The document outlines an Entrepreneurship Development course offered at ANSAL Institute of Technology in Gurgaon, including objectives to develop an entrepreneurial mindset among students and transform their approach from job-seekers to risk-takers. The 4-credit course covers various topics across 6 units taught over 4 lectures per week, and evaluates students based on assignments, tests, and a final business plan presenting their own entrepreneurial idea.
The document outlines the key steps to writing an effective business plan: 1) Determine your audience and type of funding, 2) Create an outline, 3) Conduct research on the industry, customers, competitors, etc., 4) Organize research into files corresponding to plan sections, 5) Write an industry overview, 6) Analyze research findings, 7) Develop financial projections, 8) Write the executive summary last, and 9) Review and edit the full plan thoroughly. Following this process and including all relevant details for the intended audience will help ensure a successful, well-written business plan.
Venture capital provides risk capital to startups and growing companies in exchange for equity. It is invested through various financing rounds as companies progress from seed to growth stages. Venture capitalists obtain funds from institutional investors and aim to exit their investments through IPOs or acquisitions within 3 to 7 years to generate returns exceeding traditional investments. They conduct extensive due diligence on management teams and business plans before structuring investments using various equity and debt instruments.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
This document discusses planning for new ventures. It defines a venture as a risky startup business. Key factors in venture planning include sales, margins, profits, investment needs, equity requirements and returns. The venture planning process involves developing the idea, feasibility analysis, initiating changes, creating a business plan and monitoring progress. Keys to good venture planning include focusing on one business at a time, developing scenarios, and identifying the venture type. The proposal checklist ensures all necessary items are included to avoid future problems. Risks of new ventures include market, operational and financial risks.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
This document provides an overview of opportunity scouting and idea generation for entrepreneurship. It discusses scanning the business environment to identify opportunities through environmental analysis, sectoral analysis, and SWOT analysis. It also covers the role of creativity and innovation in generating new business ideas. Specific opportunities mentioned include niche marketing, services, franchising, tourism, entertainment, green entrepreneurship, and IT-enabled services. The overall summary is that effective opportunity scouting involves systematically analyzing internal strengths/weaknesses and external opportunities/threats to identify viable business ideas.
This document is the first chapter of a textbook on entrepreneurship. It introduces entrepreneurship and discusses who entrepreneurs are, the benefits and drawbacks of entrepreneurship, factors that lead to entrepreneurship, and common mistakes entrepreneurs make. The chapter aims to help students understand entrepreneurship and how to avoid typical entrepreneurial mistakes.
This document provides an overview of an entrepreneurial project studying a local entrepreneur, Mr. Rajib Saikia. It includes sections on the introduction to entrepreneurship, entrepreneurship in India, an entrepreneurial career, the objectives and methodology of the project, and a brief introduction to the entrepreneur. The objectives are to understand what an entrepreneur is, the current scenario for local entrepreneurs, how entrepreneurs develop new business ideas, and the motivational and supportive factors for new entrepreneurs. The methodology involves internet research, library resources, an interview with the entrepreneur, and a field study of his businesses - Computer World and Services and Green Valley Infra Project.
The document outlines the key steps to writing an effective business plan: 1) Determine your audience and type of funding, 2) Create an outline, 3) Conduct research on the industry, customers, competitors, etc., 4) Organize research into files corresponding to plan sections, 5) Write an industry overview, 6) Analyze research findings, 7) Develop financial projections, 8) Write the executive summary last, and 9) Review and edit the full plan thoroughly. Following this process and including all relevant details for the intended audience will help ensure a successful, well-written business plan.
Venture capital provides risk capital to startups and growing companies in exchange for equity. It is invested through various financing rounds as companies progress from seed to growth stages. Venture capitalists obtain funds from institutional investors and aim to exit their investments through IPOs or acquisitions within 3 to 7 years to generate returns exceeding traditional investments. They conduct extensive due diligence on management teams and business plans before structuring investments using various equity and debt instruments.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
This document discusses planning for new ventures. It defines a venture as a risky startup business. Key factors in venture planning include sales, margins, profits, investment needs, equity requirements and returns. The venture planning process involves developing the idea, feasibility analysis, initiating changes, creating a business plan and monitoring progress. Keys to good venture planning include focusing on one business at a time, developing scenarios, and identifying the venture type. The proposal checklist ensures all necessary items are included to avoid future problems. Risks of new ventures include market, operational and financial risks.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
This document provides an overview of opportunity scouting and idea generation for entrepreneurship. It discusses scanning the business environment to identify opportunities through environmental analysis, sectoral analysis, and SWOT analysis. It also covers the role of creativity and innovation in generating new business ideas. Specific opportunities mentioned include niche marketing, services, franchising, tourism, entertainment, green entrepreneurship, and IT-enabled services. The overall summary is that effective opportunity scouting involves systematically analyzing internal strengths/weaknesses and external opportunities/threats to identify viable business ideas.
This document is the first chapter of a textbook on entrepreneurship. It introduces entrepreneurship and discusses who entrepreneurs are, the benefits and drawbacks of entrepreneurship, factors that lead to entrepreneurship, and common mistakes entrepreneurs make. The chapter aims to help students understand entrepreneurship and how to avoid typical entrepreneurial mistakes.
This document provides an overview of an entrepreneurial project studying a local entrepreneur, Mr. Rajib Saikia. It includes sections on the introduction to entrepreneurship, entrepreneurship in India, an entrepreneurial career, the objectives and methodology of the project, and a brief introduction to the entrepreneur. The objectives are to understand what an entrepreneur is, the current scenario for local entrepreneurs, how entrepreneurs develop new business ideas, and the motivational and supportive factors for new entrepreneurs. The methodology involves internet research, library resources, an interview with the entrepreneur, and a field study of his businesses - Computer World and Services and Green Valley Infra Project.
The document discusses the promotion and analysis of business opportunities for new ventures. It defines promotion as initiating all necessary efforts to form a business, from conceiving an idea through establishment. Opportunity analysis evaluates possibilities through market analysis of demand, technical feasibility, financial projections, resource availability, business environment factors, and risk assessment. The location, layout, costs, profits, competition and other key factors are all considered to determine if an identified possibility presents a viable business opportunity.
