Directorate of Distance Education

University of Jammu
Jammu

SELF LEARNING MATERIAL

FOR
M. COM - Ist Semester
ENTREPRENEURSHIP AND NEW VENTURES
For the Examination to be held in 2019 onwards

Course No. M. COM-E116 Unit : I - IV

Lesson No. 1 to 20

Co-ordinator, [Link]
Prof. Sandeep Kour Tandon
Room No. 111, 1st Floor,
Directorate of Distance Education, University of Jammu

http:/[Link]
Printed and published on behalf of Directorate of Distance Education, University
of Jammu, Jammu by the Director, DDE, University of Jammu, Jammu
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 ENTREPRENEURSHIP AND NEW VENTURES

Lesson Writer :

Dr. Sumeet Kour

Assistant Professor in Commerce
Cluster University of Jammu.
Cintact No: 7006239524

c Directorate of Distance Education, University of Jammu, Jammu, 2019 onwards.

• All rights reserved. No part of this work may be reproduced in any form, by
mimeograph or any other means, without permission in writing from the DDE,
University of Jammu.

• The script writer shall be responsible for the lesson/script submitted to the DDE and
any plagiarism shall be his/her entire responsibility.

Printed at : S. K. Printing Press / 2020 / Qty.

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 DETAILED SYLLABUS
Course No. [Link]-E116 Title : Entrepreneurship and New Ventures
Credit : 4 Max. Marks : 100 Marks
Time : 3.00 Hrs. External : 80 Marks
Internal : 20 Marks
Syllabus for the examination to be held in Dec 2019 onwards.
OBJECTIVE: The academic goal is to develop the skill necessary for evaluating
and creating a new venture, with the ability to communicate the endeavor effectively
through written and vertical presentation. At the end of this course, students will be
able to evaluate business opportunities as both an entrepreneur and an investor,
within start- ups and established companies.
Page No.

UNIT - I: THE FOUNDATIONS OF ENTREPRENEURSHIP 1-138

Entrepreneurship - lntroduction to entrepreurship, benefits and

drawbacks of entrepreneurship, drivers of entrepreneurship,
cultural diversity of entrepreneurship; Managing the pitfalls of
entrepreneurship, models of entrepreneurship; Creativity -
Creative thinking, barriers to creativity, creativity and
innovation, process of innovation; Corporate entrepreneurship
- Concept and aproaches; Role of small business in economic
development; Entrepreneurial environment.

UNIT-II :BUILDING THE BUSINESS PLAN 139- 274

The concept of business planning, need for developing business

plan, what lenders and investors look for in a business plan;
Growth model for new ventures; Fundamentals for good
feasibility plan; Major components of a feasibility plan; The
product development process; Legal requirements for setting
up a venture; Product protection: Patents, trademarks &
copyrights; Exit strategies; Ethical issues in setting new
ventures.
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UNIT-III : ENTREPRENEURIAL DEVELOPMENT 275-382
PROGRAMMES (EDPS)

Objectives, relevance and phases of EDPs; Misconceptions

about EDPs; Factors affecting success of EDPs; Role of
EDP: Stimulatory role, supportive role, sustaining role &
socio-economic role; Operational difficulties of EDPs;
Strategies to overcome the problems; Entrepreneurial
training; Models for entrepreneurial development
programmes; Institutional arrangements for development
of new ventures: NIESBUD, EDI, TCOs, MSME;
Schemes for women entrepreneurship; Rural
entrepreneurship - Concept, constraints and schemes for
rural entrepreneurship.

UNIT-IV: MANAGING GROWTH AND TRANSITION 383-527

Oragnisational life cycle from entrepreneurial perspective;

Ent repreneurship beyond startup; Changing
entrepreneurial roles; Managing growth and changing
culture; Management succession; Strategic alliance;
Merger, acquisition and initial public offering (IPO); Global
opportunities for new ventures - Export, import, joint
ventures, foreign licensing, franchising, countertrading,
outsourcing; Strategies for going global; Barriers to
international business; International trade agreements.

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BOOKS RECOMMENDED
1. Essentials of Entrepreneurship and small Business Management
- Thomas W. Zimmerer, Norman N. Scarborough and Doug
Wilson, PHI Learning Pvt. Ltd., New Delhi.

2. Entrepreneurship New Venture Creation - David H. Holt, PHI

Learning Pvt. Ltd., New Delhi.

3. New Venture Creation : Entrepreneurship for the 21st Century -

Jeffrey A. Timmons Stephen Spinelli, McGraw-Hill/Irwin.

4. Entrepreneurship and small Business - Michael Schaper and

Thierry Vilery, John Wiley and Sons Australia Ltd.

MODE OF EXAMINATION
The paper consists of two sections. Each section will cover the whole of
the syllabus without repeating the questions in the entire paper.

Section A:- It will consist of eight short answer questions, selecting two from
each unit. A candidate has to attempt any six questions and answer to each
question shall be within 200 words. Each question carries four marks and total
weightage to this section shall be 24 marks.

Section B:-It will consist of six essay type questions with answer to each question
within 800 words. One question will be set atleast from each unit and the
candidate has to attempt four. Each question will carry 14 marks and total
weightage shall be 56 marks.

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 MODEL QUESTION PAPER
ENTREPRENEURSHIP AND NEW VENTURES
Time : 3 hours Max. Marks : 80
SECTION-A
Note :- Attempt any six questions. Each question carries four marks. Answer to each
question should be within 200 words.
1. Explain the benefits of entrepreneurship.
2. Explain integrated model of entrepreneurship.
3. Explain the fundamentals of good feasibility plan.
4. What do you mean by exit strategies ?
5. Discuss the objectives of entrepreneurial development programmes (EDPs).
6. Explain the misconceptions about EDPs.
7. Explain the term initial public offerring (IPO).
8. Differentiate between merger and acquisition.

SECTION-B
Note :- Attempt any four questions. Each question carries 14 marks. Answer to each
question should be within 800 words.
1. Explain the relationship between creativity, innovation and entrepreneurship
in detail.
2. Discuss in detail the major components of a feasibility plan.
3. Explain in detail the institutional arrangements for development of
entrepreneurship..
4. Discuss the global opportunities available for setting new ventures.
5. What is rural entrepreneurship.? Discuss the various schemes introduced by
government related to rural entrepreneurs.
6. Discuss the strategies adopted by entrepreneurs for going global.

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UNIT- I LESSON - 1
THE FOUNDATIONS OF ENTREPRENEURSHIP
ENTREPRENEURSHIP: INTRODUCTION TO
ENTREPRENEURSHIP, BENEFITS AND DRAWBACKS OF
ENTREPRENEURSHIP

STRUCTURE
1.1 Introduction
1.2 Objectives
1.3 Entrepreneurship
1.3.1 Introduction to Entrepreneurship
1.3.2 Characteristics of Entrepreneurship
1.4 Entrepreneur
1.4.1 Meaning
1.4.2 Entrepreneurial Traits/Characteristics
1.5 Benefits of Entrepreneurship
1.6 Drawbacks of Entrepreneurship
1.7 Summary
1.8 Glossary
1.9 Self-Assessment Questions

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1.10 Lesson End Exercise
1.11 Suggested Readings

1.1 INTRODUCTION
The concept of entrepreneurship is a complicated phenomenon. Broadly,
it relates to entrepreneur, his vision, and implementation. The key player is the
entrepreneur. Entrepreneurship refers to a process of action an entrepreneur
undertakes to establish his/her enterprise. It is a creative and innovative response
to the environment.
Entrepreneurship is thus a cycle of actions to further the interests of the
entrepreneur. In this lesson, the concept of entrepreneurship, entrepreneur and
enterprise have been discussed.
Highly emphasized in entrepreneurial practice, entrepreneur business
models have received limited attention from researchers. No consensus exists
regarding the definition, nature, structure and evolution of entrepreneur business
models. Still, the entrepreneur business model holds promise as a unifying unit
of analysis that can facilitate theory development in entrepreneurship. Ventures
fail despite the presence of market opportunities, novel business ideas, adequate
resources, and talented entrepreneurs. A possible cause is the underlying model
driving the business. Surprisingly, little attention has been given to entrepreneur
business models by researchers, with much of the published work focusing on
Internet-based models.
No generally accepted definition of the term “Entrepreneurship Model”
has emerged. Diversity in the available definitions poses substantive challenges
for delimiting the nature and components of a model and determining what
constitutes a good model. It also leads to confusion in terminology, as business
model, strategy, business concept, revenue model, and economic model are often
used interchangeably.

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1.2 OBJECTIVES
After completion of this lesson you shall be able to understand the :
 meaning and characteristics of Entrepreneurship
 meaning and traits of Entrepreneurs
 benefits of Entrepreneurship
 drawbacks of Entrepreneurship

1.3 ENTREPRENEURSHIP
1.3.1 Introduction to Entrepreneurship
There are as many ways of defining entrepreneurship as has been described
by writ ers dealing wit h t he subject . There is no single definit io n o f
entrepreneurship. However, certain definitions of entrepreneurship cover a wider
gamut and involve greater depth to understand the term. Entrepreneurship
basically revolves around innovation and it should not mean inhibition or
imitation. It mainly encompasses innovation that gives rise to an idea having
potential economic value to the prospective customer passes innovation that
gives rise to an idea having potential economic value to the prospective customer
and therefore requires founding an economic organisation to pool up resources
to give a shape to the idea, so as to earn profit under conditions of risk and
uncertainty. The concept of entrepreneurship has undergone change over the years
from emphasis on ‘profit from bearing uncertainty and risk’ to ‘creation of new
organisation’ to ‘the pursuit of opportunity without regard to resources currently
controlled, but constrained by the founders’ previous choices and industry related
experience’. According to Stevenson, the characteristics that make entrepreneurs
thrive are resource mobility, reinvestment in the community; joy in the success
of others and valuing change. ‘Resources mobility is evident in product markets,
where anyone who doesn’t believe they’re competing against everyone else in
the world is crazy.’

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 English literature uses the term entrepreneurship, which has been derived
from the French word enterprise. Schumpeter while studying entrepreneurship
used the German term Unternehmergeist, acknowledging entrepreneurs as
personalities having ‘fiery souls’ or ‘spirits’.
Richard Cantillon used the term entrepreneur for the first time. He
introduced the concept of risk by highlighting that an entrepreneur is one who
buys factors of production at known prices and converts these factors into goods
and services that are sold at uncertain prices, and, in the process, assumes non-
insurable risk (Fig. 1.1). Thus, entrepreneurship involves conditions of risk and
uncertainty, wherein risk means variability of returns, implying that returns would
be fixed if there is no risk involved. For example, a business that operates in a
risk-free environment will keep thriving and growing without bounds.

FIGURE 1.1 CONCEPT OF ENTREPRENEURSHIP

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This implies that it is basically risk that limits the expansion prospects for a
venture forever. On the other hand, uncertainty is related to the degree of
confidence that an entrepreneur has in his future estimates of enfoldment of
reality as regards various parameters. It also means his ability to understand
causes and effects in the environment.
David McClleland defined entrepreneur as a person with a high need for
achievement who is highly energetic and a moderate risk-taker. Kilby emphasizes
the role of an entrepreneur as an imitator who does not innovate but imitates
technologies innovated by others. This works very well and is important for
developing economies. Albert Shapero has defined an entrepreneur as one who
takes initiative, accepts risk of failure and has internal locus of control. Persons
with internal locus of control believe in themselves and accept that whatever
happens to them to them in life is an outcome of their own efforts. They have a
belief in creating their own future through their own efforts. As against this,
peo ple with ext ernal lo cus of control believe t hat others and external
circumstances control their destiny.
According to Kirzner’s work (1979, 1982), first, entrepreneurship is the
‘alertness’ to new opportunities. Entrepreneurs are alert; this is what they are
like. Second, entrepreneurship is seizing an opportunity by taking ‘innovative
actions’. Entrepreneurs innovate; this is what they do. Alertness leads to the
discovery of new opportunities. If the opportunity discovered is a real one, the
entrepreneur acts on it. Alertness necessarily leads to innovative actions such as
founding a new venture.
Robert Hebert and Albert Link (1982) came out with a list of 12
interrelated definitions of entrepreneur. An entrepreneur is:
 a person who assumes the risk associated with uncertainty
 a supplier of financial capital
 an innovator

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  a decision maker
 an industrial leader
 a manager or superintendent
 an organizer or coordinator of economic resources
 a proprietor of an enterprise
 an employer of factors of production
 a contractor
 an arbitrageur
 a person who allocates resources to alternative uses
Peter Drucker has defined entrepreneurship as a systematic innovation, which
consists in the purposeful and organised search for changes and systematic
analysis of the opportunities such change might offer for economic and social
innovation.
Fundamentally, three key components around which entrepreneurship revolves
are opportunity identification, value creation and resource organisation (Fig. 1.2).
And in the present context, it is the idea and its worth that matters the most and
not the capital. That is why there has emerged a focus, of late, on highlighting
pursuit of an opportunity without regard to the resources currently controlled.
This also means that capital chases ideas and would never come in the way of
entrepreneurial success of an idea whose time has come.

FIGURE 1.2 WHAT IS ENTREPRENEURSHIP?

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1.3.2 Characteristics of Entrepreneurship
Entrepreneurship is the act of setting out on your own and starting a business
instead of working for someone else in his business. While entrepreneurs must deal
with a larger number of obstacles and fears than hourly or salaried employees, the
payoff may be far greater as well.
i. Interest
The first factor for entrepreneurial success is interest. Since entrepreneurship pays
off according to performance rather than time spent on a particular effort, an
entrepreneur must work in an area that interests her. Otherwise, she will not be able
to maintain a high level of work ethics, and she will most likely fail. This interest
must also translate into a vision for the company’s growth. Even if the day-to-day
activities of a business are interesting to an entrepreneur, this is not enough for
success unless she can turn this interest into a vision of growth and expansion. This
vision must be strong enough that she can communicate it to investors and employees.
ii. Skill
All of the interest and vision cannot make up for a total of applicable skill. As the
head of a company, whether he has employees or not, an entrepreneur must be able
to wear many hats and do so effectively. For instance, if he wants to start a business
that creates mobile games, he should have specialised knowledge in mobile
technology, the gaming industry, game design, mobile app marketing or programming.
iii. Investment
An entrepreneur must invest in her company. This investment may be something
less tangible. Such as the time she spends or the skills or reputation she brings with
her, but it also tends to involve a significant investment of assets with a clear value,
whether they are cash, real estate or intellectual property. An entrepreneur who will
not or cannot invest in her company cannot expect others to do so and cannot expect
it to succeed.
iv. Organisation and Delegation
While many new businesses start as a one-man show, successful entrepreneurship is

13
characterized by quick and stable growth. This means hiring other people to do
specialised jobs. For this reason, entrepreneurship requires extensive organisation
and delegation of tasks. It is important for entrepreneurs to pay close attention to
everything that goes on in their companies, but if they want their companies to
succeed, they must learn to hire the right people for the right jobs and let them do
their jobs with minimal interference from management.
v. Risk and Rewards
Entrepreneurship requires risk. The measurement of this risk equates to the amount
of time and money you invest into your business. However, this risk also tends to
relate directly to the rewards involved. An entrepreneur who invests in a franchise
pays for someone else’s business plan and receives a respectable income, while an
entrepreneur who undertakes groundbreaking innovations risks everything on an
assumption that something revolutionary will work in the market. If such a
revolutionary is wrong, she can lose everything. However, if she is right, she can
suddenly become extremely wealthy.

1.4 ENTREPRENEUR
1.4.1 Meaning
The entrepreneur is commonly seen as a business leader and innovator of
new ideas and business processes. Management skill and strong team building abilities
are often perceived as essential leadership attributes for successful entrepreneurs.
Robert B. Reich considers leadership, management ability, and team building as
essential qualities of an entrepreneur.
An entrepreneur is a person who starts an enterprise. He searches for change
and responds to it. A number of definitions have been given of an entrepreneur.
The economists view him as a fourth factor of production along with land,
labour and capital.
The sociologists feel that certain communities and cultures promote
entrepreneurship like for example in India we say that Gujaratis and Sindhis are
very enterprising.

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 Still others feel that entrepreneurs are innovators who come up with new
ideas for products, markets, or techniques.
To put it very simple an entrepreneur is someone who perceives opportunity,
organizes resources needed for exploiting that opportunity, and exploits it.
Computers, mobile phones, washing machines, ATMs, Credit Cards, Courier
services and Ready to eat Foods are all examples of entrepreneurial ideas that got
converted into products or services.

1.4.2 Entrepreneurial Traits / Characterstics

Research in the area of entrepreneurship has identified a large number of
personality traits that differentiate an entrepreneur from others and contributes to
their success. Three key traits discussed more frequently in a number of studies are
need for achievement, locus of control and risk-taking ability.
i. Need for Achievement
Entrepreneurs are individuals having an intense desire for and focus on significant
accomplishment and mastering of skills, and do not compromise on maintaining
high standards. Need for achievement basically, it means wholeheartedly working
for the fulfillment of a vision. Subsequently, McClelland contributed to the
popularization of this concept through his work in the area of economic development
and psychology. According to him, a set of people having an intense need to achieve
are different from the rest of them. They prefer to work hard on a problem rather
than leave it to chance or fate. They take a middle ground by taking a moderate
degree of risk because they have faith in themselves and their abilities to influence
the outcome. They take tasks challenging with moderate risk but that are achievable
goals or solving a difficult problem gives greater satisfaction than a reward by way
of money.
The need for achievement is closely linked and correlated with entrepreneurial
success as is evident from a large number of research studies. The achievement
oriented entrepreneurs in the same industry with similar constraints have been found
to perform far superior to the ones who lack this characteristic.

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 ii. Locus of Control
The second vital trait associated is locus of control. The term ‘locus’ was
first introduced by psychologist Julian Rotter in the 1950s, which refers to a person’s
fundamental belief system about events and outcomes that happen in their life. It
can also be defined as an individual’s perceptions about the rewards and punishments
in their life (Pervin, 1980).According to locus of control theory, there are two types
of people, namely, internals and externals.
Individuals with an internal locus of control believe and have a faith that
they are able to control life events and the future depends upon their own efforts. It
is something like an entrepreneur who starts a venture and has a firm belief that it is
they and their efforts that would lead to happenings and outcomes in their life. They
are proactive in assessing environmental changes and prepare themselves in advance
to appropriately respond to such challenges.
Individuals with an external locus of control believe that happenings in their
life are the outcome of external factors, such as chance, people, luck or fate. They
have a firm belief that it is outside forces that govern and affect their ability to
achieve predetermined goals. They see things as a series of luck and fate driven
events and may lead a life without much challenges and hard work. It is because of
this belief that they put in less efforts to achieve their goals. Research studies show
that these people, in general are less successful in their studies and careers than
internals.
iii. Risk-taking
Risk-taking is an inbuilt imperative for an entrepreneur, because one cannot
expect to gain something in the future without taking the risk of facing uncertainties
and imponderables. According to Peter Drucker, entrepreneurship is about taking
risks. Entrepreneurial Behaviour is reflected in a person willing to take a risk of
getting wedded to an idea at the cost of their career and financial security.
Knight classified three types of uncertainty - risk that can be measured
statistically, ambiguity that is difficult to measure statistically and uncertainty that
cannot be predicted statistically. Entrepreneurs come across all three types of risks,

16
and the greatest challenge to them lies in having complete uncertainty in bringing
out something really novel to the world whose market does not exist. However,
even if a market for the product exists, there is never a guarantee that it exists for the
new entrant under consideration.
Risk-taking ability in a person is defined as ‘the perceived probability of
receiving rewards associated with the success of a situation that is required by the
individual before they will subject themselves to the consequences associated with
failure, the alternative situation providing less reward as well as less severe
consequences than the proposed situation’ (Brockhaus, 1980). Risk-taking ability
clearly distinguishes an entrepreneur from a non-entrepreneur. The degree of risk
that an entrepreneur takes also positively affects their ability to innovate, which is a
basic prerequisite for entrepreneurial success.
iv. Visionary and Dreamer
There have been many definitions of vision perhaps the one that most suits an
entrepreneur is ‘the ability to see the unseen’. Visionary personalities have the ability
to see through things in advance and dream big. Some think that vision is an intrinsic
ability and a gift that you either have or do not have. It is certainly something innate.
However, the fact remains that it comes with targeted knowledge and understanding.
Entrepreneurship is not just about becoming a ‘guru’ or becoming a path
setter, it is about finding the right path when others cannot and it is about being able
to see incremental needs as well as solutions to fulfill those needs by seeing through
the opportunities that others do not see. It is that instinct backed up concrete process
that enables an entrepreneur to avail themselves of an opportunity in time. A vision
from the past makes a great fortune for an inventor and acts as the cat’s eyes that can
be seen in the middle of the road while driving in the dark. As against this, an
incremental improvement is like making something more effective and deriving a
benefit from it.
v. Innovative – Being Interested in Something ‘New’
Entrepreneurs are highly innovative and new and unique things interest them
the most. They are always looking for new solutions to existing pain points or solutions

17
to emerging pain points. They have a great curiosity backed by deep and everlasting
interest in new ways of doing things, new ways of making things better, faster, more
efficient, more effective, stronger, lighter, more beautiful, tastier, more elegant,
simpler and so on. It is this interest and ingenuity in them that probably makes them
click. Thus, it is not only new ideas that attract the entrepreneur, but also old problems
that can be handled in a much simpler, better and efficient manner by identifying
new workable solutions. The entrepreneur comes out with new problems and solutions
to such problems.
vi. Dynamic Leadership
An entrepreneur is often thrown into the role of leader because of their ability
to visualize, formalize and understand the innovation and its value. They have to be
necessarily a good leader first as well as a good manager. Not all entrepreneurs are
suited to lead, and some may even feel uncomfortable to lead an organisation.
However, the chances of success as an entrepreneur depend much upon a good leader
leading the team.
Entrepreneurial leadership takes initiative, risk and responsibility and
channelizes creativity in an organisation, so as to achieve organisational goals with
a deeper and genuine concern for all stakeholders. It is this trait that keeps
entrepreneurs moving forward and going in spite of all odds and setbacks, which is
the hallmark of all successful business leaders. Good leaders bring with them vision,
optimism, courage, self-esteem, tolerance to ambiguity, achievement motivation,
meticulous planning, focus on execution and goal-orientation.
vii. Resourcefulness
Entrepreneurs in general are highly resourceful to get hold of what they need
with their creative and imaginative potential. They are highly ingenious and inventive
to make best use of what they have at their disposal to respond to challenges
effectively. This trait enables them in dealing effectively with the problems and
difficulties that they are confronted with. In their dictionary, the word ‘no’ does not
exist. They only know how to get things done against all odds.
Entrepreneurs have to necessarily think out-of-the-box to improve their

18
chances of getting the resources such as capital, the right people and the raw materials
they need to succeed. As such, normally getting what they need the most becomes
very difficult, but it is their ingenuity that enables them to succeed in getting what
they need. True entrepreneurs are resourceful and can create something out of nothing.
viii. Excellent Networker
Entrepreneurs maintain and build contacts regularly with people who matter
directly or indirectly to their business without expecting anything in return. Successful
entrepreneurs have a charismatic personality. The secret behind their success in
networking lies in having characteristics such as being open, receptive, flexible and
winsome. They are highly attentive and intense listeners. They remember the names
of people with whom they interact. It is these skills that enable entrepreneurs to
build, develop and strengthen networks of relationships both in and outside the
organisation in a very smooth and harmonious manner. They have the knack of
easily mingling with different people. They are good at building and nurturing
relationships based on mutual dependency and give and take that matter in sustainable
growth of the business.

1.5 BENEFITS OF ENTREPRENEURSHIP

The changing environment provides new opportunities for entrepreneurs and
as a result entrepreneurship has positively affected the economy and society.
Following are the important economic and social benefits of entrepreneurship.
i. Creating Innovation
Development of new enterprises plays an important role in introducing goods
and services to the economy. For example, as the demand for products and services
continues to grow, entrepreneurs continue to innovate to meet the unfulfilled needs
of customers.
ii. Fuelling Economic Growth
Development of small business is the best way to ensure economic growth,
preserve competition, prevent monopolistic control of industries and assure
competitive prices for quality products. Besides, small businesses also create job
opportunities for others.
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 iii. Identifying Ownership Opportunities
Entrepreneurship helps people in identifying an option to the traditional job
seeking path. Now prospective entrepreneurs try to develop their own business
enterprises by identifying viable innovative opportunities. Entrepreneurship offers
people ownership opportunities where prospective entrepreneurs are supposed to
work as job providers in place of job seekers.
iv. Opportunity to make a Difference
Increasingly, entrepreneurs are starting businesses because they see an
opportunity to make a difference in a cause that is important to them. Whether it is
providing low-cost, sturdy housing for families in developing countries or establishing
a recycling program to preserve Earth’s limited resources entrepreneur are finding
ways to combine their concerns for social isses and their desire to earn a good living.
v. Opportunity to reach your full potential
Too many people find their work boring, unchallenging and unexciting. But
not entrepreneurs. To them, there is little difference between work and play; the two
are synonymous. Entrepreneurs’ businesses become their instruments for self-
expression and self-actualization. They know that the only boundaries on their success
are those imposed by their own creativity, enthusiasm and vision. Owning a business
gives them a sense of empowerment.
vi. Enhancing welfare amenities
Innovative new enterprises serve society by providing health care facilities,
comforts, insurance etc. Entrepreneurs by their own experience try to create products
and services that can help others. It is general perception that when individuals
experience personal problems or tragedy, they may discover a need for product or
service that is not being met. These situations force the individuals to become
innovative in removing their sufferings and at a later stage, this initiates ground for
entrepreneurship.
vii. It gives a great amount of freedom
If you are working for a boss and a company you need to meet all their

20
requirements and only have very little freedom on the job. On the other hand, if you
start your own business, you will be able to make your own demands and set your
own schedule. You dictate everything you do, giving you a level of freedom that you
will not see when you are employed.
viii. Independence

Entrepreneurs are able to make all of the decisions relating to their company
themselves; they have complete control. This allows for a huge degree of
independence and a chance to shape one’s own life.
ix. Opportunity to reap impressive profits

Although money is not the primary force driving most entrepreneurs, the
profits their businesses can earn are an important motivating factor in their decisions
to launch companies. Most entrepreneurs never become super-rich, but many of
them do become quite wealthy. In fact, nearly 75 percent of those on the Forbes list
of the 400 richest Americans are first generation entrepreneurs.

1.6 DRAWBACKS OF ENTREPRENEURSHIP

Process of entrepreneurship can be affected by regulatory measures and other
environmental factors Barriers to entrepreneurship can stifle innovation if promoted
enterprises are protected unnecessarily from the government and competitive forces
which generate new ideas. Excessive promotional costs, uncertainty, ineffective
political leadership me the potential entrepreneurs to shy away from risk taking
behavior. These barriers are as follows:
i. Uncertainty of Income
Opening and running a business provides no guarantee that an entrepreneur
will earn enough money to survive. Some small businesses barely earn enough to
provide the owner manager with an adequate income. In a business’s early days the
owner often has trouble meeting financial obligations and may have to live on savings.
The steady income that comes with working for someone else is absent. The owner
is always the last one to be paid.

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 ii. Risk of Losing your Entire Investment
The small business failure rate is relatively high. According to recent research,
35 percent of new businesses fail within two years and 54 percent shut down within
four years. Within six years, 64 percent of new businesses will have folded. Studies
also show that when a company creates at least one job in its early years, the probability
of failure after six years plummets to 35 percent.
Before “reaching for the golden ring,” entrepreneurs should ask themselves
if they can cope psychologically with the consequences of failure:
 What is the worst that could happen if I open my business and it fails?
 How likely is the worst to happen? (Am I truly prepared to launch my
business?)
 What can I do to lower the risk of my business failing?
 If my business were to fail, what is my contingency plan for coping?
iii. Long Hours and Hard Work

Business start-ups often demand that owners keep nightmarish schedules.

According to a recent Dun & Bradstreet survey, 65 percent of entrepreneurs devote
more than 40 hours per week to their companies. In many start-ups, six or seven day
workweeks with no paid vacations are the norm. In fact, one study by American
Express found that 29 percent of small business owners had no plans to take a summer
vacation. The primary reason? “Too busy”. These owners feel the pressure because
they know that when the business closes, the revenue stops coming in and customers
go elsewhere. “You must have stamina to see it through,” says Chantelle Ludski,
founder of London-based fresh, an organic food company. “I put in many 16-hour
workdays. Holidays and time off are things that go out the window.
iv. Lower Quality of Life until the Business Gets Established
The long hours and hard work needed to launch a company can take their toll
on the other aspects of the entrepreneur’s life. Business owners often find that their
roles as husbands or wives and fathers or mothers take a back seat to their roles as
company founders. Holly Dunlap, a 32-year-old designer of women’s shoes, handbags

22
and party dresses that she sells through Hollywood, the boutique she founded with
locations in New York City and Palm Beach, Florida, admits that she is married to
her business. Her 14-hour workdays leave little time for lunch most days or for a
quiet evening with friends. “As my mother has pointed out,” she says, “businesses
do not produce grandchildren.” Part of the problem is that half of all entrepreneurs
launch their businesses between the ages of 25 and 39 years, just when they start
their families. As a result, marriages, families and friendships are too often casualties
of small business ownership. “The traits that make you a successful entrepreneur are
not the things you can turn off when you walk in the door at home,” says one
entrepreneurial researcher, describing how owning a business often conflicts with
one’s family and social life.
v. High Levels of Stress
Starting and managing a business can be an incredibly rewarding experience,
but it also can be a highly stressful one. Entrepreneurs often have made significant
investments in their companies, have left behind the safety and security of a steady
paycheck and have mortgaged everything they own to get into business. Failure may
mean total financial ruin and that creates intense levels of stress and anxiety.
Sometimes entrepreneurs unnecessarily bear the burden of managing alone because
they cannot bring themselves to delegate authority and responsibility to others in the
company, even though their employees are capable.
vi. Complete Responsibility
It’s great to be the boss, but many entrepreneurs find that they must make
decisions on issues about which they are not really knowledgeable. Many business
owners have difficulty finding advisors. A recent national small business poll
conducted by the National Federation of Independent Businesses found that 34 percent
of business owners have no one person to turn to for help when making a critical
business decision. When there is no one to ask, the pressure can build quickly. The
realization that the decisions they make are the cause of success or failure has a
devastating effect on some people. Small business owners discover quickly that
they are the business.

23
 vii. Discouragement

Launching a business is a substantial undertaking that requires a great deal

of dedication, discipline and tenacity. Along the way to building a successful business,
entrepreneurs will run headlong into many different obstacles, some of which appear
to be insurmountable. In the face of such difficulties, discouragement and
disillusionment are common emotions. Successful entrepreneurs know that every
business encounters rough spots along the way and they wade through difficult times
with lots of hard work and an abundant reserve of optimism.
viii. Regulatory Barriers

Generally, government regulates entry to markets, defining registration

requirement and reporting and disclosure norms and ensuing the tax compliance. In
practice there are different legal forms of business organisations each of which offers
different merits and limitations, registration and reporting requirements. These
situations force the entrepreneurs to weigh their relative costs and benefits. Normally,
the procedure for registering as a sole trader and unlimited liability partnerships are
relatively simple and costs are minimal. Formation of private company is also easy
and these forms are generally adopted by small entrepreneurs. Besides, for
Government support, entrepreneurs are also expected to produce a business plan
certified by technical consultancy organisations which attest to the enterprise’s
viability.
ix. Competition Policy
Gentlemen’s agreement among the entrepreneurs to monopolize the market
may create problems for potential entrepreneurs. Actually, private barriers to entry
can be stifling. Existing entrepreneur might have interested to suppress competition
among them in order to raise prices and exploit consumers. Such agreements
invariably require some attempt to keep competitors. Such agreements invariably
require some attempt to keep competitors from offering what the incumbents refuse
to in the way of either quantity or quality of product. Collective boycotts could be
used for example to deny new competitors supplies of raw materials components
and access to distribution channels. In this context, it would be necessary to enact
competition law so that it will be difficult for dominating firms to unilaterally seek
24
to protect themselves from new competition. The intent to restrict firms to maintain
large market shares solely governed by greater efficiency rather than artificial barriers
to entry.
x. Defective Tax Structure
Higher level of tax doses tend to distort economic activity and reduces profit
margin to entrepreneurs. High tax doses lead to a sub-optimal use of resources and a
less efficient and dynamic economy. They reduce the returns available to entrepreneurs
and discourage them from further creation or expansion. High marginal income and
corporate tax rates penalize very successful entrepreneurs. They also reduce firm’s
liquidity by reducing their capacity to retain more profits for further investment.
Similarly, they provide an incentive for tax avoidance and evasion, tending to expand
undeclared economic activity. Thus, low tax rates are not the only factor positively
affecting the level of entrepreneurship. The relative tax structure on different forms
of business organisations can also encourage one form over the other.
xi. Delayed Payments
Delayed payments from big enterprises to small enterprises are the normal
feature of small business. They became a problem because of their vulnerability to
cash flow constraints and because of their frequently weak bargaining position with
respect to purchases. The Government of India has already introduced a separate act
‘Delayed Payment Act’ to protect the interest of small entrepreneurs. Legislation
can offer such measures as statutory rights of interest on late payments and the right
to sue late paying firms. The Abid Hussain Committee has already recommended
the necessary amendments in Indian Companies Act, 1956 to make it mandatory for
companies to indicate the amount due to small scale industries in their annual
accounts.
xii. Absence of Protection of Intellectual Property Rights
Innovation is basic root of the entrepreneurship. Despite the potential benefits
offered by research and development of new products and services, firms are reluctant
to invest in R&D because the results of such spending technological discoveries,
new products, and techniques can fall easily into the hands of rivals due to the

25
difficulty associated with attaching ownership rights to these results. So government
should try to protect the innovative process developed by the entrepreneurs. It should
also try to formulate comprehensive “Intellectual Property Policy” to set up
equilibrium between two objectives, first rewarding or compensating creators and
inventors for innovation and second promoting the interests of business and the
public at large in securing access to science, technology and culture. This implies
granting innovators the rights that are necessary to recoup their investment without
stifling competition for an unduly long period of time.
xiii. Defective Administrative and Compliance System

Government generally favors small entrepreneurs by granting them tax

subsidies and tax incentives to achieve a wide range of economic and social objectives.
These measures include tax benefits to promote employee training and R&D, special
provisions to SSI’s to help them to access financial support extended by financial
institutions and special tax provisions to create export promotion zones, etc. Tax
subsidies and incentives require definitions of the eligible activities, accountability
requirements and other administrative procedures and these generate administrative
expenses for government and compliance costs for business. Indian bureaucratic
system known for its costs. So, it would be better to have a tradeoff between using
the administrative system to correct market imbalances and favour particular social
goals on the one hand and the objective of cost effectiveness of compliance system
on the other.

1.7 SUMMARY
Entrepreneurship is an attitude of mind which can take risks but calculated
ones; a true entrepreneur is one who can see possibilities in a given situation where
others see none and has the patience to work out the idea into a scheme to which
financial support can be provided. It is one of the catalytic activities fostering initiative,
promoting and maintaining economic activities for the production and distribution
of wealth. The stimulation of entrepreneurship is a function of both internal and
external variables. In developing countries, there is no dearth of ideas but there is a
real scarcity of men with the right blend of vision and practical sense to become
successful entrepreneurs. Programme for developing entrepreneurship must recognise
26
that, ultimately, the change they seek to induce is attitudinal; it is more than just
providing information, land or money. It is to provide new goals so that a motivated
young person is no longer content to take up a secure job, which will assure him a
modest income but seeks bigger challenges in setting up and running his own business.

1.8 GLOSSARY
 Entrepreneurship: Entrepreneurship is a systematic innovation, which
consists in the purposeful and organised search for changes and it is the
systematic analysis of the opportunities such changes might offer for economic
and social innovation.
 Entrepreneur: An entrepreneur is a person who pays a certain price for a
product to resell it at an uncertain price, thereby making decisions about
obtaining and using the resources while consequently admitting the risk of
enterprise.
 Knowledge Management: Knowledge management (KM) is the process of
capturing, developing, sharing and effectively using organisational
knowledge. It refers to a multi-disciplined approach to achieving
organisational objectives by making the best use of knowledge.
 Stress: A state of mental or emotional strain or tension resulting from adverse
or demanding circumstances.
 Quality of Life: Quality of Life (QOL) is the general well-being of individuals
and societies, outlining negative and positive features of life. It observes life
satisfaction, including everything from physical health, family, education,
employment, wealth, safety, security to freedom, religious beliefs and the
environment.

1.9 SELF ASSESSMENT QUESTIONS

1. Match the entrepreneur with his enterprise from the following words, which
are all jumbled up:
Wipro,Ambani, Patel, Azimji Premji, credit card, Reliance, Nirma, HDFC.

27
 __________________________________________________________
__________________________________________________________
__________________________________________________________
2. Can you identify an enterprising idea, which can be explored?
__________________________________________________________
__________________________________________________________
__________________________________________________________
3. Explain the concept and meaning of entrepreneurship.
__________________________________________________________
__________________________________________________________
__________________________________________________________

1.10 LESSON END EXERCISE

1. Discuss the characteristics of entrepreneurship in the present context.
__________________________________________________________
__________________________________________________________
__________________________________________________________
2. Discuss the various traits of entrepreneurs.
__________________________________________________________
__________________________________________________________
__________________________________________________________
3. What are the benefits of entrepreneurship?
__________________________________________________________
__________________________________________________________
__________________________________________________________

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 4. Discuss the various drawbacks of entrepreneurship.
__________________________________________________________
__________________________________________________________
__________________________________________________________
5. Discuss in detail the concept and meaning of entrepreneur.
__________________________________________________________
__________________________________________________________
__________________________________________________________

1.11 SUGGESTED READINGS

 C.S.V. Murthy: Small Scale Industries and Entrepreneurial Development,
Himalaya Publishing House, New Delhi.
 David H. Hold (2005). Entrepreneurship. Prentice Hall of India, New Delhi.
 Dollinger (2006). Entrepreneurship, Strategies and Resources (3 rd ed.).
Pearson, Low priced edition, New Delhi.
 Gupta C.B., Khanka S.S. (2003). Entrepreneurship & Small Business
Management (4th ed.). Sultan Chand & Sons, New Delhi.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.
 Sangram Keshari Mohanty (2005). Fundamentals of Entrepreneurship.
Prentice Hall of India Pvt. Ltd., New Delhi.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

29
UNIT – I LESSON - 2
FOUNDATIONS OF ENTREPRENERUSHIP

DRIVERS OF ENTREPRENEURSHIP AND CULTURAL

DIVERSITY OF ENTREPRENEURSHIP

STRUCTURE

2.1 Introduction
2.2 Objectives
2.3 Drivers of Entrepreneurship
2.3.1 Living conditions
2.3.2 Personal attitudes, self-interests and individual strengths
2.3.3 Freedom and independence
2.3.4 Earn lot of money
2.3.5 Creativity and personal skills
2.3.6 Overcome challenges
2.3.7 Community booster/job provider
2.3.8 Strengthen resume
2.3.9 Network builder
2.3.10 Inspiration and example for others
2.3.11 Create wealth for family and society
2.4 Cultural Diversity of Entrepreneurship

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 2.4.1 Young entrepreneur
2.4.2 Women entrepreneurs
2.4.3 Minority entrepreneurs
2.4.4 Immigrant Entrepreneurs
2.4.5 Part-time entrepreneurs
2.4.6 Home-based businesses
2.4.7 Family businesses
2.4.8 Copreneurs
2.4.9 Corporate Castoffs
2.4.10 Corporate Dropouts
2.4.11 Social Entrepreneurs
2.5 Summary
2.6 Glossary
2.7 Self-Assessment Questions
2.8 Lesson End Exercise
2.9 Suggested Readings

2.1 INTRODUCTION
Entrepreneurship is one of the key drivers for development in any society.
The level of awareness among the individual members of a society regarding their
capacity to contribute to the economic, social and political development of their
society is a key factor in their development as well as the overall development of the
society. Thus, the process of creating this self-awareness and the development of
individual capacity for creative and innovative thinking, decision-making and action/
policy implementation should become an integral constituent of developmental policy
of the government.

31
 Entrepreneurship is increasingly accepted as an important means and a useful
alternative for income generation especially in young people. As traditional job-for-
life career paths become rarer, entrepreneurship is regarded as an additional way of
integrating people into the labour market and overcoming poverty. Supporting this
shift in policy is the fact that in the last decade, most new formal employment has
been created in small enterprises or as self-employment. Given global demographic
trends, it is important that the social and economic contributions of entrepreneurs
are recognised. Entrepreneurship can unleash the economic potential of people.
Entrepreneurship and self-employment can be a source of new jobs and economic
dynamism in developed countries and can improve livelihoods and economic
independence of people in developing countries. For people in the informal economy,
micro entrepreneurism is a bottom-up method for generating an income, self-reliance
and a new innovative path to earning a living and caring for oneself. The need is to
stimulate the enthusiasm of individuals so that they can develop themselves as the
best entrepreneurs.

2.2 OBJECTIVES
After completion of this lesson you shall be able to understand:
 drivers of entrepreneurship
 cultural diversity of entrepreneurship

2.3 DRIVERS OF ENTREPRENEURSHIP

There are various reasons for becoming an entrepreneur, which ranges from
conscious decision to become an entrepreneur to accidentally becoming an
entrepreneur as one does not have any other alternative in hand. There could be
reasons such as not liking a job or getting frustrated with the job role provided,
chance of getting laid off, not getting promotions in the early phase of their career in
time or getting superseded by younger colleagues, cut in salary as the company is
not doing well, chances of company becoming bankrupt, and mismatch between
existing business and the skill profile of an individual. On the other hand, some
individuals are averse to the idea of working for someone else or where they have to
adhere to well-defined corporate culture.
32
 Some of the key reasons for an individual taking up entrepreneurship as a
career option are described as follows:
2.3.1 Living conditions: Necessity vs. Opportunity stimulating
Entrepreneurship
The Global Entrepreneurship Monitor (GEM) study distinguishes between
opportunity-drive entrepreneurship and necessity-drive entrepreneurship.
Entrepreneurship is driven by economic necessity when there is no other alternative
for income generation or making a living. According to GEM study, necessity-driven
entrepreneurship levels in a country is associated with factors like low tax revenue
as a percentage of GDP, lower levels of participation in both secondary and tertiary
education and high levels of income disparity and low levels of social security. That
is why especially youth in developing and low-income countries tend to engage in
business out of economic necessity (e.g. lack of employment opportunities, need to
supplement household income and poverty).
In contrast, opportunity-driven entrepreneurship refers to entrepreneurship
that is the result of the desire to pursue a perceived business opportunity, which is
not the only option for generating an income and making a living at a time. The level
of opportunity entrepreneurship is associated with a belief in having the skills to
start a business, knowing someone who has started a business in the last two years,
seeing good business opportunities in the future, and high business angel investment
and support activity. That is why opportunity entrepreneurship tends to be more
dominant in the high-income countries.
However, in practice, it is fairly difficult to draw a clear separation line
between both types of entrepreneurship as both drivers often overlap.
2.3.2 Personal attitudes, self-interests and individual strengths
Apart from living conditions, the stimulants for entrepreneurs are bound up
to their personal attitudes, preferences and objectives and their particular interests,
individual strengths and skills. In contrast to pure economic entrepreneurs, social
entrepreneurs have a strong desire to change and improve society. Their drivers is
often based on altruism, the need to be true to one’s values and beliefs, the need to

33
be socially responsible and in being a long-term interest in the health of the local
economy, environment and the community.
Furthermore, in industrialized countries, people cite various personal
stimulants and reasons to start their own business: To be one’s own boss, to be more
independent and flexible, to pursue a new job perspective, to seek a new challenges,
to earn more money (or to become wealthy), to realise a vision or an idea, to get
more reputation and to connect a passion with the job (in order to obtain better
quality of life), to continue family traditions.
2.3.3 To have freedom and independence
To desire to be one’s own boss is the most important reason for turning out
to be an entrepreneur. Around 40 per cent of individuals look for entrepreneurial
opportunities because of their desire to be independent and act as their own boss.
However, it may not be easy in reality to fulfill this instinct or desire in them because
of varied factors such as inadequate financing, inadequate and poor planning, lack
of uniqueness in the idea and intense competition. As a result, a large number of
business start-ups fail within the first few years called Death Valley. The chances of
success increase precipitously for those businesses that are effectively able to respond
to the initial phase of challenges so as to keep running longer. It is established
entrepreneurs who achieve a well-earned independence and enjoy the prestige and
pride of being the person in charge.
2.3.4 To earn lots of money
Successful ventures have many options at their disposal to grow and diversify.
As such, one of the greatest challenges that lie before successful entrepreneurs is to
strategically respond to the growth phase. Successful entrepreneurs keep reinvesting
their profits in the business and avail themselves of opportunities to pump in more
money through banks, venture capitalist, and angel funders to accelerate the growth
of their business and in turn make more and more money. As against salaried
employees, entrepreneurs have a great potential to keep multiplying their personal
wealth beyond bounds. Earning lots of money has been identified as the second
major reason for becoming entrepreneurs.

