The document discusses the future of family businesses in India, noting that they account for a large percentage of GDP and employment in India. Family businesses are adapting by allowing younger generations more flexibility and input, and with continued professionalization they are expected to remain an important part of the Indian economy going forward. The success of transitioning leadership between generations will be key to the long-term success of family businesses.
Lakme is a leading Indian cosmetics brand owned by Hindustan Unilever. It offers a wide range of products including lipsticks, which range in price from Rs. 475 to Rs. 1200. Lakme uses celebrities as brand ambassadors and sponsors the Lakme Fashion Week to promote its products. It focuses on targeting young, urban women and positions itself as a customized beauty brand for Indian customers.
This document summarizes the career and success story of Sanjeev Bhikhchandani, the co-founder and CEO of Info Edge (India) Pvt. Ltd, which owns the job search website Naukri.com. It describes how Bhikhchandani had the idea to start Naukri.com in 1996 to provide a centralized online platform for job listings. With help from friends and family, he launched Naukri.com in 1997. Though initial growth was slow, the website gained popularity. It has since become India's largest online job search company.
Corporate entrepreneurship management in indiaVishwatej Vishu
This document discusses corporate entrepreneurship and intrapreneurship in India. It defines corporate entrepreneurship as individuals within an organization pursuing opportunities regardless of their current resources. Corporate entrepreneurship can involve starting new business units, transforming existing companies, or driving innovation. The key difference between entrepreneurs and intrapreneurs is that entrepreneurs work independently for profits, while intrapreneurs bring new ideas to fruition within an existing organization. The document also outlines the changing role of entrepreneurs in India over time and lists some of the qualities and types of successful entrepreneurs.
This document provides an analysis of various balanced and liquid funds. It begins with an introduction to mutual funds and their structure. It then discusses company profiles, types of balanced and liquid funds, and analytical tools used to compare fund performance such as Sharp ratio, Treynor ratio, and standard deviation. Several chapters analyze specific mutual funds and present the results of a survey on the industry. The conclusion suggests that balanced and liquid funds are growing in popularity and performance is improving. The mutual fund industry is expanding rapidly in India.
This document contains a questionnaire about investors' preferences for investing in mutual funds. It asks about the types of investments preferred, factors considered while investing, experience investing in mutual funds including scheme details, features that attract investors to mutual funds, preferred mutual fund companies and sectors, and personal details. The questionnaire contains both multiple choice and open-ended questions to understand investors' knowledge of and experience with mutual funds.
A project report on awareness of mutual funds 1Nirali Nayi
This document is a project report submitted by Swati M. Suthar and Nirali D. Nayi for their Advance Diploma in Banking and Insurance at S.K. College of Business Management, HNGU, Patan. The report is about creating awareness of mutual funds and was conducted under the guidance of their faculty member Mr. Nisarg Khamar. It includes a certificate from their guide, preface, acknowledgements, executive summary, and the beginning of the introduction chapter which provides an overview of what a mutual fund is.
This is an explanation and further exploration of Rosabeth Moss Kanter’s article: How Great Companies Think Differently, as published in the Harvard Business Review. This elaborates on the concept of institutional logic and its six facets, with examples of companies such as GE, Unilever, Heinz, P&G and more.
Customer perception towards mutual fundsProjects Kart
The document provides an overview of Karvy, an Indian financial services company. It details Karvy's various services including stock broking, distribution of financial products like mutual funds, depository services, advisory services, and more. It outlines Karvy's history and growth over the past 20 years to become a premier integrated financial services provider in India.
Lakme is a leading Indian cosmetics brand owned by Hindustan Unilever. It offers a wide range of products including lipsticks, which range in price from Rs. 475 to Rs. 1200. Lakme uses celebrities as brand ambassadors and sponsors the Lakme Fashion Week to promote its products. It focuses on targeting young, urban women and positions itself as a customized beauty brand for Indian customers.
This document summarizes the career and success story of Sanjeev Bhikhchandani, the co-founder and CEO of Info Edge (India) Pvt. Ltd, which owns the job search website Naukri.com. It describes how Bhikhchandani had the idea to start Naukri.com in 1996 to provide a centralized online platform for job listings. With help from friends and family, he launched Naukri.com in 1997. Though initial growth was slow, the website gained popularity. It has since become India's largest online job search company.
Corporate entrepreneurship management in indiaVishwatej Vishu
This document discusses corporate entrepreneurship and intrapreneurship in India. It defines corporate entrepreneurship as individuals within an organization pursuing opportunities regardless of their current resources. Corporate entrepreneurship can involve starting new business units, transforming existing companies, or driving innovation. The key difference between entrepreneurs and intrapreneurs is that entrepreneurs work independently for profits, while intrapreneurs bring new ideas to fruition within an existing organization. The document also outlines the changing role of entrepreneurs in India over time and lists some of the qualities and types of successful entrepreneurs.
This document provides an analysis of various balanced and liquid funds. It begins with an introduction to mutual funds and their structure. It then discusses company profiles, types of balanced and liquid funds, and analytical tools used to compare fund performance such as Sharp ratio, Treynor ratio, and standard deviation. Several chapters analyze specific mutual funds and present the results of a survey on the industry. The conclusion suggests that balanced and liquid funds are growing in popularity and performance is improving. The mutual fund industry is expanding rapidly in India.
This document contains a questionnaire about investors' preferences for investing in mutual funds. It asks about the types of investments preferred, factors considered while investing, experience investing in mutual funds including scheme details, features that attract investors to mutual funds, preferred mutual fund companies and sectors, and personal details. The questionnaire contains both multiple choice and open-ended questions to understand investors' knowledge of and experience with mutual funds.
A project report on awareness of mutual funds 1Nirali Nayi
This document is a project report submitted by Swati M. Suthar and Nirali D. Nayi for their Advance Diploma in Banking and Insurance at S.K. College of Business Management, HNGU, Patan. The report is about creating awareness of mutual funds and was conducted under the guidance of their faculty member Mr. Nisarg Khamar. It includes a certificate from their guide, preface, acknowledgements, executive summary, and the beginning of the introduction chapter which provides an overview of what a mutual fund is.
This is an explanation and further exploration of Rosabeth Moss Kanter’s article: How Great Companies Think Differently, as published in the Harvard Business Review. This elaborates on the concept of institutional logic and its six facets, with examples of companies such as GE, Unilever, Heinz, P&G and more.