The document discusses key concepts related to project management and new venture creation. It defines a project as a complex task with limited time and resources. Project management involves applying skills and techniques to meet project requirements. A project's stakeholders have interest in its success. The document also outlines the project life cycle phases from initiation to closure. It discusses entrepreneurship, identifying opportunities, and business planning. Important considerations for new ventures include ideas, strategy, market needs, and first-mover advantage. A business plan helps structure thoughts, raise capital, and track performance.
What is Venture? Types and Importance of VentureQaisar Ansar
This document provides an overview of ventures and venture creation. It defines a venture as a new business activity that involves risk and uncertainty. The venture creation process for entrepreneurs involves identifying market needs and demands that are not being met. There are several types of business structures that can be used for ventures, including sole proprietorships, partnerships, limited liability companies, and corporations. Venture creation is important for entrepreneurship as it promotes entrepreneurs, converts new technologies into commercial products, and creates jobs and economic growth. The impact of successful venture creation includes economic development by establishing new businesses that provide value to customers.
This document provides a sample scheme of work for a Level 2 Business, Administration and Finance unit on business enterprise. The scheme of work is divided into 5 topics that are assigned a number of hours: 1) Understanding the impact of entrepreneurship, 2) Developing a business idea, 3) Presenting the idea to investors, 4) Starting a business, and 5) Assessment. Each topic includes learning objectives, activities such as research and presentations, and links to functional skills. The document also provides resources for both teachers and learners.
This document discusses opportunity scouting and idea generation for new business ventures. It covers environmental analysis including the international, macro, and sectoral environments. The macro environment includes political, technological, social, legal, and economic factors. Sectoral analysis examines industry attractiveness based on profits, growth trends, competition, substitutes, and entry barriers. Opportunity scouting involves actively searching for business ideas by scanning the environment. The entrepreneurial process begins with identifying opportunities and evaluating them through screening and feasibility analysis to crystallize a business idea.
Research Project Report on Growth of Venture Capital Finance in India and Rol...Piyush Gupta
The research project report “Growth of Venture Capital Finance in India and role of Business Confidence Index” is undertaken as a part of MBA curriculum at Kurukshetra University. Venture Capital Finance is a mode of financing a high risk and new business ventures and is no more in the dormant stage in India.
The academic research study has been undertaken in order to know the current scenario of venture capital finance in India and to predict it near future rate of growth. The report also lookouts for market share of different economic sectors in terms of Venture Capital Investments and analyses growth of venture capital investment in these sectors.
The research project report further analyse whether values of Business Confidence Index can predict growth rate of Venture Capital Investments. For this reason Business Confidence Index by Confederation of Indian Industry (CII) has been used.
The report starts with Introduction to the topic i.e. Venture Capital Financing. It then throws light of this Industry in India. The report than provides objectives of this project, reviews of literature done and Research methodology used. It then provides details of Analysis and Interpretation followed by findings and conclusion.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
Once you are done with a good planning and modeling the launch of your new venture is equally important. Learn the key elements to launch your own business in India and discover the path traced from the startup stage to the IPO. Also understand the revival and exit startegy to milk the venture.
As per PTU B.Com Entrepreneurship Development Syllabus , Unit No. 2: Identification of Business Opportunities and tests of feasibility Project Management Feasibility and Viability analysis – Technical -Financial – Network – Appraisal and Evaluation – Project Report Preparation, Mobilizing resources for start-up. Basic start-up problems.
Venture capital is funding provided to startup companies and small businesses with perceived long-term growth potential. It involves three main actors: venture capital funds that manage money from investors, the investors who provide this money, and the entrepreneurial companies that receive the funding. There are typically five stages of venture capital funding as a company grows from an idea to commercialization to expansion. Venture capital carries high risk but also high potential returns and has played an important role in economic growth and job creation.
Peter f. drucker delivering value to customersSamir Mehta
Peter Drucker is widely considered the founder of modern management. He developed concepts still relevant to quality professionals today. Drucker believed the purpose of a business is to create customers by delivering value, not just to make a profit. He argued traditional cost accounting focuses too much on short-term profits and not enough on long-term value creation. Drucker emphasized the importance of measuring economic value added over profits to truly understand if an organization is creating wealth. He saw customers, not internal departments, as the only true profit centers for a business.
Mowgli: The Power of Mentorship_SME Advisor Magazine article_Dubai_October 2012Mowgli Foundation
Mowgli recently held a Mowgli Jam, quarterly get together between mentors and entrepreneurs, in Dubai where Tony Bury, Mowgli's Founder, shared his thoughts on why mentoring is so important, especially for entrepreneurs and why it it is so important for the MENA region. Mowgli Entrepreneurs and Mentors then shared their stories and journey with the audience...bringing Mowgl's mission to life!
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
1. The document discusses corporate venture financing and how it allows corporations to influence complementarity between their products and venture products. Using specialized corporate inputs can help reduce venture marginal costs.
2. It provides an example of Mercom Capital Group, a consulting firm that advises clean energy companies. It summarizes Mercom's report on 2013 global solar funding trends, including a drop in venture capital but rise in overall financing, and discusses some large projects and M&A deals.
3. Mercom invested in India's solar sector despite delays and uncertainty due to the potential for strong growth with supportive policies addressing power needs.
Study on Mutual Fund is the Better Investment PlanProjects Kart
Mutual funds have become a hot favorite of millions of people all over the world. The driving force of mutual fund is the ‘safety of the principal’ guaranteed, plus the added advantage of capital appreciation together with the income earned in the form of interest or dividend. People prefer Mutual Funds to bank deposits, life insurance and even bond because with a little money, they can get into the investment game. One can own string blue chips like ITC, TISCO, Reliance etc., through mutual funds. Thus, mutual funds act as a gateway to enter into big companies hitherto inaccessible to an ordinary investor with his small investment.