34
2.3.5 To use creativity and personal skills
Entrepreneurial ventures provide a much needed opportunity to individuals
to deploy and make use of their unique personalities and skill sets for the good of the
venture. Such an opportunity usually does not exist for employees serving in corporate
and other organisations. Ventures allow them to be innovative in establishing,
strengthening and building businesses of their own. Individuals who are more creative
find a good outlet to try out their new ideas in their venture, the possibility of which
does not spontaneously exist while working for others. This has been identified as
the third major reason for taking up entrepreneurial venture. Thus, to unfold one’s
deep-rooted inner strengths, there cannot be any option other than to move on the
path of entrepreneurship.
2.3.6 To overcome challenges
There are individuals who look at problems as challenges and would like to
overcome them against all odds. It is this instinct in them that differentiates
entrepreneurs from other individuals. The positive attitude in them makes them
solution focused rather than problem focused. Scientific research has also shown
that people who have a positive attitude and strong will power are able to overcome
challenges of life – personal or professional – in a much easier way than others.
Thinking positively enables them to find creative solutions to challenges that are
looked at as hurdles and obstacles by others. The approach that an entrepreneur uses
is similar to the flow of river water, which keeps weakening or destroying big blocks
on the way during its journey to merge with the sea but never stops.
2.3.7 To become a community booster/job provider
Entrepreneurs are usually concerned about the welfare of the community
around them. They usually get integrated with the community around for their well-
being. One of the ways in which this is done is job openings for local people, which
acts as a booster to the local economy. Further, they take up varied activities that
help communities in prospering. This gives them a great source of satisfaction of
having left an impact on the well-being of local people and on society at large. Their
main desire is to leave a mark in the minds of people around through their

35
entrepreneurial venture. Thus, by becoming an entrepreneur, one acquires the power
of making a difference in the life of one’s employees, friends, customers and
community at large.
2.3.8 To strengthen resume
Earlier, a failure in an entrepreneurial venture was looked upon as a stigma
or blot on the personality. Socially, people used to consider them as unsuccessful
and even boycott them. However, of late the importance of even entrepreneurs who
have failed is emerging, as they acquire extraordinary expertise while handling their
business operations from top to bottom. Entrepreneurs manage everything from
finances to marketing campaigns to customer relations. This provides them with the
knack of managing different facets of the business and building relationships. Thus,
entrepreneurs acquire indispensable knowledge and understanding of different facets
of a business such as cost of operations, government regulations, tax and statutory
compliances, production planning and control to customer satisfaction. Their
experience in varied aspects and expertise strengthen their career resumes. As a
result, in the present corporate world, even unsuccessful entrepreneurs are looked at
as a precious lot for providing high-level jobs.
2.3.9 To become a network builder
There are individuals who have the knack of networking and building
relations. This quality in them goes a long way in successfully running a business of
their own. As entrepreneurs have to necessarily encounter individuals of a variety of
professions and from different walks of life, the networking skill comes handy in
working well in liaison with them. Networking with a diverse set of people not only
helps in supporting and growing businesses but also complements entrepreneurs’’
personal lives with friendships and goodwill.
2.3.10 To be an inspiration and example for others
Successful entrepreneurs act as great role models for youth to traverse on the
path of entrepreneurship. The motivation to leave a mark in life and act as an example
worth emulating by others leads some people to take up entrepreneurship.

36
2.3.11 To create wealth for family and society
Besides all the reasons stated earlier that lead to taking up entrepreneurship,
which gives rise to great satisfaction to an individual as they do what they love and
enjoy, they become an instrument in creating wealth for their family and society at
large. This provides them with an opportunity to contribute directly to the process of
growth and development.

2.4 CULTURAL DIVERSITY OF ENTREPRENEURSHIP

As we have seen, virtually anyone has the potential to become an entrepreneur.
Indeed, diversity is a hallmark of entrepreneurship. We now explore the diverse mix
of people who make up the rich fabric of entrepreneurship.
2.4.1 Young Entrepreneurs
Young people are setting the pace in starting businesses. Disenchanted with
their prospects in corporate America and willing to take a chance at controlling their
own destinies, scores of young people are choosing entrepreneurship as their primary
career path. A study by Babson College found that members of Generation X (people
born between 1965 and 1981) are three times more likely than those in other age
groups to launch businesses. Members of this generation are responsible for about
80 percent of all business start-ups, making Generation X the most entrepreneurial
generation in history. There is no slowdown in sight as this generation flexes its
entrepreneurial muscle. “Generation X” might be more appropriately called
“Generation E.”
Even teenagers and those in their early 20s (the Millennium Generation,
born after 1982), show high levels of interest in entrepreneurship. Young entrepreneur
camps are popping up all around the country to teach youthful business-building
“wannabes” how to launch and run a business and many of them are fulfilling their
dreams. When she was just a sophomore in high school, Natalie Morris created a
line of custom-made purses and handbags. Morris, who sells her stylish purses and
bags at salons and boutiques across upstate South Carolina, recently received the
South Caroline Young Entrepreneur of the Year Award from Merrill Lynch. Because
of young people such as Morris, the future of entrepreneurship looks very bright.

37
2.4.2 Women Entrepreneurs
Despite years of legislative effort, women still face discrimination in the
work force. However, small business has been a leader in offering women
opportunities for economic expression through employment and entrepreneurship.
Increasing numbers of women are discovering that the best way to break the “glass
ceiling” that prevents them from rising to the top of many organisations is to start
their own companies. In fact, women are opening businesses at a rate about twice
that of the national average. Women entrepreneurs have even broken through the
comic strip barrier.
Although the businesses women start tend to be smaller than and require
half as much start-up capital s those men start, their impact is anything but small.
The nearly 11 million women-owned companies in the United States employ more
than 19.1 million workers and generate sales of more than $2.5 trillion a year. Women
now own about 48% of all privately held businesses in the United States. Although
their businesses tend to grow more slowly than those owned by men, women-owned
businesses have a higher survival rate than U.S. businesses overall. Female
entrepreneurs today are more likely than ever to be highly educated and to have
managerial experience in the industries in which they start their companies.
2.4.3 Minority Entrepreneurs
Another rapidly growing segment of the small business population is minority-
owned businesses. Hispanics, Asians and African-Americans, are the minority groups
most likely to become entrepreneurs and minority entrepreneurs are launching
businesses at a rate that is 1.5 times the national average. Like women, minorities
cite discrimination as a principal reason for their limited access to the world of
entrepreneurship. Minority-owned businesses have come a long way in the last
decade, however and their success rate is climbing.
A study by the Small Business Administration reported that minorities now
own 15 percent of all businesses. Minority-owned businesses generate $591 billion
in annual revenues and employ more than 4.51 million workers with a payroll of
more than $96 billion. The future is promising for this new generation of minority

38
entrepreneurs, who are better educated, have more business experience and are better
prepared for business ownership than their predecessors.
2.4.4 Immigrant Entrepreneurs
The United States has always been a melting pot of diverse cultures and
many immigrants have been drawn to this nation by its promise of economic freedom.
Unlike the unskilled “huddled masses” of the past, today’s immigrants arrive with
more education and experience. Although many of them come to the United States
with few assets, their dedication and desire to succeed enable them to achieve their
entrepreneurial dreams.
2.4.5 Part-Time Entrepreneurs
Starting a part-time business is a popular gateway to entrepreneurship. Part-
time entrepreneurs have the best of both worlds: They can ease into business for
themselves without sacrificing the security of a steady paycheck and benefits.
Approximately 15 million Americans are self-employed part-time. A major advantage
of going into business part-time is the lower risk in case the venture flops. Many
part-timers are “testing the entrepreneurial waters” to see whether their business
ideas will work, whether there is sufficient demand for their products and services
and whether they enjoy being self-employed. As they grow, many part-time enterprises
absorb more of the entrepreneur’s time until they become full-time businesses.
2.4.6 Home-Based Businesses
Home-based businesses are booming. Fifty-three percent of all businesses
are home-based, but about 91 percent of them are very small with no employees
other than the principal. Several factors make the home the first-choice location for
many entrepreneurs:
 Operating a business from home keeps start-up and operating costs to a
minimum.
 Home-based companies allow owners to maintain a flexible lifestyle and
work style.
Many home-based entrepreneurs relish being part of the “open-collar
workforce.”
39
  Technology, which is transforming many ordinary homes into “electronic
cottages”, allows entrepreneurs to run a wide variety of businesses from their
homes.
 Many entrepreneurs use the Internet to operate e-commerce businesses from
their homes that literally span the globe.
In the past, home-based businesses tended to be rather unexciting cottage
industries such as crafts or sewing. Today’s home-based businesses are more diverse;
modern home-based entrepreneurs are more likely to be running high-tech or service
companies with millions of dollars in sales. The average home-based entrepreneur
works 61 hours a week and earns an income of $63000. Studies by Link Resources
Corporation, a research and consulting firm, suggest that the success rate for home-
based businesses is high: 85 percent of such businesses are still in operation after
three years.
2.4.7 Family Businesses
A family-owned business is one that includes two or more members of a
family with financial control of the company. Family businesses are an integral part
of our economy. Of the 25 million businesses in the United States, 90 percent are
family-owned and managed. These companies account for 60 percent of total U.S.
employment and 78 percent of all new jobs, pay 65 percent of all wages and generate
50 percent of the nation’s GDP. Not all of them are small; 37 percent of the Fortune
500 companies are family businesses.
“When it works right,” says one writer, “nothing succeeds like a family firm.
The roots run deep, embedded in family values. The flash of the fast buck is replaced
with long-term plans. Tradition counts. Despite their magnitude, family businesses
face a major threat, a threat from within: management succession. Only 30 percent
of family businesses survive to the second generation, just 12 percent make it to the
third generation and only 3 percent survive into the fourth generation and beyond.
Business periodicals are full of stories describing bitter disputes among family
members that have crippled or destroyed once-thriving businesses.
To avoid such senseless destruction of valuable assets, founders of family

40
businesses should develop plans for management succession long before retirement
looms before them.
2.4.8 Copreneurs
“Copreneurs” are entrepreneurial couples who work together as co-owners
of their businesses. Unlike the traditional “Mom and Pop” team (Pop as “boss” and
Mom as “subordinate”), copreneurs “are creating a division of labour that is based
on expertise as opposed to gender,” says one expert. Studies show that companies
co-owned by spouses represent one of the fastest growing business sectors.
Managing a small business with a spouse may appear to be a recipe for divorce,
but most copreneurs say otherwise. “There is nothing more exciting than nurturing a
business and watching it grow with someone you love”, says Marcia Serrill, who,
with her husband, William Kleinberg Sherrill, a leather goods and accessories
business. Successful coprenurs clear to build the foundation for a successful working
relationship before they ever launch their companies. Some of the characteristics
they rely on include the following:
 An assessment of whether their personalities will mesh-or conflict-in a
business setting.
 Mutual respect for each other and one another’s talents.
 Compatible business and life goals-a common vision
 A view that they are full and equal partners, not a superior and a subordinate.
 Complementary business skills that each acknowledges and appreciates and
that lead to a unique business identity for each spouse.
 The ability to keep lines of communication open talking and listening to
each other about personal as well as business issues.
 A clear division of roles and authority, ideally based on each partner’s skills
and abilities, to minimise conflict and power struggles.
 The ability to encourage each other and to lift up a disillusioned partner.
 Separate workspaces that allow them to escape when the need arises.

41
  Boundaries between their business life and their personal life so that on doesn’t
consume the other.
 A sense of humor.
 The realisation that not every couple can work together.
Although copreneuring isn’t or everyone, it works extremely well for man
couples and often leads to successful businesses.
2.4.9 Corporate Castoffs
Concentrating on shedding the excess bulk that took away their flexibility
and speed, many large American corporations have been downsizing in an attempt
to regain their competitive edge. For decades, one major corporation after another
has announced layoffs and not just among blue-collar workers. Companies are cutting
back their executive ranks as well. Millions of people have lost their jobs and these
corporate castoffs have become an important source of entrepreneurial activity. Some
20 percent of these discharged corporate managers have become entrepreneurs and
many of those left behind in corporate America would like to join them.
Many corporate castoffs are deciding that the best defense against future job
insecurity is an entrepreneurial offence.
2.4.10 Corporate Dropouts
The dramatic downsizing of corporate America has created another effect
among the employees left after restructuring: a trust gap. The result of this trust gap
is a growing number of dropouts from the corporate structure who then become
entrepreneurs. Although their workdays may grow longer and their incomes may
shrink, those who strike out on their own often find their work more rewarding and
more satisfying because they are doing what they enjoy. Other entrepreneurs are
inspired to launch their companies after being treated unfairly by large, impersonal
corporate entities.
Because they have college degrees, a working knowledge of business and
years of management experience both corporate dropouts and castoffs may ultimately
increase the small business survival rate.

42
2.4.11 Social Entrepreneurs
Social entrepreneurs use their skills not only to create profitable business
ventures, but also to achieve social and environmental goals for the common good.
Their businesses often have a triple bottom line that encompasses economic, social
and environmental objectives. These entrepreneurs see their businesses as
mechanisms for achieving social goals that are important to them as individuals.

2.5 SUMMARY
The key role that entrepreneurship plays in economic growth and development
makes it an important factor demanding attention of all stakeholders – government,
educationists, politicians, social change agents’ i.e. social entrepreneurs and so on.
Changing people’s mindset or building the entrepreneurial mindset is very important.
Applying entrepreneurial principles implies goal-driven approach to work. This is
important both in the private sector and the public sector as well. Building of such
mindset is possible through education and training. The question is to developing
nations have the required capacity adequate entrepreneurship education and training.
The educational systems in most of these nations thus have to be adequately tailored
to foster entrepreneurial mindset. The educational curriculum should be made to
include functional entrepreneurship education and for this to be possible there should
be collaboration with the nations that are already advanced.
The government should direct universities to introduce entrepreneurship
education centers and departments to award degrees in entrepreneurship. This will
enable the institutions to achieve the desired objective, which will automatically
translate to economic well-being.
The entrepreneurship should be made compulsory part of education
curriculum at all levels of education. The entrepreneurial approach - goal achievement
drive – if imbibed from the very beginning will definitely affect positively our work
culture and the economy at large. Practicing entrepreneurs should be part of those
who design the curriculum. The traditional teacher’s role will change into the role of
active communication and cooperation with the world of work, if this is done. The
practical dimension of the entrepreneurship education will strengthen the students’

43
abilities, skills and attitudes and we believe that “creativity is more meaningful than
competence”. Equally, it is important to note that “A society with the high levels of
knowledge and skills will not produce the breakthroughs in products or processes
needed for economic advances without a culture of entrepreneurship that extends
across society.

2.6 GLOSSARY
 Creativity: Creativity is characterised by the ability to perceive the world in
new ways, to find hidden patterns, to make connections between seemingly
unrelated phenomena and to generate solutions.
 Culture: Culture is the characteristics and knowledge of a particular group
of people, encompassing language, religion, cuisine, social habits, music
and arts.
 Diversity: It means understanding that each individual is unique and
recognizing our individual differences. These can be along the dimensions
of race, ethnicity, gender, sexual orientation, socio-economic status, age,
physical abilities, religious beliefs, political beliefs or other ideologies.
 Women entrepreneurs: Women entrepreneurship is the process in which
women initiate a business, gather resources, undertake risks, face challenges,
provides employment to others and manages the business independently.
 Copreneurs: Copreneurs are entrepreneurial couples who work together as
co-owners of their businesses.
 Social entrepreneurs: Social entrepreneurs use their skills not only to create
profitable business ventures, but also to achieve social and environmental
goals for the common good.

2.7 SELF ASSESSMENT QUESTIONS

1. Describe the cultural diversity of entrepreneurship.
___________________________________________________________
___________________________________________________________

44
 ___________________________________________________________
2. Discuss the various drivers that motivate an individual to become
entrepreneur.
___________________________________________________________
___________________________________________________________
___________________________________________________________

2.8 LESSON END EXERCISE

1. Elaborate the cultural diversity of entrepreneurship in India.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What do you mean by cultural diversity? Explain the cultural diversity of
entrepreneurship.
___________________________________________________________
___________________________________________________________
___________________________________________________________

2.9 SUGGESTED READINGS

 C.S.V. Murthy: Small Scale Industries and Entrepreneurial Development,
Himalaya Publishing House, New Delhi.
 David H. Hold (2005). Entrepreneurship. Prentice Hall of India, New Delhi.
 Dollinger (2006). Entrepreneurship, Strategies and Resources (3 rd ed.).
Pearson, Low priced edition, New Delhi.
 Gupta C.B., Khanka S.S. (2003). Entrepreneurship & Small Business
Management (4th ed.). Sultan Chand & Sons, New Delhi.

45
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.
 Prasain G.P. (2003) (ed.) Entrepreneurship, Development. Sunmarg Publishers
and Distributors. Preet Vihar, New Delhi.
 Sangram Keshari Mohanty (2005). Fundamentals of Entrepreneurship.
Prentice Hall of India Pvt. Ltd., New Delhi.
 Saxena Anand (2005). Motivation, Performance, Rewards. Deep and Deep
Publishers, New Delhi.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

46
UNIT – I LESSON - 3
FOUNDATIONS OF ENTREPRENERUSHIP

MANAGING THE PITFALLS OF ENTREPRENEURSHIP AND

MODELS OF ENTREPRENEURSHIP

STRUCTURE

3.1 Introduction
3.2 Objectives
3.3 Managing the Pitfalls of Entrepreneurship
3.3.1 Know your business in depth
3.3.2 Develop a solid business plan
3.3.3 Manage financial resources
3.3.4 Understand financial statements
3.3.5 Learn to manage people effectively
3.3.6 Keep in tune with yourself
3.4 Entrepreneurial Models
3.4.1 KAO’s Conceptual Model
3.4.2 Integrated Model of Entrepreneurship by Abdul Aziz Mahmud
3.4.3 Entrepreneurship Model: The Process of Venture Creation
3.5 Summary

47
3.6 Glossary
3.7 Self-Assessment Questions
3.8 Lesson End Exercise
3.9 Suggested Readings

3.1 INTRODUCTION
Entrepreneurship is an attitude of mind which can take risks but calculated
ones; a true entrepreneur is one who can see possibilities in a given situation where
others see none and has the patience to work out the idea into a scheme to which
financial support can be provided. It is one of the catalytic activities fostering initiative,
promoting and maintaining economic activities for the production and distribution
of wealth. The stimulation of entrepreneurship is a function of both internal and
external variables. In developing countries, there is no dearth of ideas but there is
real scarcity of men with the right blend of vision and practical sense to become
successful entrepreneur. Programme for developing entrepreneurship must recognise
that, ultimately, the change they seek to induce is attitudinal; it is more than just
providing information, land or money. It is to provide new goals so that a motivated
young person is no longer content to take up a secure job, which will assure him a
modest income but seeks bigger challenges in setting up and running his own business.

3.2 OBJECTIVES
After completion of this lesson you shall be able to understand:
 the pitfalls of entrepreneurship
 various entrepreneurial models

3.3 MANAGING THE PITFALLS OF ENTREPRENEURSHIP

We have seen the most common reasons behind many small business failures.
Now we must examine the ways to avoid becoming another failure statistic and gain
insight into what makes a successful business. The suggestions for success follow
naturally from the causes of business failure.
48
3.3.1 Know Your Business in Depth
We have already emphasised the need for the right type of experience in the
business you plan to start. Get the best education in your business area you possibly
can before you set out on your own. Become a serious student of your industry. Read
everything you can that relates to your industry-trade journals, business periodicals,
books, research reports- and learn what it takes to succeed in it. Personal contact
with suppliers, customers, trade associations and others in the same industry is another
excellent way to get that knowledge. Smart entrepreneurs join industry trade
associations and attend trade shows to pick up valuable information and to make
key contacts before they open their doors for business.
Successful entrepreneurs are like sponges, soaking up as much knowledge
as they can from a variety of sources.
3.3.2 Develop a Solid Business Plan
For any entrepreneur, a well-written business plan is a crucial ingredient in
preparing for business success. Without a sound business plan, a firm merely drifts
along without any real direction. Yet entrepreneurs, who tend to be people of action,
too often jump right into a business venture without taking time to prepare a written
plan outlining the essence of the business. Unfortunately, most entrepreneurs never
take the time to develop a solid business plan. Not only does a plan provide a pathway
to success but it also creates a benchmark against which an entrepreneur can measure
actual company performance. Resources to create a business plan, including software
such as Business Plan Pro, which may accompany this book, are available to help
aspiring and current business owners create their business plans. Building a successful
business begins with implementing a sound business plan with laser-like focus.
A business plan allows entrepreneurs to replace sometimes-faulty assumptions
with facts before making the decision to go into business. The planning process
entrepreneurs to ask and then answer some difficult, challenging and crucial questions.
3.3.3 Manage Financial Resources
The best defense against financial problems is to develop a practical
information system and then use this information to make business decisions. No

49
entrepreneur can maintain control over a business unless he or she is able to judge
its financial health.
The first step in managing financial resources effectively is to have adequate
start-up capital. Too many entrepreneurs begin their businesses with too little capital.
One experienced business owner advises, “Estimate how much capital you need to
get the business going and then double that figure.” His point is well taken; it almost
always costs more to launch a business than any entrepreneur expects.
The most valuable financial resource to any small business is cash. Although
earning a profit is essential to its long-term survival, a business must have an adequate
supply of cash to pay its bills and obligations. Some entrepreneurs count on growing
sales to supply their company’s cash needs but this almost never happens. Growing
companies usually consume more cash than they generate and the faster they grow,
the more cash they gobble up. Business history is littered with failed companies
whose founders had no idea how much cash their businesses were generating and
were spending cash as if they were certain there was “plenty more where that came
from.”
3.3.4 Understand Financial Statements
Every business owner must depend on records and financial statements to
know the condition of her or his business. All too often entrepreneurs use these only
for tax purposes and not as vital management control devices. Truly to understand
what is going on in the business, an owner must have at least a basic understanding
of accounting and finance.
When analysed and interpreted properly, these financial statements are reliable
indicators of a small firm’s health. They can be quite helpful in signaling potential
problems. For example, declining sales, slipping profits, rising debt and deteriorating
working capital are all symptoms of potentially lethal problems that require immediate
attention.
3.3.5 Learn to Manage People Effectively
No matter what kind of business you launch, you must learn to manage people.
Every business depends on a foundation of well-trained, motivated employees. No

50
business owner can do everything alone. The people an entrepreneur hires ultimately
determine the heights to which the company can climb-or the depths to which it can
plunge. Attracting and retaining a corps of quality employees is no easy task, however.
It remains a challenge for every small business owner. “In end, your most dominant
sustainable resource is the quality of the people you have,” says one small business
expert.
3.3.6 Keep in Tune with Yourself
“Starting a business is like running a marathon. If you’re not physically and
mentally in shape, you’d better do something else,” says one business consultant.
The success of your business will depend on your constant presence and attention,
so it is critical to monitor your health closely. Stress is a primary problem, especially
if it is not kept in check.
Successful entrepreneurs recognise that their most valuable asset is their
time and they learn to manage it effectively to make themselves and their companies
more productive. None of this, of course, is possible without passion-passion for
their businesses, their products or services, their customers, their communities.
Passion is what enables a failed entrepreneur to get back up, try again and make it to
the top.

3.4 MODELS OF ENTREPRENERUSHIP

Entrepreneurial model has been referred to as architecture, design, pattern,
plan, method, assumption and statement. There are three general categories of
definitions depending upon their principal emphasis. These categories can be labeled
economic, operational and strategic with each comprised of a unique set of decision
various. They represent a hierarchy in that the perspective becomes more
comprehensive as one progressively moves from the economic to the operational to
the strategic levels.
At the most rudimentary level, the entrepreneurial model is defined solely in
terms of the firm’s economic model. The concern is with the logic of profit generation.
Relevant decision variables include revenue sources, pricing methodologies, cost
structures, margins and expected volumes. At the operational level, the model

51
represents an architectural configuration. The focus is on internal processes and
design of infrastructure that enables the firm to create value. Decision variables
include production or service delivery methods, administrative processes, resource
flows, knowledge management and logistical streams. Definitions at the strategic
level emphasize overall direction in the firm’s market positioning, interactions across
organisational boundaries, and growth opportunities. Of concern is competitive
advantage and sustainability. Decision elements include stakeholder identification,
value creation, differentiation, vision, values and networks and alliances.
The entrepreneurship model is related to a number of other managerial
concepts. It captures key components of a business plan, but the plan deals with a
number of start-up and operational issues that transcend the mode. It is not a strategy
but includes a number of strategy elements. Similarly, it is not an activity set, although
activity sets support each element of a model.
3.4.1 KAO’S Conceptual Model
J.J Kao in his book, Entrepreneurship, Creativity and Organisation, has
developed a conceptual model of entrepreneurial. This model is known as ‘The ECO
analysis framework’ (E-Entrepreneurship, C- Creativity and O-Organisation).
THE PERSON

The Environment Entrepreneurship

THE TASK THE ORGANISATIONAL

CONTEXT

FIGURE 3.1: THE ECO ANALYSIS FRAMEWORK

52
  According to Kao, entrepreneurship and creativity result from the
interrelationship of the following three elements (Fig. 3.1):
 The Person
 The Task
 The Organisational Context

Element 1: The most important element is the person. New ideas are not generated
or implemented by organisation or technology but come into being through efforts
of dedicated people. So, for entrepreneurial talent, it is important to understand
people’s personality, skills, motivation, level of experience and psychological
preferences.
Element 2: The task is what a group or organisation does. Tasks may be determined
by an individual’s personality or private vision. They are shaped by organisational
strategy and influenced by the external environment. The task includes perceiving
of opportunities, marshaling of resources and providing leadership qualities
appropriate for entrepreneurial growth.
Element 3: The organisational context is the immediate setting in which creative
and entrepreneurial work rolls place. Factors like organisational structure and systems,
the definition of work rolls and group culture affect significantly the nature of the
creative or entrepreneurship environment.
Finally, the above elements exist in an environment, which refers to the outside
world surrounding the organisation. Environment includes in it the available
resources, infrastructure, competitive pressures, social values, rules and regulations,
state of technology. Environment too can facilitate or impede creative and
entrepreneurial endeavor.
As such, the environment influences the enterprise creation significantly and
the most successful entrepreneur is one who adapts himself to the changing needs of
the environment and makes it hospitable for the growth of his business enterprise.

53
3.4.2 Integrated Model of Entrepreneurship by Abdul Aziz Mahmud
The integrated entrepreneurship model relates the internal and external
elements of the entrepreneurial environment which affects the entrepreneurial
behaviour (Fig 3.2). The entrepreneurial behaviour is influence by the political,
economic, socio-cultural and psychological environment in which the organisation
dwells. The nature of governance of the land, level of human resource and other
natural resources development, the availability of basic utilities and the specification
of laws, rules and regulations of the country influence the entrepreneurial mind set
of the people. Entrepreneurial mind works for achievement; it has an ideology which
enlightens the path of success. The entrepreneur has to keep in mind how the enterprise
can be successful and for this he has to keep certain factors in mind viz., training
programmes for employees, overall firm development, industrial estates, marketing
aids, industrial research services and inter-firm contacts and assistance. Besides,
entrepreneur also has to define the area of business, that is, whether it has to limit
within the country in local markets or cross the boundaries to deal in global,
international and multinational transaction.

54
55
3.4.3 Entrepreneurship Model: The Process of Venture Creation

FIGURE 3.3: VENTURE MODEL

If one accepts that entrepreneurship is a drive, which is stronger in some
people and weaker in others, and strongly driven entrepreneurs view their
businesses as lenses for achieving self-actualization, a model of entrepreneurship
can be develo ped linking ent repreneurship t o individual mo t ivat io n.
Entrepreneurial behaviour is somewhat unique in human society in that it leads
to the creation of a business venture.
This venture has the potential to provide for the basic needs of the
individual who establishes or operates the organisation. Further, the business
venture can also satisfy higher level needs of individuals, including the need for
self-actualisation. Consider that in some individuals the entrepreneurial drive is
not strong enough to ever trigger the establishment of a business venture. Such

56
people will look to corporate employment or other forms of employment in order
to satisfy their basic needs for security. These people may, or may not, see their
careers as vehicles for achieving the hierarchy of needs. In other people the
entrepreneurial drive may be strong enough to trigger involvement in business
ownership if, and when an opportunity presents itself, in still others the drive
may be so strong as to make business ownership inevitable.
The strength of the drive might dictate how strong the circumstances
surrounding an opportunity have to be in order to trigger venture creation or
entrepreneurial activity. Initially, all entrepreneurs may see their ventures as the
vehicle for achieving t he first level of need: securit y. The higher the
entrepreneurial drive, the less important that need becomes and the more likely
individuals are to perceive their ventures as devices for advancing up the hierarchy
of needs. Those individuals with the strongest drive see entrepreneurial activity
as the mechanism for self-actualisation.
The model explains that some entrepreneurs will be satisfied with simply
providing family income while others will strive to take their ventures public
and still others will be consumed by the effort to achieve industry domination.
The personal goals, which an individual entrepreneur pursues, will be a function
of the strength of that individual’s entrepreneurial drive. No two entrepreneurs
will be alike nor is there any likelihood that they will operate their businesses in
a similar fashion.
This model of entrepreneurship links the role of individual initiative to
the process of venture creation, management and growth. It explains the diversity
of behaviour that is observed among entrepreneurs and provides a vehicle for
the more successful support and understanding of entrepreneurship in its various
manifestations. The model also strategies in direct proportion to the strength of
their entrepreneurial drive. This relationship derives its power from the propensity
of more highly driven entrepreneurs to view their businesses as vehicles for
achieving self-esteem and self-actualisation. Entrepreneurs with lower levels of
drive are more apt to view life outside their businesses as vehicles for self-
esteem and self-actualisation, thereby relegating their businesses to a less

57
important role in their lives. It is this difference in perspective, which translates
into a difference in process and behaviour.

3.5 SUMMARY
The entrepreneurship model can be a central construct in entrepreneurship
research. The entrepreneurship model represents a strategic framework for
conceptualizing a value-based venture. The model allows the user to design,
describe, categorize, critique and analyse an enterprise for any type of company.
It provides a useful backdrop for strategically adapting fundamental elements of
a business. By specifying the elements that constitute a model, the framework
enhances the ability to assess model attributes. A model that ignores one or more
of the specified components suffer in terms of its comprehensiveness, while
inconsistency while manifest itself both in terms of the fit among decision areas
within a given component as well as the fit between components.
The ent repreneurship model can serve as a fo cusing device for
entrepreneurs and employees, especially when supported by a set or rules or
guidelines that derive from decisions made at the proprietary level. Rules provide
a clearer sense of the firm’s value proposition and are a source of guidance
regarding actions that might compromise the value equation.

3.6 GLOSSARY
 Entrepreneurship: Entrepreneurship a systematic innovation, which
consists in the purposeful and organised search for changes and it is the
systematic analysis of the opportunities such changes might offer for
economic and social innovation.
 Entrepreneur: An entrepreneur is a person who pays a certain price for
a product to resell it at an uncertain price, thereby making decisions about
obtaining and using the resources while consequently admitting the risk
of enterprise.

58
  Rudimentry Level: Rudimentary level is related to the basic or
elementary principles and facts.
 Knowledge Management: Knowledge management (KM) is the process
of capturing, developing, sharing and effectively using organisational
knowledge. It refers to a multi-disciplined approach to achieving
organisational objectives by making the best use of knowledge.
 Logical Streams: It is also known as value stream mapping is a lean-
management method for analyzing the current state and designing a future
state for the series of events that take a product or service from its
beginning through to the customer.
 The ECO analysis framework: This framework represent s t he
integration of Entrepreneurship, Creativity and Organisation Framework.
 Integrated Entrepreneurship Model: This integrates entrepreneurship
model relates the internal and external elements of the entrepreneurial
environment which affects the entrepreneurial behaviour.
 Venture Creation: It is the process of turning a new idea or technology
into a business that can succeed and will attract investors. Potential
entrepreneurs try to identify a possible business idea, pay attention to
everything in the media that relates to venture creation.

3.7 SELF ASSESSMENT QUESTIONS

1. Can you identify an enterprising idea, which can be explored?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What is entrepreneurship model? How relevant it is in context of present
enterprises?

59
 ___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Explain the KAO’s Entrepreneurship Model.
___________________________________________________________
___________________________________________________________
___________________________________________________________

3.8 LESSON END EXERCISE

1. How are the pitfalls of entrepreneurship managed?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Which entrepreneurship model identifies entrepreneurship as a process of
venture creation?
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Explain and draw integrated model of entrepreneurship by Abdul Aziz
Mahmud?
___________________________________________________________
___________________________________________________________
___________________________________________________________

60
3.9 SUGGESTED READINGS
 C.S.V. Murthy: Small Scale Industries and Entrepreneurial Development,
Himalaya Publishing House, New Delhi.
 Charantimath, Poornima, (2006). Entrepreneur Development Small
Business Enterprises. Darling Kindersley (India) Pvt. Ltd., New Delhi.
 David H. Holt (2005). Entrepreneurship, Prentice Hall of India, New
Delhi.
 Dollinger (2006). Entrepreneurship, Strategies and Resources (3 rd ed.).
Pearson, Low priced edition, New Delhi.
 Gupta, C.B., Khanka, S.S. (2003). Entrepreneurship & Small Business
Management (4th ed.). Sultan Chand & Sons, New Delhi.
 Hatten S. Timothy (1997). Small Business Entrepreneurship and Beyond.
Prentice Hall, New Jersey.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing &
Managing a new Enterprise (3 rd ed.). Irwin, Chicago.
 Kilby, Peter (1971). Hunting the Heffalump, in Kilby Peter (ed.)
Entrepreneurship and Economic Development. The Free Press, New York.
 Prasain, G.P. (2003). Entrepreneurship Development. Sunmarg Publishers
and Distributors, Preet Vihar, New Delhi.
 Saini, S. Jasmer (1998). Entrepreneurship Development Programme and
Practices. Deep and Deep Publications, New Delhi.
 Sangram Keshari Mohanty (2005). Fundamentals of Entrepreneurship.
Prentice Hall of India Pvt. Ltd., New Delhi.
 Saxena Anand (2005). Motivation, Performance, Reward. Deep and Deep
Publications, New Delhi.

61
 Taneja Satish & Guta, S.L. (2001). Entrepreneur Development: New
Venture Creation. Galgotia Publishing Company, New Delhi.
 Vasant Desai. Dynamics o f E nt repreneurial Develo pment and
Management. Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarbo ro ugh, N.M. (1998). Essent ials o f
Entrepreneurship & Small Business Management (2 nd ed.). Prentice Hall,
New Jersey.

62
UNIT – I LESSON - 4
FOUNDATIONS OF ENTREPRENERUSHIP

CREATIVITY: CREATIVE THINKING, BARRIERS TO

CREATIVITY, CREATIVITY AND INNOVATION, PROCESS
OF INNOVATION

STRUCTURE

4.1 Introduction
4.2 Objectives
4.3 Creativity
4.3.1 Meaning
4.3.2 Nature of creativity
4.3.3 Constituents/Elements of Creative Abilities
4.3.4 Types of Creativity
4.4 Creative Thinking
4.4.1 Meaning
4.4.2 Types of Creative Thinking
4.4.3 Characteristics of Creative People
4.4.4 Creativity as a Prerequisite to Innovation
4.4.5 The Creative Process

63
4.6 Barriers to Creativity and InnovationInnovation and Creativity
4.7 Innovation
4.7.1 Concept and Meaning
4.7.2 Elements of Innovation
4.7.3 Forms of Innovation
4.8 Process of Innovation
4.9 Summary
4.10 Glossary
4.11 Self-Assessment Questions
4.12 Lesson End Exercise
4.13 Suggested Readings

4.1 INTRODUCTION
Creativity and innovation are special breeds of planned change that
organisations actively seek to promote in the system. Creativity is the process of
developing a novel idea or a new way of approaching an old idea, is the spark of
innovation, the transformation of creative ideas into products or process that fulfill
customer needs. In practice, a wide variety of forces can affect organisational chance
but therefore forces which are responsible for exerting powerful influence in today’s
economy. These are the intensified pressure of competition, the internationalization
of the marketplace, the accelerated pace of technological advancement and the rapid
change in consumer values and life-style. Combined impact of these forces and
other environmental forces, motivate and compel managers to take a closer look at
how creativity and innovation can help their organisations adapt to the environment,
influence the environment, or shift domains, both today and tomorrow. In addition
to helping organisations respond to the environment, the opportunity to pursue creative
and innovative changes can provide individual and group challenges that motivate
employees and managers alike to higher performance. Creativity and innovation

64
often being spontaneously sparked by a particular organisational problem or an insight
into an organisational opportunity. Such changes may be planned and implemented
through informal, episodic activities. However, to consistently contribute to
organisational performance, creativity and innovation must be systematized and
incorporated into the organisation’s daily activities. A variety of factors are involved,
but three key elements are particularly crucial for institutionalizing creativity and
innovation: planning, organizational culture and organisation structure.

4.2 OBJECTIVES
After completion of this lesson you shall be able to understand:
 the concept and meaning of creativity
 nature and types of creativity
 elements of creative abilities
 concept, meaning and types of creative thinking
 characteristics of creative people
 creativity as a prerequisite to innovation
 barriers to creativity and innovation
 concept and meaning of innovation
 elements of innovation
 forms of innovation
 innovation and entrepreneurship
 creativity and innovation in an entrepreneurial organisation

4.3 CREATIVITY
4.3.1 Meaning
Creativity is marked by the ability to create, bring into existence, to invent
into a new form, to produce through imaginative skill, to make to bring into existence
something new. Creativity is not ability to create out of nothing, but the ability to

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generate new ideas by combining, changing, or reapplying existing ideas. Some
creative ideas are astonishing and brilliant, while others are just simple, good practical
ideas that no one seems to have though, of yet.
Creativity is also an attitude the ability to accept change and newness,
willingness to play with ideas and possibilities, a flexibilities, a flexibility of
outlook, the habit of enjoying the good, while looking for ways to improve it, we
are socialized into accepting only a small number of permissible or normal things,
like chocolate-covered strawberries, for example. The creative person realizes that
there are other possibilities like peanut butter and banana sandwiches or chocolate
covered prunes.
Creativity is also a process. Creative person works hard and continually
improve ideas and solutions by making gradual alterations and refinements to their
works. Contrary to the mythology surrounding creativity, very few of creative
excellence are produced with a single stroke of brilliance or in a frenzy of rapid
activity. Much closer to the truth are the stories of companies, which had to take the
invention away from the inventor in order to market it because the inventor would
have kept on tweaking it and fiddling with it, always trying to make it a little better.
A product is creative when it is “novel” and “appropriate”. A novel product
is original, not predicable. The bigger the concept and the more the product stimulate
further work ideals, the more the product is creative. Creativity requires passion and
commitment. Out of the creative is born symbols and myths. It brings to our awareness
what was previously hidden and points to new life. The experience is one of
heightened consciousness ecstasy.
4.3.2 Nature of Creativity
There are many definitions each emphasizing a different facet of creativity.
 Approach of outputs of creative efforts
It describes creativity as “the discovery of something that is novel but also
useful or relevant or economical or elegant or valuable.”

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  Approach of Novel Hypothesis
It explains the gravity of a creative act. “The product or outcome of a creative
effort must be both significant and strikingly different from the beaten track.”
However, Don Mackinnon has stated that mere novelty of a product does not
justify its being called creative. There are certain conditions for a product to be
treated as creative:
i. The product must be adaptive to reality
ii. It must serve to solve a problem, fit the need of a given situation, accomplish
some recognizable goal.
iii. The creative product must be produced, developed, evaluated, communicated,
etc.
iv. Product is aesthetically pleasing and or
v. It significantly changes our view of the world.
 Approach of Creative Process
According to this approach “creativity is divergent thinking, the seeking of
relationship between previously unrelated concepts or frames of reference of exploring
the underknown”. However, it may be possible that the result of this effort may or
may not be creative but the effort indicates the important features of the creative
process, for example wide search or exploration, leaps of imagination, incubation,
developing fresh insight, etc. Generally, routinized nature of the work adversely
affects the imaginative capacity of the individual and consequently limits the scope
of creativity. Due to this reason, science, science and arts are generally more creative
pursuits than the factor work or vocational training programmes.
 Approach of States of the Being
Under this approach, “creativity is identified with openness in expressing
feelings, receptivity to ideas, concern for others, desire to grow as a person and
actualize one’s potential, etc. In this context, it is feasible to compare creative and
non-creative persons from the same profession. There are certain additional

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personality traits and abilities that distinguish creative person from non-creative
persons like the greater love of complexity of the creative, their more bizarre fantasy
life but simultaneously a high degree of contact with reality their greater dependence
of judgment. The ability to come up with many varied and uncommon ideas or
solutions also seems to distinguish creative from non-creative persons, as also their
ability to notice anomalies, issues, paradoxes, etc.
Thus, the above different approaches relating with creativity indicates that
they are affected by different limitations. If we evaluate creativity only in terms of
novelty and usefulness or elegance of a product, we will find that this creative product
may have been discovered or produced either accidentally or by a non-creative
process. Nowadays, innovation is highly institutionalized. Most of the researchers
are based on individual/particular problem area and scientific methods are applied
or tested to that particular problem area.
4.3.3 Constituents/Elements of Creative Abilities
Creativity is a cluster of abilities. It includes the following creativity
constituents:
i. Fluency
It measures a person’s ability to come up with a number of solutions to a
given problem. Those that come up with a large number of uses would be called
ideationally fluent person. Ideationally fluent person tends to come up with a greater
variety of solutions as well as with a larger number of unusual solutions that person
who is ideationally not fluent.
ii. Flexibility
It is the ability to provide a large variety of solutions to respnd to a problem
from a variety of viewpoints. Another ability that is also required is the ability to use
a variety of approaches in problem solving.
iii. Originality
It is the ability to come up with unusual but appropriateness. A related ability
is the ability to come up with relationship between ideas or two frames or references.

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 iv. Problem Sensitivity
It is the ability to notice the unexplained, the unsatisfactory or the incongruent
or the ability to sense the problems.
v. Unraveling causes and effects
It is the ability to go to the roots of a phenomenon by unraveling its causes
and equally to visualize its consequences. It is a vital ingredient to scientific creativity
as well as in artistic creativity.
vi. Elaborateness
It is the ability to elaborate on a theme. Actually, it is the difference between
the idea that man has considerable creative potential and full-fledged training
programme for increasing creativity. The ability to elaborate is indispensable in putting
a creative idea to work.
vii. Problem Restructuring
It is the ability to go behind the surface features of a problem and see what
the real problem. Constitutions of creative abilities are not available in equal measures
in the same individual. The individual who can deal fluently may not be very original
and vice versa. It is, therefore, inappropriate to categorize a person as creative or
uncreative without specifying the dimensions on which he has high ability and the
ones on which he has more limited ability.
viii. Expertise
Expertise encompasses everything that a person knows and can do in the
broad domain of his or her work knowledge and technical ability.
ix. Creative thinking skill
Creative thinking refers to how you approach problems and solutions - the
capacity to put existing ideas together in new combinations. The skill itself depends
quite a bit on personality as well as on how a person thinks and works. Expertise and
creative thinking are the entrepreneur’s raw materials or natural resources.