Customer perception towards mutual fundsProjects Kart
The document provides an overview of Karvy, an Indian financial services company. It details Karvy's various services including stock broking, distribution of financial products like mutual funds, depository services, advisory services, and more. It outlines Karvy's history and growth over the past 20 years to become a premier integrated financial services provider in India.
Havells India Ltd is an electrical equipment manufacturing company founded in 1958 in Delhi, India. It has a presence across 5 continents and 50 countries with 94 branches and over 8,000 professionals. Havells is headquartered in Noida, India and was started by former schoolteacher Qimat Rai Gupta with $200 in capital. Today, Havells has a wide product range including switchgears, cables, lighting, and electrical appliances. It owns the Sylvania brand acquired in 2007 and has manufacturing units in India and 18 plants globally. Havells promotes its brand through cricket sponsorships and has over 8,000 employees across its global operations.
This document contains a 15-page summer internship project report submitted by Yash Bhati to Jai Narayan Vyas University. The report details Yash Bhati's internship at Angel Broking Pvt. Ltd., a stock brokerage firm, under the guidance of Mr. Kailash Purohit. The report includes sections on stock exchanges, capital markets, Angel Broking's business, products/services, account opening, equity/derivatives trading, research methodology, findings and conclusions. It also acknowledges those who helped with the internship and research.
(Icici copy)summer internship report icici direct (1)kavita tripathi
This document provides information about a summer training project conducted by Kavita Tripathi for her MBA program. The project was titled "Mutual Fund Simplified" and was conducted under the supervision of industry guide Mr. Ashish Ranjan and faculty guide Ms. Saumya Rastogi. The document includes an acknowledgement, executive summary, and details about ICICI group and its subsidiaries such as ICICI Bank, ICICI Prudential Life Insurance, and ICICI Securities. It also provides information about mutual funds and the objectives and methodology of the summer training project.
Business project report on 4 wheeler automobile workshop. detail project repo...SourceAdvisoryServic
Business project report on 4 wheeler automobile workshop. detail project report for a bank loan.
contact on www.sourceadvisory for more information on the project report
www.sourceadvisory.in
This report only prepared for my academic requirement not for any other purpose. It might not be used with the interest of opposite party of the corporation.
under tjis report cover my internship industry introduction, company introduction, and marketing department.
Insurance as an investment tool with regards to ULIP at Birla Sunlife InsuranceBhavesh Kundnani
The document is a report on a summer internship project about unit linked insurance plans (ULIPs) conducted by Bhavesh N. Kundnani for his MBA program. It includes an introduction, industry and company profiles, literature review, research methodology, data analysis, findings, conclusions, and recommendations. The key points are:
- The project examines ULIPs as an investment tool and analyzes customer awareness and preferences regarding ULIPs.
- It provides background on the insurance industry globally and in India, as well as an overview of Birla Sun Life Insurance Company where the internship took place.
- The research methodology section outlines the problem statement, objectives, sampling approach, and data analysis plan
The document discusses frameworks for disruptive innovation and how established companies can successfully pursue it. It argues that companies should:
1) Frame disruptive innovations as threats to gain commitment for resources, and later shift them to autonomous units where they are seen as opportunities.
2) Evaluate whether innovations target non-consumers or the low-end of existing markets.
3) Consider production design and modular architectures that improve flexibility when pursuing disruptions, as performance overshooting often occurs. Heavyweight teams and autonomous units can successfully commercialize disruptions.
Aravind Eye Care System was founded in 1976 in Madurai, India by Dr. G. Venkataswamy to eliminate needless blindness through providing high-quality and affordable eye care. It has since grown to become the largest provider of eye care in the world, conducting over 2 million patient visits and 850,000 surgeries per year across four hospitals and over 1,400 outreach camps. The nonprofit model relies on cross-subsidization between paying and free patients to remain financially sustainable while maximizing its social impact. Key principles include efficient operations, innovative technologies, training programs, and self-sufficiency through revenue generation to fulfill its mission of eliminating needless blindness.
Finance project report on a study on financial derivatives ...Mba projects free
This document is a study on financial derivatives (futures and options) submitted for a Master's degree in Business Administration. It discusses the emergence and growth of derivatives markets as a way for economic agents to hedge against price risks. Derivatives derive their value from an underlying asset and are used by banks, firms, and investors for hedging, speculation, and arbitrage. The main types of derivatives are futures, options, warrants, LEAPS, baskets, and swaps. The study analyzes derivatives trading in India and examines how it impacts market volatility.
This document provides an overview of entrepreneurship development. It discusses the need and significance of entrepreneurship development in a global context. Entrepreneurship development programs aim to develop entrepreneurial qualities, motivate achievement, and enable participants to start their own businesses. The document outlines the typical objectives, content, and misconceptions of entrepreneurship development programs. It also discusses different target groups for these programs and the role of entrepreneurs in economic development, with the state playing an important supporting role.
This document is a project report submitted to Krishna University by Nitish Nair in partial fulfillment of an MBA degree. The report studies and analyzes the top 3 large cap equity mutual fund schemes across the Indian mutual fund industry. It provides background on mutual funds, their history and growth in India. The report will analyze specific mutual fund companies and their large cap equity schemes through data collection and interpretation to make findings and suggestions.
The document discusses various business opportunities including start-ups, buyouts, franchising, and family businesses. It provides details on the advantages and disadvantages of different types of opportunities, factors to consider in evaluating opportunities, and approaches to acquiring existing businesses.
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
This document provides an overview of entrepreneurship from an entrepreneurial profile and traits perspective. It discusses the entrepreneurial profile assessment which identifies 10 key entrepreneurial talents: confidence, determination, disruptor, risk, knowledge, relationship, independence, profitability, selling, and delegator. It then covers the trait approach to entrepreneurship, including theories from Jung and Cattell. Examples of entrepreneurial traits are discussed like need for achievement, locus of control, and risk-taking. The document also addresses support systems for entrepreneurs including financial support, mentors, government assistance, community, critics, and cheerleaders. Finally, it explores environmental and socio-cultural factors that can influence entrepreneurship.