Venture capital power point presentationKarthik S Raj
Venture capital involves investing in startup companies and small businesses with growth potential. It provides funding to new companies and helps them grow. Venture capital is high-risk but can provide high returns. It is typically invested in technology, biotech, or other innovative companies. Venture capital funds pool money from investors and then invest in ventures on their behalf. They provide capital as well as management assistance to the companies they invest in.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It describes three competencies - discovery, incubation and acceleration - needed for managing radical innovation and discusses building these competencies into a system through activities like screening, coaching and transition management. Finally, it emphasizes the need for a systems approach that considers an organization's culture, strategy and leadership.
This document provides a syllabus for an Entrepreneurial Development course. It outlines 4 units that will be covered: (1) entrepreneur traits and types, (2) competing theories of entrepreneurship and entrepreneur development programs, (3) entrepreneur motivation and behavior, and (4) searching for business ideas and preparing feasibility reports. The syllabus also includes sample questions that will be asked to assess students, focusing on defining key terms and explaining concepts covered in the various units.
Sente Ventures Incubation Process Overview (English)Serhat Cicekoglu
The incubation process has three key phases:
1) An application and evaluation phase where a select few start-ups are chosen to participate every three months based on university strengths and clear expectations.
2) An intensive incubation phase focused on training, business model evaluation, and customer development planning to prepare for pitching to investors.
3) A customer development and funding phase where concepts are tested, operational execution occurs, and a pitch is made to investors for the opportunity to receive $25,000 in seed funding. Failed firms can reapply after one year.
The document discusses the promotion and analysis of business opportunities for new ventures. It defines promotion as initiating all necessary efforts to form a business, from conceiving an idea through establishment. Opportunity analysis evaluates possibilities through market analysis of demand, technical feasibility, financial projections, resource availability, business environment factors, and risk assessment. The location, layout, costs, profits, competition and other key factors are all considered to determine if an identified possibility presents a viable business opportunity.
The document discusses key concepts related to project management and new venture creation. It defines a project as a complex task with limited time and resources. Project management involves applying skills and techniques to meet project requirements. A project's stakeholders have interest in its success. The document also outlines the project life cycle phases from initiation to closure. It discusses entrepreneurship, identifying opportunities, and business planning. Important considerations for new ventures include ideas, strategy, market needs, and first-mover advantage. A business plan helps structure thoughts, raise capital, and track performance.
What is Venture? Types and Importance of VentureQaisar Ansar
This document provides an overview of ventures and venture creation. It defines a venture as a new business activity that involves risk and uncertainty. The venture creation process for entrepreneurs involves identifying market needs and demands that are not being met. There are several types of business structures that can be used for ventures, including sole proprietorships, partnerships, limited liability companies, and corporations. Venture creation is important for entrepreneurship as it promotes entrepreneurs, converts new technologies into commercial products, and creates jobs and economic growth. The impact of successful venture creation includes economic development by establishing new businesses that provide value to customers.
This document provides a sample scheme of work for a Level 2 Business, Administration and Finance unit on business enterprise. The scheme of work is divided into 5 topics that are assigned a number of hours: 1) Understanding the impact of entrepreneurship, 2) Developing a business idea, 3) Presenting the idea to investors, 4) Starting a business, and 5) Assessment. Each topic includes learning objectives, activities such as research and presentations, and links to functional skills. The document also provides resources for both teachers and learners.
This document discusses opportunity scouting and idea generation for new business ventures. It covers environmental analysis including the international, macro, and sectoral environments. The macro environment includes political, technological, social, legal, and economic factors. Sectoral analysis examines industry attractiveness based on profits, growth trends, competition, substitutes, and entry barriers. Opportunity scouting involves actively searching for business ideas by scanning the environment. The entrepreneurial process begins with identifying opportunities and evaluating them through screening and feasibility analysis to crystallize a business idea.
Research Project Report on Growth of Venture Capital Finance in India and Rol...Piyush Gupta
The research project report “Growth of Venture Capital Finance in India and role of Business Confidence Index” is undertaken as a part of MBA curriculum at Kurukshetra University. Venture Capital Finance is a mode of financing a high risk and new business ventures and is no more in the dormant stage in India.
The academic research study has been undertaken in order to know the current scenario of venture capital finance in India and to predict it near future rate of growth. The report also lookouts for market share of different economic sectors in terms of Venture Capital Investments and analyses growth of venture capital investment in these sectors.
The research project report further analyse whether values of Business Confidence Index can predict growth rate of Venture Capital Investments. For this reason Business Confidence Index by Confederation of Indian Industry (CII) has been used.
The report starts with Introduction to the topic i.e. Venture Capital Financing. It then throws light of this Industry in India. The report than provides objectives of this project, reviews of literature done and Research methodology used. It then provides details of Analysis and Interpretation followed by findings and conclusion.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
This document provides guidance on creating an effective business plan. It discusses the benefits of a business plan, including focusing ideas, creating a management track, identifying milestones, and attracting investors. The business plan should analyze strengths, weaknesses, opportunities, and threats. It should also demonstrate a source of value, a team that can execute the plan, and a sustainable product/service position. Getting input from professionals can enhance the business plan and chances of success.
Once you are done with a good planning and modeling the launch of your new venture is equally important. Learn the key elements to launch your own business in India and discover the path traced from the startup stage to the IPO. Also understand the revival and exit startegy to milk the venture.
As per PTU B.Com Entrepreneurship Development Syllabus , Unit No. 2: Identification of Business Opportunities and tests of feasibility Project Management Feasibility and Viability analysis – Technical -Financial – Network – Appraisal and Evaluation – Project Report Preparation, Mobilizing resources for start-up. Basic start-up problems.
Venture capital is funding provided to startup companies and small businesses with perceived long-term growth potential. It involves three main actors: venture capital funds that manage money from investors, the investors who provide this money, and the entrepreneurial companies that receive the funding. There are typically five stages of venture capital funding as a company grows from an idea to commercialization to expansion. Venture capital carries high risk but also high potential returns and has played an important role in economic growth and job creation.