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 x. Motivation
Motivation is the drive and desires to do something, an inner passion and
interest. When people are intrinsically motivated, they engage in their work for the
challenges and enjoyment of it. The work itself is motivating. People will be most
creative when they feel motivated primarily by the interest, satisfaction and the
challenges of the work itself- “the labour of love”, love of the work – “the enjoyment
of seeing and searching for an outstanding solution – a break through.
4.3.4 Types of Creativity
Generally, quality of creation determines the types of creativity. Various
authors have suggested different types of creativity. These are as follows:
i. Abraham Maslow
According to Abraham Maslow, nature of creativity deals with the following
aspects:
a. Primary Creativity: It deals with spontaneous creations. Spontaneous
creations as in a child are, being to primary creativity.
b. Secondary Creativity: It is more deliberate and skilled as in the application
of ideas and insight to inventions.
ii. Ainsworth Land
According to Ainsworth Land, there are the following levels of creativity:
a. Elaborative
b. Improvement Oriented
c. Combination or syntheses of superior quality
d. Transformation
iii. Iring Taylor
Iring Taylor has suggested the following quality hierarchy:
a. Spontaneous Creativity: It is similar to Maslow’s primary creativity. It deals
with spontaneous creations.

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 b. Technical Creativity: It involves striking improvement in a process that
increases the level of proficiency or efficiency.
c. Inventive Creativity: It involves ingenuous new combination of materials or
ingredients. In this context, we can mention the Edison’s light buld or Bell’s
telephone.
d. Innovative Creativity: It involves far-reaching application of more basic ideas
such as management applications of principles of psychology to develop a
much effective system for motivating staff.
e. Emergentive Creativity: It consists of new revolutionary principles for an art
or a science such as the psycho analytical concepts of Freud or the relativity
concept of Einstein or Picasso’s cubist ideas.

4.4 CREATIVE THINKING

4.4.1 Meaning
Creative thinking has various definitions. However, it is the art of generating
solution to the problems by the force of imagination and reasoning. It is an activity
of the mind seeking to find answer to some of life’s questions. In a dynamic and
changing world, the challenges of man are also not static. They take on new forms
and require a deep creative thinking approach.
It is necessary to know that we live in a thinker’s world. It is therefore, not
surprising to see that men/women who are ahead are those who see ahead with the
eyes of their mind. Men and women who have engaged their minds in resourceful
thinking to generate idea and products, which stand the test of time.
Every idea is a product of thinking and every product is the manifestation of
idea naked in a thinker’s mind. These people see problems as opportunities to improve
and do something new or something better, people who keep these two vital questions
on their mind. “What can I do to make things better, or what can I do to make better
things? This is the product of thinking.
In making things better, the goals are usually to improve productivity and
efficiency, achieve speed, enhanced comfort and convenience, influence returns

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positively and so much more. While in making better things, thinking can produce
various alternatives leading to the evolution of a completely new idea, new production
processes, or a total departure from the conventional. Whatever the goal, thinking is
an indispensable tool in the life of all successful entrepreneurs.
The celebrated discoveries of man are not accidents. The minds of men/
women were engaged in creative thinking to deliver the visible products we enjoy
today. Name them: Bill Gate and the computer, Graham Bell and the telephone,
Michael Faraday and electricity, Isaac Newton and physical law of science, the Wright
brothers and Aeroplane, Adenuga and Consolidated oil, Atedo Peterside and
Investment Banking and Thrust Company, Raymond Depokesi and Dear
Communications. The list is endless.
Creative thinking leads to the articulation of a strategy. A strategy is a way of
organizing available resources to achieve results, what to do, what steps to take, the
approach, the timing, positioning, all come to play when developing strategy. It is
common knowledge that successful entrepreneurs emerge not by strength or force
but superior strategy through creative thinking.
There are great business opportunities in applying creative thinking to solve
mankind’s crying need for basic products and basic support services better homes,
better jobs, and a better way of life.
Creativity comes in when we expand upon it, when you take an idea and
make it move. The only way forward is to make our education to be adaptive and
qualitative at all levels.
4.4.2 Types of Creative Thinking
Basically, there are two types of thinking or problem-solving activities. These
are convergent and divergent thinking.
i. Convergent Thinking
It consists of those abilities, which helped a person get to the right solution in
problem that had one right solution. For example, good memory, logical ability, etc.
It also consists of mechanisms of thought that help the person get a good definition

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of the problem when the problem is complex or vague, to analyse the problem in
depth, to select a solution (or the method of getting a solution) out of many that may
be available to put together a solution (i.e., to synthesize a solution) and to refine a
solution and make of an efficient one. It is rational thinking. In this thinking, the
information provides one right answer or recognized best or conventional answer. It
is also required to grasp an unclear problem. Categorization, logical thinking, analysis,
comparing, evaluation are critical factors in this phase of problem-solving. In the
problem-solving process, “Problems are such that there is only one right answer or
at best a few right answers and these answers can easily be discriminated from the
many wrong ones. Also, gives the problem, anyone knowing the basic logical,
mathematical or memory operations can reach the right answer”.
Mechanism of Convergent Mechanism
Important mechanisms of convergent thinking are given below:
 Clarificatory Mechanism: A problem is an unmet goal or an unwanted
effect often accompanied by insufficient information as to what is wrong,
why it is wrong, how to set it right and/or what would constitute setting the
problem right. It incorporates phases like:
a. Verbalizing a problem
b. Listing the components of the problem
c. Analogies and comparisons
 Analytical Mechanism: It involves several related processes of clarification:
a. breaking a problem down into its components (factoring of the
problem),
b. seeking relationships among components,
c. identifying components of a problem into more abstract forms,
d. defining issues, constraints variables
e. imposing constraints on a problem like making assumptions,
establishing criteria of evaluation,

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 f. costing or selecting by comparing and evaluating alternatives,
g. working backwards from a solution to the present situation,
h. building a model of the problem situation and manipulating its
components to see alternative outcomes.
 Synthesis Aiding Mechanism: It deals with various stands of thought or the
various parts of a complex situation in the form of brief notes, which generally
trigger the act of synthesis. Synthesis is the act of seeing the pattern among
components the whole in the parts, the unity in the diversity. A mechanism
that aids synthesis once the analysis is completely made is that of aggregation.
Some of the factors also help in the act of the synthesis:
a. Incubation
b. Inconsistent or extreme elements, and
c. Broad model
 Optimizing Mechanism: Optimizing is the process of refining a solution
until the solution is of acceptable quality. It involves a number of mechanisms
such as:
a. substitution of parts,
b. addition of components,
c. deletion of unnecessary ingredients,
d. modification of elements,
e. alteration of the relations between the components,
f. formalizing the criteria for evaluating potential solutions.
ii. Divergent Thinking
It is an imaginative phase of creative thinking. According to Guilford, “The
unique feature of divergent production is that a variety of responses is produced.
The product is not completely determined by the given information. Divergent
thinking comes into play whenever there is trial and error thinking. “Further, in

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divergent thinking operations, we think in different directions, sometimes, searching,
sometimes, seeking variety”. Actually, divergent thinking is the main characteristic
of creative thinking. “Divergent thinking is undertaking search for solutions that
may involve substantial departures from beaten track. It involves using approaches
or perspectives that may be uncommon or unusual, often resulting in a variety of
solutions. Some of which may be quite novel.”
Mechanism of Divergent Thinking
The following mechanisms are generally used in divergent thinking:
a. Development of a working definition of the problem.
b. Formation of objectives and procedures, etc.
c. Use of associative thinking for developing for more and more alternatives.
d. Reinterpretation of constraints to help in restructuring process of original
problems.
e. Evaluation of possible solution to make the further searching possible.
f. Setting the mind to synthesize imaginary solutions.
g. Launching brains storming to generate unconventional alternatives or
solutions.
h. Searching solutions to counter the use of conventionally advanced
alternatives.
i. Re-assessment of basic assumptions required for current approaches.
j. Encouragement or facilitation to conceiving process of far out possibility by
creating distortion or avoidance of problem constraints.
k. Assessment of negative consequences of non-availability of solutions and
doing efforts for generating solutions to the problem.
l. Seeking interesting far-out analogies to the problem situations and an
exploration of their mechanics.
m. Diverting attention from a mindset or obsessions, side tracking.

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 iii. Vertical Vs. Lateral Thinking
Lateral thinking helps in solving problems and pain points faced by customers
by a process of non-conventional and illogical methods. It is a process of looking
at things differently. It helps in coming up with new ideas, resulting in the creation
of new products, services and new processes. Lateral thinking involves trails
and errors, can make jumps from the existing frame of reference and is
probabilistic as far as outcomes are concerned. It is proactive and open to new
and unseen paths and is generative in nature. On the other hand, vertical thinking
is sequential, selective, finite and analytical. It is important to understand that
lateral thinking is not a substitute for vertical thinking. Both are important and
play a critical role in effective thinking. They complement each other, as lateral
thinking is generative while vertical thinking is selective. In vertical thinking,
one moves step by step through logic. In vertical thinking, one has to go through
the test of being right at every stage to arrive at a correct solution for the problem,
whereas in lateral thinking, one deliberately looks for irrelevant information and
illogical solutions to the problem. It involves being wrong at some stage in order
to achieve an innovative and correct solution.
4.4.3 Characteristics of Creative People
Creative people have some distinct characteristics that differentiate them
from other normal human beings. They are usually spontaneous and impulsive in
their reactions to situations. They do not conform to set ways and means and are
eager to experiment with new things and situations. They do not easily succumb to
peer pressure and retain their identity even in tough and unusual situations. They
believe in themselves and do not hesitate to express their true feelings, even if it
means going against conventional wisdom. Creative people free themselves from
conventional shackles and restrictions to create something new by pursuing hobbies
such as painting, music, dancing, reading, software programming and designing so
as to unfold and discover themselves. They have a great urge to express more of
themselves. Some of the distinct characteristics that can be observed in creative
people are discussed in the following sub-section.

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  Unconventional – Society’s Standards, Rituals and Norms
Unconventional people enjoy their own way of doing things and mostly swim
against the current. They have a gift and ingenuity that comes from their genes and
upbringing to have original ideas that can transform the world. For example, the 16th
century Italian astronomer Galileo proved for the first time that the earth revolves
around the sun as against the prevalent belief that the sun revolves around the earth
James Watt patented the modern-day steam engine in 1769; Wilhelm Roentgen, a
German physicist, discovered X-rays in 1895; J.J Thomson, a British physicist,
discovered the electron in 1897; and in 1905, Albert Einstein proposed that light can
be described as a stream of separate particles of energy.
 Independent and Individualistic
Creative people are crazy and require a high degree of independence. They
resist dependence or overdependence. However, they can thrive on beneficial mutual
inter-dependence amongst people who are passionate about creativity. Their basic
urge is to get to the bottom of things results in their having a strong streak of
independence. They are usually found to be ahead of their time. Their work is
appreciated when it fructifies into a real workable contribution to solving societal
problems, and usually they are criticized at the initial phase of coming up with an
idea.
 Sensitive
Creative people are sensitive to happenings around them. It is this trait in
them that contributes to creativity in many ways such as awareness of problems,
known and unknown helps them sense things more easily, and allows them to care
and commit themselves to challenges or get to the root cause of problems. These
individuals are good at noticing subtle details, which helps them in feeling and
perceiving happenings around more intensely, dramatically and with a wildly vivid
colour palate to draw from. It is important to note that being sensitive helps in fuelling
creativity and a richer experience of life; however, being highly sensitive can also
make an individual highly vulnerable to emotional overwhelm and anxiety.
Pearl Buck, an American novelist living in China who received the Nobel

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and Pulitzer Prize, best describes a highly sensitive person by saying, ‘The truly
creative mind in any field is no more than this: A human creature born abnormally,
inhumanely sensitive. To them a touch is a blow, a sound is a noise, a misfortune is
a tragedy, a joy is an ecstasy, a friend is a lover, a lover is a god and failure is death.’
According to psychologist Elaine Aron, the author of The Highly Sensitive Person:
How to Thrive When the World Overwhelms You, 20 per cent of the population has
this innate quality.
 Not Motivated by Money
To creative people, money is not a motivator. Thus, creative outcomes cannot
be expected from individuals by giving them the allure of money. They generally
have an intuitive sense of the amount of money they basically need to take care of
their basic necessities, and once that need is fulfilled, money stops driving them.
Creativity flourishes where people have a shared sense of higher purpose and common
understanding – not where they are trying to compete against one another for money.
Respondents to the global McKinsey survey viewed three non-cash motivators –
praise from immediate managers, leadership attention (e.g. one-on-one conversations)
and a chance to lead projects or task forces – as no less or even more effective
motivators than the three highest-rated financial motivators.
For example, artists, musicians and scientists are driven by a fundamental
need to create something new, which gives them great satisfaction. Therefore, even
in a world without money, there would be constant developments in the fields of
music, art and science.
 Inventive and Intelligent
Creative people live in their own world and are engrossed with ideas. They
are highly intelligent, always optimistic and keep coming up with bright new ideas.
They always view things from the perspective of ‘how to improve?’ Take for instance
Thomas Edison, who invented hundreds of things in his lifetime, the most famous
being the light bulb.
Creative people have a heightened sense of imagination but are, at the same
time, rooted in reality. It is a greater art and great science that involves a bound of

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imagination into a world that is different from the present. It is combination of art
and science that goes beyond existing so as to create a new reality. It is this aspect in
creative people that makes them inventive. They are usually smart and naïve at the
same time. How smart they actually are is open to question. It is probably true that
what psychologists call the ‘g factor’, meaning a core of general intelligence, is high
among people who make important creative contributions. Various studies have
shown that intelligence is one of the pre-requisite for being creative. However, a
very high level of intelligence does not necessarily imply higher creativity.
 High Physical Energy and Drive
Creative people have high physical energy to pursue their goals and ideas.
They have the stamina to work for long hours with great concentration. The secret of
their higher physical energy is because of their focused attention to the problem
without any diversions whatsoever. It of course, does not mean that they are
hyperactive. What is important is their control over inner strength and energy. They
enjoy the rhythm of activity followed by idleness or self-reflection, which they
consider very important for the success of their work.
They have that ‘fire in their belly’ called passion to make positive changes
for the betterment of the world. Because of their high drive, they can produce a lot in
a relatively short time. Madonna has not let public praise or criticism stop her from
being a superstar. She is a modern day diva - multi-talented as a singer, dancer and
actress – who have released hundreds of songs, albums, videos, movies and books -
reinventing herself all the while.
 Visionary
Creative people have a great vision that permeates their head, heart and soul.
As such, there cannot be any hope, dreams and goals for the future in the absence of
visionaries who are creative. Creative visionaries are those who express themselves
from their innermost recesses. It is simply an action that involves our complete
being that is mind, body and emotions, so as to bring something new into the world.
People with vision use their imagination to envision something distinct and new
that can become a reality. It is something like visualizing a place you are planning to

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go on a vacation or imagining how the garden would look like when it is in full
bloom.
However, it is important to note that our imagination could be both positive
and negative. We can imagine a great new venture in the area of information
technology; at the same time nobody can prevent us from imagining all that could
go wrong in our venture and try not to make it happen. Creative visionaries must be
true to their inner selves and must pursue their vision with positively and confidence.
Envisioning, as opposed to fantasy, is a focused, peaceful, centered endeavor, to
help us explore and expand our creative inspirations. Creative envisioning opens a
space within us, inviting ideas, inspirations and possibilities - for a change in lifestyle
a business venture or an invention that will make our lives easier.
 Humble and Proud
Creative people in general are found to be humble as well as proud. Their
respect for the field in which they work makes them aware of and realize the vast
knowledge that already exists in the field, so as to put their own perspective and
develop clarity to take it further. They are highly focused in their efforts about future
projects including current challenges. Their pride stems from the fact that they have
made unique contributions in their fields.
 Intuitive
The intuitive trait in creative people enables them to find answers to problems
with minimum information and facts and sense the problems where others do not
see anything.
Creative people have a great quality of associating themselves with their
inner selves. They pay a keen interest in and great attention to signs, synchronicities
and around them and use them in their work. They act as an instrument wherein
ideas and inspiration come from a higher plane. As regards ideas coming out of the
blue, remember how scientist Isaac Newton ‘discovered’ gravity? He was sitting
under a tree and an apple fell on his head. Had he not made a connection with his
intuitive nature, he would have missed a major theory about the world we live in.

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 Intuitive thinking helps individuals to access and use their full potential in
decision-making. Intuitive thinkers have certain unique qualities such as being
unfocused and non-linear, seeing many things at once and having the big picture in
mind. Intuitive people work best where either explanation is not required or there is
not sufficient time to ponder and analyse. Intuition is experience translated by
expertise to quickly convert an idea into reality, with a gut feeling that it will click.
4.4.4 Creativity as a Prerequisite to Innovation
The term creativity and innovation are often used to mean the same thing,
but each has a unique connotation. Creativity is “the ability to bring something new
into existence.” This definition emphasizes the “ability,” not the “activity,” of bringing
something new into existence. A person may therefore conceive of something new
and envision how it will be useful, but not necessarily take the necessary action to
make it a reality. Innovation is the process of ding new things. This distinction is
important. Ideas have little value until they are converted into new products, services,
or processes. Innovation, therefore, is the transformation of creative ideas into useful
applications, but creativity is a prerequisite to innovation.
4.4.5 The Creative Process
Clearly, action by itself has no meaning; it is of little value to simply “do
things” without having inspiration and direction. Entrepreneurs need ideas to pursue
and ideas seldom materialize accidently. Isaac Newton may have been hit on the
head by a falling apple, but he discovered gravity through a lifetime of scientific
investigation. Ideas usually evolve through a creative process whereby imaginative
people germinate ideas, nurture them and develop them successfully. A model of the
creative process is shown in Figure 4.1
Various labels have been applied to stages in the creative process, but most
social scientists agree on five stages that we label as idea germination, preparation,
incubation, illumination and verification. In each stage, a creative individual behaves
differently to move an idea from the seed stage of germination to verification and as
we will discuss, behaviour varies greatly among individuals and their ideas.

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  Idea Germination.
The germination stage is a seeding process. It is not like planting seed as a
farmer does to grow corn, but more like the natural seeding that occurs when
pollinated flower seeds, scattered by the wind, find fertile ground to take root. Exactly
how an idea is germinated is a mystery; it is not something that can be examined
under a microscope. However, most creative ideas can be traced to an individual’s
interest in or curiosity about a specific problem or area of study.
For example, Alexander Graham Bell had been fascinated with the physics
of sound since childhood. He was influenced to study human hearing systems by his
mother, who had a serious hearing problem. As a young adult, Bell taught at school
for the deaf and hearing impaired and he set up a laboratory for testing new hearing
devices. Many of these devices were awkward mechanical “horns” that amplified
sound waves. Bell realized the possibilities of altering sound waves in various types
of materials such as steel wire during the 1870s, and he experimented for several
years with magnetic devices in an effort to produce a hearing aid. In 875, his lab
assistant, Thomas A. Watson, accidentally clamped a magnetized steel reed too tightly
to a magnet, and when he plucked at it, the reed came loose with a “twang” that
echoed, sending a signal along wire to Bell’s magnet receiver. Bell heard the twang
and recognized that an electrical signal had replicated the vibration caused by Watson’s
steel reed. At that instant, the harmonic hearing aid became a feasible idea, but
exactly when Bell conceived of a harmonic telegraph (telephone) is unknown. It
was several years before he turned his attention to commercial communications.
Bell’s “idea” for a hearing aid was evidently seeded years before he invented
the telephone, and it evolved through his interest in helping others. He had already
spent years studying the physics of sound and experimenting with sound-transmitting
materials so that his mind was “fertile” and open to the opportunities for harmonic
telegraphy. For most entrepreneurs, ideas begin with interest in a subject or curiosity
about finding a solution to a particular problem. More recently, Nolan Bushnell
founded Atari and the video game industry by trying to create a way to use micro-
electronic circuitry to convert home television sets into interactive media.

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 FIGURE 4.1: THE CREATIVE PROCESS
 Preparation.
Once a seed of curiosity has taken form as a focused idea, creative people
embark on a conscious search for answers. If it is a problem they are trying to solve
- such as Bell’s determination to help those with impaired hearing - then they begin
an intellectual journey, seeking information about the problem and how others have
tried to resolve it. If it is an idea for a new product or services, the business equivalent
is market research. Inventors will set up laboratory experiments, designers will begin
engineering new product ideas, and marketers will study consumer buying habits.
Any individual with an idea will consequently think about it, concentrating his or
her energies on rational extensions of the idea and how it might become a reality. In
rare instances, the preparation stage will produce results. More often, conscious
deliberation will only overload the mind, but the effort is important in order to gather
information and knowledge vital to an eventual solution.
 Incubation.
Individuals sometimes concentrate intensely on an idea, but more often they

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simply allow ideas time to grow without intentional effort. We all have heard about
the brilliant, sudden “flashes” of genius - or more precisely we have developed
fables about them – but few great ideas come from thunderbolts of insight. Most
evolve in the minds of creative people while they go about other activities. The idea,
once seeded and given substance through preparation, is put on a back burner the
subconscious mind is allowed time to assimilate information.
In Alexander Graham Bell’s example, research on harmonic sound
transmission occupied a small percentage of his time during a two-decade period.
Perhaps the incubation period for the telephone could be expressed as a three-decade,
on-again-off-again fascination with human hearing problems. Art Fry, the 3M engineer
who invented Post-it Notes, first thought of semi-sticky paper six years earlier when,
as a church choir director, he wanted to have page markets for hymn books that
would neither damages the books nor slip out easily. He worked on the idea during
his spare time at 3M without success, forgot about it for nearly a year, then tried
making a new adhesive for the paper, once again forgot about the project for some
time, and eventually envisioned a pad of small hymn notes with tear-off edges
impregnated with a nonpermanent gum.
Incubation is a stage of “mulling it over” while the subconscious intellect
assumes control of the creative process. This is a crucial aspect of creativity because
when we consciously focus on a problem, we behave rationally to attempt to find
systematic resolutions. When we rely on subconscious processes, our minds are
untrammeled by the limitations of human logic. The subconscious mind is allowed
to wander and to pursue fantasies and it is therefore open to unusual information and
knowledge that we cannot assimilate in a conscious state. This subconscious process
has been called the art of synectics, a word coined by W.J.J. Gordon in 1961.
Synectics, derived from Greek, means a joining together of different and often
unrelated ideas. Therefore, when a person has consciously worked to resolve a
problem without success, allowing it to incubate in the subconscious will often lead
to a resolution.
 Illumination.
The fourth stage, illumination occurs when the idea resurfaces as a realistic

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creation. There will be a moment in time when the individual can say, “Oh, I see”
Bell heard the twang of the steel reed, Fleming watched his penicillin attack infectious
bacteria under a microscope and Art Fry envisioned his gum-lined note pads in use.
The fable of the thunderbolt is captured in this moment of illumination - even though
the often long and frustrating years of preparation and incubation have been forgotten.
Illumination may be triggered by an opportune incident, as Bell discovered
harmonic telegraphy in the accidental twang created by Watson. But there is little
doubt that Bell would have had his moment of illumination, triggered perhaps by
another incident or simply manifested through hard work. The point of course is that
he was prepared and the idea was incubated. Bell was ready for an opportune incident
and able to recognize its importance when it occurred.
The important point is that most creative people go through many cycles of
preparation and incubation, searching for that incident as a catalyst to give their idea
full meaning. When a cycle of creative behaviour does not result in a catalytic event,
the cycle is repeated until the idea blossoms or dies. This stage is critical for
entrepreneurs because ideas, by themselves, have little meaning. Reaching the
illumination stage separates daydreamers and tinkerers from creative people who
find a way to transmute value.
 Verification
An idea once illuminated in the mind of an individual still has little meaning
until verified as realistic and useful. Bell understood what the twanging steel reed
meant, yet he still had years of work ahead to translate this knowledge into a
commercial telephone system.
Entrepreneurial effort is essential to translate an illuminated idea into a
verified, realistic and useful application. Verification is the development stage of
refining knowledge into application. This is often tedious and requires perseverance
by an individual committed to finding a way to “harvest” the practical results of his
or her creation. During this stage, many ideas fall by the wayside as they prove to be
impossible or to have little value. More often, a good idea has already been developed
or the aspiring entrepreneur finds that competitors already exist. Inventors quite

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often come to this harsh conclusion when they seek to patent their products only to
discover similar inventions registered.

4.5 BARRIERS TO CREATIVITY AND INNOVATION

There are many mental blocks to creativity which curb new ideas and towards
innovation. These blocks come in the way of individual thinking and curb creativity.
The reasons for these mental blocks are mainly our upbringing and the experiences
that we go through in different phases of life and in particular, during our childhood.
To promote creativity and innovation amongst their employees, organisations have
to be very careful at the time of recruiting people and after recruitment, have to see
to it that every employee is given due training to overcome mental blocks, if any to
creativity.
i. Habits
We develop certain habits and become victims of those habits in our daily
routine. These are formed over a period of time through repetitive outcomes of our
experiences. In turn, habits become set acquired patterns in an individual’s life.
Once we acquire a habit, it becomes well-nigh impossible to break it. However, for
creating new possibilities, one has to objectively analyse the implications of our
habits in blocking creativity. Some of the common statements made by people who
we wish changed their habits are ‘We’ve never done it before.’; ‘I know what is the
right way of doing it.’, ‘We have been doing it right without proposed change.’ And
‘We have been doing it this way for the last 30 years.’ Thus, habits become a curse
for us to change and think differently.
It is always better to ask one-self while dealing with a problem whether one
is reacting and responding to it out of one’s habit. Can there be an innovative solution
to the problem? This would certainly alert us and make us open to suggestions.
ii. Perceptual Blocks
Perceptual blocks are also an outcome of our learning and experiences that
may ultimately become our habits. Our natural approach to perception hinders new
learning, new relationships and new meanings to the things around. According to
psychologists, our perceptual behaviour gets set in our mind and we see things as we
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want to see them. As a result, at times, being professionals, we wrongly keep
classifying a problem, react to it and handle it wrongly. As a result of our set
perceptions, we start resorting to reactions, such as ‘It’s too late to try this out.’, ‘I
have not used this method for this type of project/problem.’ And ‘I told you earlier
that such a problem does not exist.’
Thus, it is our perceptual limitations that come in our way as blocks to solving
problems. According to the work of Adams (1979) and Simberg (1964), major
perceptual blocks include stereotyping and labeling the problem; difficulty in isolating
the problem; narrowing the problem too much; failing to use all senses while
observing; failing to see remote relationships; not being able to distinguish between
cause and effect and above all inability to investigate the obvious.
It requires bold moves to overcome our perceptual barriers, so as to come up
with creative solutions. Although this is difficult, it is always good to remain flexible
and open-minded and to see problems from a different angle.
iv. Emotional Blocks
Emotional blocks are the outcome of past traumatic experiences and the
stress of daily living. Insecurity, fear and anxiety are the main causes of emotional
blocks to creativity. According to the work of Adams (1979) and Simberg (1964),
major emotional blocks that come in the way of our problem-solving are fear of
failure or making mistakes; fear of taking a risk; rigid opinions, prejudices and
preferences; frustration and lack of drive.
v. Environmental Blocks
Some blocks occur in our environment. These could be obstructive in our
creative process, even when we are working alone. It is better to go off site from the
normal place of work to imbibe creative thoughts. One can shift to an environment
that promotes free thinking and open the flow of thoughts. A conducive environment
acts as a stimulant to creative thinking. However, effectiveness of an environment
differs from person to person as well as their moods and feelings. Therefore, one
may need to experiment with alternative environments to identify which one suits
the most in contributing creativity.

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 vi. Blocks Within
Another hindrance to creativity comes from within. It is our subconscious mind
that keeps warning us against the dangers of unconventional or lateral thinking. It is
this signal from within that restricts us from experimenting because of the fear of
failure.
Blocks within come mainly from the past experiences and training that we
have gone through. These get programmed in our personality traits from an early
age. We are taught by our parents and teachers to follow rules, be logical and not to
take risks. These powerful psychological blocks are ingrained in our personality to
make us remain socially acceptable. However, for becoming creative, it is a major
hindrance.
vii. Rules and Tradition
All organisations, irrespective of which country they are in follow certain rules,
regulations, policies and traditions to guide personal and group behaviour. These
rules and regulations become a hindering force to the enfoldment of creativity. At
times, in formal organisations, it is hierarchy that inhibits open flow of ideas, as it is
presumed that lower status people know less than higher status people and in turn
they are reluctant to suggest ideas to people in higher positions, mainly because of
insecurity and fear. Similarly, higher level people mostly resist or restrict the flow of
ideas that threaten or question the hierarchy. Further, if group members necessarily
have to comply with procedures, creativity will be curbed.
Procedural barriers are basically written or unwritten policies and regulations
that curb innovative tendency. Consider these squelchers generally, we come across
the arguments ‘it is not permissible under regulations’; it does not fall under the
purview or our department’; that is not part of the strategic plan or annual plan’ and
‘we have not been allocated budget for this’.
Organisations with people who challenge the rules and procedures come
up with innovations that facilitate their working and contribute to growth.
Challenging the rule is one of the most effective ways to come up with innovative
solutions.

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4.6 INNOVATION AND CREATIVITY
Growth and development cannot be sustained without innovations usually
in the product or services or in marketing. Introducing new products is usually seen
as part of the process of innovation, which is itself seen as the engine driving continued
growth and development.
The “winning performance” of the entrepreneur and the organization focuses
on
 Competing on quality not prices
 Domination of a market niche
 Competing in an area of strength
 Having tight financial and operating controls
 Frequent products or service innovation (particularly important in
Manufacturing ).

The successful business will each employ their own strategy and achieve competitive
advantage through acts of innovation. Learning and problem solving are common
activities in many working environments today, but some people believe that true
entrepreneurship occurs when individuals ignore the established ways of thinking
and acting and seek novel ideas and solutions that can meet customer’ needs.
Entrepreneurship is therefore; the innovatory process involved in the creation of an
economic enterprise based on a new product or service which differs significantly
from products or services offered by other suppliers in content or in the way its
production is organized nor in its marketing. It has been argued that small businesses
have a greater productivity to innovate than their large counterparts and are, therefore,
crucial in helping a country respond to myriad changes in the economic, technological
and social environment. For instance, the OECD points out that small firms are
innovative in different ways and are especially active in developing new approaches
to management and marketing.
To grow and prosper most enterprises need to constantly improve their existing
products and services through continuously innovating needed changes and for

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survival of the enterprise, must also need to create new products and services to
meet yet unfulfilled needs. Enterprises that rely exclusively on innovation will prosper
until their products and services “ran out of gases need become obsolete and non-
competitive. On the other hand; enterprise that are totally creative will have their
new products or services ready to launch but often too few current products sufficiently
up-to-date and competitive to generate the cash needed to fund their creativity.
Changes are that the very successful leaders of the future will be more likely
to make creativity and innovation a strategic priority in their organization. In today’s
environment where competition requires business enterprise to be distinct and meet
customer needs with better or never products and organization becomes in critical
necessity.
Joseph Schumpeter views innovations as the source of success in the market
economy, a view that is reinforced by today’s changing and competitive environment.
The organisation that is not creative and innovative cannot survive in the market
place. Thus entrepreneurs and enterprises are continuously creative and innovative
to remain relevant to the customers, which is the purpose of every business.

4.7 INNOVATION
4.7.1 Concept and Meaning
Innovation is the process of bringing the best ideas into reality, which triggers
a creative idea, which generates a series of innovative events. Innovation is the
creation of new value. Innovation is the process that transforms new ideas into new
value-turning an idea into value. You cannot innovate without creativity. Innovation
is the process that combines ideas and knowledge into new value. Without innovation,
an enterprise and what it provides quickly become obsolete.
The dictionary defines innovation as the introduction of something new or
different. Innovation is the implementation of creative inspiration.
The National Innovation Initiative (NII) defines innovation as “the inter-
section of invention and insight, leading to the creative of social and economic value”.
Innovation is “value” – the creation of value adding value to customer’s satisfaction
– “delighting the customers”.
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 Innovation is the basis of all competition advantages, the means of anticipating
and meeting customer’s needs and the method of utilization of technology.
Innovation is fostered by information gathered from new connections; from
insights gained by journeys into other disciplines or places; from active, collegial
networks and fluid open boundaries. Innovation arises from organizing circles of
exchange, where information is not just accumulated or stored, but created.
Knowledge is generated a new from connections that were not there before.
Innovation requires a fresh way of looking at things, an understanding of
people and an entrepreneurial willingness to take risks and to work hard. An idea
doesn’t become an innovation until it is widely adopted and incorporated into people’s
daily lives. Most people resist change, so a key part of innovating is convincing
other people that your idea is a good one – by enlisting their help and in doing so, by
helping them see the usefulness of the idea.
Enterprises throughout the world are experiencing what can be legitimately
described as a revolution: rising energy and material costs, fierce international
competition, new technologies, increasing use of automation and computers. All
these are major challenges, which demand a positive response from the entrepreneur
and management if the enterprise is to survive and prosper. At a time when finance
is expensive, the firm’s liquidity is bordering on crisis, the need for creativity and
innovation is more pressing than ever and as competitors fall by the way side, the
rewards for successful products and process are greater.
The instigation of new development is the responsibility of the enterprises
themselves, which, through experience, are aware of the difficulties created when
undertaking innovative investments in a period of great uncertainty. Innovation calls
for special entrepreneurial and management skills, the cooperation of a committed
workforce, finance and a climate, which will create the optimum overall conditions
to encourage success.
Joseph Schumpeter believes that the concept of innovation, described as the
use of an invention to create a new commercial product or service, is the key force in
creating new demand and thus new wealth. Innovation creates new demand and

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entrepreneurs bring the innovations to the market. This destroys the existing markets
and creates new ones, which will in turn be destroyed by even newer products or
services.
Schumpeter calls this process “creative destructions.”
4.7.2 Elements of Innovation
Innovation is the successful development of competitive advantage and as
such, it is the key to entrepreneurship. The entrepreneurs are the “dreamers”, who
take hands on responsibility for creating innovation. It is the presence of innovation
that distinguishes the entrepreneur from others. Innovation, must therefore, increase
competitiveness through efforts aimed at the rejuvenation, renewal and redefinition
of organizations, their markets or industries, if business are to be deemed
entrepreneurial.
Fiona Fitzpatrick identified the following elements of innovation:
 Challenge: What we are trying to change or accomplish-the “pull”
 Customer focus: Creating value for your customers-the “Push”
 Creativity: Generating and sharing the idea(s)-the “brain”
 Communication: The flow of information and idea-the “life blood”
 Collaboration: People coming together to work together on the idea(s)-the
“heart”.
 Completion: Implementing the new idea-the “muscle”
 Contemplation: Learning and sharing lessons lead to higher competency-the
“ladder”
 Culture: The playing field of innovation includes:
- Leadership (sees the possibilities and positions the team for action-
the role model)
- People (diverse groups of radically empowered people innovate-the
source of innovation)

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 - Basic values (trust and respect define and distinguish an innovative
organization-the backbone).
- Innovation values (certain values stoke the fires that make the
“impossible” possible-the Spark).
 Context: Innovation is shaped by interactions with the world.
4.7.3 Forms of Innovation
In a start-up the entrepreneur is regarded as the key actor in developing a
business idea, marshaling resources and creating an enterprise to bring a new product
or service to the market. In a competitive business environment, the entrepreneur
and the enterprise should continue to seek lout now opportunities and make the
necessary arrangement to convert them into new goods and services. Innovation
should, therefore impregnate the entire enterprise for the creation and invention of
competitive edge and relevancy in the market place.
Innovation can take several forms:
a. Innovation in processes, including changes and improvement to methods.
These contribute to increases in productivity, which lowers cost and helps to
increase demand.
b. Innovation in products or services. While progressive innovation is
predominant, radical innovation opens up new markets. These lead to
increases in effective demand, which encourages increases in investment
and employment.
c. Innovation in management and work organisation, and the exploitation of
human resources, together with the capacity to anticipate techniques.
Innovation centres on people, culture, structure, process and technology.
Innovation is the process through which the entrepreneur converts market
opportunities into workable, profitable and marketable ideas. Innovation is an
application of something creative that has a significant impact on an organisation,
industry or society.

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 Entrepreneurship is the continuing generation of innovation in response to
perceived opportunities in the business environment. In this approach,
entrepreneurship is therefore concerned with newness: new ideas, products, services
or combinations of resources aimed at meeting the needs of consumers more
efficiency. Entrepreneurship has been described in terms of the ability to create
something from practically nothing.

4.8 PROCESS OF INNOVATION

If creativity is the seed that inspires entrepreneurship, innovation is the process
of entrepreneurship. Innovation is the means by which the entrepreneur either creates
new wealth-producing resources or endows existing resources with enhanced potential
for creating wealth.
Innovation is the process of doing new things. It is important to recognize
that innovation implies action, not just conceiving new ideas. When people have
passed through the illumination and verification stages of creativity, they may have
become inventors, but they are not yet innovators. The difference between invention
and innovation is shown in Figure 4.2

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Inventors are not limited to those who create new products. They include those who
identify new technological processes, new forms of plant life, and new designs.
Each of these, incidentally, can lead to new patents, as we shall discuss in later
lesson. Inventors usually are stereotyped as people who deal with “things,” such as
new products, but most inventions have dealt with new processes or new technical
knowledge. Our examples of Bell’s harmonic sound transmission and Edison’s
electric power system illustrate the point, and many new products (and entire
industries) were founded on their ideas.
Nevertheless, for an idea to have value, it must be proven useful or be marketable,
and to achieve either status, the idea must be developed. Innovation is the development
process, as shown in Figure 4.3 It is the translation of an idea into an application. It
requires persistence in analytically working out the details of product design or service,
to develop marketing, obtain finances and plan operations. If the entrepreneur is
going to manufacture a product, the process includes obtaining materials and technical
manufacturing capabilities, staffing operations and establishing an organisation.
 Using Left-Brain Skills to Harvest Right-Brain Ideas
Creativity was partially explained as a non-rational process of incubating
ideas, allowing he subconscious mind is working to wander and to pursue fantasies.
More precisely, half the subconscious mind is working to wander intuitively through

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non-rational territory. Substantial research has shown that the human brain has two
distinct hemispheres. One, the right hemisphere, is the creative side where spatial
relationships are developed, intuition prevails, and nonverbal imagining influences
one’s behaviour. The other, the left hemisphere, is the analytical side where abstract
thoughts and concepts may be formulated, but only through logical and rational
processes.
Exhibit 4.1 lists attributes of both hemispheres together with types of
managerial activities often associated with skills in each area. Psychologists suggest
that most people tend to have a dominant orientation, either to the left side (prone to
rational, analytic behaviour) or to the right side (prone to creative, intuitive behaviour).
Indeed, many cultures encourage skills and values that bias human development
toward one of these hemispheres. Japan, for example, has been singled out as more
left-brain orientated than the United States. The implication is that Japanese
youngsters are taught to sharpen their analytical skills and subsequently are rewatded
for their technical expertise, but they are not necessarily encouraged to become adapt
at creative, abstract thinking. In contrast, American Youngsters are rewarded for
independent thought and abstract, non-rational synthesizing of information. There
is, however, no consensus that people can or should, be taught left-or right brain
skills.
For an entrepreneurial perspective, the right-brain skills are crucial for the
vision necessary to be creative, but innovation does not occur until left-brain
rationalization takes place. Integrating predispositions from both hemispheres is the
crucial behaviour needed to be a successful innovator, to use left brain rationality to
“harvest” right brain creativity. Unfortunately, many individuals are only gifted at
one or the other. They may be logical and practical and in the process be efficient
managers, but without some degree of inspired fantasizing they may be paralyzed
by their own analytical behaviour. On the other hand, the inspired tinkerer may bask
in the purity of artistic oblivion without the necessary ability to convert dreams into
reality. This dichotomous behaviour has been called Janusian thinking. To be
innovative, the entrepreneur must resolve this dilemma.

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  Challenges for Innovation
The place of innovation in commercial success is the development or adoption
of new concepts or idea that leads to any form of increased organisational or social
benefit. Innovation is vitally concerned with novel approaches, new ideas and
originality and the means by which ideas are exploited for competitive advantage.
The areas that require adequate priority in this concern are:
i. The need to investigate natural resources for the possibility of transmitting
them into goods and services.
ii. The need to develop new technology that can be used to process the raw
materials, which may result from the investigation of natural resources.
iii. The need to adapt existing technology so as make them accept local materials
are substitutes. A complete change from an almost total dependence on foreign
research and technology is source of products is called for.
Entrepreneurial success in this century, therefore, depends on the seriousness
with which innovative activities are undertaken by the enterprises in terms

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of indigenizing input sourcing and the development of new indigenous
products.
The society in general will benefit tremendously from the individual
enterprises undertaking innovative activities rather than leaving such to
government agencies. As Max Weber has observed, “when innovation is
channeled through autonomous competing enterprises, risk is encouraged
and the social curse of unsuccessful innovation can be limited. Society can
afford to have an enterprise failure, but society cannot afford to have
government failure. Government economic planners proceeding by law or
fiat have no flexible mechanism comparable to a market in which they can
assess the probabilities of any given risk and measure its results”. No
enterprise, however diversified or big, can therefore, rest on its oars and past
achievements.
Generating fresh solutions to problems and the ability to inherit new
products or services for a changing market are part of the intellectual capital
market that gives an enterprise its competitive edge. In a dynamic
environment, success comes from looking for the next opportunity and having
the ability to find hidden connections and insights into new products or
services, desired by the customer.
While brain-power is the most valuable resource, great ideas are in
short supply.
Successful entrepreneurs place high premium on attracting and
keeping talent because wealth flow directly from innovation. Speed innovating
is a proven approach for helping you develop breakthrough solutions in the
shortest possible time.
Shapiro argues that perpetual and pervasive innovation is the key to
long-term sustainable success in the relentless competition for customers.
To survive any competition you must rapidly and repeatedly re-invent yourself.
The road map to reinvention starts by applying the seven R’s.
a. Rethink your underlying assumptions.

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 b. Reconfigure how you carry out work
c. Re-sequence when work takes place.
d. Relocate where work is done to cut down on handoffs and delays.
e. Reduce the frequency of carrying our specific activates.
f. Reassign who does the work by asking if anyone else could achieve
the same result more effectively and efficiently
g. Retool the technology that supports getting the work done.

4.9 SUMMARY
The entrepreneurial activities are related to the economic growth on the bases
of four elements. First, it should identify the micro-economic foundations of growth,
emphasizing the role of knowledge externalities in the growth process. Second, it
should identify intermediate linkages from entrepreneurial activity to economic
progress. The “knowledge spill over theory” literature appears to contribute
substantially to that. Thirst, it should deal with dual causality in the relation between
entrepreneurial activity and growth. And finally, it should take into account the
multidisciplinary character while linking together different levels of analysis.
One of the central goals of the public policy that is common among all modern
economies is the generation of growth and the creation of employment opportunities.
Much of the policy debate on generating growth and jobs has relied on a macro-
economic framework and focused on traditional macro-economic policy instruments.
A different, less traditional instrument for generating growth and employment is
entrepreneurship. Starting in the mid-1990s, a broad spectrum of enabling policy
initiatives that fall outside of the jurisdiction of the traditional regulatory agencies
emerged. Empirical evidences suggest that those countries that experienced an
increase in entrepreneurial activity also enjoyed higher rates of growth.
Entrepreneurship generates growth because it serves as a vehicle for innovation and
change and therefore as a conduct for knowledge spill overs. This is the case in
particular in a regime of increased globalization, where the comparative advantage
of modern economies is shifting toward knowledge-based economic activity. Thus,

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any policy recommendation on economic development should be based on an analysis
that incorporates entrepreneurship, the engine of economic growth. The incorporation
of entrepreneurship into the framework of economic growth not only fills in the
institutional details to help make the growth process more understandable, but also
points towards more promising economic policy recommendations for fostering
economic growth.
Successful entrepreneurs require an edge derived from some combination of
a creative idea and a superior capacity for execution. The entrepreneur’s creativity
may involve an innovation product or a process that changes the existing order. Or
entrepreneur may have a unique insight about the course or consequence of an external
change. Entrepreneurship is the vehicle that drives creativity and innovation.
Innovation creates new demand and entrepreneurship brings the innovation to the
market. Innovation is the successful development of competitive edge and as such,
is the key to entrepreneurship.
Creativity and innovation are at the heart of the spirit of enterprise. It means
striving to perform activities differently or to perform different activities to enable
the entrepreneur deliver a unique mix of value. Thus, the value of creativity and
innovation is to provide a gateway for astute entrepreneurship actively searching for
opportunities to do new things, to do existing things in extraordinary ways. Creativity
and innovation therefore, trigger and propel first-rate entrepreneurship in steering
organization activities in whatever new directions are dictated by market conditions
and customer preferences, thereby delighting the customers to the benefit of the
stakeholders. Innovation also means anticipating the needs of the market, offering
additional quality or services, organization efficiently, mastering details and keeping
cost under control. No doubt, the current economic environment is a volatile and
violent one. The new environment demands renewed by dynamism of approach.
Creativity and innovation is the new name of the game. Only the discerning
organizations can manage the changes inherent in the new environment. It is the
duty of the entrepreneur to keep his/her organization lean, young, flexible and eager
for new things to continuously delight the customers, which is the purpose of every
business.