Career Goals and SWOT Analysis for MBA StudentAnkushBansal20
This document outlines an individual's career goals and SWOT analysis. The short term goals include completing a PGDM, improving time management skills, and gaining work experience. Long term goals involve starting their own business and social activities. Strengths include support from family and friends as well as adaptability. Weaknesses are time management and initiative. Opportunities exist through the PGDM program like networking, projects, and internships. Threats involve high competition and economic instability.
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This document discusses entrepreneurship and provides profiles of some famous entrepreneurs such as Mark Zuckerberg, Walt Disney, Steve Jobs, Richard Branson, and Donald Trump. Entrepreneurship is defined as developing, organizing, and managing a business venture to make a profit while taking risks. Successful entrepreneurship requires innovation and risk-taking and contributes to a nation's economic success. The profiles highlight that these entrepreneurs achieved great success and wealth through their technology, media, and business ventures.
hi friends....
this the slid show for motilal oswal financial services ltd. regarding presentation and introduction about the financial investment pattern.... that what customer want and needs, and what a investor can provide them.
This document provides an overview of entrepreneurship and tips for young entrepreneurs. It discusses defining entrepreneurship and the natural traits that kids possess that lend themselves well to entrepreneurial pursuits. However, it notes that these skills are not typically taught. The document outlines some tips for young entrepreneurs, including following your passion, understanding traditional business models, managing cash flow, networking, finding your niche, and building alliances. It cautions that some ventures fail due to being undercapitalized, involving the wrong people, or facing bad market conditions.
Ahead of the marcus evans Latin Private Wealth Management Summit Spring 2017,
read here an interview with Veronica Yepez discussing how wealthy families should involve
their children in the family business
This document provides advice for long-term survival of family businesses. It includes 10 "commandments" such as paying taxes, appointing an outside advisor, committing to long-term family ownership, and prioritizing customer satisfaction. Communication within the family is emphasized as important to avoid problems. Having non-family members in senior roles and giving them ownership stakes is also recommended to professionalize management. Longevity is emphasized as the goal, with examples of family businesses lasting over 1000 years.
Havells India Ltd is an electrical equipment manufacturing company founded in 1958 in Delhi, India. It has a presence across 5 continents and 50 countries with 94 branches and over 8,000 professionals. Havells is headquartered in Noida, India and was started by former schoolteacher Qimat Rai Gupta with $200 in capital. Today, Havells has a wide product range including switchgears, cables, lighting, and electrical appliances. It owns the Sylvania brand acquired in 2007 and has manufacturing units in India and 18 plants globally. Havells promotes its brand through cricket sponsorships and has over 8,000 employees across its global operations.
This document contains a 15-page summer internship project report submitted by Yash Bhati to Jai Narayan Vyas University. The report details Yash Bhati's internship at Angel Broking Pvt. Ltd., a stock brokerage firm, under the guidance of Mr. Kailash Purohit. The report includes sections on stock exchanges, capital markets, Angel Broking's business, products/services, account opening, equity/derivatives trading, research methodology, findings and conclusions. It also acknowledges those who helped with the internship and research.
(Icici copy)summer internship report icici direct (1)kavita tripathi
This document provides information about a summer training project conducted by Kavita Tripathi for her MBA program. The project was titled "Mutual Fund Simplified" and was conducted under the supervision of industry guide Mr. Ashish Ranjan and faculty guide Ms. Saumya Rastogi. The document includes an acknowledgement, executive summary, and details about ICICI group and its subsidiaries such as ICICI Bank, ICICI Prudential Life Insurance, and ICICI Securities. It also provides information about mutual funds and the objectives and methodology of the summer training project.
Business project report on 4 wheeler automobile workshop. detail project repo...SourceAdvisoryServic
Business project report on 4 wheeler automobile workshop. detail project report for a bank loan.
contact on www.sourceadvisory for more information on the project report
www.sourceadvisory.in
This report only prepared for my academic requirement not for any other purpose. It might not be used with the interest of opposite party of the corporation.
under tjis report cover my internship industry introduction, company introduction, and marketing department.
Insurance as an investment tool with regards to ULIP at Birla Sunlife InsuranceBhavesh Kundnani
The document is a report on a summer internship project about unit linked insurance plans (ULIPs) conducted by Bhavesh N. Kundnani for his MBA program. It includes an introduction, industry and company profiles, literature review, research methodology, data analysis, findings, conclusions, and recommendations. The key points are:
- The project examines ULIPs as an investment tool and analyzes customer awareness and preferences regarding ULIPs.
- It provides background on the insurance industry globally and in India, as well as an overview of Birla Sun Life Insurance Company where the internship took place.
- The research methodology section outlines the problem statement, objectives, sampling approach, and data analysis plan
The document discusses frameworks for disruptive innovation and how established companies can successfully pursue it. It argues that companies should:
1) Frame disruptive innovations as threats to gain commitment for resources, and later shift them to autonomous units where they are seen as opportunities.
2) Evaluate whether innovations target non-consumers or the low-end of existing markets.
3) Consider production design and modular architectures that improve flexibility when pursuing disruptions, as performance overshooting often occurs. Heavyweight teams and autonomous units can successfully commercialize disruptions.
Aravind Eye Care System was founded in 1976 in Madurai, India by Dr. G. Venkataswamy to eliminate needless blindness through providing high-quality and affordable eye care. It has since grown to become the largest provider of eye care in the world, conducting over 2 million patient visits and 850,000 surgeries per year across four hospitals and over 1,400 outreach camps. The nonprofit model relies on cross-subsidization between paying and free patients to remain financially sustainable while maximizing its social impact. Key principles include efficient operations, innovative technologies, training programs, and self-sufficiency through revenue generation to fulfill its mission of eliminating needless blindness.
Finance project report on a study on financial derivatives ...Mba projects free
This document is a study on financial derivatives (futures and options) submitted for a Master's degree in Business Administration. It discusses the emergence and growth of derivatives markets as a way for economic agents to hedge against price risks. Derivatives derive their value from an underlying asset and are used by banks, firms, and investors for hedging, speculation, and arbitrage. The main types of derivatives are futures, options, warrants, LEAPS, baskets, and swaps. The study analyzes derivatives trading in India and examines how it impacts market volatility.
