb, Dropbox, Disqus and Heroku – Twice a year they invest a small amount of money in a large number of start ups and invite them to Silicon Valley to undergo a 3 months acceleration program What's the difference between an incubation and an acceleration programme?
  • Business Incubators in India Name Location Details URL The Hatch Gurgaon and Chandigarh The Hatch has both physical and virtual incubators and accelerator programs. The incubator program is 52 week long and included 13 weeks of accelerator program. https://angel.co/hatch- incubator Technology Business Incubator, IIT Delhi Delhi Some of the startups that have come out of IIT Delhi’s incubator include VirtualWire, which works with wireless technologies and Mechartes Researchers Private Limited, which provides engineering solutions. http://www.fitt- iitd.org/tbiu.aspx Amity Technology Incubator Noida Amity Innovation Incubator offers a range of incubation services to nourish entrepreneurial talent such as - Business Planning, Company formation, Legal & IPR assistance, Managerial Support, Technology Support,.... http://amity.edu/aii/index .html
  • Business Incubators in India..cont’d Name Location Details URL Microsoft Accelerator Bangalore 4 months of accelerator program with intake of two batches – summer batch(applications start in Nov) and winter batch(applications start in May). http://www.microsoft.co m/en-in/accelerator/ NSRCEL, IIM Bangalore IIM Bangalore Support included subsidized facilities like office space, power and infrastructure and services like finance, legal, HR etc. Offers seed funds under DIT TIDE scheme. http://www.nsrcel.org/ The Morpheus Chandigarh Morpheus Startup Accelerator focuses on “super-early stage startups” in a program for 4 months. The accelerator has a strong network of over 100+ graduated companies from previous portfolio http://themorpheus.com/ TLabs Delhi A startup accelerator by Times Internet Limited. Investment of Rs. 10 Lacs for 10% equity. http://tlabs.in/
  • Name Location Details URL Kyron Bangalore Lalit Ahuja, John Cook and Larry Glaeser. $50 million accelerator with $100,000 in seed funding for a 10 % equity in the startup. Plans to invest in two batches of 10 startups each year and to incubate 125 companies http://kyron.me/home.php Venture Nursery Mumbai A physical business accelerator program called BOOTCAMP is run for 13 weeks, minimum twice a year. Maximum of 8 starts are selected at a time http://venturenursery.com/ Start-up village Kerala Public Private Partnership with Govt. of Kerala. Rs.100 cr for 1,000 student startups over a span of 10 years. http://www.startupvillage.in/ http://inc42.com/magazine/resources/50-amazing-startup-incubators-and- accelerators-in-india/ Business Incubators in India..cont’d
  • Angels • An angel investor or angel (also known as a business angel or informal investor) is an individual who provides capital for a business start- up, usually in exchange for convertible debt or ownership equity • Angels tend to access investment opportunities either through their own network or through Angel funds
  • Examples of Angel Funds in India Name Location Details URL Chennai Angels Chennai Seed Funding for start ups in Tamil Nadu. http://www.chennai.tie.org/ Indian Angel Network New Delhi India’s first Angel network with successful entrepreneurs and high profile CEOs interested in investing in early stage businesses across India. http://www.indianangelnetwork. com/ Mumbai Angels Mumbai Platform to start up and very early stage companies; helps in bringing them face to face with investors, mentoring, inputs on strategy. http://www.mumbaiangels.com/ TIE Entrepreneurship Acceleration Program Bangalore Ecosystem of Angels, Investors and VCs to provide Series A round of financing for Start ups. http://www.bangalore.tie.org/ Hyderabad Angles Hyderabad http://hyderabadangels.in/ Harvard Angels Bangalore Vision is to provide the next generation of India's most promising entrepreneurs with the right level of financial capital, strategic guidance and mentorship and in many cases, deep technical advice. http://www.hbsalumniangels.co m/article.html?aid=137 Examples of Angel Investors include: Kanwal Rekhi, NS Raghavan, K Ganesh
  • Seed Funds The seed stage is the setup stage where a person or a venture approaches an Angel or an early stage fund (like an Angel fund or an early stage VC for funding the idea/product
  • Name Location Details URL Blume Ventures Mumbai Blume Ventures provides seed funds to early-stage tech- focused/tech-enabled ventures http://www.blumevent ures.com/ Angel Prime Bangalore It provides startup capital to companies operating in India and seeks to invest in mobile payment, e-commerce and smartphone application services sectors http://www.angelprim e.com/ SRI Capital Hyderabad SRI Capital investment include e-commerce platform Shopo.in, education services startup Edutor Technologies and fast food chain Big Dosa, among others. http://sricapital.in/ Examples of early stage funds