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4.10 GLOSSARY
 Schumpeter effect: Higher levels of entrepreneurship reduce unemployment;
this has been termed as a “Schumpeter effect”.
 Innovator: An innovator in a general sense is a person or an organisation
who is one of the first to introduce into reality something better than before.
That opens up a new area for others and achieves an innovation.
 Knowledge spillover theory: Knowledge spillover is an exchange of ideas
among individuals. In knowledge management economics, knowledge
spillovers are non-rival knowledge market costs incurred by a party not
agreeing to assume the costs that has spillover effect of stimulating
technological improvements in a neighbor through one’s own innovation.
 Creative person: Creative person works hard and continually improve ideas
and solutions, by making gradual alterations and refinements to their works.
 Refugee effect: Unemployment stimulates entrepreneurial activity; this has
been termed as a “refugee effect”.
 Creative thinking: Creative thinking has various definitions. However, it is
art of generating solution to problems by the force of imagination and
reasoning.
 Innovation: Innovation is the process through which the entrepreneur
converts market opportunities into workable, profitable and marketable ideas.

4.11 SELF ASSESSMENT QUESTIONS

1. What do you mean by creativity? Discuss the elements of creative abilities.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss the nature and types of creativity.
___________________________________________________________

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 ___________________________________________________________
___________________________________________________________
3. Define:
a. Creative Thinking: _____________________________________________
b. Creativity: ___________________________________________________
c. Innovation: ____________________________________________________

4.12 LESSON END EXERCISE

1. Explain in detail the process of innovation?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What do you mean by innovation? Discuss the different forms of innovation.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Explain the various barriers of creativity.
___________________________________________________________
___________________________________________________________
___________________________________________________________

4.13 SUGGESTED READINGS

 C.S.V. Murthy: Small Scale Industries and Entrepreneurial Development,
Himalaya Publishing House, New Delhi.
 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.

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 Drucker P.F. (1985). Innovation and Entrepreneurship. London: Pan Books
Ltd.
 Drucker, P.F. (2002). Management Challenges for the 21st Century. London ;
Butter Worth.
 Meredith, G.G., Nelson, R.E. and Neck, R.A. (1991). The Practice of
Entrepreneurship. Lagos: University Press.
 Okpara, F.O. (2006). The Practice of Entrepreneurship. Enugu: Precision
Publishers Ltd.
 Okpara, F.O. (2000). Entrepreneurship: Text and Cases. Enugu: Precision
Printers and publishers.
 Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining
Superior Performance. USA: Free Press.
 Sangram Keshhari Mohanty. Fundamentals of Entrepreneurship. Prentice
Hall of India Pvt. Ltd., New Delhi.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Thompson J.L. (2001). Strategic Management. Canada: Thomson Learning.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.

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UNIT – I LESSON - 5
FOUNDATIONS OF ENTREPRENERUSHIP

CONCEPT AND APPROACHES OF CORPORATE

ENTREPRENEURSHIP, ROLE OF SMALL BUSINESS IN
ECONOMIC DEVELOPMENT AND ENTREPRENEURIAL
ENVIRONMENT
STRUCTURE
5.1 Introduction
5.2 Objectives
5.3 Corporate Entrepreneurship
5.3.1 Concept
5.3.2 Corporate Entrepreneurship Model
5.4 Approaches of Corporate Entrepreneurship
5.4.1 The Opportunist Model Approach
5.4.2 The Enabler Model Approach
5.4.3 The Producer Model Approach
5.4.4 The Advocate Model Approach
5.5 Role of Small Business in Economic Development
5.5.1 Role of Entrepreneur as an Innovator in Economic Growth
5.5.2 Role of Entrepreneur in Generation of Employment Opportunities

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 5.5.3 Role of Entrepreneur in Complementing and Supplementing
Economic Growth
5.5.4 Role of Entrepreneur in bringing about social stability and balanced
regional development of industries
5.5.5 Role of Entrepreneur in Export promotion and Import substitution
5.5.6 Role of entrepreneur in foreign exchange earnings and augmenting
and meeting local demand
5.6 Entrepreneurial Environment
5.6.1 Political Environment
5.6.2 Legal Environment
5.6.3 Economic Environment
5.6.4 Technological Environment
5.6.5 Social Environment
5.6.6 Cultural Environment
5.7 Summary
5.8 Glossary
5.9 Self-Assessment Questions
5.10 Lesson End Exercise
5.11 Suggested Readings

5.1 INTRODUCTION
The term Corporate Entrepreneurship is defined as the process by which
teams within an established company conceive, foster, launch and manage a new
business that is distinct from the parent company but leverages the parent’s assets,
market position, capabilities or other resources. It differs from corporate venture
capital, which predominantly pursues financial investments in external companies.

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Although it often involves external partners and capabilities, it engages significant
resources of the established company and internal teams typically manage projects.
It is also different from spinouts, which are generally constructed as stand-alone
enterprises that do not require continuous leveraging of current business activities
to realise their potential. Corporate entrepreneurship is more than just new product
development and it can include innovations in services, channels, brands and so on.
Further, the lesson also discusses about the entrepreneurial environment. In
the literal sense, the word ‘environment’ means the physical surrounding, conditions,
circumstances etc., in which someone (a human being) and something (a business)
exists. Keith Davis has defined environment as, “the aggregate of all conditions,
events and influences that surround and affect it”. Environment means all what exist
around.
Entrepreneur environment means all conditions, events and influences in
which a entrepreneur exists and operates. The entrepreneurship environment is
characterized by salient features such as it is complex, dynamic, multi-faceted, with
far-reaching impact etc. Entrepreneurial environment is the sum total of all things
external to business firms and as such is aggregative in nature. Entrepreneur
environment is largely uncertain as it is very difficult to predict future happenings,
especially when environment changes or taking place too fast and frequently. This is
especially true in case of information technology or fashion industries. So, it is
important for an entrepreneur to understand the entrepreneurial environment in which
he have to operate.

5.2 OBJECTIVES
After completion of this lesson you shall be able to understand:
 meaning of corporate entrepreneurship
 corporate entrepreneurship model
 corporate entrepreneurship approaches
 role of small business in economic development
 understand the entrepreneurial environment

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  significance of entrepreneurial environment
 environmental analysis

5.3 CORPORATE ENTREPRENEURSHIP

5.3.1 Concept
Corporate entrepreneurship is the process whereby an individual or a group
of individuals, in association with an existing organisation, create a new organisation
or instigate renewal or innovation within that organisation. An entrepreneurial manger
links up discrete pieces of new technical knowledge that would provide a solution to
a customer problem and matches this technical capability with the satisfaction of a
market and garners resources and skills needed to take the venture to the next stage.
This process leads to the birth of new businesses and to the transformation of
companies through a renewal of their key ideas.
The concept of corporate entrepreneurship has been coined by legendary
management thinker and consultant Peter Drucker, as the act of initiating new ventures
or creating value with an already established organisation or social entity.
Within the realm of existing firms, corporate entrepreneurship encompasses
three types of phenomena that may or may not be interrelated. These are:
i) The birth of new businesses within an existing firm
ii) The transformation of existing firms through the renewal or reshaping of the
key ideas on which they are built and
iii) Innovation
The creation of new businesses by firms through this process has been called
internal corporate venturing. The process of transformation of corporations
through a renewal of their key ideas has been called strategic renewal, strategic
change and revival and transformation and organisation renewal.
Corporate entrepreneurship can make a significant difference to a company’s
ability to compete. It can be used to improve competitive positioning and
transform corporations, their markets and industries when opportunities for value-

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creating innovations are developed and exploited. A key benefit of corporate
entrepreneurship may be to push companies to employ a range of strategies,
often in unique combinations. By doing so, companies build layers of advantage
by combining distinctive bases for competitive superiority.
Corporate entrepreneurship can improve a company’s growth and profitability.
It improves performance by increasing the company’s pro-activeness and
willingness to take risks by pioneering the development of new products,
processes and services. In recent years, academic and practitioner interest has
shifted more to the process of nurturing corporate entrepreneurship, since the
debate has moved from whether or not corporate entrepreneurship benefits to
the ways and means of maximizing benefits. In addition, it is a waste to test the
level of entrepreneurship in people using psychometric tests; instead,
organisations should spend their energies in encouraging people who have shown
sparks of entrepreneurial qualities in corporate or other contexts.
Definitions
Burgelman (1983)
Corporate entrepreneurship refers to the process whereby the firms engage
in diversification through internal development. Such diversification requires
new resources combinations to extend the firm’s activities in areas unrelated, or
marginally related, to its current domain of competence and corresponding
opportunity set.
Chung & Gibbons (1997)
Corporate entrepreneurship is an organisational process for transforming
individual ideas into collective actions through the management of uncertainties.
Covin & Slevin (1991)
Corporate entrepreneurship involves extending the firm’s domain of
competence and corresponding opportunity set through internally generated new
resource combinations.

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  Related terms to corporate entrepreneurship
i) Intrapreneurship:
According to Pinchot, intrapreneuring is entrepreneurship inside of the
corporation. According to Knight, an intrapreneur is an employee who introduces
and manages an innovative project within the corporate environment, as if he or she
were an independent entrepreneur. The main features of intrapreneurship are:
- Need for achievement
- Risk orientation
- Innovativeness
- Need for autonomy
ii) Internal entrepreneurship:
Internal entrepreneurship implies an active support of the strategic orientation
of the organisation through problem solving, social competent and implementing
thinking and action by all hierarchical levels and functional areas.
Internal entrepreneurship features with high own initiative and responsibility.
Its main aim is the activation of entrepreneurial potential of all employees with the
background of realizing the goals of the organisation. Internal entrepreneurship has
a leadership orientation. Enforcing elements and actions for internal entrepreneurs:
- Management by objectives
- Own area of responsibility
- Targeted choice of employees
- Style of leadership (participative/delegation)
- Development and training of employees
- Evaluation of employees
- Challenging tasks
- Reward according to achievement

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5.3.2 Corporate Entrepreneurship Model

FIGURE 5.1: CORPORATE ENTREPRENEURSHIP

 Entrepreneurship
Entrepreneurship is a creative activity. It is the ability to create and build
something from practically nothing. It is a knack of sensing opportunity where others
see chaos, contradiction and confusion. It is the attitude of mind to seek opportunities,
take calculated risks and derive benefits by setting up a venture.
Entrepreneurship can be broadly classified as independent entrepreneurship
and corporate entrepreneurship.
 Independent entrepreneurship
It is the process whereby an individual or group of individuals acting
independently, create a new organisation while corporate entrepreneurship is the
process whereby an individual or a group of individuals, in association with an existing
organisation, create a new organisation or instigate renewal or innovation within
that organisation.
Next, we shall discuss two key components of the corporate entrepreneurship.

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i. Strategic Renewal
Strategic renewal refers to the corporate entrepreneurial afforts that result in
significant changes to an organisation’s business or corporate level strategy or
structure. These changes alter pre-existing relationships within the organisation or
between the organisation and its external environment and in most cases will involve
some sort of innovation. Renewal activities reside within an existing organisation
and are not treated as new businesses by the organisation.
ii. Corporate Venturing
Corporate venturing refers to corporate entrepreneurial efforts that lead to
the creation of new business organisations within the corporate organisation. They
may follow from or lead to innovations that exploit new markets, or new product
offerings, or both. These venturing efforts may or may not lead to the formation of
new organisation units that are distinct from existing organisational units in a
structural sense.
External vs. Internal venturing
External corporate venturing refers to corporate venturing activities that result
in the creation of semi-autonomous or autonomous organisational entities that reside
outside the existing organisational domain.
Internal corporate venturing refers to the corporate venturing activities that
result in the creation of organisational entities that reside within an existing
organisational domain.

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Following are the key steps in developing entrepreneurship inside a corporation:
 Develop a vision and strategy
 Create a culture of innovation
 Develop organisational support
 Reward according to results
 Communicate

 Developing a vision and strategy vision in the mission statement of the

organisation
A mission statement is an enduring statement of purpose for an organisation
that identifies the scope of its operations in product and market terms and reflects its
values and priorities.
Essentially, the mission statement defines the company and provides an
answer to the question: “What kind of company do we want to be?”
Developing a vision and strategy involves welcoming new ideas, new business
concepts, product platforms and replacing them with the old ones. Leaders of the
innovative corporations propel in their every decision, action and communication
something innovative leading to profitable and expanded future business.
 Creating a culture of innovation
This culture is characterised by divergent thinking that is, focusing on
broadening the context of decision-making. Divergent thinking essentially requires
three central skills viz., conversation, observation and reflection to identify new
business ideas. The top management play a central role in developing the culture of
innovation and support the employees of the organisation in continuing their efforts
leading to innovations.
The culture of innovation empowers the middle managers and lower managers
to pursue new ideas regarding their working in the corporations without any fear of
losing their jobs. In fact, they are provided with needed resources so that they can
work effectively on their ideas and turn them into reality.

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 The top management permits certain degree of failure to the employees as
there are always chances of error in human efforts and replacing the old practices
with the new and profitable ones may suffer initials back pushes before getting the
smooth sailing.
 Developing organisational support
The corporate has to run its old and new ventures simultaneously and too
cannot move ahead separately as there are fed by joint resources whether financial,
human or material, thus a balanced approach is to be adopted by the corporation in
the union and disunion of its resources in order to ensure smooth running of the
existing units on one hand and continuous conversion of new ideas into practical
units on the other hand. This cannot be done until and unless there is positive support
from the whole organisation.
 Reward according to result
Intrapreneurs are achievers and achievers always vary in their achievements.
Achievement must be rewarded because reward is encouragement to those who
generate ideas and bring innovation. However, reward must be in accordance to the
performance of the individuals. There are financial as well as non-financial rewards.
Financial rewards include bonus, incentive stock options, etc. and non-financial
rewards include holiday, promotion, awards and other types of personal recognition.
 Communicate
A corporation can be successful only when there is proper networking and
proper flow of information. With this the corporate shall come to know about various
problem shooters and thus the entrepreneurs shall get the trigger points of their
thinking, that is, they shall know about the key areas where innovation is needed.
Face-to-face communication is the most effective one while there are other types of
communication include meetings, discussions, via Internet, etc. There is a need for
developing proper communication channels within and outside the corporation so
that the corporate entrepreneurs come to know about the requirements of the
corporation and innovate in the right direction.

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5.4 APPROACHES OF CORPORATE ENTREPRENURSHIP
Corporate entrepreneurship is more than just new product development and
it can include innovations in services, channels, brands and so on. Traditionally,
companies have added value through innovations that fit existing business functions
and activities. Unfortunately, this approach also limits what a company is willing or
even able to bring to market. Indeed, the failure to recognize the new products and
services can require significantly a different business model is often what leads to
miss opportunities. Corporate entrepreneurship initiatives seek to overcome such
constraints.
However what works for one company will not necessarily work for another.
Two dimensions consistently differentiate how companies approach corporate
entrepreneurship. The first dimension is organisational ownership that is, who within
the organisation has primary ownership for the creation of new businesses and the
second is resource authority that is, how money is allocated to corporate
entrepreneurship-regular funds or adhoc ones.

FIGURE 5.3: CORPORATE ENTREPRENEURSHIP APPROACH

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On the basis of these two dimensions, four distinct approaches towards corporate
entrepreneurship have been identified
5.4. 1 The Opportunist Model Approach
Without any designated organisational ownership or resources, corporate
entrepreneurship proceeds based on the efforts and fortune of valiant “project
champions’ that is, people who toil against the odds, creating new businesses often
in spite of the corporation.
The opportunist model works well only in trusting corporate cultures that
are open to experimentation and have diverse social networks behind the official
hierarchy. Without this type of environment, good ideas can easily fall through
organisational cracks or receive insufficient funding. Consequently, the opportunist
approach is undependable for many companies. When organisations get serious about
organic growth, executives realise they need more than a diffused, ad hoc approach.
5.4.2 The Enabler Model Approach
The basic premise of the enabler model is that employees across an
organisation will be willing to develop new concepts if they are given adequate
support. Dedicating resources and processes enables teams to pursue opportunities
on their own insofar as they fit the organisation’s strategic frame. In the most evolved
versions of the enabler model, companies provide the following:
 Clear criteria for selecting which opportunities to pursue;
 Application guidelines for funding;
 Decision-making transparency;
 Both recruitment and retention of entrepreneurially minded employees; and
 Active support from senior management.
The success factors of this approach are:
 Culture of innovation
 Structural flexibility for teams to pursue projects
 Well-defined executive involvement in milestone funding decisions

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  Effectively communicated selection process and criteria
However, there are certain challenges in the application of this approach as:
 Senior executive bandwidth
 Maintaining coherence and discipline with respect to corporate brands
 Finding and satisfying project champions.
5.4.3 The Producer Model Approach
The producer model aims to protect emerging projects from tuff battles,
encourage cross-unit collaboration, build potentially disruptive businesses and create
pathways for executives to pursue careers outside their business units. This approach
provides full-service corporate entrepreneurship by conceiving, screening, funding,
coaching, scaling and reintegrating new business concepts. The success factors of
this approach are:
 Respected leadership with significant internal decision authority;
 Expertise in building new businesses;
 Explicit attention to corporate entrepreneurship executive career incentives.
However, there are certain challenges in the application of this approach as:
 Reintegrating successful projects into the core
 Leadership succession
 Lack of business unit support
5.4.4 The Advocate Model Approach
In the advocate model, a company assigns organisational ownership for the
creation of new businesses while intentionally providing only modest budges to the
core group. Advocate organisations act as innovation experts, facilitating corporate
entrepreneurship in conjunction with business units. This approach reinvigorates or
transforms business units and support corporate entrepreneurship teams. The success
factors of this approach are:
 Expertise in building new businesses

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  Significant team facilitation capabilities
 Skill in coalition building and internal and external networking
 Senior executive visibility and support
However, there are certain challenges in the application of this approach as:
 Overcoming business unit near term pressures
 Finding “business builders’ among executives who are traditionally rewarded
more for execution than innovation.
Selecting the Right Approach
Evolving from the opportunist model to any of the more deliberate forms a
corporate entrepreneurship typically begins with a mandate for growth and a broad,
clearly communicated vision. When a company’s vision for growth is too narrow, it
will likely end up with just incremental concepts, whereas a broader vision helps
everyone think outside the proverbial box.
After the vision is set, a company needs to delineate specific objectives. Is it
seeking corporate wide cultural transformation or renovation of particular divisions
to address either commoditization or disruptive threats? Alternatively, perhaps the
problem is that people are not effective in pursuing “white space” growth platforms.
In all these cases viz., transformation, renovation or new platforms what is the time
frame and how specific are the goals? Are immediate, bold results required to solve
a particular problem, or is the objective an evolutionary programme aimed at “blue
ocean” discoveries? The answers to such questions will suggest the use of one
approach over another.
5.5 ROLE OF SMALL BUSINESS IN ECONOMIC
DEVELOPMENT
The small scale industry in India enjoys a special position due to its
contribution towards socio-economic development in the country. Small industries
contribute 40 percent of gross industrial value added and total exports (from direct
and indirect) contribute 45 percent of total accounting to 95 percent of industrial
unit in the country. Small industries are more labour extensive and less capital

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extensive. They generate more employment per unit of capital invested than large
industries hence they become the second largest employer next to agriculture.
Entrepreneur plays a significant role in economic development of a country.
Economic development greatly depends upon entrepreneurial and industrial
development. In western countries, entrepreneurs have contributed a great deal in
making their country developed. According to Harbison, entrepreneurs are prime
movers of innovation and Sayigh describes entrepreneurship as a dynamic force.
Indeed, entrepreneur is the person who perceives business opportunity and converts
it into a viable business plan culminating into a business venture ultimately. The
entrepreneur, therefore, not only launches a venture but also contributes to the
objectives of employment creation, output growth, technological up gradation,
improvement in the quality of production, export promotion, import substitution
and supply of goods at a reasonable price to the customers.
Therefore, growth of entrepreneurship and development of entrepreneurial
culture in underdeveloped and developing countries are imperatively needed not
only for employment generation but also for infusing entrepreneurial culture in the
society which is not so far exposed to it. Entrepreneurship may also help in skill
formation and technological up gradation in developing countries. Efforts made by
a group of entrepreneurs in motivating the youths to change their attitude for self-
employment, thus, may lead to further creation of wealth through enterprise creation.
The important role that an entrepreneur plays is described below:
5.5.1 Role of Entrepreneur as an Innovator in Economic Growth
Entrepreneurship development is getting a position of great importance for
tackling ever-growing problem f unemployment due to rapid population growth.
Though the last decade of 20h century experienced the growth of a large number of
small entrepreneurs in our country, the number of innovating entrepreneur is less
than the imitating entrepreneurs; as a result of which, the country has been lagging
behind in moving at a pace which the international communities demand. Therefore,
to cope with the international order and the dynamism of the society, an entrepreneur’s
role as an innovator is of prime importance. According to J.A. Schumpeter, an
entrepreneur is basically an innovator who introduces new combinations of means

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of production. Development consists of carrying out new combinations. A new
combination may be carried out by utilization of both used and unused means of
production. According to Schumpeter, as an innovator, entrepreneur forces the
potentially profitable opportunities to exploit it. He is a risk bearer, problem shooter
and gets satisfaction in confronting problems. As an innovator, entrepreneur performs
the following activities.
i) Bringing about new combinations: As an innovator, entrepreneur brings
about the new combinations in the following manner:
(a) Introduction of new products
(b) Introduction of new techniques of production
(c) Opening up of a new market
(d) Conquest of new source of supply of raw materials or semi-finished
goods
(e) The carrying out of new organisations of any industry like the creation
of monopoly.
Further, entrepreneur’s motivation is directed by the desire to found private
commercial kingdom, the will power to conquer and to prove superiority and the joy
of creating and getting things done.
ii) Making use of potential technical knowledge for continuous technological
progress: According to Schumpeter, there always exists potential technical
knowledge which entrepreneur can make use of. Continuous technological
progress will spearhead towards innovation. Entrepreneur, in fact, depends
upon the following two important things to achieve economic rewards:
(a) The existence of technical knowledge in order to produce new
products
(b) The power of dispersal over the factors of production in the form of
credit
However, innovation results in steady increase in total output and per
capita output since historically diminishing return does not operate in

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 case of technological progress. From the point of view of achieving
economic development, it is necessary that underdeveloped countries
should use innovation as an important tool of economic development.
iii) Emphasizing on purposeful and systematic innovation: Like Schumpeter,
Drucker also emphasized on the role of entrepreneur as an innovator. He
pointed out that purposeful and systematic innovations begin with the analysis
of opportunities and a successful innovation should aim at leadership. This
quality is one of the most crucial attributes of the entrepreneur to bring about
economic development. As entrepreneurship development and economic
development are interlinked, changes in perception of the individuals are
imperative. This will give rise to considerable innovative opportunities.
Further, knowledge-based innovations are required for development of
entrepreneurship.
In fact, entrepreneurs with innovative traits are more common in developed
countries than in underdeveloped countries. These entrepreneurs historically,
have played key roles in the rise of modern capitalism, the factory system,
enterprising spirit, hope of money-making, ability to perceive and explore
opportunities thereby brining about economic development.
iv) Implementation of mechanical skills: According to Hoselitz, the founders
of early industrial establishments in England, France and Germany were men
with mechanical rather than commercial and financial skills. These men came
from the ranks of artisans, laborers, yeomen and cottagers. A few of them
were the sons of middle class parents. But the earliest entrepreneurs are men
who worked with their hands, whose innovations were in the field of
technology and who, in their majority, came from the lower, property less
class. Thus, technology innovations and creativity played the crucial role in
encouraging entrepreneurship and economic development.
Innovations give rise to utilisation of innovative talents which initiate and
improve the economic growth in the following ways:
(a) Improvement in per capita income

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 (b) Increase in capital formation
(c) Generation of employment opportunities
(d) Balanced growth
(e) Improvement in standard of living
(f) Economic independence
(g) Backwards and forward linkages
(h) Technological advancement
(i) Establishment of new form of organisation
(j) Entrepreneurial competency development
To conclude with B.V. Vaidya, a retired senior civil servant, the present age is an age
of innovation. Doing a new thing or doing an old thing in s new way demands
research and development section and this section is the most important from the
point of view of unit’s future progress. Hence, the role of entrepreneur as an innovator
is considered the most crucial element for acceleration of economic growth.
5.5.2 Role of Entrepreneur in Generation of Employment Opportunities
Entrepreneur pays a significant role in generation of employment
opportunities. As we all know, entrepreneurship is a purposeful activity indulged in
initiating, stimulating, promoting and maintaining economic activities for production
and distribution of goods and commodities, the person behind these economic
activities is, therefore, a critical factor as well as an integral component of socio-
economic transformation. The development strategy of our country confronts two
important problems-unemployment and poverty of the masses. These problems can
be effectively minimized by activating the latent human potentials through
entrepreneurship. This leads to the creation of self-employment and wage-
employment avenues for large number of people.
For reduction of unemployment, entrepreneurship in small and tiny sector
industries, both in manufacturing and service sectors, is imperatively needed. Thus,
the role of entrepreneur and its significance in generation of employment opportunities
can be depicted under the following heads.
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i) Establishing tiny, micro and small scale enterprises: Role of entrepreneur
in establishing the above types of enterprises is perceived as a powerful
medium to address several socio-economic issues and the chief among them
is generation of employment opportunities for millions. In a developing
economy like India, where population pressure is quite high and the job
employment is limited, the role of entrepreneur is very much significant.
Entrepreneurial development gives rise to economic independence through
self-employment. Creation of tiny, micro and small enterprises by the
entrepreneurs can lead to creation of both self-employment and wage-
employment opportunities, thereby solving the problem of unemployment
in the economy.
ii) Giving emphasis upon village and cottage industries: Upliftment of
economically-backward sections of the society can be made possible if self-
employment opportunities can be provided at the grass root level. To enable
these people in backward regions of the state to set up village and cottage
industries, government has implemented several antipoverty programmes
like PMRY, TRYSEM, SGSY, REGP etc. and the importance of entrepreneurs
in cottage and village industries sector has been clearly acknowledged by
Mahatma Gandhi by his policy priorities in village upliftment including
khadi and village industries in his famous constructive programme in 1922.
Prior to independence, cottage industries and handicraft production located
in rural areas had occupied a distinct place in Indian economy because of
their high potential in employment generation and income creation especially
in rural and backward areas. As such, entrepreneur can play a significant role
in setting up and reviving the cottage and village industries, thereby creating
employment opportunities to a large number of people living in rural and
backward pockets of the country.
iii) Utilising the surplus labour force in industrial activities: India is a primary
producing country. This characteristic feature is further accentuated by the
seasonality feature of the agriculture. Therefore, for a large part of the year,
people remain unemployed. Disguised unemployment is a chronic

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 phenomenon in agriculture wherein more people work in a field than actually
required. So, the surplus labour force is transferred and utilised by the
entrepreneur in non-farm sector activities like small, tiny, cottage and village
industries which are labour intensive in nature.
iv) Employment argument: It would be worthwhile to mention employment
argument favouring the growth of small scale enterprise and the role of
entrepreneur in accelerating this growth. In this regard, the report of Karve
Committee can be quoted. According to the committees: “The principle of
self-employment is at least as important to a successful democracy as that of
self-government. As the small scale enterprises are labour intensive, they
create more employment per unit of capital employed. So entrepreneurs should
be encouraged to put small scale enterprises so as to create large number of
employment avenues for others.”
5.5.3 Role of Entrepreneur in Complementing and Supplementing Economic
Growth
The classical economists like Adam Smith and David Ricardo did not
recognise the role of entrepreneur at all. Adam Smith considered the rate of capital
formation as the key component of economic growth. Ricardo suggested two policy
variables namely socio-cultural environments and technological improvements which
increase the marginal productivity of labour and capital. Thus, in both the analyses
the role of entrepreneur is totally ignored. But Schumpeter postulates that the rate of
economic progress of a country depends largely upon its rate of innovation, which
in turn, depends upon the entrepreneurial talents. According to Schumpeter,
technological development cannot alone bring about economic growth unless they
are put to practical use by the entrepreneurs. Similarly, Peter Drucker has also
emphasized that this is the age of entrepreneurial society. Economic development
and growth of a country depends to a great extend upon effective entrepreneurship.
In his opinion, entrepreneur plays a crucial role for the creation of new small
enterprises that energise the economic structure. Through constant creativity, new
businessmen/entrepreneurs assure a strong economy and rising national income.
Thus, the role of entrepreneur is important, as it not only complements but also

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supplements the economic growth of the country. To be clearer, entrepreneurs initiate,
increase and sustain the economic growth in the following ways:
i) Generation of employment: Entrepreneurs generate employment
opportunities both direct and indirect, through establishment of small scale
enterprises. These enterprises are conspicuous enough to create large volume
of employment and as a result of which unemployment is reduced. As we all
know, small scale enterprises create immediate and permanent employment
at a relatively small capital and these industries are imperatively needed for
our country which is rapidly heading towards economic growth.
ii) Capital formation: Capital formation is the most crucial element for economic
growth. It is always necessary to step up the rate of capital formation so that
the economy accumulates a large stock of machines, tools; equipment’s which
can be geared into production by the entrepreneur. Besides, capital formation
in the economy can be brought about by the formation and up gradation of
skills of human capital in terms of knowledge and skills which can be utlilised
to raise the level of productivity whereby economic growth can be accelerated.
iii) Increase in per capita income: We all are aware of the fact that economic
growth is measured in terms of a sustained increase in real per capita income
over a period of time. It is the entrepreneurial communities who complement
and supplement the economic growth in increasing the per capita income
and Net National Product of the country by identifying and establishing
profitable business ventures.
iv) Improvement in physical quality of life: Entrepreneurs supplement the
economic growth in enhancing the physical quality of life. This implies that
increase in life expectancy and increase in literacy. Establishment of enterprise
leads to increase in employment avenues both directly and indirectly.
Consequently, poverty is alleviated and per capita income grows. This results
in improving the physical quality of life which is an indicator of economic
growth.
v) Improvement in standard of living: Entrepreneurs establish different types

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 of enterprises so as to improve the standard of living of the masses. They
produce innovative products and help to improve the standard of living of
the common man. Innovative and modern gadgets in a variety of designs and
patterns manufactured by the entrepreneurs make the life of each individual
easier. In this way, entrepreneurs complement the standard of living and
economic well-being of the people.
vi) Growth of infrastructural facilities: Entrepreneurs play a major role in the
growth of infrastructural facilities such as roads, bridges, buildings, factories,
etc. which are the cornerstones of economic growth. Establishment of factories
and industries in a particular locality presupposes the growth of infrastructural
facilities.
vii) Economic independence: Entrepreneurship helps the country in achieving
economic independence. In other words, national self-reliance can be ensured
due to the growth of entrepreneurship. In augmenting the indigenous
technologies and their uses in massive way in small scale enterprises,
dependence on foreign technologies can be avoided. Entrepreneurs can also
export their goods and commodities and thereby earn the scarce foreign
exchange for the country. Hence, entrepreneurs act as the agents of economic
growth.
viii) Backward and forward linkages: Entrepreneurs initiate change in the
economy by way of forward and backward linkages. Establishment of a giant
unit generates several ancillary industries on one hand and several other
industries which grow by utilizing the raw materials and bye products
produced by the mother plant on the other. In this way, entrepreneurs
supplement the economic growth.
As such, entrepreneur plays a significant role in supplementing and
complementing economic growth. To conclude with the words of Meir and Baldwin:
“Development in an economy does not occur spontaneously as a natural consequence
when economic conditions in some sense are right. A catalyst or agent is needed.
This agent is entrepreneur”.

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5.5.4 Role of Entrepreneur in bringing about social stability and balanced
regional development of industries
Entrepreneur plays a crucial role in bringing about social stability and balanced
regional development. In each and every country, entrepreneur is considered as a
valuable human resource. The responsibility of social stability lies on his shoulders.
Entrepreneur, as a catalyst of change, tries to bring about social stability in the
following ways:
i) Absorption of workforce in industries: Establishment of small scale units
by the entrepreneurs leads to absorption of a large number of workforces at
a relatively small capital cost and ensures social stability.
ii) Alleviation of poverty: Entrepreneurs help in alleviating poverty by reducing
unemployment through creation of large number of jobs by way of setting of
small and tiny units. Thus, social stability is maintained.
iii) Glorification of self-help: Enterprise creation glorifies the maxim of self-
help. Self-help is the best help because it is a binding factor to unite family,
clan, village communities, etc. and thus ensures social stability.
iv) Checking expansion of monopolies: Small scale enterprises help to bring
about social stability by diffusing prosperity and by checking the expansion
of monopolies.
v) Equitable distribution of income: Small scale entrepreneurs explore business
opportunities in both rural and urban areas, thereby leading to equitable
distribution of income and wealth in the society. This gives rise to reduction
in social instability between rural and urban sectors.
vi) Creation of social infrastructures: Entrepreneurs facilitate economic
development and social stability through creation of social infrastructures
like schools, colleges, health care centres, vocational institutes, banking and
insurance facilities, roads and buildings etc. consequent upon establishment
of industries.
vii) Empowerment of women through enterprise: Women entrepreneurs are the
prime movers of women empowerment. In this context, empowerment
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 through enterprise involves access to resources and markets, actual ownership
and active control. These things lead to equity and equality among men and
women and act as a lever for social stability.
viii) Supply of qualitative goods and services: Entrepreneurs can bring about
supplying quality goods and services to the people. They manufacture both
consumers and producer’s goods to meet the ever-growing demand which
emerges due to population pressure.
The role of entrepreneur is also of paramount importance in bringing about
balanced regional development. The following points justify this role of the
entreprenr.
(a) Setting up industries in rural and backward areas.
(b) Establishing agro-based industries to coordinate the dispersal process and
development of agriculture.
(c) Utilising indigenous technology for creation of enterprise in backward areas.
(d) Developing handicraft and cottage industries sector for eliminating regional
imbalance and to bring about balanced regional development.
(e) Establishing industries in rural and backward regions and availing
concessional finance, investment subsidy, transport subsidy, etc. provided
by the government to reduce disparity.
The strategy of balanced growth has been discussed by many economists like R.
Nurkse, H. Leibenstein, Rosenstein Rodan, W.A. Lewis, etc. The whole idea revolves
round the need for simultaneity of investment in many and varied industries. However,
to bring about balanced regional development, the role of entrepreneur is very much
important as far as the creation of industries in backward areas is concerned. As
small scale industries bring about greater equality, it can stimulate the balanced
regional development. Entrepreneurs can tap the local resources like raw materials,
labour, idle savings, local talents, local experience and locally-available technology
to create enterprises in the backward areas. Thus, it will improve standard of living
of the people in rural areas by creation of employment and income.

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5.5.5 Role of Entrepreneur in Export promotion and Import substitution
In recent years, liberalization, privatization and globalisation have opened
up a vista of export opportunities for entrepreneurs in India. They have evinced their
interest in setting up industries which are export-oriented in nature. They also find it
more lucrative to establish industrial units which produce import substitutes thereby
making India self-reliant. As such, the role of entrepreneur is of fundamental
importance as far as export promotion and import substitution are concerned. The
role of entrepreneur in promotion of exports and substitution of imports for the
development of the country is discussed further.
 Export Promotion
i) Minimisation of dependence on imports from abroad: Entrepreneurs are
interested in manufacturing consumer goods as well as capital goods in the
country in order to minimise dependence on foreign countries. Establishment
of small industries for FMCG (Fast Moving Consumer Goods) as well as
consumer durables makes the country self-sufficient and thus, they help in
accelerating economic development.
ii) Exploration of new markets: It is found out that market for certain goods
within the country may not be sufficient to absorb the entire production and
thus exploration of new markets is necessary. Entrepreneurs can explore the
possibilities of new market abroad and can create conducive environment
for sale of goods and services.
iii) Foreign exchange earning: Growth of small scale industries gives rise to
higher production of goods and commodities. In our country, industrialisation
particularly in small and tiny sectors resulted in higher level of production of
qualitative products and as such our country is in a position to reap the
advantages of getting large export earning consequent upon large volume of
exports. Entrepreneurs, nowadays, come forward to establish 100 per cent
EOUs (Export-oriented Units) because of the availability of Export Processing
Zones (EPZs) at several places in India. More of exports lead to more of
export earnings and thus, increase of foreign exchange reserve.

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 iv) Lessening the burden of debt servicing: The role of entrepreneur is important
as far as the principle of debt servicing is concerned. Establishment of 100
per cent Export-oriented Units (EOUs) for certain items by the entrepreneurs
can bring about the benefit of earning foreign exchange on one hand and
lessening the burden of debt servicing on the other. Moreover, expansion of
the base of exports can reap the benefit of large- scale production.
v) Harnessing the available resources: India is rich with natural resources as
well as manpower resources. In recent years, India has an increased supply
of sophisticated manpower, especially in IT sector and highly-skilled human
resources in streams like physical sciences, engineering and technology. They
can be properly guided to set up their own industries. With this comparative
advantage, entrepreneurs can establish industrial units in computer hardware
and software, electronics, casting, machine buildings, metal products,
transport equipment’s, consumer durables, animal husbandry and food-
processing industries, etc.
vi) Export of handicraft items: Entrepreneurs play a significant role in producing
and exporting handicraft items. They generally use the local traditional skill,
traditional technology, local knowledge and experience for producing
traditional art and craft and handicraft items which are having great demand,
nowadays, in foreign markets, mainly jewelries, carpets, stone carvings,
applique works, etc.
vii) Meeting balance of payments deficits: Expansion of exports increases the
foreign exchange earnings and helps in meeting balance of payments deficits
considerably.
However, to help entrepreneurs in exporting their items the following agencies
have been set up by the government in the country:
(i) State Trading Corporation (STC)
(ii) Minerals and Metals Trading Corporation (MMTC)
(iii) Handicrafts and Handloom Export Corporation (HHEC)
(iv) Trade Development Authority of India (TDA)
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 (v) Trade Fair Authority of India (TFAI)
(vi) Department of Export Promotion and Marketing at the State level (DEPM)
(vii) Export Promotion Councils (EPCs).
In fact, establishment of these agencies has facilitated the scope and nature of
exports in India and improved the trade relation between India and other countries.
 Import Substitution
By import substitution we mean expansion of domestic production and
replacement of the imports, mainly capital goods. This can be done by the
entrepreneurs who can encourage the use of indigenous technology and reduction in
dependence on technical know-how from abroad.
The role of entrepreneur in import substitution can be viewed mainly from
the following angles:
(i) To achieve self-reliance in production of as many goods as possible
(ii) To save foreign exchange for import of goods
In a developing country, at initial stage, dependence on foreign technology is
considerably high for the establishment of new industries; but in course of
development, besides sophisticated technology, the emphasis is shifted to research
and development of domestic technology to produce goods and commodities which
are the import substitutions.
Again in our country, the policy of import substitution resulted in a great
deal of change in import items. Many items which were imported earlier are not
imported at all or imported in small quantities nowadays. Imports account for only
less than 10 per cent of the total supply in many crucial sectors. The measures adopted
by the government for import substitution in India are the policy of protection, heavy
import duties, encouragement to use indigenously-manufactured technologies, use
of local experience in innovative techniques of production etc.
Thus, the reason behind the policy of export promotion and import substitution
is to prevent disequilibrium in the balance of payments and depletion of foreign
exchange reserve, which is vital for development and growth.

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5.5.6 Role of entrepreneur in foreign exchange earnings and augmenting and
meeting local demand
The earnings of small scale sector have been increasing at a faster rate and
so also the forex earnings. Increase in exports brings about increase in foreign
exchange earnings and thereby helping to achieve a favourable balance of payments.
We all know that expansion of exports is the kingpin of any policy of solving the
problem of deficit and increase of foreign exchange earnings. The entrepreneurs of
small scale units, therefore, play a great role in augmenting exports and thereby
leading to earnings of foreign exchange reserve which is much needed for the
development of a country like ours.
In order to earn more foreign exchange, entrepreneurs in India have come
forward and motivated themselves to improve their exports and regulate their imports.
The underlying aim of such export is to reduce the dependence on foreign assistance
on any type and from any resource to the minimum. The balance of payments
constraint is also eliminated.
Foreign trade acts as an engine of growth for the underdeveloped countries.
Nowadays, entrepreneurs of developing countries are no longer exporters of primary
products and importers of manufactured goods. According to GATT (General
Agreement on Tariffs and Trade), they import only one-third of their total consumption
of manufactured articles and even this proportion is on the decline. They produce
the remaining two-third at their home. In fact, entrepreneurs in India today have
given much emphasis on export promotion and import substitution. The exports
mainly consists of textiles, light engineering goods, machine tools, steels, jute items,
tea, gems and jewellery, machinery and engineering goods and leather products.

5.6 ENTREPRENEURIAL ENVIRONMENT

In the literal sense, the word ‘environment’ means the physical surrounding,
conditions, circumstances etc., in which someone (a human being) and something (a
business) exists. Keith Davis has defined environment as, “the aggregate of all
conditions, events and influences that surround and affect it”. Environment means
all what exists around.