This document provides an overview of entrepreneurship development. It discusses the need and significance of entrepreneurship development in a global context. Entrepreneurship development programs aim to develop entrepreneurial qualities, motivate achievement, and enable participants to start their own businesses. The document outlines the typical objectives, content, and misconceptions of entrepreneurship development programs. It also discusses different target groups for these programs and the role of entrepreneurs in economic development, with the state playing an important supporting role.
This document is a project report submitted to Krishna University by Nitish Nair in partial fulfillment of an MBA degree. The report studies and analyzes the top 3 large cap equity mutual fund schemes across the Indian mutual fund industry. It provides background on mutual funds, their history and growth in India. The report will analyze specific mutual fund companies and their large cap equity schemes through data collection and interpretation to make findings and suggestions.
The document discusses various business opportunities including start-ups, buyouts, franchising, and family businesses. It provides details on the advantages and disadvantages of different types of opportunities, factors to consider in evaluating opportunities, and approaches to acquiring existing businesses.
Definition of an entrepreneur and entrepreneurship, differences between the concept of entrepreneur and businessman, the competency of successful entrepreneurship, the roles and social responsibilities of entrepreneur.
This document provides an overview of entrepreneurship from an entrepreneurial profile and traits perspective. It discusses the entrepreneurial profile assessment which identifies 10 key entrepreneurial talents: confidence, determination, disruptor, risk, knowledge, relationship, independence, profitability, selling, and delegator. It then covers the trait approach to entrepreneurship, including theories from Jung and Cattell. Examples of entrepreneurial traits are discussed like need for achievement, locus of control, and risk-taking. The document also addresses support systems for entrepreneurs including financial support, mentors, government assistance, community, critics, and cheerleaders. Finally, it explores environmental and socio-cultural factors that can influence entrepreneurship.
Career Goals and SWOT Analysis for MBA StudentAnkushBansal20
This document outlines an individual's career goals and SWOT analysis. The short term goals include completing a PGDM, improving time management skills, and gaining work experience. Long term goals involve starting their own business and social activities. Strengths include support from family and friends as well as adaptability. Weaknesses are time management and initiative. Opportunities exist through the PGDM program like networking, projects, and internships. Threats involve high competition and economic instability.
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This document discusses entrepreneurship and provides profiles of some famous entrepreneurs such as Mark Zuckerberg, Walt Disney, Steve Jobs, Richard Branson, and Donald Trump. Entrepreneurship is defined as developing, organizing, and managing a business venture to make a profit while taking risks. Successful entrepreneurship requires innovation and risk-taking and contributes to a nation's economic success. The profiles highlight that these entrepreneurs achieved great success and wealth through their technology, media, and business ventures.
hi friends....
this the slid show for motilal oswal financial services ltd. regarding presentation and introduction about the financial investment pattern.... that what customer want and needs, and what a investor can provide them.
This document provides an overview of entrepreneurship and tips for young entrepreneurs. It discusses defining entrepreneurship and the natural traits that kids possess that lend themselves well to entrepreneurial pursuits. However, it notes that these skills are not typically taught. The document outlines some tips for young entrepreneurs, including following your passion, understanding traditional business models, managing cash flow, networking, finding your niche, and building alliances. It cautions that some ventures fail due to being undercapitalized, involving the wrong people, or facing bad market conditions.
Ahead of the marcus evans Latin Private Wealth Management Summit Spring 2017,
read here an interview with Veronica Yepez discussing how wealthy families should involve
their children in the family business
This document provides advice for long-term survival of family businesses. It includes 10 "commandments" such as paying taxes, appointing an outside advisor, committing to long-term family ownership, and prioritizing customer satisfaction. Communication within the family is emphasized as important to avoid problems. Having non-family members in senior roles and giving them ownership stakes is also recommended to professionalize management. Longevity is emphasized as the goal, with examples of family businesses lasting over 1000 years.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
This document discusses family businesses, including their definition, characteristics, strengths and weaknesses. It provides examples of large, global family businesses such as Hyundai, BMW, Fiat, Ford, Mars, Samsung, Reliance Industries and Tata Motors. The document also covers issues that family businesses often face, such as complexity, informality, lack of discipline, managing family vs non-family employees, succession planning, and setting salaries.
We coach Brand Leader on the principles of good analysis, how to assess health and wealth of the brand and turning your analytical thinking into strategic stories, projections and reports. We look at:
1. Principles of Good Analytics Gain more support for your analysis by telling analytical stories through data.
2. Health and Wealth of the Brand Assess brand situation looking category, consumer, channels, brand and competitors
3. Analytical stories get Decision Makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
4. Turn analytical thinking into projections Extrapolating data into the future, starts with what you are see in the current.
5. Monthly Brand Report Keep everyone on the team informed, engaged and aware of the strategic thinking
Workshop for Brand Leaders to help define your brand positioning statement, brand concept and organizing big idea.
https://beloved-brands.com/brand-positioning/
Digital Trends in 2017: Making Business Impact in a Changing WorldEdelman
Digital paid media is evolving to provide both the efficiency and accountability promised by programmatic advertising, as well as the transparency and impact of traditional media. This evolution will occur in a few key ways:
1) Traditional media companies will accelerate their digital transformation by expanding programmatic TV buying and forming partnerships between digital and linear players.
2) Brands will shift more investment to digital channels that provide targeting capabilities but can be easily verified, such as digital out of home, podcasting, and interactive event sponsorships.
3) Technology and standards will improve to address issues like viewability, fraud, and attribution in order to restore trust and optimize spending. Brands will demand more transparency from their partners.
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
Family businesses envisioning growth along the knowledge curve, nov 2013Enayet Kabir
The document is a whitepaper about envisioning growth for family businesses in India along the knowledge curve. It discusses the need for more professional education programs and services for family businesses to help them evolve and address challenges they face. The whitepaper conducted interviews with over 200 family business owners and 55 advisors across India to understand the current state and needs of family businesses in different regions and industries. Key findings included the significant role of family businesses in the Indian economy, challenges they face around succession planning, responsibility allocation, and promoting family members, and how their needs differ from small, medium, and large family businesses. The whitepaper aims to help family businesses progress by increasing professionalization through further education and programs.
This document discusses the diminishing entrepreneurial spirit among the Kutchi community in India. It analyzes research on factors that discourage the present generation from continuing family businesses. The study uses surveys and interviews to identify the top factors, such as parents' attitudes, small business size, and education irrelevant to the family business. It finds that a preference for corporate culture over family businesses and a lack of professionalism and innovation also contribute. The conclusion recommends promoting family business education and policies to support small businesses and make them attractive for future generations.
this gives a edp in india
all the details regarding the growth of entrerpreneurship devolopment is available in this project.............................................................................................................................................................................................................................................................