Peter f. drucker delivering value to customersSamir Mehta
Peter Drucker is widely considered the founder of modern management. He developed concepts still relevant to quality professionals today. Drucker believed the purpose of a business is to create customers by delivering value, not just to make a profit. He argued traditional cost accounting focuses too much on short-term profits and not enough on long-term value creation. Drucker emphasized the importance of measuring economic value added over profits to truly understand if an organization is creating wealth. He saw customers, not internal departments, as the only true profit centers for a business.
Mowgli: The Power of Mentorship_SME Advisor Magazine article_Dubai_October 2012Mowgli Foundation
Mowgli recently held a Mowgli Jam, quarterly get together between mentors and entrepreneurs, in Dubai where Tony Bury, Mowgli's Founder, shared his thoughts on why mentoring is so important, especially for entrepreneurs and why it it is so important for the MENA region. Mowgli Entrepreneurs and Mentors then shared their stories and journey with the audience...bringing Mowgl's mission to life!
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
1. The document discusses corporate venture financing and how it allows corporations to influence complementarity between their products and venture products. Using specialized corporate inputs can help reduce venture marginal costs.
2. It provides an example of Mercom Capital Group, a consulting firm that advises clean energy companies. It summarizes Mercom's report on 2013 global solar funding trends, including a drop in venture capital but rise in overall financing, and discusses some large projects and M&A deals.
3. Mercom invested in India's solar sector despite delays and uncertainty due to the potential for strong growth with supportive policies addressing power needs.
Study on Mutual Fund is the Better Investment PlanProjects Kart
Mutual funds have become a hot favorite of millions of people all over the world. The driving force of mutual fund is the ‘safety of the principal’ guaranteed, plus the added advantage of capital appreciation together with the income earned in the form of interest or dividend. People prefer Mutual Funds to bank deposits, life insurance and even bond because with a little money, they can get into the investment game. One can own string blue chips like ITC, TISCO, Reliance etc., through mutual funds. Thus, mutual funds act as a gateway to enter into big companies hitherto inaccessible to an ordinary investor with his small investment.
Venture capital power point presentationKarthik S Raj
Venture capital involves investing in startup companies and small businesses with growth potential. It provides funding to new companies and helps them grow. Venture capital is high-risk but can provide high returns. It is typically invested in technology, biotech, or other innovative companies. Venture capital funds pool money from investors and then invest in ventures on their behalf. They provide capital as well as management assistance to the companies they invest in.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It describes three competencies - discovery, incubation and acceleration - needed for managing radical innovation and discusses building these competencies into a system through activities like screening, coaching and transition management. Finally, it emphasizes the need for a systems approach that considers an organization's culture, strategy and leadership.
This document provides a syllabus for an Entrepreneurial Development course. It outlines 4 units that will be covered: (1) entrepreneur traits and types, (2) competing theories of entrepreneurship and entrepreneur development programs, (3) entrepreneur motivation and behavior, and (4) searching for business ideas and preparing feasibility reports. The syllabus also includes sample questions that will be asked to assess students, focusing on defining key terms and explaining concepts covered in the various units.
Sente Ventures Incubation Process Overview (English)Serhat Cicekoglu
The incubation process has three key phases:
1) An application and evaluation phase where a select few start-ups are chosen to participate every three months based on university strengths and clear expectations.
2) An intensive incubation phase focused on training, business model evaluation, and customer development planning to prepare for pitching to investors.
3) A customer development and funding phase where concepts are tested, operational execution occurs, and a pitch is made to investors for the opportunity to receive $25,000 in seed funding. Failed firms can reapply after one year.
Ii d - virtanen development of opportunities-basic skills for entrepreneursOECD CFE
This document summarizes an international workshop on skills development for small and medium enterprises (SMEs) and entrepreneurship. The workshop covered topics such as business know-how, new business development perspectives, identifying opportunities, and developing opportunities. Business know-how is essential for regional development and can be acquired through education, experience, and learning by doing. Identifying opportunities involves understanding customer needs and problems. Developing opportunities progresses from defining a business concept to creating a business model and plan. The workshop emphasized the importance of interacting with customers and mobilizing resources to commercialize opportunities.
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
The Great India Startup Business Development Conference & Show; A National Convention for Startup Business & Entrepreneurship Bangalore April 20, 13 To register: www.thegreatindiashow.net/register
The document outlines 4 units of a syllabus on entrepreneurial development:
Unit I discusses entrepreneurial traits, types, and significance. Unit II covers competing theories of entrepreneurship and entrepreneurial development programs in India. Unit III focuses on entrepreneurial behavior, motivation, and innovation. Unit IV addresses finding business ideas, financing, technical/marketing assistance, and preparing feasibility reports.
The document then provides a sample question and answer related to defining entrepreneurs and their characteristics. It discusses the vision, knowledge, desire to succeed, independence, optimism, value addition, leadership, and risk-taking ability of entrepreneurs.
The document discusses the syllabus for the Entrepreneurial Development course. It is divided into 4 units which cover topics like entrepreneurial traits, types and significance; theories of entrepreneurship; entrepreneurial behaviour and motivation; and searching for business ideas.
The key points covered are:
1. Unit I discusses entrepreneurial traits, characteristics, qualities and functions of entrepreneurs as well as their role in economic growth.
2. Unit II covers competing theories of entrepreneurship and entrepreneurial development programs in India.
3. Unit III examines entrepreneurial behaviour, motivation, success in rural areas, and the relationship between innovation and entrepreneurship.
4. Unit IV focuses on searching for business ideas
The document outlines 4 units of a syllabus on entrepreneurial development:
Unit I discusses entrepreneurial traits, types, and significance. Unit II covers competing theories of entrepreneurship and entrepreneurial development programs in India. Unit III focuses on entrepreneurial behavior, motivation, and innovation. Unit IV addresses finding business ideas, financing, technical/marketing assistance, and preparing feasibility reports.
The document then provides a sample question and answer related to defining entrepreneurs and their characteristics. It discusses the vision, knowledge, desire to succeed, independence, optimism, value addition, leadership, and risk-taking ability of entrepreneurs.