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 Entrepreneur environment means all conditions, events and influences in
which a entrepreneur exists and operates. The entrepreneurship environment is
characterized by salient features such as it is complex, dynamic, multi-faceted, with
far reaching impact etc. Entrepreneurial environment is the sum total of all things
external to business firms and as such, is aggregative in nature. Entrepreneur
environment is largely uncertain as it is very difficult to predict future happenings,
especially when environment changes or taking place too fast and frequently. This is
especially true in case of information technology or fashion industries. So, it is
important for an entrepreneur to understand the entrepreneurial environment in which
he has to operate.
Entrepreneurial environment hence refers to the various facets within which
enterprises – big, medium, small and others have to operate. The enterprise is therefore
influenced by the environment. By and large, entrepreneurship is influenced by an
environment created by political, social, economic, national, legal forces, etc.
Entrepreneurial environment is broadly classified into six important segments,
namely,
(1) Political environment (2) Economic environment
(3) Social environment (4) Technological environment
(5) Legal environment (6) Cultural environment

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5.6.1 Political Environment
Political environment is concerned with general stability of the country in
which an enterprise is expected to perform and the political philosophy of party in
power towards business. Political forces define the business climate by the constraints
they impose and by the activities they permit. They also affect the way business
enterprise protect their inventions and patents etc. If political parties believe in well-
being of the country and society then there will be no problem in maintaining political
stability. Political stability ensures effective planning and implementation of economic
programmes. Political philosophy of party in power, general political conditions,
leadership qualities are the important factors which create political environment.
Main factors related with political environment are as follows:
i. Political Philosophy
Political parties have their own political philosophies. Capitalism,
communism, socialism, mixed economy are the economic systems by which political
parties are required to explain their stand or opinion. They are also expected to
implement their economic agenda decides the techniques and priorities of the
economic development. In this way different political philosophy determine the role
and forms of entrepreneurial activities.
ii. Political Atmosphere
Favourable political conditions are necessary for the economic development of the
country. Political instability creates uncertainty while entrepreneurial activities need
a clear, certain and comparatively stable government policy, political instability,
public movement etc. are the result of power conflict of political parties of the country.
In this situation, entrepreneurs are unable to take a sound business decisions as they
need a clear-cut Government policy. Political instability increases the level of risk.
So entrepreneurs are required to keep a watch on the possibilities of stability in
political activities before involving themselves in entrepreneurial activities.
iii. Quality of Leadership
In modern scenario, political parties rule the country and thus leadership of party in
power decides the destiny of the country. Matured, decisive, competent and efficient

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leadership enables the country to have an effective economic growth strategy.
Accelerated economic development ensures the well-being of the country. So, it is
for the political leadership to provide sufficient incentive and protection to
entrepreneurial activities at the Government level.
5.6.2 Legal Environment
In practice, Government regulates all important components of the economy.
Government generally tries to control the entry, working, selection of resources and
their uses in business situations. On these lines, government prepares legal
environment of the business. However, it is the duty of the government to develop
regulatory framework in such a way which creates conductive environment necessary
for business activities. Conductive environment encourages entrepreneurial activities
in satisfactory way. Factors related with legal environment are as follows:
i. Determining Areas
Government determines all those areas and conditions under which
entrepreneurs undertake their entrepreneurial activities. Under this arrangement,
entrepreneurs may be required to take permission or license from the Government
before moving into entrepreneurial activities. Similarly, they are also supposed to
take prior permission in availing public facilities and resources. Simple permission/
approval arrangement encourages entrepreneurs to opt for more entrepreneurial
activities.
ii. Regulation of Entrepreneurial Functions
Whenever entrepreneurs start their work or their business units or got admitted in
the business then Government helps them in accelerating the pace of operations and
also regulates the operations as per requirements. In this system, we indicate all
those controls which prohibit the general functions, efforts and performance. So,
Government from time to time directs and regulates the managerial functions of the
entrepreneurs.
iii. Regulating Results of Entrepreneurial Activities
Public regulations are also applicable on all entrepreneurial activities. Regulations
with regard to volume of profit, disposal of profit, exhaustion of excess payments

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etc. are also helpful in creating legal environment. If these regulations are flexible
and simple, entrepreneurs may find themselves in more active situation in their
entrepreneurial behaviour.
iv. Regulating Relationship among various Segment of Economy
Government formulates rules, regulations and enactment of separate Acts for
regulating the mutual relationship among the different components of the economy.
It helps in avoiding conflicts in entrepreneurial interests or concentrating economic
powers in few hands. For example, certain restrictions on appointment of directors
on the Board of Directors, abolition of different types of holding companies, regulation
of labour laws or takeover codes or corporate governance etc.
5.6.3 Economic Environment
Environment is of multidimensional in nature. It includes all those actions which
make the economic activities possible in the country. Economic resources, economic
conditions, economic policies, trade policy, labour arrangement, incentives and
subsidies are some of the important factors which constitute economic environment.
These are discussed below:
i. Availability of Economic Resources
Availability of adequate quantity of natural and physical resources encourages
entrepreneurs to undertake more entrepreneurial activities. Effective utilisation of
these resources is possible only through entrepreneurship. It will help the
entrepreneurs to earn more profit and retain the profit for further expansion
programme.
ii. Economic Conditions
Economic conditions govern the enterprise ability to remain viable. Inflation, interest
rates, unemployment, per capita income, consumer purchasing power, exchange rates
are some of the important factors which provide sufficient symptoms about the
conditions prevailing in the economy as a whole. For example, when inflation rates
are high entrepreneurs pay more for supplies and may raise their prices to cover
these costs. In case of high inflation rate Government may be forced to initiate
regulation of price and wage structure through guidelines etc.

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 iii. Economic Policies
Economic policies determine the direction and volume of the business. For example
in socialist economies decisions with regard to what to produce, how to produce, for
whom to produce and how much to produce are to be taken by the Government or
central planning system like Indian Planning Commission. Government is responsible
for formulating these economic policies to regulate the level of production and
consumption. In free economic system, it is for the market forces to decide all these
things and Government regulatory role is restricted to a nominal level.
iv. Labour Policies
Labour is an important and active factor for production or service process. Volume
of production and costs are governed by the productivity of labour to a large extent.
So, in practice, Government should formulate such policy which will ensure timely
payment of sufficient wages, strengthen the social security system and improve labour
productivity. If entrepreneurs think that labour policy is favourable then they will be
motivated to undertake entrepreneurial activity. Current labour environment also
enables the entrepreneurs to take necessary decisions. If lockouts and strikes are the
game of the day, then it would be very difficult for entrepreneurs to assume risks.
Similarly, disciplined labour environment makes the entrepreneurs more active in
taking entrepreneurial decisions.
v. Trade Policy
The major objectives of trade policy are to ensure sufficient supply of goods and
services in the country and controlling the adverse balance of payments. Entrepreneurs
will be motivated to install new plant or initiate action for expansion if trade policy
formulated by the Government is going to increase the supply as per the demand
available in the market. Export promotion and import substitution measures also
encourage entrepreneurs to opt for more expansion. Establishment of export oriented
units (EOU) is a major step in this direction.
vi. Tariff Policy
Effective tariff policy provides a base for entrepreneurs to undertake more
entrepreneurial activities. High tariff rates affect demand level as well as margin
available to the entrepreneurs. Determination of tariff structure is to make to avoid

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unnecessary reduction in consumer’s purchasing power. Neither potential
entrepreneurs would like to establish new entrepreneurs nor will existing
entrepreneurs believe in expansion process. So, tariff policy should be development
oriented enabling the entrepreneurs to undertake more entrepreneurial activities.
vii. Incentives
Incentives are necessary to encourage entrepreneurial activities in the country. It
will ensure a high margin at low risk. Interest free loan, exemption from wealth tax,
rebate to NRI’s, rebate to women entrepreneurs, tax holiday, conversion of sales tax
into interest free loan, allotment of land and production sheds at concessional rates,
rebate on stamp duty, provision for seed capital, supply of raw materials at
concessional rates are some of the important incentives which help in creating
conducive environment for entrepreneurship.
viii. Subsidies
Under this scheme, Government creates favourable environment by participating in
terms of economic assistance in economic activities already undertaken by the
entrepreneurs. There are some activities to which entrepreneurs do not want to
undertake or they are not profitable in the short run. Under these conditions,
entrepreneurs should be given financial support and assistance to undertake that
entrepreneurial activity. Export Import Assistance and subsidy for Research and
Development, transport subsidy, subsidy for full efficient plant, subsidy for good
testing tools, subsidy for industrial colonies, subsidy for technical consultancy, subsidy
programme of the Government and they encourage entrepreneur to undertake more
entrepreneurial activities.
5.6.4 Technological Environment
Technological forces constitute the technological environment. These forces
include the expertise, procedures and systems used by enterprises to make profound
changes in the transformation process and in goods and services. “Fuelled by scientific
research and industrial breakthrough technological forces define new industries and
provide enterprises with tools and opportunities to compete more effectively.” These
factors are as follows:

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 i. Better Utilisation of Productive Resources
Latest technology encourages better utilisation of materials and labour. Scientific
and technological skills of labour can be improved with the help of technology.
Innovation develops technological bases which in turn create more demand for
products in the market. Ultimately entrepreneurial possibilities are increased to meet
out growing demand for the product.
ii. Increase in Competition Capacity
Scientific and technological development encourages innovation which ultimately
improves product marketability. Cost reduction programme is also possible with
science and technology. Use of outdated technology reduces the market potentiality
of the product as well as scope for entrepreneurship.
iii. Risk Efficiency
Technological environment helps in creation of new production techniques. Initially
risk is the prime factor of production process but at later stage market absorbs the
product risk and stable market is available to the entrepreneurs. Technological
development increases the capacity of entrepreneurs to assume more risk in the long
run.
iv. Improvement in Profitability
Better technological environment ensures better utilisation of resources by controlling
the wastages and improving the margins of entrepreneurs. Cost control programme
can be implemented successfully with the help of new technology. Thus, technological
environment widens the positive gap between price and cost which ultimately
increases the profit base. Side by side, it also improves the profitability of the
enterprise.
v. Improvement in Productivity
Wastages of productive resources increase the cost of production. But science and
technology help in controlling the wastages of resources and ensure their proper
utilisation. New inventions evident the scope of resource utilisation and every resource
has its demand in the market.

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5.6.5 Social Environment
Social environment prepares background for entrepreneurial activities. Today
business is regarded as a social institution. It forms an integral part of the social
organisation having responsibilities to a wider circle of individuals like entrepreneurs,
workers and consumers, etc. who participate in the business activities. Social structure,
social values and conventions, consumerism, labour attitude etc. constitute the social
environment. Since an entrepreneur is a part of the society so he is governed by the
social values and conventions. An effective but favourable social environment is
necessary for entrepreneurship. Factors guiding the social environment are as follows:
i. Social Structure
Functional division of community in the social structure determines the level of
entrepreneurial activities. In India VARNA arrangement is guided by functional
distribution of duties like Brahmins, Kshatriyas, Vaisyas and Sudra. In practice, Varna
distribution affects the forms of entrepreneurial behaviour. Vaisyas think that their
duties lie only in business activities. Marwaries and Gujaraties Vaisyas are proved
to be more risk-taking communities. But in recent years there is a dramatic change
in the social behavior. Improvement in level of education, government incentives
and subsidies etc. has motivated other Varnas of the society to undertake
entrepreneurial activities.
ii. Social values and Conventions
The values are the belief that shape individual and groups attitudes. Values and
attitudes mould people behavior and influence the needs and wants that they seek to
fulfill through interaction with business enterprises. Generally, individuals try their
level best to protect their social values and conventions. Production of public goods,
avoidance of unethical behavior, fulfillment of social obligations are being treated
as part of the social behavior and entrepreneurs cannot avoid them in their
entrepreneurial behavior.
iii. Consumer’s opinion
Consumers’ opinion with regard to consumption of goods and services also affects
the form of entrepreneurial activities. Economic condition of the consumer, taste,

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habit, ashion etc. regulate the volume and form of production. A product having
more demand due to change in fashion, taste, habit etc. motivates the entrepreneur
to undertake production of that product in most of the cases.
iv. Labour motives
Labour mentality towards production process also plays an important role in shaping
the form of social environment. Generally, there is conflict of interest between the
two – employer and employee. There will be more conflict if labour thinks that
employer is their competitor and exploiter, then volume of entrepreneurial activity
will be slashed.
5.6.6 Cultural Environment
General perception about entrepreneurship development is that it is based
on cultural and ethical values. People generally believe that success or failure of an
individual or an enterprise is totally governed by the mercy and pleasure of some
special God. It is also believed that status is inherited, it is not earned. It is considered
that casteism and certain occupations are meant for members of a particular caste,
religion or sex. All this results in considerable immobility and inflexibility ad thus
labour wasted as custom is still very powerful in such conditions. In this context,
cultural structure and cultural aspirations are important parts of the entrepreneurial
environment.
i. Cultural structure
Supply of entrepreneurs is determined by the cultural structure. Demographic
characteristics also describe the population and its behaviour in regions where an
enterprise is located. Family background, level of education, economic conditions
of the family etc. also affect the supply of entrepreneurs.
ii. Cultural Aspirations
Regulation of entrepreneurial trend is also possible through cultural aspirations. If
social constraints are being removed it means there is no entry barrier for other
castes to enter the business field and supply of entrepreneurs is possible from any
source. Change in value system ensures change in the cultural expectations. Now it
is possible due to change in the cultural heritage of the country that any person from
any caste can enter the field of entrepreneurship.
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5.7 SUMMARY
The entrepreneurial activities are related to the economic growth on the bases
of four elements. First, it should identify the micro-economic foundations of growth,
emphasizing the role of knowledge externalities in the growth process. Second, it
should identify intermediate linkages from entrepreneurial activity to economic
progress. The “knowledge spill over theory” literature appears to contribute
substantially to that. Third, it should deal with dual causality in the relation between
entrepreneurial activity and growth. And finally, it should take into account the
multidisciplinary character while linking together different levels of analysis.
One of the central goals of the public policy that is common among all modern
economies is the generation of growth and the creation of employment opportunities.
Much of the policy debate on generating growth and jobs has relied on a macro-
economic framework and focused on traditional macro-economic policy instruments.
A different, less traditional instrument for generating growth and employment is
entrepreneurship. Starting in the mid 1990s, a broad spectrum of enabling policy
initiatives that fall outside of the jurisdiction of the traditional regulatory agencies
emerged. Empirical evidences suggest that those countries that experienced an
increase in entrepreneurial activity also enjoyed higher rates of growth.
Entrepreneurship generates growth because it serves as a vehicle for innovation and
change, and therefore as a conduct for knowledge spill overs. This is the case in
particular in a regime of increased globalization, where the comparative advantage
of modern economies is shifting toward knowledge-based economic activity. Thus,
any policy recommendation on economic development should be based on an analysis
that incorporates entrepreneurship, the engine of economic growth. The incorporation
of entrepreneurship into the framework of economic growth not only fills in the
institutional details to help make the growth process more understandable, but also
points toward more promising economic policy recommendations for fostering
economic growth.
Entrepreneurship will nourish only under the right atmosphere said to be
conducive to the social, political and economic issues. Even though the urge to
excel others and to create something new is inborn and psychologically oriented. In

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the larger analysis, this urge to excel others fail to obtain the full freedom of expression
unless the right environment is available. Entrepreneurial environment therefore a
high awareness of incorporates existing potential and enough source of capital is
available and also where there are sufficient number of individuals and institutions
which provide adequate help and advice for the establishment and growth of industrial
enterprises.
Thus, since entrepreneurship involves a complex of economic and social behaviour
it can only survive where conditions are ideal in terms of political, economic, social
and ethical concerns and when economic changes are free from restraints – for the
benefit of all concerned.

5.8 GLOSSARY
 Competition: An organized event in which people try to win.
 Environment: The conditions in which you live, work etc.
 Programme: A plan of things to do.
 Economic Income: Cash flow plus change in present value.
 Intrapreneur: Intrapreneur is an employee who introduces and manages an
innovative project within the corporate environment, as if he or she were an
independent entrepreneur.
 Internal entrepreneurship: Internal entrepreneurship implies an active
support of the strategic orientation of the organisation through problem
solving, social competent and implementing thinking and actions by all
employees on all hierarchical levels and functional areas.
 Strategic Renewal: Strategic renewal refers to the corporate entrepreneurial
efforts that result in significant changes to an organisation’s business or
corporate level strategy or structure.
 Corporate venturing: Corporate venturing refers to corporate entrepreneurial
efforts that lead to the creation of new business organisations within the
corporate organisation.

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5.9 SELF ASSESSMENT QUESTIONS
1. What do you understand by Corporate Entrepreneurship?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Explain various approaches of Corporate Entrepreneurship.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Describe the significance of entrepreneurial environment.
___________________________________________________________
___________________________________________________________
___________________________________________________________

5.10 LESSON END EXERCISE

1. Explain Corporate Entrepreneurship Model.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. How Corporate Entrepreneurship is different from entrepreneurship?
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Discuss the role of social factors in entrepreneurial development.
___________________________________________________________

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 ___________________________________________________________
___________________________________________________________

5.11 SUGGESTED READINGS

 C.S.V. Murthy: Small Scale Industries and Entrepreneurial Development,
Himalaya Publishing House, New Delhi.
 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Drucker P.F. (1985). Innovation and Entrepreneurship. London: Pan Books
Ltd.
 Drucker, P.F. (2002). Management Challenges for the 21st Century. London ;
Butter Worth.
 Meredith, G.G., Nelson, R.E. and Neck, R.A. (1991). The Practice of
Entrepreneurship. Lagos: University Press.
 Okpara, F.O. (2006). The Practice of Entrepreneurship. Enugu: Precision
Publishers Ltd.
 Okpara, F.O. (2000). Entrepreneurship: Text and Cases. Enugu: Precision
Printers and publishers.
 Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining
Superior Performance. USA: Free Press.
 Sangram Keshhari Mohanty. Fundamentals of Entrepreneurship. Prentice
Hall of India Pvt. Ltd., New Delhi.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Thompson J.L. (2001). Strategic Management. Canada: Thomson Learning.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –II LESSON - 6
BUILDING THE BUSINESS PLAN

BUSINESS PLANNING: CONCEPT, NEED FOR DEVELOPING

BUSINESS PLAN, WHAT LENDERS AND INVESTORS LOOK
FOR IN A BUSINESS PLAN

STRUCTURE
6.1 Introduction
6.2 Objectives
6.3 The Concept of Business Planning
6.3.1 What is a Business Plan?
6.3.2 When and for Whom is a Business Plan Necessary
6.4 Need for developing Business Plan
6.5 Business Plan Drivers
6.6 What Lenders and Investors look for in Business Plan?
6.7 Summary
6.8 Glossary
6.9 Self-Assessment Questions
6.10 Lesson End Exercise
6.11 Suggested Readings

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6.1 INTRODUCTION
Having an idea and crystallizing it in reality is similar to the cost of a paper
and the cost of a steel sheet. Translating a good idea into an effective business requires
meticulous planning. A business plan conceives a future rolling plan by visualizing
all the challenges that may emanate on the way and how they would be dealt with. In
reality, action without thinking leads to a waste. At times, entrepreneurs having great
confidence or overconfidence rely a lot on their competence, take action without
detailed planning and lend themselves into teaching problems that ultimately result
in failure. As against this, detailed planning helps in improving their chances of
success and prepares them well in advance to respond to the challenges that may
come on the way.
As such, taking up an entrepreneurial journey is certainly a risky proposition
as is evident from the relatively high failure rates of new business ventures. Starting
a new business or launching a new product or service is a risky undertaking. Anyone
who has given this some thought is well aware of the typically high failure rates of
new ventures. The important of planning has been rightly emphasized in the statement,
‘I have 12 hours to chop a big strong tree; I will spend 10 hours in planning and 2
hours in executing the plan to cut it.’ Systematic planning is often considered a
means of increasing the chances of success. It is relatively easy for existing and
mature businesses to use historical information as a basis for their plans. However,
start-ups generally do not have any past history to depend on and, therefore, pose a
greater challenge in planning, particularly with regard to making a range of untested
assumptions and guesstimates, including:
 the take-up rate of one’s product or service
 the price one charges
 distribution channels and the time required to market
 cost of production
 staffing
 access to capital

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In case assumptions made do not turn out to be true with minor variations, then they
would make the plan unworkable, especially if key assumptions on pricing become
overestimated, and costing becomes underestimated. The venture would result in
quick cash shortages and will become non-viable. Financiers would lose their capital,
and nobody would be willing to extend any further financial support, even if the
company is in genuine need and has hope of turning around in the long term. On the
other hand, a high growth potential business plan would result in a favourable change
in business assumption in terms of underestimation of pricing and overestimation of
cost, so that, as a whole, favourable changes in actual profits emerge vis-à-vis
estimated profits. The business plan for successful ventures that could have a high
growth potential should have the following characteristics (Fig. 6.1).
 a high-value proposition for the customer, which provides an edge to the
entrepreneur in fixing price
 a solution to the need or pain, for which the customer would willingly pay a
premium.
 a well-identified target market that would provide good margin and scope
for sustainable money-making
 a good fit between the team backing the business and the market potential

Thus, the real value of writing a business is not that much in having the

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finished product in hand, but more in the process of thinking and analyzing the data
related to the venture in a systematic way to arrive at logical conclusions. The planning
process helps in thinking thoroughly, studying and researching, so as to critically
examine one’s ideas. In the beginning, it takes time; however, it helps in avoiding
costly, perhaps disastrous, mistakes later.
Starting up a business is transforming a thought or an idea into business
opportunity, and requires a clear vision where setting the objectives and examining
the barriers that might be encountered during the process that will ensure the success
of the firm. The procedure of building a startup is engendered by an individual or
group of individuals, which organises, operates and assumes risks; these individuals
are frequently labeled as entrepreneurs (Landstrom, 1999). The lesson to become an
entrepreneur is the first step followed by the choice of the product. As the business
venture is undertaken, need for planning arises. It is the right and thoroughness of
the business plan, which could be behind the successful entrepreneur throughout his
venture’s life. The entrepreneur is the most knowledgeable person to write the business
plan. Although he can take help from outsiders but ultimate responsibility lies on the
entrepreneur himself. However, the plan shouldn’t be written in isolation. An effective
written plan is an asset to the entrepreneur as his or her personal bet of guidelines for
creating a successful venture. A business plan is updated every year goes long way
knows the entrepreneur throughout venture’s life, irrespective of the fact whether he
is full-time, traditional or home-based, running a tiny unit or a cottage industry. The
idea of a business plan is not new, what is new is the growing use of such plans by
entrepreneurs. According to Burns & Dewhurst (1990) the document that helps the
entrepreneur to crystallize and focus the ideas and aids him on measuring the
performance of the business is called business plan. It has been a misconception that
starting a business calls little planning. The fact is that every business needs planning.
Most of the entrepreneurs don’t prepare formal plan. They don’t plan rigorously or
do it entirely in their heads, This lack of formal planning explain why some
entrepreneurs fail.

6.2 OBJECTIVES
The objective of the study is to:

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  understand the business planning
 understand the need for business planning
 lenders and investors look for in a business plan

6.3 THE CONCEPT OF BUSINESS PLANNING

Karl H. Vesper, a leading educator in the field, concludes that there are perhaps
a half dozen leading models that describe the entrepreneurship process. He also
notes that these models suggest more than a hundred different sequences for creating
new ventures, each sequence having variations according to the unique characteristics
of individual ventures. As a result, entrepreneurs can follow one paradigm only with
the understanding that it provides a framework—not a mandate— for required
activities. This point is illustrated by the experiences of two successful entrepreneurs,
who established their businesses through entirely different sequences of events.
Called the Cowboy Capitalist, H. Ross Perot, founder of Electronic Data
Systems Corporation (EDS), may be one of this century’s most unpredictable and
successful entrepreneurs. Perot started EDS in 1962 with $1000 and an idea for
using computers as integrated systems. He envisioned computer terminals connected
through telecommunication systems and information processing that could link
operations instantaneously on a global basis. We take these things for granted today,
but they were revolutionary in 1962, when critical technology such as integrated
circuitry, microcomputers, and telecommunication software were years away from
being developed. Nevertheless, Perot had the vision, and he created EDS to
accomplish the fear. Planning was incremental, starting with systems designed for
office use, expanding to factory controls, then to companywide integration. Perot
hired the best designers and planners possible, established a remarkable market
research team, and focused EDS always on possibilities five or ten years into the
future. Perot relied on instinct but made informed decisions based on astute strategic
plans developed by his staff. As a result, EDS was compared to a tank that could be
put into low gear and roll over anything. The company was sold to General Motors
in 1984, but Perot is doing it all again with Perot Systems, and looking into the next
century as a planning horizon.

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 In contrast to Perot, Michael Dell began as an undergraduate student who,
at the age of 20, turned a hunch into the quarter-billion-dollar Dell Computer
Corporation. The hunch came to him while working part-time selling IBM PCs near
his campus. Through his job, he discovered the huge price markups on computers,
and he was convinced that the world was ready for a low-cost “clone” of the IBM
PC. To test his idea, he assembled his own PC in his apartment from parts purchased
by mail order. It worked, and the total cost was well under $1000, so he made a few
more to sell to friends. The hunch turned into a business, and he called his system
the PC Limited. Word spread about Dell’s computers and he began taking orders
over the phone. Demand was extraordinary, and his apartment-based business soon
turned into a direct sales organisation. Planning evolved only as sales growth pushed
Dell to make decisions, but his success formula was entrenched by circumstances;
build a clone computer at the lowest cost possible and market it directly through an
army of salespeople with telephones. Planning became essential to establish
purchasing systems and a nationwide distribution system, but planning was done
reluctantly process. Nevertheless, it was accomplished by dedicated staff, and the
corporation expanded to more than $200 million in sales. Although many of his
ideas changed as the business evolved, Dell retained the core strategy of direct sales
and low-cost clones.
H. Ross Perot and Michael Dell represent two ends of a spectrum of planning
activities, and their businesses evolved through entirely different sets of sequential
activities. There is no way to say whether either would have been more or less
successful had they behaved differently. Dell could have planned his business in
detail and perhaps been paralyzed by it; or perhaps his business would have doubled
in size. Perot might have relied entirely on intuition to stumble into systems
technology; he also could have failed miserably. In both instances, however, there
was a logical pattern of activities that evolved, planned or not, that led them toward
success.
This logical pattern is recognised today as the general paradigm for new
venture development. It is called the four-stage growth model, and it will be the
model, and it will be the model, or paradigm, that we use throughout the remainder
of this book.
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6.3.1 What is a Business Plan?
A business plan is defined in the following way:
 A business plan is the formal written expression of the entrepreneurial vision,
describing the strategy and operations of the proposed venture.
 A business plan is a written document describing all relevant internal and
external elements and strategies for starting a new venture.
 A business plan is any plan that works for a business to look ahead, allocate
resources, focus on key points and prepare for problems and opportunities.
 A business plan communicates the founder’s vision about the business and
gives a blueprint about the strategy, resources and people requirements for a
venture.
 A business plan is a document that brings together the key elements of a
business that include details about products and services, the cost, sales and
expected profits. The most important aspect is that the plan will help one see
how all the interrelated elements of one’s business relate to each other, and
the necessary changes that would be required to maximize one’s business
potential to turn a profit.
 A business plan should reassure one that the business idea is a good one, and
that prima facia business would be sustainable. It should describe the
fundamentals of the business idea substantiated with financial calculations
to show that it will make good money.

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 FIGURE 6.2: WHAT IS A BUSINESS PLAN?
In short, a business plan can be defined as a process that provides justification,
rationale and has a purpose that is explicit, clear, verifiable and convincing, resulting
in the blueprint of a plan to increase enhances of success.
A business plan should address both short-term and long-term decision
making for the first few years and particularly for the beginning months, in rigorous
way. Any fault committed in the initial phase could be disastrous for the success of
a venture, and therefore, meticulous planning needs to be done before getting started.
Thus, a business plan is a comprehensive document that helps the
entrepreneur analyse the market and plan the business strategy required. It allows
one to make costly mistakes on paper rather than in reality and provides great insight
into the planning process. It helps an entrepreneur to look at the business in an
objective and critical manner. The exercise helps identify the feasibility of the business
chances for success and growth; is an operational tool that defines the company’s
present status and future prospects; effectively manages the business; acts as a strong
communication tool to the different stakeholders; defines one’s purpose, competition,
management and personnel and above all provides the basis for one’s financing
proposal.
Planning is essential if a business has to survive and grow. It helps in
identifying areas of strengths and weaknesses and in identifying problems sufficiently
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in advance so as to take corrective actions before they escalate and cause greater
damage. Thus, planning acts as a powerful communication. Analytical and operating
tool that gives shape to a business idea, turns it into reality and improves the changes
of success (Fig 6.3).
A business plan is often prepared by an existing company/new company to
ensure that future growth is properly managed. When the plan is prepared for a start-
up, it helps the entrepreneur avoid costly mistakes that they may repent on by not
planning. In addition to being useful as a planning document, the business plan is
often necessary for obtaining financing. Banks, venture capitalists and investors
usually require a business plan in order to help them make their investment decisions.
A well-written business plan provides evidence of the entrepreneur’s ability to plan
and manage the company.
Unfortunately, many people think of business plans only when starting a
new business or applying for business loans. However, these are also vital reasons
for preparing business plan, whether or not the business needs new loans or new
investments. Businesses need plans to optimize growth and development according
to priorities. New entrepreneurs also confuse a business plan as a strong, appealing
and attractive document that would automatically lead to the success and growth of
a business. It is important to remember that some of the best business plans that
have won business plan competitions turn out to be big failures in reality. As against
this, at times, weak business plans result in successful businesses. This would mean
that one can certainly reduce the chances of failure to a great extent by meticulous
planning. However, it is not necessary that good plans lead to the success of a business.

FIGURE 6.3: WHY WRITE A BUSINESS PLAN?

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6.3.2 When and for Whom is a Business Plan Necessary?
A business plan is written for multiple purposes. However, it is mainly
required for the following reasons (Fig 6.4):
 When an Individual Has an Idea of Having a Business Opportunity
Having an idea and converting it into a business are two different ball games
altogether. The analysis of an idea to check whether it is an opportunity at a
given point of time that can be backed up by unique resources to create a
business requires writing down in detail a business plan for the smooth
translation of the idea into reality.
 When an Entrepreneur Is Looking for a Partner to Strengthen the
Management Team or Induct Funds
A business plan is required when an existing venture is looking for
strengthening the management team by inducing people for overcoming
existing managerial challenges or when it is in a need of fund support from
the investors for launching or growth of the business.
 When an existing Venture is in Trouble and Has to be Revitalized/
Rehabilitated
Businesses that have certain strengths but have been dwindling, as is evident
from their making of cash losses for a few years, may require a concrete
business plan for rehabilitation. Usually, businesses suffer a setback because
of internal causes such as lack of a management team, dissention among
management, need for technological up-gradation, lack of finances and in
particular, working capital, diversion of funds, ineffective production planning
and control, bad maintenance of plant and machinery, inappropriate selection
of location, wrong demand projections, inappropriate product mix, inadequate
and ineffective sales force, and inappropriate personnel selection and
management. At times, the operations of a company are adversely affected
because of external causes such as a change in government policies,
technological developments leading to obsolescence in the existing
technology, and a change in tastes and preferences of the customers. These

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 signals in the adverse performance of the company are visible through
irregularity in cash credit accounts, low capacity utilization, default in payment
of statutory liabilities, rapid turnover of key employees and an increase in
the number of legal suits against the company. A business plan identifies the
causes of the rot sufficiently in advance and identifies whether long-term
operations of the company would be viable or not, by appropriately handling
the root causes of adverse performance. A business plan requires to seek due
support from the relevant stakeholders for the rehabilitation of the venture.
 When a Venture Is Looking for Funding
One of the most important reasons generally perceived for preparing a
business plan is for raising funds. A business plan should incorporate what
all investors look for while evaluating an investment opportunity. It should
be written in such a way that it convinces the prospective investors to get
associated with the business by committing to invest in it.
 When a Company Faces Rapid Changes
As such, a business plan needs to be updated at regular intervals and closely
monitored. However, it may be essential to incorporate major changes in the
plan if the company faces rapid changes in the technology, market and
competition that lead to questioning major assumptions made and their
implications in profit and cash flow vis-à-vis investment.

FIGURE 6.4: WHEN AND FOR WHOM IS A BUSINESS PLAN NECESSARY?

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6.4 NEED FOR DEVELOPING BUSINESS PLAN
A business plan enables to demonstrate to stakeholders, including founders
and investors, that there is potential for considerable growth in a large market. It
should illustrate that your company is capable of achieving significant market power
with a sustainable and differentiated product or service offering. The business plan
also demonstrates that the opportunity is a good investment deal. It should include
value-enhancing milestones and a realistic valuation that will enable investors to
achieve their target return on investment. The plan should also outline a clear exit
strategy. The exercise of developing and writing a business plan provides the
entrepreneurial team with the opportunity to organise your collective insights about
the company and, the business opportunity, as well as how you plan to achieve your
objectives. The business plan is the product, but the planning process is more
important. Planning, tracking, reviewing and setting goals, and executing on the
plan, are the foundation of running your business.
The following are the need for business planning:
 To prove that you’re serious about your business.
A formal business plan is necessary to show all interested parties— employees,
investors and partners that you are committed to building the business.
 To establish business milestones.
The business plan should clearly lay out the long-term milestones that are
most important to the success of your business.
 To better understand your competition
Creating the business plan forces you to analyse the competition. All
companies have competition in the form of either direct or indirect
competitors, and it is critical to understand your company’s competitive
advantages.
 To better understand your customer.
Why do they buy when they buy? Why don’t they when they don’t? An in-
depth customer analysis is essential to an effective business plan and to a
successful business.

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 To enunciate previously unstated assumptions.
The process of actually writing the business plan helps to bring previously
“hidden” assumptions to the foreground. By writing them down and assessing
them, you can test them and analyse their validity.
 To assess the feasibility of your venture.
How good is this opportunity? The business plan process involves researching
your target market, as well as the competitive landscape, and serves as a
feasibility study for the success of your venture.
 To document revenue model.
How exactly will your business make money? This is a critical question to
answer in writing, for yourself and your investors. Documenting the revenue
model helps to address challenges and assumptions associated with the model.
 To determine financial needs.
Does your business need to raise capital? How much? The business plan
creation process helps you to determine exactly how much capital you need
and what you will use it for. This process is essential for raising capital for
business and for effectively employing the capital.
 To attract investors.
A formal business plan is the basis for financing proposals. The business
plan answers investors’ questions such as: Is there a need for this product/
services? What are the financial projections? What is the company’s exit
strategy?
 To reduce the risk of pursuing the wrong opportunity.
The process of creating the business plan helps to minimise opportunity costs.
Writing the business plan helps you assess the attractiveness of this particular
opportunity, versus other opportunities.
 To force you to research and really know your market.
What are the most important trends in your industry? What are the greatest

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 threats to your industry? Is the market growing or shrinking? What is the
size of the target market for your product/service? Creating the business
plan will help you to gain a wider, deeper and more nuanced understanding
of your marketplace.
 To attract employees and a management team.
To attract and retain top quality talent, a business plan is necessary. The
business plan inspires employees and management that the idea is sound and
that the business is poised to achieve its strategic goals.
 To Plot the course and focus the efforts.
The business plan provides a roadmap from which to operate, and to look to
for direction in times of doubt. Without a business plan, you may shift your
short-term strategies constantly without a view to your long-term milestones.
 To attract partners.
Partners also want to see a business plan, in order to determine whether it is
worth partnering with your business. Establishing partnerships often requires
time and capital, and companies will be more likely to partner with your
venture if they can read a detailed explanation of your company.
 To position your brand.
Creating the business plan helps to define your company’s role in the
marketplace. This definition allows you to succinctly describe the business
and position the brand to customers, investors and partners.
 To judge the success of your business.
A formal business plan allows you to compare actual operational results versus
the business plan itself. In this way, it allows you to clearly see whether you
have achieved your strategic, financing and operational goals.
 To reposition your business to deal with changing conditions.
For example, during difficult economic conditions, if your current sales and
operational models aren’t working, you can rewrite your business plan to
define, try and validate new ideas and strategies.
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  To document your marketing plan them?
How are you going to reach your customers? How will you retain them?
What is your adverting budget? What price will you charge? A well-
documented marketing plan is essential to the growth of a business.
 To understand and forecast your company’s staffing needs.
After completing your business plan, you will not be surprised when you are
suddenly short-handed. Rather, your business plan provides a roadmap for
your staffing needs, and thus helps to ensure smoother expansion.
 To uncover new opportunities.
Through the process of brainstorming, white-boarding and creative
interviewing, you will likely see your business in a different light. As a result,
you will often come up with new ideas for marketing your product/service
and running your business.

6.5 BUSINESS PLAN DRIVERS

A good effective business plan possesses a clear vision and purpose for the
venture, as perceived by the entrepreneur. A business idea leading to an opportunity
needs to be highly focused. It should be cost-effective and a value-provider and
should be distinct from its competitors in terms of having a competitive edge. A
successful business plan has to have a provision of value vis-à-vis minimum possible
costs called ‘value drivers’. The value drivers of successful companies differentiate
them from their competitors. Reputation and cost control are always key ingredients
of a successful business. However, other important factors may vary from business
to business as in the case of hotels- their reputation for good food and a good dinner
is known. It is the ultimate experience of a customer that decides customer loyalty.
Cost drivers for successful restaurants are location, concept, menu, food quality,
taste and servers and above all systems and procedures for cost control. As against
these, what matters most for technology companies is a core product/technology or
know-how that solves a customer’s problem. Key value drivers would be a highly
skilled and professional workforce, quality and cost control measures and R&D
(research and development). Similarly, for professional consulting services, what

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matters most is the name and fame that have been built, and the key value drivers are
personal relationships, highly qualified and competent personnel, ingenuity to solve
problems and above all, delivery costs.
To identify key drivers for one’s company, it is best to conduct a SWOT
(strength, weaknesses, opportunities and threats) analysis (Fig. 6.5). This will help
one identify the key ‘value drivers for one’s company’. For the value and profitability
of one’s business, one needs to focus on their key value drivers, which may be
intangible – talent, competence and employee skills—as well as tangle technology
superiorly, up-to-date systems.
Some of the key business plan drivers are mentioned in the following sub-
sections (see also figure 6.6

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SO - How to Use Strengths to Take Advantage of Opportunities?
ST – How to Use Strengths to Minimize Likelihood and Impact of Threats?
WO – How to Overcome Weaknesses to Take Advantage of Opportunities?
WT - How to Overcome Weaknesses to Better Prepare to Respond to Threats?
FIGURE 6.5: SWOT ANALYSIS FOR IDENTIFYING VALUE DRIVERS
AND DEVELOPING STRATEGIES

 Clear Vision of Purpose

A clear vision statement describes a direction and purpose that the business
venture wants to achieve and fulfill. A vision defines the desired or intended future
state of an organization or enterprise in terms of its fundamental objective and/or
strategic direction. A vision is a long-term view, sometimes describing how the
organisation would like the world in which it operates to be. For example, a social
venture working with the poor might have a vision statement that reads ‘A world
without poverty.’ A mission defines the fundamental purpose of an organisation or
an enterprise, succinctly describing why it exists and want it does to achieve its
vision. A mission focuses on ‘What do we do?’ For example, for a social venture,
working with the poor may have a mission as ‘vocational training to unemployed
for providing jobs’. A clear vision acts as a strong key driver for the business and
promoters and employees associated with the business.
 Satisfy Real Customer Needs and Serve Real Customers
Customer satisfaction is a critical component of business growth and
profitability. It is the exceptional customer service that results in the loyalty of
customers, repeat purchases by them and greater customer retention. Satisfied
customers act as ambassadors to the company in recruiting new customers.
Customer loyalty is a major contributor to perpetual and sustainable growth
of the venture. A faultless and flawless integration of all components in the service-
profit chain acts as a major pillar of value creation through customer satisfaction
and customer loyalty, which, in turn, contribute to the profit and growth of the venture.
A customer-centric business model, acting as a key driver, ensures that it automatically

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generates profits. However, at times, mature companies lose track of this and
experience a downfall by over-focusing on profit and quarterly results. These
companies start looking for ways and means to cut costs or increase sales, often at
the cost of customer service. They lose track of one of the key business drivers-
satisfying customer needs and continuous value innovation that act as a catalytic
agent for sustainable growth and profit. Thus, it is important to remember that a
customer will be attracted to one’s product or service just as a bee would be attracted
to a flower, if one’s business delivers more than promised, they would willingly take
a step beyond to help the customer, inspire confidence in them, treat customers with
a humane touch and, above all, ensure that the customers find themselves at ease to
do business.

FIGURE 6.6: BUSINESS PLAN DRIVERS

 Differentiate From Competitors
Competition is part and parcel of any business. Therefore, entrepreneurs need
to differentiate their offerings to the customers by appropriately positioning unique
differentiating factors vis-a-vis competitors. Differentiating one’s business means
defining one’s company in relation to the competition. It means that one understands
and is able to communicate one’s point or points of difference and why one is better,
or different, than one’s competitors. It also means continuously making improvements
to sustain a leadership position.

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 Differentiation could be attempted through having an extraordinary edge
over cost, quality, performance, product availability, technology, leadership, timely
delivery, service, durability and post-sales customer support. This is also referred to
as developing a Unique Selling Proposition (USP), which can provide and edge to
the entrepreneur and their ventures as compared with their competitors. This acts as
a prominent business driver, as it helps in providing unique benefits and value
propositions to customers that other competitors are not able to provide.
 Resource Focus, Organization and Commitment to Satisfy Customer
Needs
Resource deployed by the venture for creating a product or service should be
optimally utilized to ensure that maximum possible value gets added to them to
satisfy customer needs. Innovative capability and ingenuity of an entrepreneur helps
in the organization of resources through technology, so as to create a product/service
that satisfies the customer to the maximum extent possible.
An organizational structure matters a lot in delivering customer value and,
therefore, many business ventures focus their innovations on organisational structure
to ensure smooth and efficient flow of products and services to the doorstep of the
customer. Innovation, in this aspect, helps organisations to focus their efforts on
production and delivery mechanisms, so as to ensure greater value addition. The
crux lies in description of the types of coordination used to organize the actions of
individuals and departments that contribute to achieving organisational goals. Some
organisations achieve this through making the structure flat, whereas others may
have a hierarchical structure.
For example, Zappos’ tag line is ‘powered by Customer Service’. With the
company being sold to Amazon for almost a billion dollars, there is no denying that
customer service can build companies. Zappos proved that it could make money by
selling shoes over the internet by offering free shipping both ways. Amazon and
Zappos are companies that really just do not sell products, but a customer service
channel to sell any product.
For example, Atento’s commitment to customers is evident from its intent as

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‘wishes to become a strategically of its contracting customers through its proximity
and alignment with its end customers, increasing their satisfaction by improving
service experience. Similarly, ECS fostering a sense of commitment is evident from
its endeavors to satisfy all its customers by offering the highest standards of services
that can bring genuine value-add to their IT systems. By ensuring reliability and
efficiency, ECS builds lasting partnerships with its customers. Our aim: customer
satisfaction.
Thus, an entrepreneur should precisely identify business plan drivers, so as
to focus their efforts by channelizing various resources to achieve organisational
goals. These drivers can either make or break a business.
6.6 WHAT LENDERS AND INVESTORS LOOK FOR IN A
BUSINESS PLAN?
Banks usually are not a new venture’s sole source of capital because a bank’s
return is limited by the interest rate it negotiates, but its risk could be the entire
amount of the loan if the new business fails. Once a business is operational and has
established a financial track record, however, banks become a regular source of
financing. For this reason the small business owner needs to be aware of the aware
of the criteria lenders and investors use when evaluating the creditworthiness of
entrepreneurs seeking financing. Lenders and investors refer to these criteria as the
five Cs of credit: capital, capacity, collateral, character and conditions.
 Capital
A small business must have a stable capital base before any lender is willing to
grant a loan. Otherwise the lender would be making, in effect, a capital investment
in the business. Most banks refuse to make loans that are capital investments because
the potential for return on the investments is limited strictly to the interest on the
loan, and the potential loss would probably exceed the reward. In fact, the most
common reasons that banks give for rejecting small business loan applications are
undercapitalization and too much debt. Banks expect a small company to have an
equity base of investment by the owner(s) that will help to support the venture during
times of financial strain, which are common during the start-up and growth phases

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of a business. Lenders and investors see capital as a risk-sharing strategy with
entrepreneurs.
 Capacity
A synonym for capacity is cash flow. Lenders and investors must be convinced
of the firm’s ability to meet its regular financial obligations and to repay loans, and
that takes cash. More small businesses fail from lack of cash than from lack of
profit. It is possible for a company to be showing a profit and still have no cash-that
is, to be technically bankrupt. Lenders expect small businesses to pass the test of
liquidity, especially for short-term loans. Potential lenders and investors examine
closely a small company’s cash flow position to decide whether it has the capacity
necessary to survive until it can sustain itself.
 Collateral
Collateral includes any assets an entrepreneur pledges to a lender as security
for repayment of a loan. If the company defaults on the loan, the lender has the right
to sell the collateral and use the proceeds to satisfy the loan. Typically, banks make
very few unsecured loans (those not backed by collateral) to business start-ups.
Bankers view the entrepreneurs’ willingness to pledge collateral (personal or business
assets) as an indication of their dedication to making the venture a success. A sound
business plan can improve a banker’s attitude towards a venture.
 Character
Before extending a loan to or making an investment in a small business, lenders
and investors must be satisfied with an entrepreneur’s character. The evaluation of
character frequently is based on intangible factors such as honestly, integrity,
competence, polish, determination, intelligence, and ability. Although the qualities
judged are abstract, this evaluation plays a critical role in the decision to put money
into a business or not.
Lenders and investors know that most small businesses fail because of
incompetent management, and they try to avoid extending loans to high-risk
entrepreneurs’ solid business plan and a polished presentation by the entrepreneur
can go far in convincing the banker of the owner’s capability.

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 Conditions
The conditions surrounding a funding request also affect an entrepreneur’s
chances of receiving financing. Lenders and investors consider factors relating to a
business’s operation such as potential growth in the market, competition, location,
strengths, weaknesses, opportunities and threats. Again, the best way to provide this
relevant information is in a business plan. Another important condition influencing
the banker’s decision is the shape of the overall economy, including interest rate
levels, inflation rate, and demand for money. Although these factors are beyond an
entrepreneur’s control, they still are an important component in a banker’s decision.
The higher a small business scores on these five Cs, the greater its change
will be of receiving a loan. The wise entrepreneur keeps this in mind when preparing
a business plan and presentation.