This document discusses how business leaders in India are reframing success to focus on sustainability and corporate responsibility. It notes that both the government and industry associations are encouraging businesses to follow leaders in these areas. Two major government initiatives - the National Voluntary Guidelines and a 2% profit spending rule on CSR - are debated. Leading businesses already report broadly on sustainability initiatives and contribute over 2% of profits to social causes. There is a need to engage more businesses and mainstream responsible practices to address India's development challenges as its economy and global footprint continue growing rapidly.
The report was the culmination of exploratory interviews with India's Business Leaders on the new goalposts for Leadership in a rapidly changing world. The study conducted on behalf of International Business Leaders Forum, examined the thought process and ambitions of India's exemplar business leaders and their organisations on sustainability, inclusive business, and social development.
Civic entrepreneurs are helping communities cooperate and compete in the information age by forging new connections across different sectors. These entrepreneurs help communities collaborate, organize their economic assets, and build productive relationships to benefit the community. Civic entrepreneurs work tirelessly on important issues and continue working overtime, which is a trait that allows them to provide continuity in their work.
CHALLENGES LIKELY TO BE FACED BY AN ENTREPRENEUR IN A COUNTRY LIKE INDIA FINA...abhijeet verma
This document discusses challenges faced by entrepreneurs in India. It begins by introducing entrepreneurs and their role in economic growth. In India, many youth lack skills and education exposes most to only seeking jobs rather than entrepreneurship. Entrepreneurs face challenges such as lack of funding, mentorship, and operational difficulties. The government is working to address this through policies focused on skills and entrepreneurship. The rest of the document categorizes Indian entrepreneurs based on various factors such as sector, revenues, employment levels, age, background, gender, location, and time period. It provides statistics on the makeup of entrepreneurs across these categories.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
- The survey polled 791 executives from family businesses in 58 countries about balancing long-term goals with short-term demands.
- While most family businesses have a long-term orientation, many pursue short-term priorities that do not support their long-term vision and goals.
- The survey found that over half of family businesses feel prepared for the future in terms of ownership, governance, and strategy, but only 41% feel confident in their succession plans, showing a potential disconnect between long-term aspirations and short-term actions.
TLE 504 - Introduction to Entrepreneurship.pptxMendozaPatrice
There are people around the world who are unaware of their entrepreneurial potential. It is because, an entrepreneurial capacity is not innate in every person but has to be developed. Not all human being is born to become an entrepreneur or to engage in entrepreneurship. To become one of them, the education of a person should not be impeded or hindered by being financially-handicapped. It requires an initiative and the values of resourcefulness and self-determination. Through these, the person could find the opportunities for supports to develop his/her own competencies to think and innovate. These abilities can be noted on the persons that are not contented of what they do but, to keep on thinking. In fact, there are public servants who resign from government service and engage on entrepreneurial activities. They want to exploit their full potentials and became successful in business. Unlike in government service, it is in entrepreneurship where some people became successful in life. Because of their innovative, they could immediately implement what they thought and seek government supports when necessary. Entrepreneurship can be considered a national asset, and entrepreneurs are the drivers of that asset for any country. It is a dynamic process that not only increases wealth and but can also create value that results in improved well-being. It plays an important role in changing society, so it makes sense to cultivate, motivate, and remunerate this greatest asset to the greatest extent possible (Mohamed, 2020). Universities, being a brewing spot for knowledge spillover (Audretsch and Caiazza, 2016), are considered as an engine to improve economic growth by developing potential entrepreneurs (Lackéus, 2015; Ward et al., 2019). Entrepreneurial potential is a useful concept because not only it encompasses the degree in which an individual possesses entrepreneurial-related qualities, but also accounts for entrepreneurial intentions, or the state of mind of determination to act toward creating business. Intentions are particularly meaningful because they have a reasonably high prediction power of actual behavior (Krueger, 2017; Ward et al., 2019), and it is a good proxy to overview the short-term future of business activity. Hence, teachers are introduced to the concepts and theories of entrepreneurship, including some factors that drive entrepreneurship. While the topic requires more understanding, it is also necessary for the teachers that they be capacitated to become an entrepreneur as their additional tools in the delivery of service to communities.
A family business is a business in which one or more members of one or more f...offnow321
A family business is one where family members have significant ownership and commitment to the business's well-being. Some of the world's largest companies are family-owned or controlled, including Walmart, Samsung, Tata Group, and Foxconn. Family businesses face unique challenges in balancing the interests of family members as owners and/or managers with the interests of the business. Successful succession and growth of a family business requires competency in managing these competing interests.
This document discusses family-owned businesses in Indonesia and the importance of good corporate governance practices. Some key points:
- 95% of companies in Indonesia are family-owned and they significantly contribute to the economy. However, family businesses often lack transparency, clear roles, and succession planning.
- Good corporate governance (GCG) principles like transparency, accountability, and fairness can help address these issues. GCG requires setting structures for management, recruitment based on merit rather than family ties, and succession plans.
- While family ownership is prominent, businesses must be run professionally through proper governance. With good management practices, family businesses can thrive for generations.
Family businesses are probably the predominant forms of businesses the world over. InZimbabwe, such forms of businesses can be traced back to the colonial period to date. Family businesses are recognised for their contributions to the economy in terms of employment creation and foreign currency generation. Literature indicated that the FB is well managed can be the panacea to the economic woes of any country. In this study, the qualitative research philosophy informed the direction of the research. The phenomenological research design was employed and open interviews conducted to generate data for the study. Sampling was purposive to allow those with rich information about the phenomenology understudy to contribute to the debate. Results of the study were that FB managers and owners were aware of the importance of planning. However, two groups emerged one with the view that planning is time consuming and the other with the view that they were planning for their FB operations. It was also established that when planning family, should be secured its commitment. Involvement and participation of the family allowed the next generations to learn how to navigate in the densely competitive business environment fully of risks and uncertainties. Therefore, it was recommended that the prerogative to plan lies in with the FB and family should not be excluded in planning to allow tapping and harnessing knowledge and expertise from family members.