The document describes a competition and workshop being organized by Kent Connects and Kent Business School to stimulate innovation in public services. Students will advise digital entrepreneurs on developing prototypes into viable businesses. The workshop will: 1) have students work with entrepreneurs to develop business plans for prototypes; 2) include demonstrations and feedback; 3) provide mentoring and simulate challenges. The goal is for students to gain experience advising entrepreneurs, and for innovators to develop prototypes into marketable ventures.
The document provides guidance for CFOs on developing a successful IT leadership team, including discussing the relationship between CFOs and CIOs, fundamentals of IT governance and operations, strategies for sourcing and hiring CIOs for new organizations, turnarounds, or sudden departures, and the roles and responsibilities of CFOs in ensuring IT leadership success. Key recommendations include being clear on the needed skills and abilities of the CIO, getting help to conduct the CIO search and hire, and providing ongoing support and communication from the CFO during the CIO's tenure.
This document provides guidance on developing a business case for an enterprise initiative. It discusses key components of a business case including establishing the current business needs and strategic goals, assessing the current and future states, identifying alternatives, and performing financial, risk, and sensitivity analyses. The document emphasizes that a successful business case is credible, provides practical value to decision makers, and accurately predicts outcomes. It also provides examples of business case formats and key elements to include such as objectives, assumptions, cost/benefit models, comparisons of alternatives, and conclusions and recommendations.
Entrepreneurial development www.it-workss.comVarunraj Kalse
The document discusses the syllabus for the Entrepreneurial Development course. It is divided into 4 units which cover topics like entrepreneurial traits, types and significance; theories of entrepreneurship; entrepreneurial behaviour and motivation; and searching for business ideas.
The key points covered are:
- Unit I discusses entrepreneurial traits, characteristics, qualities and functions of entrepreneurs and their role in economic growth.
- Unit II covers competing theories of entrepreneurship and entrepreneurial development programs in India.
- Unit III focuses on entrepreneurial behaviour, motivation and innovation.
- Unit IV looks at searching for business ideas, financing, technical and marketing assistance for new business units.
The document describes 12 corporate training programs conducted by Positive Revolution. The programs cover topics such as presentation skills, business networking, change management, creativity and innovation, customer service, team building, leadership, communication, negotiation, sales, stress management, and employeepreneurship. Each program description includes the topics covered, who the program is ideal for, and the modules or content included in the training.
Santa Fe Foro De Capital Innovacion September 5 2012 V3 SmLisandro Bril
The document discusses the entrepreneurial capital ecosystem in Argentina, including:
1) An overview of venture capital and its role in fostering economic growth.
2) The current state of Argentina's entrepreneurial ecosystem, including sources of financing, support areas, and the regulatory environment.
3) Challenges in Argentina's environment for entrepreneurship capital compared to more developed ecosystems in countries like Brazil, Chile, Colombia, and Peru.
Gillian Easson for 2nd Russian-British Creative Economy forumbritishcouncilrus
Gillian Easson, Development Manager, NESTA (National Endowment for Science, Technology and the Arts)
Joining NESTA in 2006, Gillian has managed the initiatives supporting innovative creative entrepreneurs across the UK, including projects: Starter for 6 , Peer Mentoring and Insight Out.
Gillian led the development of NESTA’s successful Creative Enterprise Toolkit.
This step-by-step interactive resource helps creative individuals to plan, build, communicate and launch their new creative business. The toolkit has been used by hundreds of successful creative entrepreneurs around the world, from fashion designers, to freelance artists, to technology start-ups. They have used the resources, activities and case studies to develop their good ideas; and consider their personal motivations and aspirations for enterprise. NESTA also ran train-the-trainer events for tutors from Universities and colleges; and now the toolkit is being used widely in Universities across the UK.
With a background and passion for good design, Gillian believes that design is key to delivering engaging, creative and effective forms of support. Gillian has extensive experience of developing and delivering programmes in the charity and not-for-profit sectors; particularly within the areas of creative enterprise, education and employment.
NESTA is the National Endowment for Science, Technology and the Arts - an independent body with a mission to make the UK more innovative. We invest in early-stage companies, inform policy, and deliver practical programmes that inspire others to solve the big challenges of the future.
We know the creative industries are critical to the UK’s cultural and economic success, contributing more than £50 billion to the economy every year. They also generate important 'spillover' benefits for other sectors that work with them to create innovative products and services. But creative businesses face their own unique barriers to growth and success. NESTA is working to understand why, and to find ways of helping creative businesses unleash their full innovative potential.
Supporting Growth, Enhancing Competitiveness: Emergent Support Models for Creative Entrepreneurs
Moscow Dec 2011
http://www.britishcouncil.org/russia-common-projects-cultural-creative-economy-russian-british-forum-2011-2nd-report.htm
This document provides an overview of entrepreneurship and entrepreneurial competencies. It defines an entrepreneur as someone who organizes, manages, and takes on the risks of running a business to pursue opportunities. The document then discusses a research study conducted by EDI that identified 15 major competencies of successful entrepreneurs, such as initiative, seeing and acting on opportunities, persistence, and problem solving. It explains that entrepreneurial competencies involve a combination of knowledge, skills, motives, and traits. The document concludes by outlining a process for developing these competencies that involves self-assessment and understanding one's strengths and areas for improvement.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
The document discusses women entrepreneurship in India. It provides context on why women take up employment, categorizes women entrepreneurs based on factors like location, industry, and education level. It outlines government support programs for women's economic activities and entrepreneurship, including financial support, training programs, and industry associations. Key statistics on women work participation rates in India over time are presented. Examples of successful women entrepreneurs in different fields are provided. Challenges faced by women entrepreneurs and suggestions to address them are also mentioned.
The document discusses the importance of conducting a feasibility study before starting a new business venture. A feasibility study evaluates the potential risks and chances of success for a proposed business idea. It involves analyzing the market, competition, financial requirements, operational processes and other factors to determine if the business idea is viable and worth pursuing through creating a full business plan. The feasibility study establishes the foundation for the business plan and helps decide whether to proceed with the new venture idea or not.