6.7 SUMMARY
As the saying goes, “A thousand mile journey begins with but a simple step?
The lesson to become an entrepreneur is the first step followed by the choice of the
product. As the business venture is undertaken, need for planning arises. It is the
rigor and thoroughness of the business plan which could be behind the successful
entrepreneur throughout his venture’s life. The entrepreneur is the most
knowledgeable person to write the business plan. Although he can take help from
outsiders but ultimate responsibility lies on the entrepreneur himself. However, the
plan shouldn’t be written in isolation. An effective written plan is an asset to the
entrepreneur as his or her personal bet of guidelines for creating a successful venture.
A business plan of updated every year goes long way is newing the entrepreneur
throughout venture’s life, irrespective of the fact whether he is full-time or part-
time, traditional or home-based, running a tiny unit or a cottage industry. The idea of
a business plan is not new, what is new is the growing use of such plans by
entrepreneurs. It has been a misconception that starting a business calls for little
planning. The fact is that every business needs planning. Most of the entrepreneurs
don’t prepare formal business plan. They don’t plan rigorously or do it entirely in
their heads. This lack of formal planning explains why some entrepreneur fails.

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6.8 GLOSSARY
 Strategy: A plan you use in order to achieve.
 Plan: Written account of intended future course of action aimed at
achieving specific goals or objectives within a specific timeframe
 Business Plan: A business plan is the formal written expression of the
entrepreneurial vision, describing the strategy and operations of the proposed
venture.
 Entrepreneur: A person who sets up a business or businesses, taking on
financial risks in the hope of profit.

6.9 SELF ASSESSMENT QUESTIONS

1. What lenders and investors look for in a business plan?
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Explain various drivers of business plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________

6.10 LESSON END EXERCISE

1. Explain the need for business plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. When and for whom is a business plan necessary?
___________________________________________________________

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 ___________________________________________________________
___________________________________________________________
3. What is a business plan?
___________________________________________________________
___________________________________________________________
___________________________________________________________

6.11 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,

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UNIT –II LESSON - 7

BUILDING THE BUSINESS PLAN

GROWTH MODEL FOR NEW VENTURES AND

FUNDAMENTALS OF GOOD FEASIBILITY PLAN

STRUCTURE
7.1 Introduction
7.2 Objectives
7.3 Growth Model for New Venture
7.4 Fundamentals of Good Feasibility Plan
7.5 Summary
7.6 Glossary
7.7 Self-Assessment Questions
7.8 Lesson End Exercise
7.9 Suggested Readings

7.1 INTRODUCTION
Just as there are not absolutes answers on how to succeed in business, there
are no absolute answers on how to develop a successful new venture. There are not
undisputed “model” of entrepreneurship, but there are similarities among the leading
ones that suggest a paradigm, a general pattern of how to progress from an abstract
idea to achieving sustained sales. This lesson provides a four stage growth model in

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which the sequence of activities starts with the initial ideas and ends with an
established enterprise positioned for growth.
Further, the model or paradigm encompasses a feasibility plan. This is a
pragmatic business plan reflecting the philosophy that entrepreneurs should do the
planning necessary to ensure the feasibility of a venture without becoming
overwhelmed in the process. The planning outlines presented here is a foundation
for more detailed chapter in the reminder of the text.

7.2 OBJECTIVES
The objective of the study is to:
 describe the four stage growth model for new venture.
 Have understand the fundamentals of good feasibility plan.

7.3 GROWTH MODEL FOR NEW VENTURES

The four-stage growth model consists of categories of distinct activities
essential for a new venture to progress from an idea to a substantial enterprise. The
four are pre-start-up, start-up, early growth and later growth stages. Figure 7.1 Below
summarizes activities related to each stage :

FIGURE 7.1: THE FOUR STAGE GROWTH MODEL

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7.3.1 Pre-start up Stage
During this initial phase, ideas evolve from a creative process to the point of
being consciously perceived as commercial endeavors. Entrepreneurs have already
begun to believe that their ideas are feasible, and they become, fascinated by visions
of their enterprises. As noted earlier, many of them will haphazardly plunge into
business, following a popular adage that entrepreneurship is simply a manner of
“finding gap and filling it.” However, this lack of preparation too often leads to early
failure. Having a gap and filling it are important, but seldom sufficient, for success.
More astute entrepreneurs will begin by asking questions about the actual potential
of their products or services. They will try to answer questions about production,
operations, markets, competitors, costs, financing and potential profits. And they
will try to resolve questions about their own abilities to start businesses. Depending
on the complexity of the proposed enterprise, the range of pre-start up activities can
be quite extensive, but there are four activities common to all ventures. These are
shown in Figure 7.2 below.

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 FIGURE 7.2: PRE-START UP ACTIVITIES

i) Business Concept Identified.

Entrepreneurs must first conceptualise their businesses. This conceptualization may
occur as a natural extension of the creativity process in which new ideas are shaped
into visions of useful products or services. It also may occur in a conscientious plan
developed around a perceived “gap” that an entrepreneur might “fill”. The critical
question to be answered is “What do I want to accomplish with this enterprise?”
Many rapid-fire questions jump into an aspiring entrepreneur’s head the moment
an idea begins to take shape. A few of the important questions are these: Does this
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thing exist already? If it doesn’t can it be made? Who would buy it? Why would they
want it? Where are these customers? Am I the person to make this thing? Am I the
one to sell it? Anyway, why would I want to do this?
ii) Product-Market Study.
Once an entrepreneur has determined that a product or service is feasible and that he
or she might be capable the next set of activities involves pragmatic research. This is
critical because entrepreneurs often jump to early conclusions based on intuition
that, under close scrutiny reveal fatal flaws in their plans. Research is necessary in at
least two areas: Product development and marketing.
Product research should include patent searches to uncover existing products.
It is not unusual for dreams to end in the U.S. Patent Office when half dozen similar
product ideas are discovered. Some may be in production some may be registered
but never brought to market, and some may have never worked in the first place. If
the search reveals a similar product in production, the proposed new venture usually
ends there. If a product was patented but was also a commercial failure, understanding
what went wrong could help avoid similar mistakes. It may be necessary to contact
the original inventor, talk with the company that made the item, or search for out-of-
circulation products in closets. If the product never worked in the first place, its flaw
might be discovered, encouraging the entrepreneur to design a successful one.
Product research also requires actual R&D to design the item, investigate
development costs, evaluate materials, and explore methods of manufacture. The
questions to answer include the following: Can it be done? Can it be done at a cost
that could generate profits? How is it to be done? Who will do it? As we shall see
later, these questions are addressed in a special section of the feasibility plan, but
product research must be initiated during the pre-start-up stage.
If the business is, concerned with services, such as setting up a travel agency,
“Product” research in the sense of technical R&D does not exist. However, a travel
agency will delineate its range of services, including types of tours offered,
destinations, airlines served, travel associations with which to affiliate, and so on.
This range of services defines “products” for the travel agency, and the business
concept will depend critically on the blend of travel services devised through pre

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start-up planning. Similarly, a retail merchandiser must devise an inventory plan.
This will define the store’s business concept through its product line, cost structure,
image and merchandising strategy. Market research is the process of answering each
question as these: Who will buy the product or services? What will they be willing
to pay? How can I attract them to my business? If this venture is a big success, what
will prevent competitors from overwhelming me? Who are my competitors? Can I
establish a niche in the market? What are my options for long-term growth? These
questions are critical to pursue in concert with product research efforts for several
important reasons. First, the product itself is usually modified by feedback from
initial market research. Second, how a product is a marketed often determines how
it designed, manufactured and packaged. Third, a product is often commercially
viable only when markets can be protected against strong competitors.
The initial stage of marketing research is often rudimentary. Typically
entrepreneurs will confide in close friends or family members to get reaction to their
ideas. This feedback is useful but often misleading. Friends and family members
seldom want to hurt the feelings of someone close, so feedback is often a cautious
nod of approval rather than an objective evaluation. Then too, there is the chance of
caustic rejection again, often without objective evaluation. Ted Turner’s father, an
entrepreneur himself in the advertising business, seldom found anything worthwhile
in his son’s ideas. Father-and-son arguments between the Turners were notorious-
father wanting son to “do something useful” with his life, and son wanting to “do
something different.”
Entrepreneurs occasionally seek professional help from market researchers,
university centers and experienced mentors. Unfortunately most entrepreneurs do
not ask enough people enough questions. They seldom ask customers for their
opinions, yet when they do, they often gain valuable insights about their ideas.
Successful entrepreneurs will try to reach as many people as possible in a systematic
manner before making start-up investments. Formal market research, however, can
be complicated and expensive, so during the pre-start- up stage. The process is usually
informal. Specifically, entrepreneurs will personally research industry data, study
competitors and seek advice from people they know and trust.

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 During pre-start-up planning, informal market research is a minimum
requirement. Entrepreneurs must be able to find satisfactory answers about their
potential markets and competitors. They also must have some reasonable idea about
pricing, promotions and distribution.

iii) Financial Planning.

The third set of pre-start-up activities relates to money. Although new ventures are
usually underwritten by person savings and cookie jar money, cash infusions are
needed as the business begins to grow. Early cash flow is usually acquired through a
combination of short term loans, home mortgages, and family investments. As the
venture evolves further, more cash is needed, and entrepreneurs have to attract capital
through sophisticated loans and knowledgeable investor. Attracting capital requires
careful planning and documentation about products, services, markets, and the
entrepreneur’s expectations.
Financial planning during the pre-start up stage will not necessarily be
extensive, but it does have to be based on verifiable information. For example, if an
entrepreneur projects a million dollars in sales during the first year, there should be
more than intuition behind the forecast. Using product and market information, the
entrepreneur should be able to justify cost-price relationships, how sales were
estimated, and what will be required in overhead expenses. Using this information,
the entrepreneur can forecast profits and cash flow, the two major pieces of
information required by bank loan officers and investors.
The type of capital needed will dictate requirements for financial
documentation. Most ventures will need seed capital during the pre-start-up and
start-up phases. Seed capital is “the cash needed for product development, market
research and initial operating expenses before sales revenue can begin to offset
business expenses. Seed capital can range from a few thousand dollars for a simple
barbershop to several million dollars for a complex biotechnology business.
During the pre-start-up stage entrepreneurs seldom need extensive seed capital
with one exception: When the nature of the business is to create new products through

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research, the venture may spend year, in development without creating anything to
sell. As a result, an infusion of substantial capital is needed that far exceeds the
concept of seed money. The biotechnology industry exemplifies this phenomenon.
Genentech. Inc a biotech com that manufactures lab testing enzymes and experimental
medicines spent more than three years and $20 million before announcing its first
commercial product.
If we stay with a general model of a simple business, financial planning
activities are not complicated during the pre-start-up stage, but they require diligence.
Investors and lenders want to see financial projections based on reasonable initial
research and they require documentation. They also require financial statements
that show how the venture will perform during its first few years of business.
Entrepreneurs also will have to clarify their stake in the business investments by
family members or partners and their personal financial capabilities outside business
interests.
iv) Pre-start-up Implementation
If we define the pre-start-up stage as a period that precedes any attempt to
generate sales, then it is a stage similar to that of an Olympic sprinter preparing for
a race. The springer, like the entrepreneur, plan trains, develops strategies and gets
physically and mentally prepared to run. Just before the race is to begin, the sprinter
gets into that starting block to await the gun. Like the sprinter, an entrepreneur must
commit to action and do certain things before the event.
Entrepreneurs must establish vendor relations with suppliers establish a
business location, hire essential personnel arrange for initial promotions find set up
administration systems. These activities vary widely with the nature of the business,
but they are all essential. If the venture is a new retail store, the premises will have to
be leased and renovated (or perhaps a store built). The store will need starting
inventory, so advanced purchasing must be accomplished. Sales clerks may be needed
on opening day therefore; they must be hired and trained. Public relations, advertising
and a grand-opening event should be arranged. Finally, administrative systems must
be in place, including inventory and cash controls, credit card subscriptions, a
merchandise replenishment system and a payroll system.

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 If the business is in manufacturing, the pre stage is much more complex. It
will include those activities already noted plus equipment leases (or purchases),
performance checks on equipment, engineering and initial production of starting
inventory. In addition, marketing systems must be in place, and the entrepreneur
may have to comply with regulations by agencies such as the Food and Drug
Administration, Environmental Protection Agency, Equal Employment Opportunity
Commission, or Occupational Safety and Health Administration. Service ventures,
such as restaurants and realtors, must comply with state and local licensing laws.
Attorneys, public accountants physicians and other professional licensing
associations.
These activities are best accomplished well in advance of opening, not at the
eleventh have however some things may be postponed until the last minute. These
include signing leases and hiring employees, because they create expenses that cannot
be recovered until the firm begins generating revenue. Therefore, the pre-start-up
implementation phase constitutes a set of well-timed activities that must be
accomplished. The entrepreneur is stepping into the sprinter’s racing blocks.
7.3.2 Start-up Stage
The start-up stage is the initial period of business. For companies with
products or services to sell, it is the first foray into revenue generating activity. The
start-up stage has no definite time frame, and there are no models to describe what a
business does during this stage; however, there are two benchmark considerations.
First, entrepreneurs want to meet operating objectives, such as satisfying revenue
and cost targets. Second, they want to position the venture for long-term growth.
These objectives are summarized in Exhibit 7.1 below.
Exhibit 7.1: Start-up Operating Objectives
Sales To attain monthly sales volume as projected at prices projected in
feasibility plan.
Revenue To achieve projected sales mix of products and services as
summarized in feasibility planTo achieve cash flow within budget
based on sale volume and price [Link] meet targets above
variable costs with appropriate operating margins.
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Growth To realize incremental growth within seasonal pattern of forecasts.
To maintain balance of growth with ability to underwrite inventory,
materials, and human resources.
Position To solidify a long-term position in appropriate markets as a result
of adaptation during start-up. To identify market strategy for niches
or opportunities in new products services or markets during start-
up.

i) Meeting Operating Objectives.

Ideally, the venture will generate projected sales, or do slightly better. In
sales are significantly below projections, the venture risks running out of cash and
closing. If sales are substantially higher than projections, the firm may find itself
equally in distress and unable to either finance growth or replenish inventory. This
risk is often overlooked because most people automatically assume that a higher
sales volume means higher profits. Unfortunately, the only time this assumption is
true when an entrepreneur sells everything for cash and has an unlimited supply of
inventory. Both conditions are rare.
More, often, a business has an established inventory that requires time to
replace and cash to acquire. If the business sets records on opening day, it may have
nothing to sell on day two. One answer to this dilemma is to buy more inventory
through rush orders, paying a premium for goods. If the company has large margins,
added costs may be easily absorbed, but usually it is the other way around-premium
costs absorb cash and profits.
This process is precisely what happened to Osborne Computers. During its
first year of operations. Osborne became the fastest-growing corporation in the United
States. The company’s founders had conceived of the first portable computer in
1980, several years before Compaq and IBM did so, but they had estimated sales at
less than a third of the $80 million in orders achieved during the first few months in
business. Because most sales were to distributors who had 30-day credit terms,
Osborne accumulated huge orders, but without cash receipts. The company acquired

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debt financing to meet manufacturing costs, shipped computers around the clock,
and within a few months was hopelessly in debt. Creditors called in Osborne’s debts
and investors quickly liquidated, leaving the company debt ridden but with
extraordinary sales orders. Unfortunately orders could not be filled.
Meeting operating objectives does not necessarily mean making a profit. To
the contrary, most new ventures operate at a loss for several years. They “break
even” only with carefully monitored controls, but they should be able to structure
the business so that variable costs are covered and cash flow is positive. If either
condition cannot be met, the enterprise is not viable. Specifically, when variable
costs cannot be met by sales revenue, by definition the company will go deeper into
a hole with each sale. In addition, there will be no income contribute to fixed costs
or pre-start-up expenditures.
Maintaining a profitable blend of products and services is also important.
For example, a retail bicycle shop may have been planned to generate 60 percent of
gross revenue from bicycle sales, 30 percent from accessories and 10 percent from
repairs. It may turn out that 60 percent of total revenue is derived from accessories.
30 percent from bicycles and 10 percent from repairs. In this situation, the shop
owner will have idle inventory in bikes (money tied up in slow-moving inventory)
while accessory inventory is depleted. Moreover, unless the cost-price differential is
exactly the same for bicycles and accessories, income projections will be seriously
distorted. This sequence of events is precisely what happened to Spokes Inc. a bicycle
shop located in Alexandria, Virginia, Fortunately the store’s owner. Jim Strang
recognised the shift in sales early, quickly adjusted his operations and avoided
catastrophe. Good pre-start-up planning helps reduce these problems.
ii) Positioning the Enterprise
Every successful business starts with a preconceived business idea. As noted
earlier, this includes a concept of the product or service, markets and growth potential.
Entrepreneurs often find, however, that reality is quite different from what was
envisioned. Two considerations are important. First, the business must survive in
the short run and second, the business must be positioned to achieve long-term
objectives.

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 From a survival viewpoint, the start-up stage is crucial period when
adjustments are made. The entrepreneur who “opens” and smugly waits for sales to
occur may not be open for long. Needless to say some enterprises are so well
developed before opening day that customers are lined up with cash in hand. This is
not usually the case; more often this stage is a period of acid tests when many things
go wrong. The product simply may not work, not sell, be introduced at the wrong
time, or be positioned in the wrong market. The entrepreneur may not be capable of
running the business. Costs may exceed expectations. Prices may not be low enough
to attract customers. Investors may back out and so on. Consequently, entrepreneurs
must make quick adjustments to survive. These may include simple decisions such
as adjusting inventory to eliminate slow-moving items or complex decisions such as
restructuring the company’s debt when cash how becomes thin.
From a long-term perspective, the business concept must coincide with
realistic prospects for growth. This means that the enterprise must be positioned to
take advantage of growth markets. Products are positioned by placing them for sale
in particular market niches. For example Michael Dell positioned PC Limited to
sell to small business and as stand-alone systems through a factory-direct marketing
process. He could have positioned his products for home use, education, scientific
work, or office networks, each with different distribution systems. Other companies
are positioned in these markets. Sun Micro systems for example, sells mainly to
organisations with engineering applications, Hewlett-Packard is strong in scientific
research and Apple Computer is strong in education markets.
Positioning of services is the process of organising the enterprise to provide
expertise to a particular clientele. Hyatt Legal Services, a consortium of independent
attorneys, targets family clients with services that include drafting of wills, handling
probates, representing clients in divorce suits and litigating casualty claims. Other
attorneys will specialised in criminal law, patents, corporate legal services, or labor
relations. Retailers can finely tune their markets for young professionals, married
women, single men, children, wealthy clientele, bargain hunters and so on. Ideally,
positioning will be planned during the pre-start-up stage, but even the best plans
change soon after the venture opens and positioning or repositioning is essential.

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7.3.3 Early Growth Stage
Once the venture is positioned, successful enterprises will experience a stage
of early growth. This is a period of intense monitoring and growth can occur at
different rates along a long continuum, ranging from slow growth through
incrementally higher sales to explosive growth through quantum changes in consumer
demand.
At the low end of the continuum, entrepreneurs find that they complete in
slow-growth markets. New parcel-delivery systems and mail outlets such as THE
franchised Mil Boxes etc. are successful, but they complete in local markets against
UPS, Federal Express and the U.S. Postal Service. As a result, they can achieve
immediate success by attracting clients who seek alternative mail services, but annual
growth rates are typically less than 5 percent because each store must persuade new
customers to change their method of handling mail. Most highly specialised
businesses, particularly those in food and agriculture, will experience slow growth.
These include cheese shops, especially garden farms dietary consulting, ecology
research, originally grown wines and vegetables and specialty foods like tofu.
At the high end of the continuum, two companies that experienced high-
growth sales were Osborne Computers and people Express Airlines. As noted earlier,
Osborne grew so rapidly that it outran its ability to finance expansion. People express,
once listed as the nation’s fastest growing company, outran also its underwriting.
Plagued by high expenses and a huge debt burden for aircraft. People Express filed
for bankruptcy protection in 1987. However, there is nothing wrong with rapid growth
as long as it is managed. For example, Karsten So a Norwegian immigrant developed
his first Ping putter as a hobby while working for General Electric. He positioned
Karsten Manufacturing Corporation to a manufacture a full line of golf clubs during
the early 1980s when demand for golf equipment was expected to increase
exponentially with rapid growth in new courses. Karsten’s Ping grew at nearly 200
percent annually, and by 1989. Karsten’s Ping clubs were leading the market: Ping
putters were used by more than half of PGA touring pros. Today Ping produces
12000 clubs a day, grossing $100 million annually without being able to meet demand
for customer orders. Between these extremes, a majority of entrepreneurs find a

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“comfort zone” of expansion. Their ventures may have growth potential, but founder
of Spokes etc… quickly succeeded in his first bicycle store and within a year he
opened a second store. Both stores are successful with annual growth near 20 percent.
In 1989 Strang was urged to open a chain of franchises but refused, preferring instead
to own and control his own shops. At the same time, Garry Snook founded
Performance, Inc., a bicycle business with inventory similar to Strang’s Snook,
however, decided’ to pursue rapid growth. He leveraged the business, created a
franchise system and by 1898 had ten stores in four states and more than $40 million
in sales. Snook expects to open 50 stores by 1992 Snook’s business is growing more
rapidly than Strang’s but not at the frantic pace set by Osborne or People Express.
The important point is that both Strang and Snook are meeting their personal
objectives, staying within their “comfort tzones”.
Interesting things can happen to a new venture during this stage lithe
entrepreneur has a unique product or lucrative patent the business may be actively
courted by larger firms. Such courtships can result in very profitable buyouts or
licensing agreements. Mergers are also common as companies with complementary
strengths combine to form a new company positioned for more rapid growth. Many
businesses also experience early growth but find that the enterprise has severe
limitations. In this case, an entrepreneur may simply recognise that the future holds
little growth potential and reposition the venture as a small business.
7.3.4 Later Growth Stage
If the enterprise proves successful in the early growth stage and has
momentum, it can find itself in competition with larger companies. This is the later
growth stage, when the rate of growth may be slower and the industry has attracted
competitors. Companies reaching this stage often ‘go public’ with stock offerings.
Family fortunes turn into corporate equity positions private, investors convert their
holding into publicly traded securities and management teams replace the
entrepreneurial cadre. In many instances, founders lose the personal identity they
had with their firms and if they are not ready to adapt to corporate management, they
leave (or are ousted). Those who do adapt enjoy the benefits of corporate management
and the profits of being major stockholders. For example, Jim Jaeger, founder of

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Cincinnati Microwave, In the company that makes the Escort radar detectors, reached
a sales plateau in 1984. The market was still strong for radar detectors, but competition
required in fusions of new products. He developed a complementary product called
the Passport and sales surged. Jaeger found himself heading a $77 million company
with hundreds of employees. This growth required a transformation in the company
to restructure its equity capital and to establish a professional management team.
Jaeger accomplished both and his company continues to prosper.
A few ventures become large without losing control or going public. Their
founders continue to manage their corporations, finance growth through earnings,
and avoid the complexities of publicly traded stock. The Du Pont family controlled
its chemicals and Plastics Empire for generations and today, the Mars family still
owns and manages its global company in candy and convenience foods. Perhaps
one of the most interesting companies is Mrs. Fields Cookies, a company started in
1978 by Debbi Fields at the age of 22 and now jointly operated by Debbi and Randy
Fields. Their business has more than 500 stores spanning five countries and grosses
$100 million annually. The business is not franchised all stores are owned by the
company, which is managed by a staff of about 120 people.
Consequently, the later growth stage does not necessarily mean emulating
IBM or General Motors, but most ventures outgrow their founders and earlier methods
of raising capital. There are significant differences between the various stages of
development with regard to financing and managing companies.
 Understanding the Four-Stage Growth Paradigm
Sequential stages of new venture development represent intervals that focus
on different sets of circumstances. During the pre-start-up stage, the focus is on
product, service and market planning. The start-up stage requires entrepreneurs to
focus on implementation and early positioning. During the early growth stage, they
are concerned with rapid changes in sales and resources. And during the later growth
stage, they must make successful transition from personally managed enterprises to
professionally managed companies.
Few companies, however, experience all four stages of growth. As noted
earlier, many new ventures simply do not survive long enough to continue past the

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start-up stage. Others will be started by entrepreneurs who have no intention of
expanding beyond a “comfort zones” of operations. Still others will embrace rapid
growth, but their founders may not be able to make the transition to professionally
managed companies. The feasibility scenario presented in the following pages focuses
on the pre-start-up and start-up stages. In the process, we address implications for
the early growth stage, but planning for the later growth stage is omitted as a topic
more appropriate for management and business policy courses.

7.4 FUNDAMENTALS OF GOOD FEASIBILITY PLAN

A business plan is a comprehensive set of guidelines for a new venture.
Entrepreneurs can become entangled in their plans, and although planning is essential,
it must be done in a reasonable manner. Therefore, the term feasibility planning is
used as a way of moderating the concept of a comprehensive business plan. A
feasibility plan encompasses the full range of business planning activities, but it
seldom requires the depth of research or detail expected for an established enterprise.
Every new business is unique. Each will have something that sets it apart
from others, even if it is no more than the personality of an entrepreneur. For that
reason, no plan is going to provide an absolute prescription for success. A feasibility
plan is an outline of potential issues to address and a set of guidelines to help an
entrepreneur make better decisions.
 Developing a Good Plan
Feasibility plans usually are written for investors and lenders and being aware
of this audience often leads to overoptimistic presentations by entreprneurus who
‘Shard sell’ their business concepts. Occasionally this tactic may attract investors
and help secure loans, but it will have little value as a management tool for the
founder. Writing an honest plan with well supported information will benefit everyone.
A well-written plan should be succinct, clearly identifying products, services,
markets and the founders. A feasibility plan does not have to be “stick” but it does
have to be prepared in a quality manner. The plan should be easy to read, complete
and accurate. There should be no misspellings, improper grammar, or mistakes in
data. Effective plans avoid emotion-packed phrases like “This can’t miss’; or

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“Everybody needs this”. They also avoid abstract language. Entrepreneurs who know
how to write a good plan will avoid saying they “think” there is a market or they
“believe” a product will work. Instead, they will use facts to support their assertions.
 Protecting the Business
Since business plans are used to attract investors and lenders, many copies
are circulated. Wide circulation can be dangerous if the plan contains sensitive
information. Consequently, it is wise to include a strong “nondisclosure
statement” on the cover page that states information in the plan is proprietary
and cannot be copied, disclosed, shared, or otherwise compromised. Many
entrepreneurs also assign an index number on each copy in addition to a signature
line for each recipient. This constitutes an agreement on the nondisclosure terms
and provides a reference number for documenting circulation. Although this
procedure may not always protect entrepreneurs from having their ideas stolen,
it can be a strong deterrent.
 Making the Plan Readable
A thorough business plan often has more than 50 pages, but many plans based
on easy understood business concepts may be less than 20 pages long. Plans for
complex enterprises requiring extensive documentation are much longer. If there is
a choice, keep it short. Potential investors and lenders receive many proposals but
they rarely read more than the first few pages. If the concept is intriguing they spend
more time probing financial data. It can be quite disturbing to an entrepreneur who
has spent months writing a good plan to watch a loan officer spend five minutes
reading the front page and skimming projections. Therefore, it is even more important
to be convincing in the opening pages.
For those few enterprises that capture an investor’s attention (or get past the
junior loan officer), there is a more complete study. This means that an entrepreneur
must be very careful to capture a reader’s attention early, yet provide thorough
information for a detailed analysis that occurs later.

7.5 SUMMARY
The chapter contained four-stage growth model consists of distinct activities

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essential for a new venture to sustain the four are pre-start-up, early growth and later
growth stages.
Further, planning is one of the basic functions performed by an entrepreneur
in the present era of global competition; there is no place for guess work. There is a
need for proper planning. Business planning assists in determining the future course
of action to be followed by entrepreneurs to work properly and smoothly. It is a
decision in advance and a process of thinking before doing. It answers the various
questions like What to do? When to do? How to do ? etc. It is concerned with the
mental state of the entrepreneur. It is an intellectual process.

7.6 GLOSSARY
 Feasibility: Possible to do
 Strategy: A plan you use in order to achieve.
 Plan: Written account of intended future course of action aimed at
achieving specific goals or objectives within a specific timeframe
 Business Plan: A business plan is the formal written expression of the
entrepreneurial vision, describing the strategy and operations of the proposed
venture.
 Implementation: To start using a plan

7.7 SELF ASSESSMENT QUESTIONS

1. Discuss four stage growth model of new venture.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What are the various pre-start up activities?
___________________________________________________________
___________________________________________________________
___________________________________________________________
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3. Explain how a feasibility plan is used and why it is important to entrepreneurs?
___________________________________________________________
___________________________________________________________
___________________________________________________________

7.8 LESSON AND EXERCISE

1. What do you understand by the four – stage growth paradigm.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss Later Growth Stage.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Discuss the fundamentals of good feasibility plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________

7.9 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of Entrepreneurship
& Small Business Management (2nd ed.). Prentice Hall, New Jersey.

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UNIT –II LESSON - 8
BUILDING THE BUSINESS PLAN
MAJOR COMPONENTS OF A FEASIBILITY PLAN AND THE
PRODUCT DEVELOPMENT PROCESS

STRUCTURE
8.1 Introduction
8.2 Objectives
8.3 Major Components in a Feasibility Plan
8.4 Product Development Process
8.5 Summary
8.6 Glossary
8.7 Self-Assessment Questions
8.8 Lesson End Exercise
8.9 Suggested Readings

8.1 INTRODUCTION
Just as there are no absolute answers on how to succeed in business, there
are no absolute answers on how to develop a successful new venture. There are no
undisputed “models” of entrepreneurship, but there are similarities among the leading
ones that suggest a paradigm, a general pattern of how to progress from an abstract
idea to achieving sustained sales. The model or paradigm, encompasses a feasibility
plan. This is a pragmatic business plan reflecting the philosophy that entrepreneurs
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should do the planning necessary to ensure the feasibility of a venture without
becoming overwhelmed in the process.
One of the most important of entrepreneurial activities of an enterprise is its
product. Product is the crucial factor of marketing efforts of an enterprise. It is
development by an entrepreneur to satisfy consumer needs and requirements. Product
is anything that can be offered to satisfy a need or want. The process of development
of new product involves seven steps discussed in the lesson in detail.

8.2 OBJECTIVES
The objective of the study is to:
 understand the major components of a feasibility plan.
 understand the seven stages of product development process from idea
generation to diffusion of product.

8.3 MAJOR COMPONENTS IN A FEASIBILITY PLAN

The composite feasibility plan presented is this section was developed by
comparing 26 different published versions. All of the plans included eight common
elements that are contained in the feasibility model summarized in Exhibit 8.1. This
model is generally adaptable to most types of new ventures.
Exhibit 8.1: Summarised Feasibility Model
Executive Summary Venture defined, products or services identified market
characteristics summarized, founders introduced, and
financial structure profiled.
Business Concept Purpose of the venture and the major objectives, its
founders, description of the distinct competency of the
firm.
Product or services Function and nature of products and services, proprietary
interests, attributes, and technical profile.
Market research & analysis Customer scenario, markets, venture’s niche, industry
structure, expected competition and sales forecast.

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Market Plan Market strategy to compete, pricing, promotion,
distribution, service and warranties and sales leadership.
Manufacturing or Facilities, location, inventory and materials needed,
operations human resources, operational processes, technology
security, insurance, and safety.
Entrepreneurial team Profile of founders, key personnel, investors and
management roles.
Financial Documentation Financial statements for income and expenses, cash
flow, assets and liabilities, break-even projections and
start-up underwriting needed.

8.3.1 Executive Summary.

The opening section, called the executive summary, is a synopsis of the
proposed enterprise. It is the “tickler” that either captures an investor’s interest or
kills all incentive to read further. Usually no longer than three pages, it addresses
five subjects noted in table below.
i. Venture Defined.
The company must be identified to include when it was formed, by whom,
and for what purpose. The most important requirement is to explain the purpose of
the venture. For example, a venture’s purpose can be described as manufacturing
microelectronics, merchandising women’s clothes, or publishing children’s book.
In each instance, the entrepreneur should briefly extend the definition to explain
how the enterprise is unique. Mrs. Fields Cookies, for example, could be described
as a chain of confectionery shops, but that description would be superficial.
Elaboration is needed to explain the business concept of selling high-quality cookies
made from a proprietary recipe. Similarly, a women’s clothing store could be described
as an up market boutique merchandising petite-sited fashions. The definition should
also include its legal formation, identifying it as a corporation, partnership, sole
proprietorship, or other form of business.

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 FIGURE 8.1: FIVE KEY ELEMENTS IN THE EXECUTIVE SUMMARY

ii. Product or Services

The entrepreneur must describe clearly what will be sold. If there is a
proprietary interest (patent, trademark or copyright), this fact should be stated. The
executive summary should briefly describe how far the entrepreneur has gone to
develop the product or service. For example, a new product may the in the research
stage, design stage, prototype stage, or advanced engineering stage with limited
production. Most services are described in terms of customer value. An advertising
agency, for instance, might be described as providing mass media promotional
programs for professional sports teams.

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 Products and services should also be described in terms of quality image,
pricing and distinguishing characteristics that might demonstrate a distinctive
competency. For example, a business formed to provide computer software training
is not distinctive but a business designed to provide “computer-based retail inventory
control training” indicates specific services that can be evaluated.
iii. Market Characteristics
Existing and potential markets must be briefly described in terms of size and
geographic characteristics. The plan must provide a summary of data to validate
projections. If an entrepreneur is going to open a women’s clothing boutique with
petite sizes then it will be important to estimate how many women in the market
area are likely to need petite-sized clothes. Such an estimate may also require a brief
description of market demographics, such as changes in local population or data on
women in various age groups. Market potential should be estimated over a reasonable
period of time (i.e., number of sales or dollar sales for the first three five years).
Summaries of data on growth projections, such as regional trends in specialty
merchandising, may be required.
The plan’s reader must be convinced that a viable market exists and that the
enterprise has a reasonable opportunity to serve this market. However, the executive
summary is an overview of market data, not a complicated presentation of detailed
market research.
iv. Entrepreneurial Team
An entrepreneurial team may include only the founding entrepreneur but
usually there are other key personnel essential for the firm’s success. These individuals
must be identified and their skills and talents must be adequately described. If the
business requires individuals with unique qualifications, these should be emphasized.
For example preparing French gourmet food, or a health club may require an
experienced aerobics instructor.
The executive summary emphasizes strengths of team members and their
qualifications, but without “hype”. Exaggerations permanently undermine the
entrepreneur’s credibility, and no matter how exciting the product or service, investors
look first to the character and ability of the entrepreneur.

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 v. Financial Summary
Critical financial considerations must be summarized to include start-up
estimates of revenue, costs, cash-flow requirements and profits or losses. These
should be extended in annual increments for at least three years. A good plan will
identify the break-even point in sales volume or sales volume or sales dollars (i.e.,
explain when the venture turns profitable). Most important, it will be clear about the
financing needed. The plan will establish what is needed and what is being sought
from investors and lenders. For instance, a venture may be seeking $400000 from
investors with an established equity base of $100000 from the founders, or it may be
seeking a loan of $200000 and $200000 of new investment equity. This summary
may be oversimplified, but it indicates to potential investors how much capital is
needed, how much the founder has invested and how much has to be borrowed.
8.3.2 Business Description
Following the executive summary, the plan will provide detailed
sections on each major topic. The first section is a thorough description of the
business. Essentially the same points covered in the executive summary are
covered here, but they are covered in far greater detail. For example, rather
than simply naming the business and why it was founded, the entrepreneur
should carefully describe evolutionary steps that led to the business formation.
It is not unusual to find that a proposed enterprise evolved from an earlier
business or from the efforts of an individual who has been working on an
innovative product for years.
An interesting example is Wilson Greatbatch, the inventor of the Pacemaker.
He had worked alone in his garage for several years engineering the pacemaker, and,
initially he attempted to do his own marketing. However, he was shunned and
ridiculed by doctors until he collaborated with a New York cardiologist who formed
a team of specialist to further develop the Pacemaker. The enterprise that evolved
was based on the team and its research, not solely on Wilson Greatbatch’s invention.
Greatbatch established another separate business that evolved from the Pacemaker
research. His venture manufactures an innovative line of batteries required to power
pacemakers. Without having a complete background on the Pacemaker ’s

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development, an investor would have only a superficial idea of the importance of
Wilson Greatbatch’s battery-manufacturing enterprise.
An important area to address is the nature of market demand. Is the firm
responding to an established demand, or is it trying to establish a new product or
service in untested markets? The Pacemaker was developed in response to a critical
problem, and today about one of every 500 Americans relies on a Pacemaker to live.
However, the first microcomputer marketed by Apple Computer Corporation was a
shot in the dark. Some people saw it as a gimmick, and IBM initially ignored the
microcomputer as nothing more than a fascinating toy.
The entrepreneur also needs to explain the nature of the business by clearly
defining how the firm will operate and what the founders intend to accomplish. For
example, MedCon, Inc., has the singular purpose of disposing of infectious waste
products from hospitals, clinics and medical laboratories. MedCon was licensed in
1987 by the state of Texas after rigorous federal tests showed that a patented disposal
process would not release potential carcinogens into the air. Larry Dunham, one of
the firm’s founders, clearly stated the nature of the business as safely disposing of
infectious waste products using a patented process. Although there is a potential
world market for this service, MedCon has set out clear near-term objectives for
plant sites in Texas and New Jersey.
Finally, a firm’s technological profile should be explained. This may include
a description of equipment such as robotic manufacturing. It may require a description
of wholesale networks. It may even require an explanation of foreign licensing
agreements. For example, toy makers who import inventory manufactured in Taiwan
or Singapore should identify import-licensing arrangements that are vital for the
business to succeed.
8.3.3 Product or Services.
An obvious requirement of every plan is to explain the product or service
concept. Before we examine this, however, it is important to recognize that planning
models do not consistently place this topic immediately after the “business
description.” A slight majority of business plans treat market issues before providing
details of the product or service, but those models require a thorough description of

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the product or service in both the executive summary and the business-description
sections. For an easily defined concept, such as a specialty clothing store, a brief
description early in the plan may suffice. As a general rule, the plan must provide an
accurate description of a product or service before attempting to explain how it will
be marketed.
Essential information required to describe a product includes distinctive
characteristics of the product itself, how it works (or is used), materials, costs, methods
of manufacturing, proprietary protection (patents, trademarks, or copyrights), and
potential competing (substitute) products. Most new products also win require
validated testing and many will require approval by regulatory agencies. If the product
is a new dental instrument, for example, it will have to be approved by the U.S.
Food and Drug Administration (FDA). Most services must have licensed owners or
employees (cosmetologist’s securities brokers, CPAs, real estate brokers and so on).
Restaurants and medical testing laboratories often have to meet state health and
safety requirements, Day-care centers, preschools, and counseling centers are required
to meet educational credential standards and to comply with state and local
regulations.
An important part of this section is to describe how a business is staged
during the start-up and early growth periods. Staging refers to the manner in which
products or services will be introduced. It also explains diversification plans and
prospects for incremental growth. When Unimation introduced its first commercial
robots during the 1960s, they were little more than punch-tape-driven machines, not
robots as we know them today, However, Unimation had a staged development plan
that spanned ten years and three changes in robotics technology. Numerically
controlled machines were introduced during start-up, then three years later,
bidirectional computer-aided robots were developed, and within ten years, the
company panned an integrated robotic system for automated manufacturing.
Unimation did not meet the schedule as planned because, after ten years the
microelectronics industry had not yet developed the technology needed for computer-
aid manufacturing. Unimation did succeed within 16 years, and Volvo, Chrysler,
and Toyota were quick to restructure their auto assembly lines using robotics during
the early 1980s. The rest of the automotive industry quickly followed. The critical
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point is that in 1960, researchers at Unimation envisioned what robotics would be
capable of in the 1980s, yet building a plan on that vision would not have attracted
investors. Instead, the company presented plans for products that were commercially
feasible at that time. These included numerically controlled machines and robots
with simple functions.
8.3.4 Market Research and Analysis.
The objective of market research and analysis is to establish that a market
exists for the proposed venture. This may be the most difficult part of the plan, but it
also may be the most important. Entrepreneurs must provide a credible summary of
potential customers, markets, competitors and assumptions about pricing, promotion
and distribution. Each must relate to the future period of operations, not merely
describe what exists at the pre-start-up stage.
i. Potential Customers
Research should describe a customer profile that includes demographic
information such as age, sex, family income, occupation and location of potential
customers. For example, a firm that intends to market microcomputer systems to
doctors should provide information on the number of doctors’ offices in a marketing
area, their ages, gross business income, types of medical services they offer, and
how many currently have systems in place. Each bit of information helps to explain
the market size and the likelihood of generating sales. To illustrate with just the
“age” characteristic, if most physicians in a market area are young, they are probably
more likely to consider investments in new technology than older colleagues with
established practices.
Customer profiles can include many characteristics, but entrepreneurs should be
guided by reason to provide relevant information that could affect sales. Consequently,
including data about business income for doctors helps to establish their financial
ability to invest in new technology, but information about their families and country
club memberships would not be relevant to purchasing office computer systems.
ii. Markets
A market exists only when there are qualified buyers, but the entrepreneur

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must remember that the feasibility plan is a forecast of future markets not merely
those that exist. Therefore, marker trends are important to identify, including, when
possible, a window of opportunity for introducing the new business. For a venture
positioned to sell computer systems to doctors, the current profile of potential clients
is important, but if few new practices are being opened, future prospects for new
sales are limited.
Entrepreneurs often find they cannot objectively identify markets because the
business has never before been attempted. Apple Computers were introduced in a
market void-microcomputers had never been successful marketed and when
Ultimation introduced industrial robots, people were actually hostile. Ultimation
faced an industrial climate in which work was generally accomplished on assembly
lines by large numbers of employees. Although Ultimation’s robots worked, there
were no trained robotic operators or procedures for using robotics. Manufacturers
had huge investments in mechanical technology. Consequently, Ultimation had
difficulty explaining why anyone should buy robots, but when competition between
U.S. and Japanese automakers stiffened during the 1970s, it became apparent that
the United States would have to retool using advanced technology. A window opened
for robotics, and markets could be, accurately determined.
iii. Competitors
It is essential to identify competitors and to analyse how competition is likely
to change when the new venture becomes established. Too often entrepreneurs skim
over these issues and find themselves outgunned in the market. The minimum
requirement is to identify existing competitors and to explain their strengths and
weaknesses. If a new product is to be introduced in a highly competitive market just
describing competitors may be an overwhelming task, For example new software
word-processing program not only will have to compete against major products
such as Word Perfect, Multi mate and Word Star but will also compete against more
than 200 firms that have specialized market niches in office software systems. The
value of marketing research to uncover competitors and to provide an overall
assessment of the venture cannot be overstated.
For a new business without known competitors, the challenge is to evaluate the

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potential for competitors to merge. In other words, what is the “threat of entry” by
other firms? There is also the threat of customers “making” rather than “buying” an
entrepreneur’s product and foreign competition is always a threat if the new business
proves to be profitable. Successful entrepreneurs know their competition and can
demonstrate in their plan how they will compete.
iv. Assumptions about the New Venture
A formal marketing plan comprises the next major section of the feasibility
plan yet it is important to describe in the marketing research section assumptions
that support market projections for the new venture. Specifically, entrepreneurs must
identify the market niche, price system, promotional effort, and distribution method
to justify a basis for market research contentions.
v. Market Niche
A market niche is a carefully defined segment of a broader market. It defines
the positioning of a product or service to create a distinct marketing focus. A brief
statement in the plan should explain this focus. Doctors segment their markets by
the types of specialized services they offer. Retailor segment services according to
commercial, residential, resort, or development properties. Computer retailers may
target corporate customers, small business offices home enthusiasts, or schools.
Segments also result from business locations, such as opening a Kwik Kopy franchise
near a university; clientele will most likely be faculty members and students.
vi. Pricing Systems
Market research is predicated on a price system that helps describe the venture’s
market. Describing the price system is essential for developing a customer profile.
Luxury prices for name-brand products sold through specialty stores will send a
clear signal to that quality merchandise and individualized service are offered. Low
prices with frequent sales and discounts suggest the opposite. Prices will also be
defined by credit policies, location, methods of distribution, and market strategies
devised by the founders. These do not have to be elaborated statements, but they
must be included.