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This document discusses challenges surrounding succession planning in family-owned businesses in Zimbabwe based on interviews with founding entrepreneurs. The key challenges identified are:
1) Lack of communication as the founding entrepreneurs are reluctant to openly communicate about their succession plans for fear of causing family conflicts over who will inherit the business.
2) Lack of preparedness and appropriateness of potential succession candidates as heirs apparent may not be in good standing with the rest of the family.
3) Dysfunctional family conflicts as communicating succession intentions risks "opening a can of worms" and splitting the family apart over who should inherit control of the business.
4) Reliance on primogeniture where the oldest son is traditionally
The document summarizes key findings from a survey of the world's largest family businesses. It finds that these businesses excel at succession planning by viewing it as a long-term process, clearly defining responsibilities, and extensively preparing younger generations. They also far surpass averages in promoting women to leadership positions. Additionally, the businesses maintain family focus in their governance structures while achieving strong performance.
The document summarizes key findings from a survey of the world's largest family businesses. It finds that these businesses excel at succession planning by viewing it as a long-term process, clearly defining responsibilities, and extensively preparing younger generations. They also have strong female representation in leadership, with 70% considering a woman for their next CEO. Additionally, these businesses have highly cohesive family involvement, with most boards comprised primarily of family members.
Similar to Report on Future of Family Business (20)
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The document provides an example calculation. Company X is acquiring Company Y in a stock-for-stock transaction. It calculates the pre-merger EPS, P/E ratios, share exchange ratio, post-merger EPS, and post-merger market price per share for the combined entity based on financial information provided for Companies X and Y.
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This document analyzes the solvency of companies using various ratios. It discusses both long-term and short-term solvency ratios. For long-term ratios, it calculates the debt-equity ratio, debt-assets ratio, and interest coverage ratio for Tata Motors and Maruti Suzuki. For short-term ratios, it provides the current ratio and acid test ratio for both companies. The document finds that Maruti Suzuki generally performs better on the solvency ratios compared to Tata Motors.
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1. Report on
Future of Family Businesses
In
Family Business and Entrepreneurship
By:
Dhrumil Shah (400038)
S.Y. BBA
On:
21st
May’15
Submitted To:
Mr. Atul Suvagiya
Mr. Durgesh Pandit
2. Acknowledgement
I would like to thank the Programme Director for introducing such a diploma
course into the BBA curriculum which gives a practical knowledge about the
family businesses in India.
I would also like to thank Mr. Atul Suvagiya and Mr. Durgesh Pandit for
continuously guiding and supporting me in the report.
I would also like to thank all my batch mates, my parents and my brother for
their continuous support throughout my project, without whom this project
could have remained a mere pile of papers.
3. Introduction
Family firms have been crucial features of the business landscape for centuries
and remain important today. They can be small, medium, or large and have
appeared in all sectors and in all three industrial revolutions. Throughout they
have _ an important role in employment, income generation, and wealth
accumulation. This makes them remarkably hard to describe as they are
multidimensional, and no single definition fully captures their intrinsic
diversity. However, a broad general definition of the family firm is one where a
family owns enough of the equity to be able to exert control over strategy and
is involved in top management positions. This definition does transfer through
time and space, is one of the most used today, and so can be considered a
useful benchmark. However, the international range of institutional, cultural,
and governance arrangements means that it must remain a starting point
against which to explore variety, rather than an end point on which a rigid
taxonomy can be built.
A family business is a commercial organization in which decision-making is
influenced by multiple generations of a family- related by blood or marriage-
who are closely identified with the firm through leadership or ownership.
Family firm is a corporation that is entirely owned by members of single family.
It is also known as company owned, controlled and operated by members of
one or several families.
In India, family businesses range from the small mom-and-pop store (or kirana)
to large conglomerates with equally varied business interests. As their growth
has skyrocketed, many have stepped outside their zones to acquire companies
in new industries and geographies. Their contribution to India’s growth is also
being increasingly recognized.
4. Future of Family Businesses
Business families are now ensuring a more representative family charter that
has enough room for younger members to be able to work on their own plans
that are different from existing family trade. This is a marked departure from
the earlier tradition where family elders decided on how the business would be
handled and what the responsibility of each member of the family would be.
The family businesses in India have contributed to the economy significantly.
They have been gaining growth and importance over the past decade. After
the Liberalization, Privatization & Globalization, 1991 policy, the exports have
risen 116 times when compared to exports during 1970-71. A part in this
increase has been contributed by the family owned businesses. 68% of the
family businesses are into exports which show the scale of operation of these
businesses and also their bright future, which might surpass the giant MNCs
also.
The following data also backs up the fact that the family owned businesses will
have a thriving future:
Family businesses account for 90% of gross industry output.
As per the KPMG 2013 survey,
o Family companies account for two-thirds of India’s GDP.
o 79% of organized private sector employment is generated by
family businesses.
o 27% of overall employment is generated by family firms.
Family businesses form a backbone of the Indian economy with gross
output equaling about 60% of GDP or about 90% of India’s industrial
output. In 2011, overall gross output produced by family businesses
amounted to about Rs. 4384 Crores.
More than 95% Indian companies are family run.
80% support employment in areas of operations.
5. These evidences are sufficient to support their halcyon future in India. So, it
implies that investing or being a stakeholder with a family run business is as
good as gold.
The following data is a measure of the impact and scope of family enterprises
globally:
John Davis from Harvard Business School says that family firms account
for 2/3 (two thirds) of all businesses around the world.
An estimated 70%-90% of global GDP annually is created by family
businesses.
Between 50%-80% of jobs in the majority of countries worldwide are
created by family businesses.
85% of start-up companies are established with family money.
In most countries around the world, family businesses are between 70
and 95% of all business entities.
PrivateWaterhouseCoopers (PWC) in the year 2012 stated that 65% of
family businesses are looking for steady income growth over the next
five years.
6. Reasons for success of Family Businesses
The reasons behind the family businesses achieving greater heights are:
Contributing to economic development:
Family business play crucial role in economic development of most of
the countries. Retail sector, small scale industry, and service sector are
owned by family business.
Spirit of entrepreneurship:
Family business as contributes towards development and has been
successful in country like India it paves way to various families to initiate
and bring up new ventures in country.