This document discusses the concept and context of entrepreneurship development. It provides an overview of how entrepreneurial activity has emerged in developing countries as they transition from subsistence to market economies. It then reviews several major theories and definitions of entrepreneurship proposed by economists and social scientists over time, focusing on risk-taking, innovation, and exploiting opportunities. Finally, it examines alternative socio-cultural, psychological, trait-based, and demographic approaches that have been used to understand entrepreneurial behavior.
The document discusses various topics related to entrepreneurship development including perspectives on entrepreneurship, creating entrepreneurial ventures, project management, reasons for entrepreneurial failure, and support for women entrepreneurs. It also defines entrepreneurship, describes the role of entrepreneurs, and outlines concepts like venture capital, tax concessions, leasing, hire purchase, support systems, market research, credit policies, and support organizations.
This document discusses entrepreneurship and provides information about entrepreneurs and their characteristics. It begins by defining entrepreneurship and describing the different types of entrepreneurial activities and organizations that support entrepreneurs. It then discusses the stages of evolution of entrepreneurship from hunting and pastoral stages to the current industrial stage. The document also differentiates between entrepreneurs and intrapreneurs as well as entrepreneurs and managers. Finally, it outlines several key attributes of successful entrepreneurs such as having a vision, belief in themselves, a clear plan, focus on customers, thinking creatively, and building a strong team.
1. Women entrepreneurs in India face several challenges including lack of access to financial capital and social/cultural barriers. Family obligations and lack of independence make it difficult for women to devote sufficient time to business.
2. Attitudinal issues also present challenges, as women often lack confidence in their abilities and face skepticism from banks and investors in assessing creditworthiness. Women entrepreneurs also have less access to education, technology, and business networks relative to their male counterparts.
3. Overcoming these obstacles requires support through targeted training programs, access to financing, and initiatives to change social norms regarding women's roles in the economy and empower them to participate fully in entrepreneurship.
The document outlines the typical contents of a business plan, including an executive summary, analysis of the industry and company, market research, economics, management team, and financial plan. It provides detailed guidance on the information to include in each section, such as descriptions of customers, competitors, products, strategy, costs, risks, and financial projections. The goal is to present all relevant information to potential investors to obtain funding for the new business.
1. A void agreement is one that is not enforceable by law and does not create any legal obligations.
2. Certain types of agreements are considered void, including those made by incompetent parties, under mutual mistake, with an unlawful consideration/object, in restraint of marriage or trade, or that are uncertain or involve wagering.
3. For an agreement to be considered a void wagering agreement, it must involve a promise to pay money or its equivalent based on an uncertain event outside the parties' control, where neither party has any other interest in the outcome.
The document summarizes the Sale of Goods Act of 1930 in India. Some key points:
- It defines and amends laws around the sale of goods in India.
- It covers the formation of sales contracts, including defining buyers and sellers, delivery, implied conditions around quality and fitness for purpose.
- It distinguishes between a sale where property is immediately transferred, and an agreement to sell where property transfer is conditional or at a future time.
- It addresses issues like goods perishing before or after an agreement is made, setting prices, and conditions versus warranties in a sales contract.
The document discusses key concepts in contracts for the sale of goods under the Sale of Goods Act 1930 including:
1) A contract of sale involves the transfer of property in goods from a seller to a buyer in exchange for a price.
2) A sale involves the immediate transfer of property, while an agreement to sell involves transfer at a future time or when conditions are met.
3) Essential elements of a valid sale contract are two parties, goods, price, and transfer of property.
4) Key differences between a sale and hire purchase agreement are that a sale transfers full ownership to the buyer, while a hire purchase agreement transfers ownership only after installments are paid in full.
This document discusses various remedies available for breach of contract, including rescission, damages, payment of interest, quantum meruit, specific performance, injunction, and rectification or cancellation. Damages can include ordinary damages, special damages, vindictive or exemplary damages, nominal damages, and damages for loss of reputation, inconvenience, and discomfort. Payment of interest may include default interest rates and compound interest. Specific remedies depend on the type of contract and breach.
The document discusses various aspects of performing contracts including:
1. The requisites of a valid tender including being unconditional, for the whole quantity, by an authorized person, at the proper time and place, and to the proper person.
2. Circumstances where contracts do not need to be performed such as when performance becomes impossible or the parties agree to modify or rescind the contract.
3. Who is responsible for contract performance - the promisor, their agent, legal representatives, or a third party. Joint promisors' obligations can devolve through default or release.
4. Time and place of performance depends on what is specified in the contract or prescribed by the promisee
The document summarizes key changes to the Committee of Sponsoring Organizations of the Treadway Commission's (COSO) internal control framework, including:
1) It adds three new components - internal environment, objective setting, and event identification - expanding the original five components.
2) It adds a strategic objective to the original three objectives of operations, reporting, and compliance.
3) It provides overviews of the eight components and four objectives, outlining factors and processes within each.
The framework is intended to help organizations effectively manage enterprise risks and achieve objectives.
The document discusses the legal concepts of offer and acceptance. It defines an offer as a proposal made by one party to another to enter into a legally binding agreement. For an offer to be valid, it must be definite, unambiguous, and communicated to the offeree. An acceptance is the manifestation of assent by the offeree to the terms of the offer, creating a legally binding promise. For an acceptance to be valid, it must be absolute, within a reasonable time period, and communicated to the offeror. The document outlines the rules and legal requirements regarding offer, acceptance, revocation, and rejection.
The document discusses negotiable instruments under the Negotiable Instruments Act 1881. It defines negotiable instruments as written documents that transfer ownership rights to another person upon delivery (if payable to bearer) or endorsement and delivery (if payable to order). The key characteristics are that the instrument must be payable to order or bearer, freely transferable, presume the holder as a holder in due course with valid title, and presume consideration. Common negotiable instruments are promissory notes, bills of exchange, and cheques. A promissory note contains an unconditional promise to pay a definite sum of money to a specific person or bearer. A bill of exchange is an unconditional order to pay a definite sum of money
The document discusses the nature of contracts under Indian law. It notes that the Indian Contract Act of 1872 lays out general principles and some special contracts, and covers indemnity and guarantee. A contract is defined as an agreement enforceable by law, consisting of an agreement and enforceability. There must be consensus between the parties for a valid contract. Essential elements include offer and acceptance, lawful consideration, capacity and consent of parties, lawful object, and agreements not declared void. Contracts are classified based on validity, formation, and performance.