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vii. Methods of Distribution
A method of distribution is the manner in which products or services are
brought to market. Office supplies, for example, usually are sold through ret stationery
stores, but they also can be sold by discount outlets, distributed through catalogs, or
sold through direct mail promotions. The choice of a distribution system often defines
the market niche, influences prices, and delineates promotional activities. For most
businesses, one type of distribution system will be customary but often a creative
method of distribution fives a business its distinct competency.
viii. The Sales Forecast
Ultimately, marketing research must conclude with solid data on projected
sales. Sales forecast is the culmination of research to indicate the quantity of sales
and expected gross sales revenue during the planning period. The forecast is the
singular most important piece of information in the plan. A good plan will describe
projected sales in the executive summary, but present well-documented information
here on specific market data and how sales are expected to occur during the first
three to five years of business.
A sales forecast includes quantity of sales in numerical terms when the products
or services can be individually identified. The number of bicycles a shop will sell or
the number of vacation plans a travel agency will market can be documented.
Merchandisers, on the other hand, have hundreds of products to itemize, and in
these instances sales revenues should be summarized.
Most businesses even retailers have a few items that constitute a majority of
sales. A commercial nursery may receive 60 percent of its revenue from decorative
shurbs, and an advertising agency may generate a majority of its revenue from a few
corporate clients. For a merchant retailer, one category of products may dominate
sales. A bookstore, for example, may earn 70 percent of its revenue from fiction
paperbacks. Therefore, the sales forecast should identify the lead product or service,
describe sales by volume and revenue, and then describe other categories of sales.
The point is that success will rest on a pattern of leading sales items that must be
accurately identified.

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8.3.5 The Market Plan.
The market plan describes an entrepreneur’s intended strategy. It builds on
market research and distinct characteristics of the business to explain how the venture
will succeed. Some issues addressed in the research section may be reserved for the
market plan, such as describing a market niche. This section usually focuses on
specific marketing activities. It describes pricing policies, quality image, warranty
policies, promotional programs, distribution channels, and other issues such as
service-after-sale and marketing responsibility. These are described in the following
paragraphs and outlined in Figure 8.2 below.

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 FIGURE 8.2: ELEMENTS OF THE MARKETING PLAN

i. Product or Service
The first step of a market pan is to decide about how the product or service
will be positioned in the grow market. The quality and reliability of product is
important for its success in future. Plan also contains the information about use to
the product to users.
ii. Prices
Well-defined prices are obviously necessary to project sales volume and
financial performance. As discussed earlier, prices also indicate quality an product
image, and depending on the channels of distribution, prices w reflect the nature of
the business. Pricing policies relate to bulk, wholesale, retail and discount methods
used to set prices. Such methods as cost-plus pricing or setting prices to match those
of competitors indicate how entrepreneurs will make, strategic pricing decisions.
iii. Promotions
Advertising and promotional strategies must be consistent with the product
or service image. For example, quality office furniture is not apt to be sold through
discount newspaper ads. Choosing proper media for advertising is one aspect of the
plan, but introductory strategies should relate to the start-up stage. For example, a
new software program may be introduced at computer trade shows and be
demonstrated at seminars – offered to select clientele. Software developers may
also sponsor business contests, set up displays in bookstores or computer retail outlets,
or provide educational versions of programs to universities. The promotional mix is

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determined by a conscious decision, selecting various promotional tools from
advertising, personal selling, public relations, point-of-purchase displays, sampling,
and direct-mail solicitation, among others.
iv. Distribution Channels.
If distribution channels have not been identified earlier, they must be described
here. For example, unusual gift items ranging, from greeting cards to imported beef
fillets are sold through catalogs, but Hallmark opened chain stores in shopping malls
nationwide to market gifts and greeting cards. Liz Claiborne, Inc., reached $3 billion
in sales by positioning fashionable women’s clothing in department stores through
regional distribution centers, but recently the company opened a chain of exclusive
stores supplemented with catalog sales.
v. Service and Warranty Considerations.
Most retail stores offer warranties and service-after-sale guarantees in the
event a product requires repair or adjustment. Often the distinguishing characteristic
of a car dealership is its service and warranty policies. Appliance dealers may also
base their strategies on follow-up-services and warranties. Telemarketing companies
invariably offer money-back guarantees because customers cannot evaluate products
before they buy. On the other hand, there are many cash-and-carry discount outlets
that sell “seconds” or flawed merchandise, and customers rarely expect warranty
service.
Service companies also compete on warranty and service-after-sale policies.
Software firms, for example, typically have “hotlines” for answering customer
inquiries. Because software programs are updated with new or enhanced versions,
an important question to resolve is whether the entrepreneur will provide free updates,
discounts on new versions, or trade-in allowances. In estate planning, a resent new
service in which consultants help clients plan their investments, service after sale
includes periodic reviews of clients’ portfolios, investment newsletters, and special
reports on tax laws and legislative activities.
vi. Marketing Leadership.
The market plan should address the way in which organizational members

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will be involved in the marketing effort. From a strategic perspective, investors
want to know who is going to actually take the lead in making customer sales. If the
venture requires a sales force, then issues such as sales training, commission
structures, recruitment, and sales management become important.
Investors and lenders are accustomed to seeing two general patterns in poor
business proposals that get rejected: First, there are technically competent
entrepreneurs who have great ideas but who know very little about marketing. Their
plans provide an over kill on product attributes but ignore marketing strategies.
Second, there are super sales people with brilliant ideas who are over enthusiastic
about projected sales without providing sufficient supporting evidence to convince
investors or lenders that they can achieve the results.
A successful combination would be a team with competent technical people,
enthusiastic salespeople, and between them, someone who can manage the “business”
of being in business. Although a later section specifically addresses leadership sales
responsibility must be distinguished because market strategies often reflect
prerogatives of the person who will pilot this effort.
8.3.6 Manufacturing or Operations Plan
Depending on the nature of the business, a manufacturing or operations plan
may not be required. Many small businesses that offer personal services will have
little to say about operations and nothing to say about manufacturing. For ventures
that manufacture, design, or sell products, as well as for service firms that require
capital equipment, this section is important. Figure 8.3 below illustrates elements of
the manufacturing or operations plan.

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 FIGURE 8.3: MANUFACTURING AND OPERATING ELEMENTS

i. Facilities
Nearly every business requires physical facilities. Retailers are usually involved
in choosing a location and either securing a lease or purchasing a store. Manufacturers
face far more complex issues in leasing or purchasing properties, assuring
transportation services, and dealing with legal issues such as EPA requirements and
zoning ordinances. Service enterprises will be concerned with having offices easily
accessible to clients. Professional businesses require expensive suites in prime
locations.
Facilities include fixtures, furniture, equipment, parking space, and renovations
necessary to open for business: Simply signing a lease and installing a telephone is
rarely sufficient. Equipment lists are usually prepared so that potential investors can
evaluate lease-buy decisions and identify collateral. Start-up costs for renovations,
fixtures, and equipment installation should also be itemized because they represent
“sunk costs”-costs that are essential and unrecoverable if the venture fails to open
for business.

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ii. Inventory Management
Retailers will describe beginning inventory required to open for business and
explain how merchandise will be replenished. Manufacturers will describe raw
materials and supplies needed in inventory prior to production, and they will also
describe projected finished-goods inventory at opening. Many ventures subcontract
production; consequently, this section may be simplified to include cost estimates
from subcontractors and operational plans for fillings inventory. Service-based
enterprises may have no inventory to address.
With the exception of personal service firms entrepreneurs will have to explain
their inventory control systems keeping in mind that they are writing a feasibility
plan not a production manual. That is, entrepreneurs should be able to describe
briefly how inventory is purchased (or made) and explain the logic behind forecasts
for inventory requirements. A sales forecast developed in the marketing research
section will anchor inventory requirements, but because inventory must be purchased
well in advance of sales, inventory expenses will almost always precede sales revenue.
This situation is further’ complicated by seasonality, in which businesses experience
peak sales periods and virtual droughts. Poor inventory and purchasing controls can
result in “stockouts” during peak periods and excessive inventory stockpiled during
sales droughts. Because poor inventory management is one major reason for business
failure, investors and lenders are on guard to watch for carefully planned inventory
systems.
iii. Human Resource Requirements
From a manufacturing viewpoint, human resource requirements should be
summarized with information on the number of personnel and type of skills needed.
If the business depends on unusually talented personnel such as research scientists,
then they should be identified. In most instances, specific personnel details can be
omitted, but an adequate description is required for management and technical staff.
Similar summaries are required for retail businesses, but services often rely
on a few individuals with special qualifications; therefore, human resource
requirements may become quite detailed in the plan. An export agent with markets

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in Japan, for example, may require someone adapt at dealing with Japanese business
executives (perhaps a Japanese partners).
iv. Operational Rationale.
If the firm will engage in R&D, the plan should spell out the extent of this effort. If
operations include manufacturing, the plan should describe vendor relations, supply
requirements maintenance expectations, and transport requirements. Manufacturers
also will be expected to describe their quality control policies, safety requirements,
and other specific operations related to the enterprise. For example, a biotech company
producing new enzymes must show how its hazardous waste is disposed of, and a
food-processing company must describe how it maintains health and safety standards.
If the company is primarily concerned with market, then the market planning
section described earlier should be sufficient without further elaboration. However,
if success depends on unusual operational procedures (such as product installation
and training), then these should be explained.
v. Legal and Insurance Issues.
Most businesses must consider insurance and legal protection to avoid
disasters. Specifically, entrepreneurs will need business liability insurance, and when
the business relies on a few talented people, the founders may want to purchase
personal life and disability insurance on key people. Restaurants will carry substantial
fire insurance, and retailers will insure their inventory. Protection through contractual
arrangements for markets, supplies, product licensing, and franchise rights may also
be essential.
8.3.7 The Entrepreneurial Team
Recall an earlier comment that investors put greater emphasis on the
entrepreneurial team than on the business concept. This has become an axiom
common among venture capitalists who will buy into an “A team with a B product”
faster than they will buy into a “B team with an A product.” Consequently,
entrepreneurs must take care to profile the entrepreneurial team honestly but
effectively. They should emphasize team members’ strengths, past successes and
positive characteristics and they should include brief resumes of the principals. Each

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person’s role in the new venture should be described briefly, including board members
or investors who may not be involved directly in operations yet be able to influence
decisions.
 Major Events, Risks, and Progressive Checkpoints
Major events, critical risk factors and activities that constitute progressive
checkpoints are important to delineate in the plan. They provide the entrepreneur
with a set of controls for monitoring the new venture. Major events might include a
schedule for lining up facilities, testing prototypes, hiring personnel, acquiring
inventory and staging a grand opening.
After the business is started, a schedule of important events might include
periodic performance reviews, meetings with stockholders, and special promotions
designed to position the business in new markets. An enterprise may have to leap
hurdles during each stage, such as obtaining FDA approval on a new medical
instrument or obtaining a patent for a new product.
Critical risk factors should be identified to help prevent unforeseen disasters.
For example, if success depends on holding product costs below a certain point, and
those costs escalate, then the business may fail. If success depends on entering markets
without competition, and competitors appear, the venture is threatened. If an
entrepreneur has assumed that certain economic conditions will prevail (such as
stable interest rates), and these things change, the business may be risk. Every business
is predicated on certain assumptions and these assumptions are faulty the business
is affected.

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8.3.8 Financial Documentation
Since money is the objective measure used to gauge a firm’s progress, it
follows that financial statements come under close scrutiny. Financial statements
for a new venture, called proformas are projections based on previously defined
operating and marketing assumptions. If earlier parts of the plan are accurate, the
financial proformas can be completed with little difficulty. However, if marketing
research or cost data are vague, these efforts can be painful.
An income statement, or profit and loss statement, is required to show revenue
cost of goods sold operating expenses and net income. Cash-flow budgets reflect
information from the profit and loss statement adjusted properly for credit sales
(actual cash flow indicated rather than accrual income), non-cash expenses
(depreciation) and cash obtained and used outside of operational income (infusions
of capital from investors and cash payments on loan principle). A projected balance
sheet will summarize assets and liabilities, and a break-even analysis will reveal
when the enterprise begins to turn a profit.
The income and cash-flow statements are typically developed for monthly in
formation during the first year of operations, then quarterly for at least two successive
years. Many investors prefer to see five year plans with footnotes to the statements
indicating assumptions about growth or changes in performance. A balance sheet is
usually prepared in a comparative form with the firm’s position at start-up and at
year-end for up to five years.
In addition to these documents, a venture in the development stage without
income will provide a development budget outlining expenses and overhead. For
example, the commercial development of videocassette recorders (VCRs) began in
1965 through research by several small U.S. and Japanese companies. By 1971 these
pioneering firms had given up because of a lack of funding, and research migrated
to university centers. Funding was still insufficient, and research evolved toward
industrial hackers. Three Japanese firms-Matsushita, JVC, and Sony-took the lead,
and in 1974 after a decade of research by a dozen different organizations. Sony
introduced the first commercial VCR. Observers who studied failures found that

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researchers had inadequate development budgets, thus opening opportunities for
others to put resources behind successful VCR projects.
During a development period people must be paid research supported facilities
and materials underwritten and start-up costs funded. Although most small businesses
have a brief pre-start-up development period measuring in weeks of months, they
require expenditures that must be covered. The plan should spell these out clearly so
that proper allowances are made for financial underwriting.

8.4 PRODUCT DEVELOPMENT PROCESS

The product development process is an extension of the general model of
innovation. Recall that there are essentially seven stages in the model:
Idea generation, preparation, incubation, illumination and verification. The
product development process is more detailed and uses different terms than the general
model of innovation. Figure 8.5 below illustrates the activities of product development
based on an expanded model. A product evolves through this serial process, and
product development can be terminated at any point.

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 FIGURE 8.5: FLOW OF ACTIVITIES IN PRODUCT DEVELOPMENT

8.4.1 The Idea Generation Stage

The idea generation stage is the conscious identification of a product idea
that logically addresses an opportunity. An opportunity is defined as the identification
of a gap in “need” and the likelihood that if a product were developed to fill that
need, it would also be “wanted” (i.e., there would be effective consumer demand).
This idea may be born of entrepreneurial insight, creative mind-mapping, or
accidentally stumbling upon an idea through a corridor of related activity (corridor
effect). It is one method by which many products are born. For example, when Karstan
Soiheim first developed his revolutionary Ping golf putter, he had no concept of an
entirely new design for golf irons, but the “toe-and-heel weighted” putter worked so

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well that he experimental with a similar design for all golf clubs. This corridor in
golf equipment designs led to a new way manufacturer is golf clubs using new lighter
weight materials, and today every major golf manufacturer is making so-called game
improvement clubs fashioned after Soiheim’s innovation.
 Giving an Idea Form
Once an idea has begun to gel, the entrepreneur must set it down on paper,
design it, and if appropriate, make a “bench model.” For simple products, a bench
model is possible. For example. For example, an early model of an electric toothbrush
consisted of four dry-cell batteries linked with yards of wire to a toy motor that had
a welded metal toothbrush attached. It looked more like a child’s experiment than a
product. But the point of the bench model was to identify how the product could
work. This model gave the designers some form of product on which to build a
proposal. Often an idea has no form at this point, and the idea is little more than a
concept. For example, a new software program may have no greater degree of
development than a rough flowchart of what the software could do. It is still important
to get it down on paper.
 Justifying Further Development
The critical milestone activity at this point is writing the proposal to proceed
with product research. Working with a bench model. Sketches, notes, or flowcharts,
the designer-entrepreneur must plan the development process. If this development
takes place through corporate R&D, a model of entrepreneurship suggests that
designers write a program proposal showing how the first-stage model will be
systematically built into a working prototype. If an entrepreneur is working solo, he
or she may write an initial proposal to attract seed money. In either case, the proposal
should include estimates of development costs for materials labor, engineering
assistance special equipment needed, and so on. The proposal should also have a
time line specifying how work will proceed and when the developers will have a
testable prototype.
8.4.2 Transition Stage
If the proposal is made through corporate R&D, it must be accepted and

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funded. If management cannot share the same vision of success as the innovator, the
product may, be terminated without fanfare. If the product seems promising but the
proposal is weak, the innovator may be pressed to rewrite the proposal and further
justify development plans before approval is given. In the case of a solo entrepreneur,
the project may die on a loan officer’s desk for lack of funding or alternatively it
may die for lack of investment capital.
The risk of losing support and funding can be reduced if entrepreneurs consciously
seek advice before presenting their proposals. This intermediate step is called
screening a step not often taken seriously by most aspiring entrepreneurs, yet a step
that can be of enormous help.
 Screening the Product
Screening procedures exist in larger organizations whereby a product is submitted
to a formal survey among key managers and engineers. The screening process is a
subjective evaluation that relies on expert opinion of a select group to rate the proposal
for its commercial feasibility. Several years ago, the National Science Foundation
created a formal innovation evaluation process” (IEP) that is now available through
more than a dozen university centers. For a small fee, the university will assemble a
panel of experts who rate a product on 31 criteria ranging from physical development
feasibility to market potential. The JEP panel also assigns a probability for success
and compares several thousand JEP case studies to give an entrepreneur some measure
of validity for the panel’s recommendations. Investors and lenders who know about
the JEP look favourable on an entrepreneur who takes the initiative to have a formal
screening evaluation completed.
8.4. 3 In Incubation Stage
Having survived a screening process and obtained during funding the innovator
must set about implementing the first stage of actual product development. The
product must be devised and a prototype developed.
 Product Design
Traditional R&D will follow a prescribed path of turning tough sketches into
blueprints. These will be expanded into material lists and a plan for making one

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item-a prototype. The prototype is usually built without the aid of production-level
equipment, an expensive process based on custom development of one working
product. Ideal materials may not be used, tooling may be a bit rough, and the product
may be a bit awkward, but it musts stage of closely approximate the end product
envisioned by the innovator. The stage of development is often a frustrating period
of creating numerous failures. Edison made at least a thousand light bulbs that did
not work. When questioned about this, Edison said that he had not failed but, had
discovered a great many ways in which electricity would not work. Success would
come only after numerous redesigns, new prototypes, more failures, and finally a
feasible product.
 Making the prototype
Assuming the innovator has endured the failures and has a design that finally
seems workable, a prototype is built and submitted to testing. This stage of
development can be quite lengthy and include having several prototypes field
tested under government supervision (or by approved laboratories) to comply
with government regulations. For instance, a new dental instrument may have to
be tested by an approved ‘principal investor.” A quantified dental researcher
who runs feasibility tests, rates the instrument’s safety, attests to the instrument’s
use fullness, and writ es an opinion for review by the Food and Drug
Administration (FDA). The same dental instrument may have to pass certification
tests by the National Institutes of Health (NIH) and conform to safety ratings
through an approved laboratory.
Market research is usually not pursued at this point. Marker tests are reserved
for the third stage when a product has undergone some limited manufacturing, gained
patent protection and had other legal groundwork laid such as registration of
trademarks or documentation of copyrights. However, during this second stage of
incubation, testing is important to establish a product’s feasibility and to flesh out
specifications so that patents, trademarks, or copyrights can be pursued. An actual
sequence of events for developing a dental instrument prototype is shown in figure
below.

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8.4.4 The implementation Stage
The fifth stage in product development involves limited manufacturing and
is called the initial implementation stage (a opposed to the “illumination stage” in
the creativity model). This is a preliminary effort to put actual products into the field
and to gather market feedback. It is comprised of making a transition from prototype
to limited manufacturing. This stage does not presume actual market introduction
except to “test the waters” and to gather realistic information from selected consumers
on product performance under real-world circumstances. It does represent a stage of
heavy costs and substantial commitment. The innovator takes his or her greatest risk
during this stage of development, which has several incremental activities.
 Gearing up for Manufacturing
The first step, and one with heavy costs for new equipment and production
setup, is the initial process of gearing up for manufacturing. Even a simple new
plastic toy such as a model car will require expensive dies for casting the model,
tooling machines, material purchases, box designs, artwork, packaging, labor
allocations, and so on. Initial distribution systems must be arranged, test market
criteria established, and of course, all the legal work completed for introducing the
product. For a complicated product like a microcomputer, this step can require an
investment of many millions of dollars. For something as simple as a plastic toy,
tens of thousands of dollars may be needed.
 Limited Production for Testing
The first actual production run of a new product may require several dozen or
thousands of items. An expensive dental instrument may have only several dozen
items made for selected dentists. A new software program, for instance, will probably
be replicated four hundred users to test. New laundry soap may have 10,000 items in
production to be market-tested in several hundred stores.
 Market Testing
Even a simple product will have to be tested with actual consumers. The
entrepreneur will be anxious to get feedback from individuals who are most
likely to be future consumers. Formal testing can be accomplished through if

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market research teams and although such testing may be too expensive for small
enterprise, it is a standard procedure in larger firms. For example, pampers was
is test marketed by Procter & Gamble through 1200 sample households and fields-
marketed through more than two dozen chains stores in several cities. It was
supported by very expensive advertisements, themselves prototypes of potential
marketing techniques, and the product had several test names to evaluate
consumer acceptance.
 The Market Test Milestone
Results from market tests constitute another mile stone in product development.
When the results are in, another critical decision made whether to pursue market
introduction. The entrepreneur must decide whether to go into full-scale production
or cease and desist. In some instances, a product with potential will be reevaluated,
perhaps redesigned, and out back into a testing stage through limited production.
Market tests can have all sorts of results, but if the preliminary development was
accomplished with due diligence, the likelihood of complete disaster is remote. On
the other hand immediate success is just a remote. On the other hand, immediate
success is just a remote.
In most cases, market research will reveal a number of unexpected flaws that
can require changes. The product is more than a physical object at this point. It
constitutes the item itself, the packaging, the name, its name, a price-quality
perception, and much more. Most of these points will be addressed when we discuss
marketing issues, but it is important to realize that a product has become more than
its functional form by this point in development.
If the results indicate a very low probability of success, the project could be shut
down. If the results indicate a high probability of success, a green light will be given
to implement a full-scale plan. When modifications are required, the decision is less
clear. The product development cycle may begin with a late-incubation research
effort coupled with new milestone criteria, such as passing certain feasibility test. In
other cases, of course, a product may be pushed back only slightly to iron out minor
problems.

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 Testing and Innovative Process
If the innovation is a process, test marketing is not part of the development
scenario. However, testing is done in a controlled environment under rigorous
conditions. If the new project process required safety certification, independent
research laboratories may be required to simulate the process on actual products.
Consultants may be hired to run in house tests under predetermined conditions.
They will usually rate the process for an extensive list of criteria.
8.4.5 Commercialization Decision Stage
The critical milestone activity at this point is to write a formal business plan.
The entrepreneur may have written an initial business plan at the proposal stage, but
the product has probably undergone substantial changes that will require a revised
plan. Corporate managers, or investors and lenders involved with an independent
entrepreneur, are unlikely to approve more funding without having a well-developed
business plan that spells out product specifications, market projections, and detailed
financial requirements. The decision to pursue commercialization rests precariously
on the innovator’s ability to pass this milestone.
8.4.6 The Diffusion Stage
Assuming a product make it through initial stages to the point to being
formally marketed, the process is not complete until the product can prove that it
can profitably penetrate the target market. It must be successfully sold through a
diffused cross section of the market, showing a pattern of growth in demand.
Consequently, although most formal product development has been completed by
the items is introduced, the new product is much like a child that needs guidance and
support during the formative years. Too often, however, little effort is made to nourish
the product to ensure success through diffusion; those responsible for product
development simply turn to other things.
There are reason not to rest on one’s laurels. First, the product may rapidly
attract competition and therefore require considerable attention to remain viable.
Second, test-market data may have given false confidence in results, and once into
the market, a product may reveal serious flaws. Third, assumptions made by managers

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when deciding to go to market may have changed significantly (e.g. demand may be
weaker than expected).
 Reacting to Competition
When a new software program comes on the market, it attracts immediate
attention from competitors. This leads to “leapfrogging” of product improvements
in software-constant updates and revision, new toots and whistles to leap beyond
the other guy, only to find the other guy leaping beyond you. Compare advertising
for automobiles and you will recognize the same phenomenon. There are always
new gizmos to enhance a model. This is the pattern of free enterprise, and only in
rare instances will a product enjoy unfettered market dominance. Until till breakup
several years ago, AT&T enjoyed such a position in telephone services, and utility
companies because of the infrastructure needed to provide gas or electricity, remain
dominant in local or regional markets. In most circumstances, however products
will not exist in unchallenged markets.
In most instances, product development remains intense well after the initial
introduction. Depending on the life cycle of the products. Intense effort can continue
until the product has started to decline and the firm can no longer justify further
development costs.
 Dealing with False Market Tests
Even well-devised market tests may have fatal flaws that render a product was
introduced at an artificially low price during the test and a higher price in the actual
market will be rejected by consumers. Products can also be affected by fateful events.
For example, not long ago a headache remedy called Aide was introduced, but as
AIDS (the disease) became a highly sensitive public issue. The headache product
became a dismal failure and disappeared. There are many causes for market tests to
go away and management has to remain attuned to market conditions. Slight changes
may signal product’s demise or require perplexing redesign efforts. Competition
always presents a challenge for forecasting market conditions and during recent
years, the on slaughter of Japanese automobiles, electronics and basic metals such
as steel has frustrated even the most astute managers.

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 Recognizing Management Assumptions
Every new product carries with it a set of assumptions made by management.
These include profit forecasts made during development stages, economic forecasts
that underpin market demand, scenarios of competition, cost estimates for factors of
production, and many more. When one of these assumptions change the product
may quickly come under scrutiny. For example, a slight change in material costs
could render the product a loser, and such a change affected toy manufacturers in
dramatic fashion during the 1970s when oil prices soared. Toys made of plastics
required petroleum-based resins and when oil prices tripled plastic toys because
expensive and unprofitable. When something like this happens, management should
have contingency plans. Fisher Price Toys for example, quickly modified toy designs
for wood rather than plastic in response to petroleum costs. Other, such as Tyco,
relocated manufacturing to Hong Kong where cheap labor offset higher material
costs.

8.5 SUMMARY
The entrepreneur draws a plan of action to suit his requirement to set up a
new plan. A project can be considered as a proposal involving capital investment for
the purpose of developing facilities to provide goods or services from the point of
view of resource allocation. The major components in a feasibility plan are: Executive
Summary, Business Concept, Product or Service, Market research and analysis,
Marketing plan, Manufacturing or operations, Entrepreneurial team & financial
documents.
While we have identified four stages that take a product from imagination to
market introduction, clearly the life-cycle process requires continuous product
attention will beyond this early period. If the product is successful, it will enjoy
early growth, enter a rapid growth stage, mature as competitors enter the market,
and eventually reach saturation in its markets. Beyond this point, new product will
be introduced, rendering the existing products obsolete and signaling a period of
decline. The later stages may span decades of sales and require organisation changes.
Entrepreneurs can, however, recognize the process and be prepared for new generation
of products that will emerge.

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8.6 GLOSSARY
 Feasibility: Possible to do
 Plan: Written account of intended future course of action aimed at
achieving specific goals or objectives within a specific timeframe
 Business Plan: A business plan is the formal written expression of the
entrepreneurial vision, describing the strategy and operations of the proposed
venture.
 Implementation: To start using a plan
 Incubation: Period in between
 Inconceivable: Impossible
 Ethics: What is right and wrong in human behaviour

8.7 SELF ASSESSMENT QUESTIONS

1. Discuss major components of feasibility plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Explain how a bench model, initial prototype and final prototype are used in
the product development process.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Explain the executive summary component of feasibility plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________

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8.8 LESSON END EXERCISE
1 Describe the elements of a marketing plan and how they relate to the marketing
strategy and to marketing functions.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe stages of product development process.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Discuss the first two components of feasibility plan.
___________________________________________________________
___________________________________________________________
___________________________________________________________

8.9 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
 Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –II LESSON - 9
BUILDING THE BUSINESS PLAN

LEGAL REQUIREMENTS FOR SETTING UP A VENTURE

STRUCTURE

9.1 Introduction
9.2 Objectives
9.3 Legal Requirements for Setting up a Venture
9.4 Summary
9.5 Glossary
9.6 Self-Assessment Questions
9.7 Lesson End Exercise
9.8 Suggested Readings

9.1 INTRODUCTION
There are two types of entrepreneurs are also turned as ‘entrepreneurs by
choice’ and ‘entrepreneurs by compulsion’ respectively. We have already read so far
that starting an enterprise is not so simple and cannot be set up just. In fact, there are
several legal requirements for setting up new venture. We will discuss all the formation
in detail in the lesson.

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9.2 OBJECTIVES
The objective of study is to understand legal requirements for setting up a
new venture.

9.3 LEGAL REQUIREMENTS FOR SETTING UP A VENTURE

 Legal formalities for starting a company in India
Starting a new business is not rocket science if one keeps the basic legal
requirements in mind.
There are many forms in which a business can be organised. Usually, the following
models are popular:
 Sole Proprietorship
 Partnership, including Limited Liability Partnerships called (LLP)
 Company-Public/Private
While there are certain processes that are common to any form of business
organization, each one of the above has certain peculiar requirements. This article
analyses the requirements for starting a Company. These may vary from State to
State and may change from time to time. Also a business may require additional (or
not all of the below mentioned) registrations, compliance and certifications.
9.3.1 Incorporating your company
i) Name approval
The first step in getting your company registered is the approval of name for
the company. Generally, it takes about seven days to get the approval. The following
steps are required for name approval:
You have to file an application in From No. 1A with the registrar of Companies
(ROC) of the state in with the Registrar Office of the Company is proposed to be
situated. The application is to be signed by one of the promoters and must contain
the following details:
Minimum 2 alternative names for the proposed company. (The name can be

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coined names from the objects of the company or the directors, etc. but should
definitely be indicative of the main object of the company. Justification for the name
needs to be specified along with the application).
Names and address of the members (minimum 7 for a public company and 2
for a private company).
Authorized capital of the company (Minimum Rs. 5 Lac for a public company
and Rs. 1 Lac for a private company).
ii) Main objects of the Company
On submitting the application, the ROC scrutinized the same and sends the
approval/objections in about 10 days to the applicant.
iii) Director Identification Number (DIN)
Directors for an Indian company, both Indian and foreigners, must register
and get identification number under the new requirements. It is called Director
Identification Number (DIN). The application needs to be filed online.
The form along with the supporting documents (PAN Card & Residence
proof duly attested by CA, Notary or Gazette Officer) is to be sent to the offices
designated by respective ROCs.
The fee for obtaining DIN can be deposited online or deposited in banks
authorized for this purpose.
iv) Digital Signature Certification (DSC)
Directors for an Indian company, both Indian and foreigners, are also required
to get Digital Signature Certificate (DSC). DSC is required for all Directors or
authorized representatives of any Company as well as the professionals who will
sign ROC forms or documents.
9.3. 2 Memorandum and Articles of Association (Memorandum and Articles
respectively)
While the Memorandum states the main, ancillary/subsidiary and other objects
of the Company, the Articles contain the rules and procedures for the routine conduct

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of the Company. The Memorandum also states the authorized share capital of the
Company and the names of its first directors.
Memorandum and Articles also need to be stamped. The stamp duty depends
on the authorized share capital.
9.3. 3 Documents required to be filed with ROC
The following documents are required to be submitted to the ROC:
Memorandum and Articles – These are required to be executed by the
promoters in their own hand in the presence of a witness in quadruplicate stating
their full name, father’s name, residential address, occupation, number of shares
subscribed etc.
Form No. 1 – This is a declaration to be executed on a non-judicial Rs. 20
stamp paper by one of the directors of the Company or other specified persons such
as attorneys or advocates stating that all the requirements of the incorporation have
been complied with.
Form No. 18 – This is to be filed by one of the directors of the Company
informing the ROC of the registered office of the Company.
Form No. 29 – This is the consent obtained from all the proposed directors
of the Company to act as directors of the Company. (Not required in case of private
Company).
Form No. 32 – This states the appointment of the proposed directors on the
board of directors from the date of incorporation of the Company and is signed by
one of the proposed directors.
 Name approval letter in original
Power of Attorney signed by all the subscribers to Memorandum authorizing
one of the subscribers or any other person to act on their behalf for the purpose of
incorporation and accepting the certificate of incorporation.
Power of Attorney in case of a subscriber who has appointed another person
to sign the Memorandum on his behalf.

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  Applicable filling fees
These documents need to be filed online first and then a physical copy should
be submitted to the ROC.
9.3.4 Certificate of Incorporation
After the above documents are filed, the ROC calls the attorney on a specified
date for scrutiny and making corrections, if any in the Memorandum and Articles
filed. On complying with the same, the certificate of incorporation is sent by post to
the registered office of the newly registered company.
Web resource: [Link]
9.3.5 Income Tax related compliance
 Permanent Account Number (PAN)
After incorporation, the company must obtain its PAN. For this purpose, an
application needs to be filed with the Income Tax Department in Form 49A with the
necessary documents. PAN is mandatory for opening of Bank Account, filling of
Income Tax returns and various other financial transactions.
 Tax Deduction Account Number (TAN)
After incorporation, the Company must also obtain a TAN. For this purpose,
an application needs to be filed with the Income Tax Department in Form 49B with
necessary documents. TAN is required for depositing of TDS/TCS.
Web resource: [Link]
 Other Tax Compliance
 Value Added Tax
VAT registration is required for a trading business. This is to be applied for
to the local Sales Tax Department in the prescribed forms along with specified fees
and necessary documents. On completion of the formalities, a Tax Identification
Number (TIN) is granted.

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  Professional Tax
It is a tax on profession (including employment). Professional tax is applicable
in some states in India and the rate of tax also varies from State to State.
 Service Tax
Service tax is applicable on an entity which is engaged in providing prescribed
services. There are more than 100 services on which service tax is currently applicable.
The rate of service tax presently is 10%
Web resource: [Link]
9.3.6 Labour Laws
 The Shops and Establishment Act
The Shops and Establishment Act is a state legislation and, thus, each state
has its own rules for the Act. The objective of this Act is to lay down statutory
obligation and rights of employers as well as the employees. Registration of shop/
establishment is mandatory withing 30 days of commencement of work.
 Employees Provident Fund Organisation
Provident fund registration is compulsory if the size of your workforce is 20
or more. The employer is required to provide necessary information to the concerned
regional employees Provident Fund Organisation (EPFO) in the prescribed form for
allotment of Establishment Code Number.
 Employees State Insurance Corporation (ESIC)
Employees’ State Insurance Scheme of India is an integrated social security
scheme tailored to provide social protection to workers in the organized sector and
their dependents in contingencies such as sickness, maternity or death and
disablement due to an employment related injury or occupational disease.
The ESI Act, (1948) applies to the following categories of factories and
establishments in the implemented area:
Non-seasonal factories using power and employing ten (10) or more persons.

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 Non-seasonal and non-power using factories and establishments employing
twenty (20) or more persons.
The employer is required to provide necessary information to the concerned
regional ESI department in the prescribed form for allotment of Establishment.

9.4 SUMMARY
The starting of a new business required some legal formalities. An
entrepreneur firstly gets approval of name, DIN, DSC, Memorandum and article of
association. The Form No. 1, 18, 29, 32 are required to submitted with ROC, further
certificate of incorporation is need to be submitted in registration office. After
incorporation PAN and TAN must be obtained. Further, VAT registration, professional
tax and service tax should be paid. Lastly, some labour laws are also required to
consider for getting registration of incorporation.

9.5 GLOSSARY
 Incorporating: Formed into a legal organisation
 Commencement: To begin
 Allotment: The process of giving

9.6 SELF ASSESSMENT QUESTIONS

1. What are the various legal requirements for setting up a new venture.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss Income Tax related compliance need to be considered during
registration.
___________________________________________________________
___________________________________________________________
___________________________________________________________

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9.7 LESSON END EXERCISE
1. Write the full of:
i) VAT ii) TAN iii) ESIC
v) PAN v) TIN vi) EPFD

9.8 SUGGESTED READINGS

 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.

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UNIT –II LESSON - 10
BUILDING THE BUSINESS PLAN

PRODUCT PROTECTION, PATENTS, TRADEMARKS &

COPYRIGHTS; EXIT STRATEGIES AND ETHICAL ISSUES
IN SETTING NEW VENTURES

STRUCTURE
10.1 Introduction

10.2 Objectives

10.3 Patents

10.4 Trade Mark

10.5 Copyrights

10.6 Exit Strategies

10.7 Ethical Issues in starting a New Business

10.8 Summary

10.9 Glossary

10.10 Self-Assessment Questions

10.11 Lesson End Exercise

10.12 Suggested Readings

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10.1 INTRODUCTION
Product Protection: Patents, Trademarks, and Copyrights
Most entrepreneurs will not be inventors, at least not in the classic sense of
following in the footsteps of Thomas Edison, but all entrepreneurs are concerned
with protecting their ideas. When those ideas relate to new products, unusual
processes, unique designs, or biological innovations such as new plants, understanding
patent law becomes paramount. When entrepreneurs want to protect unusual brand
names or establish ownership of intellectual property, then understanding trademarks
and copyrights is vital.
Federal laws pertaining to patents trademarks and copyrights are not
complicated. Many entrepreneurs file their own patent claims or prepare the
documentation for trademark or copyright protection without professional help from
attorneys or patent agents. However, it is always wise to have professional assistance
and although the laws are simple, filing procedures can be complex. In this chapter,
we examine patents, trademarks, and copyrights to better prepare individuals for
dealing with these issues, but the chapter is not intended to make students legal
experts. When help is needed, entrepreneurs will want the best available, and there
is a great deal of assistance available from government agencies and patent attorneys.

10.2 OBJECTIVES
After going through the lesson you will be able to understand product
protection by:
 patents
 trademarks
 copyrights

10.3 PATENTS
A patent is a grant of a property right by the government to an inventor. It is
issued through the U.S. Patent and Trademark office by the Commissioner of Patents
acting under authority of the U.S. Department of Commerce. The most common

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type of patent is called a utility patent, and it is granted for 17 years. Several other
types of patents are described later and each has different requirements for filing
with various periods or patent protection. All patents, however, have the distinction
of being assets with commercial value because they provide exclusive rights or
ownership to patent holders, their heirs, and assigns. (An “assign” is anyone who
might be assigned ownership or rights through sale or license or a patent). Congress
was empowered to enact patent laws under Article I, Section g of the Constitution,
and today, we follow revisions in patent laws enacted July 19, 1952.
Patents are exclusive property rights that can be sold, transferred willed
licensed or used as collateral much like other valuable assets. In fact most independent
inventors do not commercialize their inventions or create new products from their
ideas. Instead, they sell or license their patents to others who have the resources to
develop products and commercial markets.
Patent law stipulates broad categories or what can and cannot be patented
and in the words of the statute, any person who invents or discovers any new and
useful process, machine, manufacture, or composition of matter, or any new and
useful improvements thereof, may obtain a patent. There are several crucial words
and phrases in the statute that have specific meaning to determine what can be patented
and what must be included in a patent application.
 Tests of “New” and “Useful”
Anything that is patentable must be new and useful. Many applications fail
one of these two criteria. Patents are filed and later turned down, for example, because
ideas behind them have previously been registered or because they have become
public knowledge: they are not new. The inventor may have failed to uncover a prior
patent or undermined his or her own patent rights by marketing the product before
making a patent application. The law specifies that an item cannot be patented if it
has been marketed for a period of more than one year prior to application. This
provision also extends to advertising or publishing information about the item.
Therefore, if an inventor publishes his or her findings and waits a year before filing
a patent, the Patent Office will deny the application.

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 The item must also be useful: that is, it must have some demonstrated function.
“Contraptions” without some justifiable usefulness other than curiosities fail the
criteria. The Patent Office has a pet example of a product routinely turned down for
not being useful. It is the perpetual motion machine. Apparently inventors have filed
applications on a regular basis for perpetual motion machines when, in point of fact,
perpetual motion is a physical impossibility. If the Patent Office is not convinced
that an invention will do what it is supposed to do, the patent will be denied.
Exhibit 10.1: What Can Be Patented
Processes Methods of Production, research, testing, analysis and other
technologies with new applications.
Machines Products, instruments, machines, and other physical objects
that have proved useful and unique.
Manufactures Combinations of physical matter not found in nature
fabricated in unique and useful applications.
Compositions of matter Chemical compo unds, medicines, and bot anical
compositions that do not exist in nature in an uncultivated
state, nor those that could evolve in nature, that are new and
useful.

10.3.1 What can be patented?

The terms noted so far do not reveal the nature of patentable inventions. We
will describe several categories of inventions momentarily, but first. We discuss’
what can be patented. These classifications are summarised in exhibit above.
The word process as used in patents refers to new methods of manufacturing
or new technological procedures that can be validated as unique. For example, the
process of electrical power transmission was unique when patented. A new method
of splitting genes was patented. A new process of testing blood samples was patented,
and the process of using radar was patented. In each instance, there was not a specific
“product” (no physical object identified by the patent), but each process was
documented and subsequently demonstrated as being workable, new, and useful.

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 The word machine in patent law means that the patent application is for a
specific physical item. Most of us think of patents for physical products, and this is
the stereotype of all patents. Once again, it has to be new and useful, not merely a
work of art or some curiosity. Prior to the 1952 revision in patent law, a prototype of
the product had to be developed, and in many instances, the Patent Office inspected
the prototype to validate its function and usefulness. Prototypes are unnecessary
today, but there are very specific requirements for technical drawings that accompany
patent applications.
The word manufacture refers to physical items that have been fabricated
through new combinations of materials or technical applications. In most instances
the application must explain how the product is made, including materials,
manufacturing processes and any additional modifications that the inventor wants
to include for protection under the patent grant.
The law also permits patenting compositions of matter. This category in patent
law relates to chemical compounds such as synthetic materials, medicines, cosmetics,
fertilizing agents, and biogenetic catalysts. Simply having a mixture of ingredients,
however, does not constitute a patentable composition. It follows that a great many
medicines and other mixtures of known ingredients do not have patents. The
composition must have a new ingredient often itself patentable, or be a synthetic
creation, such as polyacrylamide, one of the synthetically created has materials used
in plastics. An important exemption, imposed by the Atomic Energy Act of 1954
excludes the patenting of inventions solely in the utilization of nuclear material or
atomic energy for weapon.
10.3.2 Type of Patents
Patent law provides for three categories of patents: utility patents, design
patents, and plant patents. There are no other proper names or categories of patents;
however, one often hears an inventor speak of obtaining a “product” patent or a
“process” patent. Both of these are normally called utility patents. In some instances
they will be design patents, and for botanical creations they are issued as plant patents.
These are described in the following paragraphs and in Exhibit 10.2 below, as an
introduction to patent requirements of Title 37, Code of Federal Regulations.