Philanthropy:
Family business in India along with their development have also
concentrated towards welfare of general public by investing on
hospitals, educational institutions, construction of roads etc.
Trust Lowers transaction cost:
Partnership and other forms of business involving outsiders usually lead
to conflict in long run. In case of family business as all the parties in
family are affected by loss incurred in company do not involve any
sought of conflict and difference in point of view arises they try and
solve it internally in the family ensuring business is not affected by the
same.
Small, nimble and quick to react:
As managing team size in family business is small compare to other form
of business decision making process involves less period of time which
helps to take timely decision.
Information as source of advantage:
As family business is private firm it is not required to take decision in
accordance with pressure from other sources and strategies of business
need not be revealed to outsiders of business.
7. Conclusion
Family firms are dominating global business today. To ensure longevity, they
must phase their many challenges through long-term planning. The first step is
to design a road map for the future governance of the firm and the family.
I'd say family businesses have a very bright future in India. The biggest reason
for the failure of family businesses was that they weren't able to manage the
transition between generations smoothly. Indian family business enterprises
also recognise disadvantages like attracting non-family staff, challenges around
succession, family politics and access to capital in running their businesses.
Over time, one learns how companies have managed transitions and can work
through these. There are forums and experts available to see companies
through this. Consequently, there is a lot more knowledge available and a
much greater opportunity for success if transitions go through smoothly.
Luckily in India, there is a belief in preserving family businesses within the
family, similar to Europe and Britain. Consequently, given the strong family
values and exposure to best practices and good governance I don't see why
they won't do well in the future.
Family businesses have become much more hard-headed. The most important
priorities are to remain in business and improve profitability.
9. Report on
Role of Venture Capital Funds
in India
In
Family Business and Entrepreneurship
By:
Dhrumil Shah (400038)
S.Y. BBA
On:
21st
May’15
Submitted To:
Mr. Atul Suvagiya
Mr. Durgesh Pandit
10. Acknowledgement
I would like to thank the Programme Director for introducing such a diploma
course into the BBA curriculum which gives a practical knowledge about the
family businesses in India.
I would also like to thank Mr. Atul Suvagiya and Mr. Durgesh Pandit for
continuously guiding and supporting me in the report.
I would also like to thank all my batch mates, my parents and my brother for
their continuous support throughout my project, without whom this project
could have remained a mere pile of papers.
11. Introduction
The Venture Capitalists Financing refers to financing of new high risky venture
promoted by entrepreneurs who lack experience and are new to the market.
The venture capitalists are persons who indulge in the activity of venture
capital financing. They take calculated risks and invest their money with these
young and amateur entrepreneurs.
They provide finance to these entrepreneurs by investing in equity or debt
securities. But, the contribution in the equity share capital should not exceed
49% as it would hamper the ownership of the business. These venture
capitalists invest either by seed capital or by start-up capital. They not only
invest in these firms by the way of finance but also support in sales strategy,
business networking and management expertise.
They do not compromise on the time to analyze the business plan put forward
by the entrepreneurs as the level of risk is to be determined by them. They
analyze on the basis of some specified parameters and also they have some
pre-determined rate of return that should be received on any investment they
make in these entrepreneurial ventures.
Entrepreneurs find it difficult and costly to get early stage financing. But,
having a clear and a strategic business plan for the venture capitalists gets
them in a comfortable position to acquire finance easily.
Venture capitalists also aid these entrepreneurs in their different stages of
start-up life cycle.
In the initial development stage as 'seed capital' for converting an idea
into a commercially viable entity.
Implementation or 'start-up capital' when all is ready to commence
production.
Additional capital to overcome manufacturing teething problems.
Establishment capital to facilitate rapid expansion of an established
company.
12. Evaluation of Venture Capital Industry
The need for Venture capital industry was actually felt after the LPG policy
when there was a requirement for bulk supply of funds for fulfilling the
business opportunities. In the 21st
century, the IT industry witnessed a bullish
market and the need for funds was increased, which gave the Venture Capital
industry a boost too. But soon the markets started to decline and the venture
capital industry was shattered. This problem was not only faced in the Indian
economy but the rest of the world was also affected.
To tackle this problem, Securities Exchange Board of India (SEBI) took charge to
control the situation before it could get worse. It gave a detailed guideline
wherein a role, expectations, operationalisation and reporting guidance had
been ensured for their proper adherence.
Indian entrepreneurs had been perceived as lacking conceptual and analytical
skills to have an unambiguous rationalization of the fund requirement and
convincing power to justify their propositions to the venture capitalists.
Venture capitalists also face some challenges when the Indian entrepreneurs
prefer raising money from their friends and relatives. They are also exposed to
exit challenges due to shallow capital markets in India and limited
opportunities for selling of their stake before an Initial Public Offering (IPO).
Having discussed their challenges and threats, let us throw some light on their
growth opportunities. Industrial Development Bank of India (IDBI), Industrial
Credit and Investment Corporation of India (ICICI), and State Finance
Corporation (SFC) were responsible for the growth of the Venture Capital
financing.
In the year 1988, the Government of India announced guidelines for Venture
Capital Funds (VCFs).
A Technology Development Fund (TDF) financed by the levy on all payments
for technology imports was established. The fund was meant to facilitate the
financing of innovating and high risk technology programmes through the IDBI.
In the year, 1996, SEBI issued guidelines for Venture Capital Funds. These
guidelines described the funds as established in the form of a company or trust
which raises money through loans, donations, issue of securities or units and
proposes to make investments in accordance with the guidelines. Since then
the guidelines have been amended from time to time with the objective of
13. fueling the growth of Venture Capital activities in India. This would encourage
more funds to be set up to give the required momentum for venture capital
investment in India.
Indian startup fraternity has always had the complaint that the best talent in
India is not attracted by startups. I believe that this is largely a function of the
risks and rewards that startups have represented. It is not surprising that in an
environment, where doing a startup may involve peddling family jewels, not
many first-time entrepreneurs may come forward. Risk capital fills that gap in
the ecosystem by providing the initial support. More importantly, it amplifies
the potential rewards by providing growth capital once an idea takes off. This
decrease in risk perception, and increase in potential upside, is a key driver to
new entrepreneurs starting their businesses. Beyond entrepreneurs, the
notion of capital exit as an integral milestone for start-ups creates a currency
to attract next line of talent – It is not surprising that most venture backed
companies tend to have stock options as a cornerstone to attract talent.