An object or agreement is considered illegal if:
1) It is forbidden by law or would defeat the provisions of any law.
2) It is fraudulent or involves injury to another's person or property.
3) A court regards it as immoral or opposed to public policy.
Indemnity and guarantee are both types of contracts where one party promises to compensate another for loss or liability. [1] Indemnity involves two parties, where the indemnifier promises to reimburse the indemnified for losses caused by the indemnifier or third parties. [2] Guarantee involves three parties, where the guarantor promises the creditor payment or performance by the principal debtor. [3] The rights and obligations of each party differ between indemnity and guarantee.
The document discusses different ways in which consent can be flawed in a contract, specifically coercion, undue influence, misrepresentation, and mistake. It defines coercion as committing or threatening a criminal act, and undue influence as exploiting a position of power over another party. Misrepresentation requires a false statement of material fact made knowingly to deceive the other party. Consent obtained through any of these flawed means can make a contract voidable.
This document outlines various ways a contract can be discharged or ended, including:
1) By performance or attempted performance by the parties.
2) By agreement or consent through methods like novation, rescission, alteration, or waiver.
3) By impossibility of performance, either existing at the time of agreement or arising later, through destruction of the subject matter, changes in law, or other supervening events.
4) By the lapse of time, operation of law due to events like death or insolvency, or breach of contract terms by one or both parties.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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1. ANSAL INSTITUTE OF TECHNOLOGY, GURGAON
Course Code: MF301
Course Title: Entrepreneurship Development
Credits: 4
Lectures: 4 classes (Theory) per week (Each class is of 50 mins.)
Faculty: Dr. M S Mamik
Contact (Off): D-401; 0124-4750503
Email id: msmamik@aitgurgaon.org
Course objectives:
The aim of the course is to kindle the spirit of entrepreneurship and innovativeness
among our budding youth so that they are adequately familiarized with the concept
practice and process of entrepreneurship.
The emphasis in this course is on transforming students approach from being a manager
seeking jobs to an budding and enthusiastic entrepreneur who seeks high returns while
taking calculated risks and provides jobs. Using a multidisciplinary approach to
applying and synthesizing concepts and techniques from the functional areas of
accounting, finance, managerial economics, marketing, operations management, and
organization behavior in the context of new venture development this transformation can
be achieved. Making a successful business plan and implementing it is the skill and end
desired.
The students will be challenged to shift from being a receiver of ideas, facts, concepts
and techniques, to a style that involves generating ideas, identifying opportunities and
solving problems, analyzing and evaluating alternatives, and formulating workable action
plans, thus putting theoretical knowledge into practice.
Course Description:
Introduction to entrepreneurship development, creating entrepreneurship venture, project
management, entrepreneurial development and government, pitfall of entrepreneur and
women entrepreneur.
S.No. Units Topics to be Objective and Teaching Lectur
covered skills learning es
strategies
1. Concept of To explain the Lectures, 5
Unit-1 entrepreneurship Concept of Problem periods
development entrepreneurship solving
2. Evolution of the development, examples,
concept of Describe the Assignments,
entrepreneur Evolution of the Quizzes
The Entrepreneur vs. concept of
entrepreneurial Entrepreneur, entrepreneur,
development Entrepreneur vs. Distinguish
perspective Intrapreneur, between the
Entrepreneur vs. Entrepreneur,
Manager Intrapreneur,
Attributes and Entrepreneurship
Characteristics of a and Manager.
successful Identify the
Entrepreneur Attributes and
Role of Characteristics of
Entrepreneur in a successful
India economy and Entrepreneur.
developing Outline and
economy with Explain the Role
reference to self of Entrepreneur
Employment in India economy
Development and developing
Entrepreneurial economy with
Culture reference to self
Employment
Development
Entrepreneurial
Culture.
2. Unit-2 Business Planning Outline and Lectures, 10
process Describe the Problem periods
Environment Business solving
Analysis-Search Planning examples,
Creating and Scanning process, Assignments,
entrepreneurial Identifying Environment Quizzes
venture problems and Analysis-Search
Opportunities and Scanning
Defining business Identifying
Idea problems and
Basic government Opportunities
procedures to be Defining
compiled with business Idea.
Outline Basic
government
procedures to be
compiled with.
3. 3. Technical, Explain and Lectures,
Unit-3 Financial, evaluate the Problem
Marketing, Technical, solving
Personnel, Financial, examples,
Project Management Marketing, Assignments,
Management Feasibility Personnel, Quizzes
Estimating and Management
financing funds Feasibility
requirements- Estimating and
Schemes offered financing funds
by various requirements-
commercial banks Schemes offered
and financial by various
institution like commercial
IDBI, ICICI, banks and
SIDBI, SFCs financial
Venture Capital institution like
funding IDBI, ICICI,
SIDBI, and
SFCs.
Distinguish
between venture
capital funding
and angel
Investors.
4. Role of Central Explain the Role Lectures, 7
Unit-4 government and of Central Problem periods
State government government and solving
in promoting State government examples,
entrepreneurship- in promoting Assignments,
Entrepreneursh Introduction to entrepreneurship- Quizzes
ip various incentives, Introduction to
development subsidies and various
and grants-Export incentives,
Government oriented units- subsidies and
Fiscal and tax grants-Export
concessions oriented units-
available Fiscal and tax
Role of following concessions
agencies in the available.
entrepreneurship Determine and
Development- describe the
district industries Role of
Centers (DIC), following
Small Industries agencies in the
4. service Institutes entrepreneurship
(SISI), Development-
Entrepreneurship district industries
development Centers (DIC),
Institute of India Small Industries
(EDII), National service Institutes
Institute of (SISI),
Entrepreneurship Entrepreneurship
and small business development
development Institute of India
(NIESBUD), (EDII), National
National Institute of
entrepreneurship Entrepreneurship
development board and small
(NABD) business
development
(NIESBUD),
National
entrepreneurship
development
board (NABD).