  • Examples of early stage funds..cont’d Name Location Details URL Ixora Ventures Delhi Invests $25,000-$500,000 in early stage companies. The fund appears to be sector agnostic http://www.ixoraventu res.com/ Blu Sky Venture Fund Bangalore It invests both in offline as well as online entities. The company is looking to invest in one company per quarter. The ticket size and per-stage funding depends on the requirements of startups. https://www.bluemoun taincapital.com/ IndiaQuotient Mumbai It invests in companies operating in consumer-facing businesses targeting mass markets. The sectors include food, fashion, education and healthcare. http://indiaquotient.in/
  • Examples of early stage funds..cont’d Name Location Details URL KAE capital Mumbai Kae Capital invests in early stage companies which bring about innovative solutions for the existing gaps in the markets, all backed by a great team capable to execute and build a large business. http://www.kae- capital.com/ Catamaran Bangalore It is venture capital firm specializing in startups, early stage, mezzaine stage, and late stage investments. The firm seeks to invest globally with a focus in India. http://www.catamar anventures.com/ http://techcircle.vccircle.com/2013/05/30/10-new-early-stage-investors-for-indian- tech-startups/
  • Venture Capitalists • Any individual or institution that provide funds as well as value in the form of networking and possibly board membership. • Types of rounds typically funded by VC organizations are: – Series A : • The first round of financing undergone for a new business venture after seed capital. – Series B: • The second round of financing for a business. • Generally take place when the company has accomplished certain milestones in developing its business. – Series C: • The third round of financing once the company proves its mettle. • For capturing major market share, acquisition or to develop more products and services. • Different VCs may focus on different stages (means different levels of risk) and some may tend to focus on narrow spaces/sectors
  • Examples of VCs in India Name Location Stage/Sectoral focus URL Helion Ventures Partners Delhi, Bangalore It invests in early to mid-stage companies in India in sectors such as Outsourcing, Internet, Mobile, Technology Products, Retail, Education and Financial Services. http://helionvc.com/ Sequoia Capital Bangalore, Mumbai The firm seeks to invest in all sectors with a focus on services including financial services, healthcare, internet, outsourcing, retail, wireless, energy etc http://www.sequoia cap.com/india/ Intel capital India Bangalore, Mumbai, New Delhi Intel Capital invests in a broad range of companies offering hardware, software, and services targeting enterprise, home, mobility, health, consumer Internet, semiconductor manufacturing and cleantech. http://www.intelcapi tal.com/ IDG ventures Bangalore, Delhi Target sectors include: Digital Consumer – Internet, Mobile, Media and Technology Enabled Consumer Services Enterprise Software – SaaS, Software Products and Enterprise services Engineering – Medical Devices, Clean-tech and IP-led Businesses http://www.idgvcind ia.com/ Inventus capital Bangalore They focus on financing early stage companies with some customer validation in the following areas Internet, Mobile, Cloud/Software Services http://www.inventus cap.com/ Venture capital Chennai, Hyderabad Focuses on life sciences, technology and emerging sectors and manages a $300-million (Rs 1,634.7 crore) fund http://www.venture ast.net/index.php
  • Additional resources • TIE (www.tie.org) – TiE (The Indus Entrepreneurs) is a global nonprofit dedicated to fostering entrepreneurship. TiE has 61 chapters in 17 countries, with a total membership exceeding 15,000. – TiE's sponsors include nearly every venture capital firm in Silicon Valley. • NEN (http://nenonline.org/ ) focuses on fostering entrepreneurship in colleges NEN focuses on fostering entrepreneurship in colleges – Is a non-profit initiative by the Wadhwani Foundation. – The NEN was co-founded by five of India's premier academic institutions: • IIT Bombay, • IIM Ahmedabad, • S P Jain Institute Bombay, • Institute of Bioinformatics and Applied Biotechnology (IBAB), Bangalore • BITS Pilani • Venture intelligence database (http://www.ventureintelligence.in/products.htm – Launched in 2002 – Leading source of information and analysis on privae equity, venture capital and M&A in India
  • References • The High Performance Entrepreneur – Subroto Bagchi • Simply fly – Captain G. R. Gopinath • Social Media Marketing - Times Business Series • The 4-Hour Workweek – Timothy Ferriss • Entrepreneurship: Successfully Launching New Ventures – Bruce R Barringer and Duane Ireland • Entrepreneurship – Robert Hisrich, Michael Peters and Dean Shepherd
  • Thank you!