India is an early venture market. As a result, even when extremely experienced
entrepreneurs form startups, they are often under-exposed to the nuances of
high growth businesses, creating and realizing strategic value, or being able to
tap into a recruiting network. Venture capital players often have the scale
within their portfolio to build experience and relationships in these areas, and
hence are able to bring those learnings and networks to bear for their portfolio
companies. The experience of global venture capital players such as Canaan,
extend beyond the geography or time constraints of the Indian market, and
the partnership as a whole can bring a rich set of learnings to the table.
14. Factors to be considered by Venture Capitalist
There are some factors on which the Venture Capitalists consider before
providing finance to any project. They analyze the business plan according on
the basis of the following factors:
Level of expertise of company’s management:
The success of the plan depends on the quality of the team that is going
to work on it. The team should be highly skilled in order to lure the
venture capitalist to invest in the business. The team should also show a
high level of commitment towards the project.
Level of expertise in production:
The managers should possess the necessary technical ability to be able
to develop and produce a new product. If there is a absence of the
technical skills then the venture capitalist might not feel confident in
investing in the business.
Nature of proposed product:
The proposed product should be technically feasible and that will be
checked by the venture capitalist by employing experts who will
examine the business plan thoroughly. These experts are appointed
according to their fields of expertise.
Future prospects:
The future of the proposed business product should be promising in
order to make the business lucrative for the venture capitalist. This is
necessary in order to compensate the risk. This requires the venture
capitalist to study a detailed business plan, outlining each and every
aspect of the business.
Competition:
The venture capitalist should be satisfied that there will actually be a
market for the new product that is being proposed by the businessman.
They analyse the business research carried on by the entrepreneur.
15. Risk borne by the entrepreneur:
The venture capitalist will ensure that the entrepreneur also bears a high
degree of risk. They also demand for a high level of commitment from
the entrepreneur for the project as they themselves will have a lot of
loss, should the project fail.
Exit route:
In case, the project fails and turns out to be a disaster, then the venture
capitalist should not be facing much difficulty in recovering the amount
given as seed capital. In order to minimize the risk of loss, the venture
capitalist tries and establishes a number of exit routes. They can be
through sale of shares to the public, sale of shares to another business,
either in the same industry or another, or by sale of shares to the
original owners.
Board membership:
The venture capitalist require a say in the business as they are going to
invest in the business and any wrong decision taken by the owners might
lead to a loss in the business. They require a place on the board of
directors. This will help in being a part of the decision making process.
16. Role of Venture Capital Funds in India
Several venture capital firms are beginning to invest in building these
relationships to the benefit of their portfolio companies. In my own
experience, I have seen this to be extremely valuable to the industry as well,
because it exposes them to the innovation that is happening right around the
corner. The startup activity in general, and venture capital enabled innovation-
led activity in particular, thus has an impact much beyond the revenues and
profits of the startup itself. In fact, most mature countries have recognized the
key role that external innovation can play in continuous evolution and
competitiveness of the large-scale private sector businesses.
The venture capitalists take different role positions in financing a business and
they do not perform the same role every time like:
Venture partners
Principal
Associate
Entrepreneur-in-residence
Venture Partners:
Venture partners are expected to source potential investment opportunities
("bring in deals") and typically are compensated only for those deals with
which they are involved.
Principal:
This is a mid-level investment professional position, and often considered a
"partner-track" position. Principals will have been promoted from a senior
associate position or who have commensurate experience in another field,
such as investment banking, management consulting, or a market of particular
interest to the strategy of the venture capital firm.
Associate:
This is typically the most junior apprentice position within a venture capital
firm. After a few successful years, an associate may move up to the "senior
associate" position and potentially principal and beyond. Associates will often
17. have worked for 1–2 years in another field, such as investment banking or
management consulting.
Entrepreneurs-in-residence (EIRs):
Entrepreneurs-in-residence (EIRs) are experts in a particular domain and
perform due diligence on potential deals. EIRs are engaged by venture capital
firms temporarily (six to 18 months) and are expected to develop and pitch
startup ideas to their host firm although neither party is bound to work with
each other. Some EIRs move on to executive positions within a portfolio
company.
Some other pivotal roles can be as follows:
Venture Capital Funds inject long term equity finance which provides a
solid capital base for future growth.
The venture capital funds injected by the venture capitalists act as a risk
sharing device for the entrepreneur. The venture capitalist is a business
partner, sharing both the risks and rewards via the above mentioned
way. Venture capitalists are rewarded by business success and the
capital gain.
The venture capitalist is able to provide practical advice and assistance
to the company based on past experience with other companies which
were in similar situations.
The venture capitalist also has a network of contacts in many areas that
can add value to the company, such as in recruiting key personnel,
providing contacts in international markets, introductions to strategic
partners, and if needed co-investments with other venture capital firms
when additional rounds of financing are required.
The venture capitalist may be capable of providing additional rounds of
funding should it be required to finance growth.
18. Conclusion
Venture capital investment is one of the most flexible form of financing
technology based or innovative business firms. It is a more wide way of getting
finances for investment in business enterprises which hold a bright future in
terms of profit and as well as growth.
Venture capital is a source of necessary risk capital like financing for shares. It
has now emerged as the best financing alternative in developing as well as
developed countries. Approximately 70 countries provide the facility of
venture capital investment to the business enterprises.
For a virtual capital investment, you need to have the following traits:
A business firm which has the potential to grow in near future
The investment should be for a long time like from two to ten years.
The business should have had invested in shares of established business
enterprises which hold a strong history of profits.
The risk level should be high of the ongoing projects in the firm that also
ensure high amount of profits.
Once the funding is done, the investor must remain active.
Venture Capital funding is an increasingly important source for entrepreneurial
ventures in both industrialized and developing countries. Venture Capital
financing has become especially important in India in developing information
technology sector. India has a history of state-directed institutional
development with the exception that government is avowedly hostile to
capitalism; government control over economy and the bureaucracy had a
reputation for corruption. Such an environment would be considered hostile to
the development of an institution like Venture Capital. India has a number of
strengths for venture fund development: an enormous number of small
businesses, public equity market, and low wages not only for physical labor but
also for trained engineers and scientists, a home-grown software industry that
became a significant player internationally in the mid-1990s.