5. Unit-5 Why do Classify and Lectures, 4
entrepreneur fails? Identify Why Problem periods
does solving
Pitfalls of entrepreneur examples,
entrepreneur fails? Assignments,
Quizzes
6. Unit-6 Reason for low/ Outline and Lectures, 4
No Entrepreneurs Evaluate the Problem periods
Women Role, Problems Reason for low/ solving
Entrepreneur and Prospects No examples,
Entrepreneurs Assignments,
Role, Problems Quizzes
and Prospects
Student Requirement
(a)Students are expected to be regular in attendance and come prepared for the
topic under discussion as also be prepared to answer questions related to topics already
covered.
(b) Reading of Autobiographies of leading and innovative entrepreneurs and
innovative business processes in various publications is highly encouraged. Extensive
use must be made use of the internet resources to improve the overall background and
enhance the knowledge base in this very important area for self development.
5. (c) Students will be required to present scenarios in class based on their
understanding of topics and collected information from multiple sources. Debates and
group discussion will be encouraged along with role playing for which groups would be
formed. A participative and inquisitive environment is encouraged.
(d) Students will be required to answer questions in writing or quizzes without
prior warning which will be part of the evaluation process.
(e) Further active class participation would be encouraged and will form an
integral part of assessment of comprehension and application.
(f) Students are required to maintain the decorum of the class, keep cell phones
off and learn from each other as much as possible.
(g) Case studies need adequate reading and thorough comprehension and logical
arrangement of thought for effective solutions. These solutions should be
comprehensively presented in both written and oral formats.
(h) Assignments are to be worked on individually and the solutions should not be
taken from any source which is not referred to in the paper. Common solutions or those
with similarity will receive zero marks. Late submissions will also be heavily penalized.
Assessment and Evaluation:
1. Term Paper, Assignments, Case studies and Quizzes- (Assignment submitted by
due date only valuated)
2. Class Performance and participation, Book Review and presentation/ Role
Playing:
3. Attendance
Total for 1, 2 and 3: 10%
4. Minor Test 1 & 2: 5+5= 10%
5. Major Test (Final Examination): 80%
100%
5. Term Paper- All students are to write a business plan complete in all respects for
implementing their own idea of a workable business proposition which they intend
to undertake after the course as an entrepreneur. They should make use of all the
learning and available analytical tools, marketing research , govt. and other
facilities like credit, know how, concessions, training, taxes and quality as well as
other incentives which can be availed. In order that they can draw interest from
financiers and /or venture capitalists, students would be required to make a 5-7
minute presentation of their business plan and be prepared to answer queries on the
financial, operational viability of the proposal and marketability of the product or
service being delivered.
6 .Role Play Groups – participants would be divided into groups for presentation
and role plays.
Three role plays( of 15 min each ) topics to be be presented by each group are:-
6. (a) Explaining role of Entrepreneur to a rural audience for promoting
self help groups for inclusive growth.
(b) Difficulties of an entrepreneur starting a Business in India
(c) Mera Bharat Mahan – Promoting India as an Investment
Destination
6. Required Textbooks
1. “Enterpreneur Development : New Venture Creation : Satish Taneja and
S.L.Gupta; Galgotia 2003 reprint 2006.
2. “Enterpreneurship : Robert D.Hisrich, Michael P.Peters Dean Shephard; Mc
Graw Hill 2007
8. Reference Books
1. Entrepreneurship and Small Business : Saini, J S ; Rawat Publication 1998,
2. Entrepreneurship and Small Business management: C B Gupta &
Khanka , S S Sultan chand 2006,
3. Entrepreneurship, Strategic Management and Globalization : DD Sharma; Rawat
Publication 1999,
4. Entrepreneurship: Robert D Hisrich ; TMH 2002
5. Entrepreneurship: an international perspective : Alison Morrison; Butterworth
Heinemann 1998
6. Entrepreneurship and small scale industries: Batra, G S ; Deepa & Deep 1999,
7. Entrepreneurship in 21st century: Rathore, B S ; Rawat Publication 1999,
8. Entrepreneurship:new venture creation : David, H. Holt ; Prentice- Hall 2000,
9. Entrepreneurship theory at the crossroads: Mathew J Manimala ; Wheeler 1999,
10. Harvard Business review on entrepreneurship: HBS; HBR Press 1999,
11. Dynamics of entrepreneual development and Management: Vasant Desai;
Himalaya 2006,
12. Small Business Management: an entrepreneurial emphasis: Justin , Langeneeker
G ; Thomson 2003,
13. Entrepreneurship Development” , S S Khanka ; S.Chand ,2008
15 “Business Innovation” Praveen Gupta”; S Chand ; I Edition 2008
16. “Tripple Bottom line Reporting”; S Singh; Prentice- Hall
17. “Business Analysis” ; Pradeep Hari Pendre ; Prentice- Hall
18. Timmons, Jeffrey A. & Spinelli, Stephen, New Venture Creation 7th Ed.
(2006) McGraw Hill ISBN # 13: 978-0-07-328591-7 (In syllabus as NVC)
19. William D. Bygrave, ed. The Portable MBA in Entrepreneurship, 3rd Edition.
(New York: John Wiley & Sons, 2004).
20.
7. 5. Recommended Reading
• Tarun Khanna “India and China : A Thousand Enreprenuers”, HBS Publishing
2008
• During the semester, additional articles related to the different course topics may
be added from recent publications.
• Students should supplement the text with readings in the Entrepreneurial
literature.
• Business World, Business Today.
• Economic Times, Financial Express.
Films: Guru , Aviator
Websites: Would be indicated separately
Readings: ET , Business World , Economist, Business Today, Autobiography of leading Global & Indian
Entrepreneurs