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 Exhibit 10.2: Types of Patents in the United States
Utility patents Granted for processes, machines, manufactures and
compositions, not including botanical creations with a
protected period of 17 years.
Design patents Granted for any original ornamental design for an article
of manufacture with protected periods of 3.5, 7 or 14
years.
Plant patents Granted for botanical creations that have been a sexually
reproduced and do not exist in nature with a protected
period of 17 years.

i) Utility Patents
A utility patent is granted for new products, processes, machines, methods or
manufacturing and compositions of matter. This category excludes most botanical
creations related to plant and agricultural use. The utility patent is granted for 17
years, and because it is the most common patent sought by inventors, the patent
application process described later in the chapter focuses on utility patents in the
United States. Similar patents can be filed in more than 80 countries, and there are
joint utility patent protection rights that can be obtained for international regions
such as the European Economic Community (EEC). A utility patent obtained in the
United States extends to all U.S. States, territories, and possessions. These include,
for example, the U.S. Virgin Islands and the Marshall Islands in the South Pacific.
 Design Patents Protect Ornamental Distinction
The bicycle was invented in Scotland nearly 200 years ago, and the idea of
cycling for exercise and fitness is not patentable, however, with the fitness craze,
dozens of manufacturers have introduced hundreds of stationary bicycles that use
similar principles of dynamic tensions, to equip health salons, homes, and business
exercise centers. The models are designed in such a way to appear different and
unique, and they have a wide range of prices, attributes and markets. By obtaining

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design patents, companies differentiate their products and protect market niches
from cloning companies that might replicate successful products- and undercut
markets- through cheap labour and materials in foreign factories.
ii) Design Patents
Design patents are granted for any new or original ornamental design for an
article of manufacture. A design patent protects the appearance of the article not the
article itself. An inventor could easily register both a utility patent and a design
patent, but the design patent has a limited life. Design patents can be obtained for
3.5, 7 or 14 years. Entrepreneurs can select the period of time for protection in order
to commercialize designs and to realize the benefits of their ingenuity. The benefit
of a design patent is that the ornamental nature of the patent may be a distinguishing
feature that allows an individual to have exclusive use of visual imagery, thus
enhancing sales or creating brand identification. For example, a new golf putter will
not be granted a utility patent because golf putters have been around for two centuries,
yet a new design that changes the physical appearance of the golf club may be granted
a design patent.
iii) Plant Patents
In botanical terms, any new variety of plant that has been asexually reproduced
can be granted a plant patent. The new plant must not exist in nature or in an
uncultivated state. Therefore, new plants, mutants, hybrids and seedlings may be
patented, provided the inventors can satisfy the Patent Office that the new plant did
not evolve from nature. This is a rather narrow definition, yet hundreds of patents
have been granted for unusual hybrid roses, ornamental trees, shrubs, food grains
and an assortment of special-purpose grasses, herbs and vegetable plants. A plant
patent provides the same protection as a utility patent for 17 years.
10.3.3 Disclosures
An important service provided by the Patent Office is limited protection
through the Inven1tion Disclosure Program. As a first step in seeking protection
from the Patent Office, most inventors file a document disclosure statement. This is
simply a statement made by an inventor to register an idea with the U.S. Patent and

236
Trademark Office. It will be retained for two years, then destroyed unless a reference
is made to the disclosure in a patent application.
A disclosure is made by writing a letter setting forth the idea. The inventor
should explain what the item is, that it is new and useful, how it is to be used, and,
generally, how it is expected to be made. The letter should have an accompanying
photograph of the item, sketches that illustrate the process, product, or plant, and a
declaration by the inventor that it is his or her idea. The drawings need not be formally
drafted blueprints. In fact, the Patent Office refers simple illustrations that can be
photocopied a folded o dimensions not to exceed legal-sized paper. The inventor
must enclose a self-addressed envelope and a fee of $10.
Fees change periodically, but the cost of the disclosure is unimportant. The
fact that the inventor has been able to officially register his or her idea is important.
The Patent Office takes absolutely no position as to the patentability o an
item registered under the disclosure program, but the documents will be stamped
with a date ad file number. This procedure provides evidence for an inventor to
bring to court against a conflicting claim or against a person trying to infringe on the
idea. It also provides a legal priority of claim for an invention and allows an inventor
some measure of security while the idea is developed well enough for a patent
application.
10.3.4 Who may apply for a patent?
According to patent law, only an inventor may apply for a patent but this rule
has several refinements. If an inventor dies before making an application, the executor
or legal administrator of the estate can file for a pant on behalf of the deceased to
protect the interests of heirs. If a person is insane or incapable, a guardian may file
for the inventor.
When two or more persons have a joint interest, the patent must be filed in
all names of parties as joint inventors. There have also been instances when an
inventor has refused to file, or has disappeared, and a joint inventor has filed in both
names.
Anyone filling for a patent must swear by oath or make a formal declaration

237
that he or she has a proprietary interest in the invention. Merely having an investment
in another person’s invention is insufficient. Individuals must have been involved in
creating the item being patented. No officer or employee of the U.S. Patent and
Trademark Office can apply for a patent or acquire an interest in a patent except
through bequest or inheritance. In addition, anyone filling for a patent who is not the
inventor is subject to criminal penalties.
10.3.5 The Patent Process
When an idea is first reduced to sketches on paper, or when it is mocked up
in crude fashion, a disclosure should be filed. This is a measure of insurance that
precedes actual patent work and it provides legal recognition for an aspiring inventor.
If someone else takes the sketches or steals the idea, at least there is some evidence
on record. The filing of the disclosure is ideally done “at the earliest stage of the Idea
generation” phase. The patent process, shown in Figure 10.1 below is typical of a
utility patent.

FIGURE 10.1: THE PATENT PROCESS

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The actual patent process begins with a patent search, a when the search reveals no
similar item under patent protection then a patent application can be made. An
application goes through several stages of development before a patent is issued.
There are three stages that represent the status of a patent application. The first is a
patent file status, meaning that an inventor has officially made application, but that
no action has been taken one way or the other by the Patent Office. The second is a
patent pending status. This is often referred to as “patent applied for” status. The
terms imply that an application has been recorded and the patent examined
successfully by the Patent Office. At this stage a patent has not yet been issued
pending any counter claims or third-party objections. His status is not something
officially granted by the Patent Office. It is simply a means of communication used
by the inventor to inform the public that an article being test marketed (or actually
sold) is on file in a pending status with the Patent Office. The final stage is patent
issued. The inventor receives full documentation in what are called “letters patent”
of a successful application by the Patent Office.
 The Patent Search
A patent search is required to determine whether an inventor’s creation already
exists and remains actively protected under the law. Most inventors will retain a
patent attorney experienced with the search process. The attorney will do all legal
work from search to finalization of the patent. However, the search process is the
same whether done by an attorney or by an individual. Someone has to conduct
research at the Scientific Library of the U.S. Patent and Trademark Office in Arlington,
Virginia, or one of the 56 regional Patent Libraries located throughout the United
States. In each location, there is a Search Room that contains U.S. patent information;
however, the extent of information in each library varies. Some will have all patents
issued since 1790, others trace patents to 1836 and still others maintain. Only recent
patent information with cross-reference indexing. These regional libraries are called
Patent Depository Libraries, and those in major cities will summarize most
information maintained in Arlington, where formal records and original documents
are maintained.
The Arlington office is just across the Potomac River from downtown

239
Washington, DC, and it has a Record Room where the public may inspect records
and files of any issued patent. The Patent Office Library in Arlington has more than
120,000 volumes of scientific and technical books in various languages, nearly 90,000,
bound volumes of periodicals, official journals from 77 foreign patent organizations,
and summary patent information on approximately 12 million foreign patents. All
these are supplements to the U.S. register of more than 500 major classes of patents
with 200,000 sub classifications. Although this system may sound like a night mare
for the individual inventor, the Patent Office has an excellent classification system
with expert staff to help in the search process. A wealth of information can be obtained
without too much expense. In addition there are government services available to
search beyond patents for public domain inventions, to access government documents
and to advise on the search process.
 Preliminary Search
The first step is to complete a preliminary search that scans patent summarizes
for prior claims or inventions. Inventors, or their patent attorneys, access patent
records try to be diligent to unearth prior patent (or patents with similarities to the
invention) then make a judgment call whether to proceed with an application. A
preliminary search may not uncover all prior claims and a patent may be denied later
by an examiner who does make a thorough investigation. The preliminary search
may also miss something because few individuals actually search the main records.
In most instances the search is done through an online computer data bank using
keywords to sift through classification. Consequently, an inventor of a new dental
instrument may put “dental instrument” into the computer and get several thousand
patents to review but miss dental instruments called “probe” that exist in another
classification. However, searching on “probe” is likely to get everything from space
satellites to acupuncture needles. Some adroitness at word searching is necessary.
 Collecting Search Documents
Anyone can obtain hard photocopies of patents or photo facsimiles of
summary sheets, drawings, and data on microfilm, abstracts and information
maintained in scientific and technical journals. The Patent Office charges a small
fee for these services but the convenience is remarkable. Nearly all major sources of

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information within the Patent Office system can be accessed through one of the
regional depository library.
 Making the Patent Application
An application is made after the preliminary search, and it is sent to the
Commissioner of Patent and Trademarks. There are three main parts to the application.
The first is a written document that comprises a description of the invention, its
specifications, and “claims.” A claim is a specific description of the item and how it
works. Some inventions have literally hundreds of claims about what they can do or
how they can work. When a patent is issued, it may have some of these claims
rejected. In any event, the inventor will want to provide complete information about
what the invention is to do and how it is to be used. The second part of the application
is a set of drawings. When an application is made, these drawings can be rather
crude, but they must be accurate, drawn on flexible material (i.e., foldable white
paper as opposed to fiberboard or plastic film) and able to be photocopied. The third
part of the application is a formal oath or declaration by the inventor. These items
are bundled together and accompanied with an application fee. When the Patent
Office records the transaction as being a “complete application”, a file number is
assigned and the inventor notified.
 The Written Document
Patent attorneys maintain standard application forms and typically use legal
or standard size paper for describing the invention. Individuals can write their own
applications, but they must conform to Patent Office guidelines. This document will
be at least several pages long and contain at least five sections’.
A formal declaration that identifies the inventor what type of patent is being
applied for, a summary of prior applications (if any), and a statement that the inventor
is claiming that the idea is original.
A brief history that describes how the invention evolved, the background of
its development, evidence of testing or certification, and how it was devised.
An abstract that describes what the item is and how it works. An abstract can
be very brief, perhaps only several lines or one paragraph.

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 A thorough description that carefully itemizes the invention’s working parts,
how they are made, and how the item is used. A description usually refers to associated
drawings with extremely detailed information about parts, materials, specifications,
and methods of manufacture.
A description of claims that individually lists each modification, use, or alter
native material, method of manufacture, or feature that is being claimed for patent
protection by the inventor. An inventor must specify at least one claim because a
patent will be based on the claims requested, not on a general description. A
complicated device however, may have hundreds of claims in order to protect an
inventor who wants the latitude to substitute materials, Parts or processes and who
may find new uses with further development.
The written document may have several other sections. For example, if a
patent attorney or patent agent is involved then the inventor must give the attorney
or agent a power of attorney to act on behalf of the inventor with the Patent Office.
Without a power of attorney, a patent lawyer or agent cannot access the inventor’s
records or conduct any business with the Patent Office pertaining to the application.
In many instances, a patent application will have an assignment whereby the
inventor assigns title and rights to a third party. For example, an individual may file
an application on an invention made through his or her company. The assignment
would be to the company for which the inventor works. Assignments can be made to
any legal entity, and the effect of an assignment is to have letters patent granted
directly to the assignee when a patent is successful.
 Drawings
The application need only contain simple, but accurate, hand drawing of the
invention. These can be done by the inventor and there in seldom a need for extensive
engineering blueprints. Later in the patenting process, the Patent Office will require
formal drawings, and the inventor will most likely have to contract the drafting
work to someone who completely understands complex specifications for a final set
or illustrations.

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  Oaths or Declarations
The Patent Office will provide standard forms for oaths and declarations,
and while most patent attorneys have their own forms, the law only requires that
inventors make an oath or declaration that they believe they are the original and first
inventors of the item. The Patent Office has additional rules for oaths and declarations
to reveal prior claims, foreign patent applications, and allegations about claims (e.g.
what the invention is supposed to do). The inventor must sign the application together
with joint inventors, and although standard forms usually have provisions for a notary,
the declaration does not have to be notarized to be legal.
 Patent Filing Fees
Currently, the basic filing fee for a patent application is $340 but there are
additional fees that vary substantially with the complexity and number of patent
claims. Realistically, filing fees can approach $800: however there is financial relief
for inventors classified as “small entities”. A small entity is a sole inventor, a small
business, or a nonprofit institution, but to qualify, the applicant must file a verification
form that has to be approved by the Commissioner of Patents and Trademarks. If
qualified, a small entity pays only half the normal filing fee.
Patent filing fees do not include patent attorney fees or other costs of patent
search, patent agency work, preparing drawings, and so on. For a simple invention,
the total cost of an application might well exceed $2000.
10.3.6 Patents in Perspective
Applying for a patent can be far less painful than it seems. In fact the Patent
Office can be extremely helpful with document forms, instructions, and personal
advice to lead the least even the least experienced entrepreneur through the maze.
No one at any patent office or facility can recommend patent attorneys or patent
agents” but there is a roster of attorneys registered with the Patent Office. Many
communities have attorney referral services, but it is important to note that all
attorneys and patent agents must be formally recognized by the Patent Office in
order to represent an inventor.
An interesting service provided by the Patent Office is assistance in marketing

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a patent. Since a patent is a valuable asset, inventors can often sell their patents, and
the Patent Office provides a published list of new patents for sale in the Official
Gazette. This is a widely circulated to Jet of new inventions, and it costs only $6.00
to have a patent included.
At state and local levels, there are also many government-sponsored agencies
anxious to help market inventions. State economic planning agencies for instance,
are always on the lookout for new patents that have commercial potential for local
potential development. Local manufacturers’ associations, industrial development
groups and university centers are also excellent sources of help. The U.S. Department
of Commerce maintains special staff support agencies for giving inventors assistance,
and the Small Business Administration has an extraordinary array of information
ranging from how to write a disclosure to samples of technical patent application
drawings.

10.4 TRADE MARKS

The registration of trademarks must conform to the Trademark Act of 1946.
However, trademarks are protected by common law so that an individual does not
have to register a trademark formally to establish the validity of ownership. It is
important to note that registration with the U.S. Patent and Trademark Office
establishes legal documentation that can be used in court. Without registration, the
privilege of ownership is subject to contention in a civil action between the parties.
It follows that registration is a reasonable course of action.
 Defining Trademarks and Service Marks
As defined in Section 45 of the 1946 act, a trademark “include any word,
name, symbol, or distinguishing device, or any combination thereof adopted and
used by a manufacture or merchant to identify his goods and distinguish them from
those manufacture or sold by others. Trademarks can be names used in commerce,
such as Coke, clearly trademarked by Coca-Cola Corporation. A trademark can be a
symbol, such as Apple Computer Corporation’s unusual apple with a bit in the side.
Distinguishing devices can be artistic renderings of corporate products, such as the
wild mustang horse for the Ford automobile, the intricate shield and eagle design

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used on beer cans by Anheuser-Brusch, Inc., or insignia designed for NFL football
teams.
An important qualification for trademarks is that the mark, name, or insignia
must b used commercially. Consequently, a logo not actually used in trade may be
denied registration and one that was registered but out of use for an extended period
of time may lose registration protection. Also, a company name cannot be registered
as a trademark, but it can be registered as a service mark. To be eligible for registration,
a distinguishing mark must be used in commerce on a continuous basis. For example,
the trademarked name has been in continuous use since its inception.
A trademark is granted through the U.S. Patent and Trade mark office for a
period of 20 years. A trademark can also be renewed for an additional 20 years as
long as it has not become generic, and as long as it has remained in continuous use.
Protecting a trademark can be complicated, and companies such as Coca-Cola
Corporation will make sure that whenever their trademarks are used in public
communication, traders are clearly informed of the trademark. Those who infringe
on trademarks or counterfeit them are guilty of misappropriation. Although this is
not a felony, offenders can be brought to civil court, enjoined to stop using a trademark,
and sued for damages resulting from its misuse. The assumption of misappropriation
is that a company’s goodwill and reputation can be damaged by infringement,
subsequently leading to business losses.
A service mark is similar to a trade mark and can be registered in the same
way with the same protection. A service mark can be a name, wording used in
advertising, symbols, or artistic figures that create a distinctive service concept.
Therefore, the unique lettering of the abbreviation “IBM” FOR International Business
Machines coupled with a design and a specific blue color cannot be replicated by
another firm.
Trademarks and service marks are limited in a number of ways, such as not
being permitted to depict flags or insignia of the United States or any state,
municipality, or foreign nation. They cannot comprise immoral or deceptive matter,
and they cannot disparage others. Qualifying for federal registration is more
complicated than indicated here, and it is advisable to make a formal search (similar

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to searching a patent) before filing a trademark application. This is far less complex
than searching a patent, and anyone can access records maintained in the Trademark
Search room in Arlington , Virginia.
10.4.1 Filling to Register a Trademark or Service Mark
There are three major parts to a formal application, but filling is not a different
procedure. The process is depicted in Figure below. First, a standard form can be
obtained from the Patent Office for making a written application. Second, a drawing
of the trademark or service mark must be provided. Third, specimens or facsimiles
of the mark must be included. With the package complete, a filing fee must be
included. The basic application fee is currently $200, but there can e additional fees
depending on the complexity of the registration.
 Written Application
Using a Patent Office standard form (or simply writing the application on
legal-size white paper), an applicant provides conventional information such as name,
address, citizenship, identification of partners, and corporate name. Also, the applicant
must make a declaration clearly stating the individual or company that claims
proprietary ownership. In addition, the applicant must declare that a mark has been
adopted and explain how it is being used commercially.
There are several dozen categories of trademarks, These are called classes of
trademarks, and the applicant must select the appropriate class for filing. For example,
a trademark for laundry soap is in Class 3, and a photographic trademark is in Class
9. Coffee is in Class 30 and entertainment marks fall into Class 41. It is not uncommon
to have a trademark registered in several classes (but to do so costs additional filing
fees). A photographic trademark, for example, might be used in camera manufacturing
television movie, games. Disney Inc. has nearly everything the company creates
trademarked in multiple classification (entertainment characters as manufactured
toys, clothing, games, candies, glassware, photographs, and so on).
The application must establish a date on which the trade mark was first used
commercially. This defined the beginning of the term of protection in the event of
any modifications or disputed claims. The applicant must make an oath or formal

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declaration that he or she (or the organization for which the trademark will be issued)
is the originator and therefore has the right to use the trademark in commerce. Then
the application is signed by the individual, corporate officers, partners, owners of
firms, or association officers, and it is notarized.
 Drawings
A formal drawing of each trademark must be submitted on plain white paper
(such as a good –quality bond) and permanent black India ink used to pen the lines.
The drawing cannot have erasures or “whiteout” or multiple colors. Standard size
typing paper is preferred, and there are certain format restrictions for identifying the
mark, applicant, and dates of commercial use. This procedure does not require
engineering credentials or special skills other than to provide an accurate rendering
of the mark one wishes to protect.
 Specimens
Five specimens of actual trademarks or facsimiles must be submitted with
the application, but it is not necessary to submit specimens of all commercial uses or
all intended uses. (Imagine what a task that would be for Disney, Inc.). Facsimiles
are allowed because actual specimens can seldom be filed in a folder; labels for
designer jeans and the Academy Awards Qscar figurine, for example, are registered
through validated photographs. Facsimiles can be artistic renderings, reproduction,
or photographs. Specimens and facsimiles must be capable of photo coping and fit
to a legal size format.
 Obtaining and Verifying Trademarks
Once an application is successful, the Patent Office will register a trademark,
send three copies of the registration to the applicant and date the trademark for
tracking the 20-year protection limitation. That’s it. The entire process can usually
be accomplished inexpensively and rather quickly (a matter of a few months in most
cases). The patent Office Official Gazette contains a trademark section that lists
trademark registrations on a weekly section that lists trademark registrations on a
weekly basis. Clearly, there can be complicated trademark registrations, and the
search, application, and verification process can assume enormous proportions,

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particularly if one is applying for foreign trademark rights or filing for multiple
classifications of a single trademark.

FIGURE 10.2: FILLING FOR A TRADEMARK

10.5 COPYRIGHTS
Copyrights are similar to patents in establishing ownership and protection
for creative endeavor, but they pertain to intellectual property. Copyright law in the

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United States is predicated on English Common Law and the 1710 Statue of Anne
that gave special protection rights to writers, artists and composers. These rights
were subsequently written into Article I of the U.S. Constitution to foster creativity
and stimulate intellectual endeavor. The description in this text is based on the latest
legislation, the Copyright Act of 1976.
10.5.1 The Essence of Copyrights
A copyright is distinct form patents and trademarks in that intellectual property
is protected for the life of the originator plus 50 years. This protection affords an
extraordinary property right and a substantial estate. Copyrights are granted through
the Copyright Office, an extension of the Library of Congress, and application is
made after intellectual property is published but before it is made available to the
public. This unusual practice is derived from common law doctrine that requires
property to be in final published from before it is copyrighted. Therefore, a printed
copyright statement will appear on material before registration occurs.
A copyright extends protection to authors, composers and artists and it relates
to the form of expression rather than the subject matter. This distinction is important
because most intellectual property has proprietary information in terms of subject
matter, and if that property cannot be patented, the copyright only prevents duplicating
or using the original material. This prohibition does not prevent another person from
using the “subject matter” and then rewriting the material. For example, the concept
of an electronic spreadsheet (subject matter) is not protected: however, the software
program devised to create the spreadsheet (form of expressive) is protected by copy
right. This subject has become extremely controversial for computer software
programs, which are usually copyrighted but not patented.
Visual materials under copyright protection are photographs, paintings,
sculptures, poems, articles, stories, books, music, sound recordings, motion pictures,
audio-video works, periodicals, computer punch cards, microfilms, pantomimes,
and choreographic works. These can be accurately differentiated from similar works.
Copyright law extends to literary and dramatic efforts, so that performances and
recording rights also can be protected. In some instances, new copyrights can be
obtained for old material, if the new use represents a new form of expression. This

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point is illustrated in the accompanying profile of Thom EMI, the recording company
that handled the Beatles.
10.5.2 Material Exempt from Copyright
The first rule of establishing a copyright is that the material must be
copyrighted by an unequivocal statement before the published material is offered
for sale or made public. Consequently, if an author writes a story, publishes it and
offers it for sale, then seeks a copyright, it will be denied. In fact, no one can copyright
the story at that point: it has passed into “public domain,” and anyone can have
access to, use, or copy the story, Material exempt from copyright includes all
government in the normal course of their duties. Also, a “blank form” or an “idea”
cannot be copyrighted. As a general rule, anything that lacks creative authorship
cannot be copyrighted. Thus, slogans, colors, variations on lettering, titles, formulas,
measurements, or translations of existing materials have too little creative value to
qualify. Mathematical formulas are exempt because they express a “state of nature,”
not a creative human endeavor.
10.5.3 Fair Use and Limitations of Copyright Protection
Through court interpretations, a concept of fair use has been established so
that copyright material can be used and copied within limitations. For example,
most scientific papers and textbooks build on previously published and copyrighted
work. Educational researchers and teachers are expected to make extensive use of
previously published materials, either building on prior knowledge to extend their
own research or disseminating information to students. As a result, the law allows
use of copyrighted information for education within certain stipulated guidelines. If
more than 10 percent of a short copyrighted article is quoted or copied, for example,
written permission usually is needed from the copyright owner. For longer works
such as a textbook, permission may be required for 50 word quotations and, the
copyright owners may require payment and attribution for granting that permission.
Reproduction of a copyrighted work for criticism, comment, scholarship research
and classroom teaching is considered fair use, not an infringement of copyright.
The doctrine of fair use was established to encourage dissemination of

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intellectual property. To that end, scholars are encouraged to draw on published
information without under restrictions. Authors are expected to extend past knowledge
into future essays. Teachers are given a great deal of latitude to copy materials for
classroom use. These uses are considered essential to “diffuse” knowledge for the
benefit of society. When these efforts are not for commercial gain, the doctrine of
fair use will be extremely liberal. When a user can realize a commercial gain, the
doctrine is interpreted more closely to protect the copyright owner’s interests.

FIGURE 10.3: OBTAINING A COPYRIGHT

Once a copyright declaration has been printed on material, a formal filing
process will proceed as illustrated in Figure above. However, a copyright does not
have to be filed to be valid. By printing a copyright statement on material, it is
“copyright,” provided there is no infringement on someone else’s material. Merely
writing a declaration statement, however, does not constitute a valid claim that can
be used in court. Under copyright law, there is a specific requirement that a copyright
be registered with the Copyright Office for it to be accepted in court as evidence. To
be clear about this matter, court cannot accept an unregistered claim as evidence,
nor can a court act on a copyright infringement when the copyright is unregistered.
To register a copyright, obtain from the Copyright Office a standard form, fill

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it in and submit it according to guidelines together with the filling fee. The fee is
nominal, less than $20, but varies slightly with the type of filing; until 1978 the
filing fee was always $6. In addition, two copies of the published work must be
deposited with the Library of Congress.
For artistic materials, recording, audiovisual works, computer programs, and
most other copyright deposits, there are more complicated requirements. To register
software, for example, a partial reproduction of the first and the last computer program
code is needed; exactly how much code must be reproduced and deposited is
somewhat arbitrary and varies with the length and complexity of the software program.
Requirement for books, articles, periodicals, sheet music, and similar material ar
that two copies of the published items and deposited. The deposit can be made
concurrently with the copyright tiling and the Copyright Office will document the
material, register it and give the applicant written verification. Registration is simple
is most instances, but occasionally it becomes complicated. For example, when the
creators of the electronic toy bear, Teddy Ruxpin, tried to register it, they submitted
a video-tape to establish the unusual toy movement. This was rejected by the
Copyright Office, but after several months of legal intervention, Teddy Ruxpin was
copyrighted as a “compilation of data”.
REGISTERING SOFTWARE AS INTELLECTUAL PROPERTY
The 1976 Copyright Act spells out several specific criteria for computer
programs and registered software. In addition, legislation passes in 1986 affords
greater protection for semiconductor manufacturers, and a number of states have
passed state laws to help protect software licensing. Most of these laws have yet to
be tested in the courts, but software firms have used them aggressively to pursue
injections against software pirates.
The Semiconductor Conductor Chip Protection Act of 1986 established the
right of semiconductor manufacturers to obtain a copyright in the architecture of a
new integrated circuit. This provides the owner with an exclusive right to sell, import,
dis tribute, or license a new chip for ten years. Several major manufacturers, including
Intel, Harris and Motorola, have registered copyrights for integrated circuits.
Unfortunately, critics of legislation related to the computer industry say that it is

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confusing. For example, Apple Computer Corporation and Microsoft Corporation
have been in litigation for several years, both debating uncertain laws and their
conflicting copyrights on screen display and software structure. Lotus Development
Corporation was drawn into the fray in 1989 over copyright ownership of software
interfaces.
State efforts spearheaded by Illinois and Louisiana have created so-called
shrink-wrap legislation, an effort to reduce software piracy by binding a software
license on anyone who opens a package with a protective seal on mass-marketed
software. When an individual breaks the seal (the seal usually being a plastic cover
created through a shrink-wrap process), that individual is bound to the license
provisions printed on the package. The shrink wrap issue has been upheld in court,
but it is still unclear how a user can be identified as the one who opened the wrapping.
Perhaps the most significant change in rules has been a “special relief”
provision for registering software copyrights. The 1976 Copyright Act was amended
in 1980 with passage of the Computer Software Protection act spell out how a
computer software program could be copyrighted and deposited with the Library of
Congress. Under the 1976 act, computer software was defined as a “literary work”
and to be registered, software had to be deposited in its entirety. Under the 1980 act,
software was defined as “statement and instruction” related to computer use to create
specific and unique results. Recognizing that many programs have thousands of
lines of source code, the formal requirement of submitting two copies of documents
was amended. In addition, the Copyright Office recognized that because many
computer programs contain source code that could reveal trade secrets or proprietary
information, it would be dangerous to require entire computer programs to be
deposited. Consequently, a software developer can invoke a special relief option by
depositing only a portion of each software program.
Specifically, there are three relief options. The first option is for a deposit of
the first and last 25 pages of object code and any 10 pages of source code. The
second option is for deposit of the first and last 10 pages of source code in shorter
programs where revealing any object code would compromise trade secrets. The
third option is to deposit the first and last 25 pages of source code while purposely

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obscuring any trade secret information, as long as the obscured material does not
exceed 50 percent of the deposit.
A NOTE ON TRADE SECRET
By definition, trade secrets are proprietary information used in the course of
business to gain an advantage in manufacture or commercialization of products or
services. Trade secrets can be formulas, patterns, lists of customers, data bases,
chemical compounds or combinations of ingredients for commercial products,
processes of manufacturing, or compiled information that has a specific business
application. It does not take much imagination to see how modern information systems
with integrated computer programs could contain trade secrets, hence the “special
relief” afforded to those in copyright deposits.
There is another dimension to this protection issue. Since many employees
have access to their company’s trade secrets, employees who leave can easily transfer
that information to a competitor. They can also venture out on their own to leverage
“inside knowledge” to start a new company. Software copyrights go a long way to
discourage misappropriation, and by depositing limited information with the Library
of Congress, one can substantially reduce the risk of having trade secrets
compromised. Nevertheless, this is a sensitive problem in high-tech industries where
engineers and technician change employment rather often, and where many create
their own ventures in competition with prior employers.
From an entrepreneurial perspective, those employees who leave to launch
their own companies usually do not try to misappropriate information, but having
worked in one career for some years, a person simply cannot erase his or her memory.
To the contrary, the years of experience are valuable intellectual assets, and quite
often, they have an idea or invention that is not acceptable to their employers, so that
starting a new venture is a plausible alternative.
This is precisely how Steve Wozniak came to leave Hewlett-Packard, teaming
with Steve Jobs to start Apple Computers, and there have been several claims and
counterclaims between Apple and Hewlett-Packard about the proprietary ownership
of trade secrets and software concepts. Herb Boyer and Bob Swanson, cofounders to
Genentech, leveraged years of research in other organisation to develop the technology
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of genetic engineering, and as they incorporated their new company, they actively
recruited a scientific team from major pharmaceutical competitors. No one has
suggested these entrepreneurs acted improperly, only that a transfer of technological
intelligence could have occurred.
VALIDATING PROPERTY RIGHTS
With all the ceremony attached to registering patents trademarks and copyrights
one would think that an individual has ironclad protection. That is not the case in
fact there is no presumption that any form of protection is valid until has been tested
in a court of record. A “court of record” is a higher court whose rulings are recorded
and open for public reference. The federal curt charged with applying patent law is
the court of Appeals for the Federal Circuit. The court can act on criminal infringement
cases; render judgments on patent disputes and heart appeals from lower courts.
Most copyright and trademark disputes, however, are resolved through civil court
actions (between parties) rather than through criminal proceedings.
This revelation can be quite disturbing to an inventor with patent in hand who
though his or her invention was backed by the federal government. Patent documents,
trademark registrations, copyrights and any other registration is just evidence. The
Patent Office, Copyright Office, and Department of Commerce have nothing to do
with individual cases. They do not resolve disputes or validate property rights, and
they cannot help defend a claimant. Nevertheless, registration provides very strong
legal documentation for presenting evidence in favour of ownership rights. When
there is a dispute over ownership, the holder of a registered property right (patent,
copyright, or trademark) brings suit against an alleged infringer or files criminal
charges, and then it is entirely in the court’s hands. Patent infringement is a criminal
violation; copyright or trademark infringement is not “on the surface” a criminally
charged and then sued again in a civil court for personal damages. A person who
violates a trademark or copyright is typically used in a civil action and enjoyed to
stop using the protected materials, and the violator can be held liable for any personal
damages suffered by the registered owner. Copyright or trademark violators also can
be subject to criminal charges under circumstances that relate to fraud and willful
infringement.

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ACCESSING GOVERNMENT INFORMATION
There are many ways to obtain information about patents, trademarks,
copyright and various other forms of government services. First, you can go to a
library and find source documents. Second you can write for information to one of
the controlling agencies. Third, you can make a telephone call to the Public Service
Centre in Washington, DC., and be connected to an automated information system
that will direct your call. Simply dial 703-557-4636 have a pencil and handy, and
follow instructions. You will be asked to dial an additional two numbers to specifically
access a category of information. For example, dialing 11 when instructed results in
a summary message on patents. This information includes names of documents the
Patent Office can send to you, their costs, and answers to most frequently asked
questions about patents. You can also request specific information on trademarks on
copyrights, obtain lists of Department of Commerce publications, and get assistance
to questions from personnel at the Library of Congress.
You can write directly to the U.S.. Department of Commerce, Patent and
Trademark Office, Washington, DC 20231. The Patent Office publishes two series
of guidelines, General Information Concerning Patents and General Information
Concerning Trademarks. In addition, you can obtain printed copies of existing patents
of $1.50, obtain standard forms, and obtain list of regional agencies. Information
concerning copyrights may be obtained from the Register of Copyrights, Library of
Congress, Washington, DC-20540.
Rather than printing a directory of other addresses, the best advice is to visit
the local Chamber of Commerce, where you can obtain pamphlets, forms, newsletters,
published guidelines and essential address. A comprehensive summary of assistance
provided through Chambers of Commerce is regularly updated through a strategy
handbook “Helping Small Businesses through Chambers of Commerce”. A copy of
this handbook is available through the U.S. Chamber of Commerce, 1615 H Street
NW Washington, DC 20062. Few entrepreneurs really make good use of their
Chambers of Commerce and students are always surprised by the amount of
information available. The Small Business Administration supplies Chambers offices
with a tremendous number of documents, case analyses, samples of business plans,

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forms, references, and other matter and through the SB.A and most chambers,
entrepreneurs can get a great deal of personal assistance.

10.6 EXIT STATEGIES

Exit strategies related to startup funding are quite often misunderstood. The
“exit” in exit strategy is for the money, not the startup founders or small business
owners. The company brings in money and the investors get money out. So, startups
looking for angel investors or venture capital (VC) absolutely need an exit strategy
because investors require it. The exit is what gives them a return. And the rest of us,
starting, running, and growing a business, but not looking for outside investors, will
probably need an exit eventually, but there’s probably no rush.
The exit strategy related to startup funding is what happens when investors
who had previously put money in a startup get money back, usually years later, for a
lot more money than they initially spent. For example, that’s what Crunch base was
talking about when it published The Average Successful Startup raises $41M, Exits
at $242.9M. And that’s what happened earlier when LinkedIn bought Newle: deal
terms weren’t announced but two venture capital firms had spent $2.6 million buying
shares (investing in) Newsle, and unconfirmed reports have LinkedIn paying $30
million, so we can assume the two VC firms had a happy exit pocketing a lot more
than the original $2.6 million. That’s the classic investor return on investment.
Investor exit normally happen in only two ways: Either the startup gets acquired
by a bigger company, for enough money to give the investors a return (as just happened
with Newsle), or the startup grows and prospers enough to eventually register for
selling shares of stock to the buying public over a public stock market, as happened
with Facebook in 2012 and Twitter in 2013.
Ideally, an exit strategy allows an entrepreneur to plan how to optimize a
good situation, rather than get out of a bad one, but it is used to plan for both scenarios.
Many experts also believe that a well-designed exit strategy will increase the value
of a business and help keep the company focused on making returns.
In the high-growth startup world, the exit strategy reflects the culmination of
a company’s goal and helps guide its plan to scale. If a startup’s business model

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requires equity financing from venture capitalists or angel investors, the entrepreneur’s
exit strategy is necessary to inform investors about the type of return on investment
they can expect, and how long it will take to see a return. Not having an exit strategy,
or worse, not having exit opportunities, indicate that it will be difficult for investors
to be repaid. While the strategy will certainly evolve over the years, it’s critical for
entrepreneurs to identify potential paths to liquidity and plan accordingly.
10.6.1 When is Exit Strategies Used?
An exit plan may be used to:
 Close down a non-profitable business
 Execute an investment or business venture when profit objectives are met
 Close down a business in the event of a significant change in market condition
 Sell an investment or a company
 Sell an unsuccessful company to limit losses
 Reduce ownership in a company or give up control
10.6.2 Importance of Exit Plan
 Personal health issues or a family crises
You may be affected by personal health issues or experience a family crises.
These issues can take away your focus on effectively running the company. An exit
plan would help ensure the company will be run smoothly.
 An economic recession
Economic recessions can have a significant effect on your company and you
may want your company to avoid assuming the impact of a recession.
 Unexpected offers
Large players may look to acquire your company. Even if you do not have any
intentions of immediately selling the company, you would be able to have an insightful
conversation if you have thought of an exit plan.

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  A clearly defined goal
By having a well-defined exit plan, you will also have a clear goal. An exit
plan has a significant influence on your strategic decisions.
 Exit planning offers control
Although the intention may not be to sell in the near future, unexpected offers
to purchase the business could change mind. If making profits that are higher than
anticipated already know and understand the value of the business, and the offer is a
good one, as it able to make an informed decision on whether or not to sell at that
time.
 Proactively develop the business with the future in mind
Planning strategically helps to decide what we want to achieve from being in
business. It allows to choose and secure the best types of finance, and demonstrate
to lenders that a risk worth taking.
 Need time to prepare
Selling a business is complex process that requires considerable preparation
time. You’ll want to improve your sales figures, streamline processes to encourage
efficiency, and update technology, as they all help to present an attractive proposition
to potential buyers.
 Enhances the value of the business
“Value” is a relative term, so this doesn’t necessarily mean having an exit
strategy will make a business worth more when it’s finally acquired or sold. Rather,
having an exit strategy enhances the company’s value to the current owner since
they will be guiding it toward their own predetermined preferred conclusion.
10.6.3 Key steps to Formulating an Exit Strategy
Exits are different for every company. While most will go through a similar
exit preparation process, the timing and order of these steps will vary based on each
company’s goals, values, and the ensuing negotiation. Below are several important
steps to consider when thinking about the best exit strategy for your company.

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  Consider Your Motivation
Every potential buyer wants to understand the motivation of the seller. Why
do you want to exit? What are the shareholders hoping to achieve? Having aligned
motives makes for a smooth negotiation process and harmonious transition.
 Explore Options
Research the acquisitions of any competitors or other companies in your sector
to help determine realistic fund raising benchmarks. Identify the active acquirers as
well as the companies with complementary offerings that might make strong merger
candidates. It’s also important to regularly investigate potential acquiring companies.
Research their acquisition history, the reasons behind the deals, and determine if
they meet your acquisition criteria.
 Know the Industry
A solid understanding of market dynamics is a key success factor. Some
companies become too focused on the day-to-day that they forget to ask questions
that will help them clarify their vision for the company beyond fund raising and
launch. The board of directors can help frame the big picture and figure out where
the company fits into the market.
 Focus on Revenue Growth
Startups looking to exit should focus on revenue growth opportunities. Gaining
traction within a market is one way to show that the innovation has potential. As a
startup grows, these opportunities can be developed into an actionable strategy with
the support of their board and shareholders.
It’s also important to identify revenue benchmarks and funding requirements.
These goals should be established before the fund raising process begins, as the
amount of money raised on the path to exit shouldn’t be more than the potential sale
amount. If a company raises more funding than its potential sale price, its valuation
may be too high for potential acquirers and partners.
 Build Relationship with Potential Acquirers
An exit strategy is constantly evolving. It is subject to change as a company

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grows and pivots. Although you’ll want to identify targets and possibilities early on,
markets and priorities will evolve over time. It’s smart to build relationships with
potential acquirers or merger partners from the beginning, and find ways to test the
waters and work together in some capacity. It’s also not uncommon for buyers to
spend a significant amount of time with potential acquisition targets in order to
understand the business, customer response, and work philosophy. Take advantage
of buyer research opportunities.
 Consider the Competition
There’s always a chance that competitors are also seeking an acquisition deal.
Take a hard look at your company. Does your innovation stand out in the marketplace?
What’s the real asset your company has to offer? Is it your talent, IP, or market
access? Why would an acquirer choose your company over the competition?
Answering these types of questions can help questions can help startups identify the
next steps needed to impress acquirers.
 Put it in the Pitch
An exit strategy is among the top three things that an investor wants to know about
a startup. Presenting a clear, concise exit strategy in your pitch shows that you’re
serious. It indicates that you’ve thought about an investor’s role in the company and
the value the investor will provide, not just getting them to write you a check.
10.6.4 Types of Exit Strategies for Entrepreneurs
Every entrepreneur who enters into an entrepreneurial journey should
necessarily think and work out an exit strategy, that is, the way the entrepreneur will
end their involvement in it.
A well-chalked-out exit strategy helps a lot in maximizing the value from the
business by successful marketing the business to potential buyers or investors. It
also helps in providing a direction at the right time to come out of the business
without losing much, in case the business has not picked up as planned.
Further, a carefully planned exit strategy helps an entrepreneur by way of the
following (Figure 10.4):

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  give it a shape as envisaged for a chosen exit option, that is, to maximize the
value that the entrepreneur can realize.
 Nature, groom and develop a successor, from within the business, family
members or professionals from the team
 Strategically come out when business is doing well and would result in greatest
advantages to the entrepreneur
As such, the exit strategy gets included in the initial business plan itself, which
gets revised from time to time as the business progresses. Keeping in view the decided
exit strategy, the business is steered in the direction that the entrepreneur’s exit option
demands.
There are multiple exit options, which the entrepreneur should carefully work
out as far as their relevance to and implications for their venture are concerned.
Some of the prominent exit strategies are in the next subsections.
i) Family Succession
Various studies show that around 35 per cent of family businesses successfully
enter into second generation, while approximately 10 to 15 per cent make it to the
third generation. The greater challenge and threat for survival of family businesses
lies in lack of meticulous planning to manage the succession process well, after
comprehending multifarious issues, which differ from one business to another.
The greater challenge in family businesses is the mixing of issues between
business and family. Family problems and decisions are mixed with business problems
and decisions. Solutions to problems are rarely pure business or pure family in nature
so attempts at complete separation are counterproductive.

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 FIGURE 10.4: PLANNED EXIT STRATEGY

Long-term business survives and growths of such businesses require transition

from generation to generation. The crux would lie in timely transition so that business
interests receive paramount importance. At times, parents may not be willing to pass
over the authority and control of business to the next generation while next generation
is keen to step into it. Similarly, there could be situations where next generation is
not ready to assume the responsibility because of lack of experience, when the
business needs their presence the most.
Family businesses normally look for achieving three goals for the long-term
sustainable growth of the business-continuing growth of the business leading to
name and fame of the family as a business brand to reckon with; understanding
among family members leading to family harmony and personal well-being and
peace of the founder who has brought the business to a particular height (Figure
10.5).
Many new ventures are passed over to family members. In case there is none
in the family to take care of it, the entrepreneur has to train some professional from
within for succession. However, usually the better option that most entrepreneur
find safe is to pass it over to the son, daughter or other family members. This helps

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an entrepreneur to maintain an involvement in the business and smoothly pass over
the assets to legal heirs. In case the entrepreneur decides to pass it over to family
members, they need to involve them and train them to develop in them business
acumen and in-depth understanding at the earliest possible opportunity. At times,
the entrepreneur would like family members to serve other similar organizations to
get a different insight and experience, which can help in giving a new strategic
thrust to the business.
It is important to have clarity about succession from within the family or
outside and work out a plan for smooth transition and to ensure the possibility of
their pursuing any other option. At times, it would be advisable to take professional
advice in the matter, so that objectivity becomes paramount as against emotions.
Professional advice can help in looking at issues such as possibility of conflict within
the family that may jeopardize the business growth; how far this option would ensure
the entrepreneur’s own financial stability and well-being in the future; succession
within family and tax implications, if any; and the distribution of shareholding
between successor and family members.
The key elements of a successful succession of a family business and founder’s
transition are:
 The founder needs to have clear direction and priorities in place for the future.
 For preparing the next generation to take over the business, the founder should
be a good teacher, guide, philosopher, mentor and doer.
 They should not over depend on the business working as a source of their
financial wealth for their future needs.
 They should have a lot of maturity to detach themselves from business and
allow the next generation to experiment and innovate the way they feel it
right for the future of business.

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 FIGURE 10.5: FAMILY BUSINESS SUCCESSION

Successful management succession requires cooperation of all people on the

management team and their preparedness for it. The succession steps involving
planning, selection and preparation of the next generation could be well thought out.
The process could be smooth, on the one hand, and on the other hand could be full of
crisis emanating from the death or disability of the founder, divorce or hiring of an
outside manager in an attempt to ‘finally fix things that have gone wrong’. A smooth
and well-thought-out succession plan involves selecting person(s) for different
responsibilities; developing and implementing a development programme involving
formal training, self-study, mentoring and development of specific skills through
providing opportunities for selected people; timely delegation of specific
responsibilities and authority and above all, ensuring development of harmonious
working relations among the family members in all generations (Figure 10.5).
Many family businesses have been ruined mainly because of strained relations
among family members who make compromise very difficult, if not impossible.

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 ii) Selling Business
Selling a business may not be the last resort when business becomes bankrupt.
There are a large number of entrepreneurs who carefully plan to sell their business,
so as to switch over to new businesses. At times, the business reaches climax, requiring
substantial push in investment to lift it to the next level and as the entrepreneur faces
financial constraints to raise money or does not want to take the risk associated to
give that big push, they decide to sell the business.
A business can be sold to another big corporate/company, private investor or
management or even to another member of family to sort out the conflict.
A trade sale of a business takes place when the owner of a business sells the
business or part of the business, say a division or a unit, to another company or party
allied to the business under consideration. However, the entrepreneur should make
the business attractive to a potential buyer by appropriately developing it and justifying
the worth and value to the prospective buyer in the same field of business.
Partnership concerns and proprietary businesses may find it difficult to achieve
a trade sale as the value of the business is linked and associated to entrepreneurs’
skills or business relationships. Further, it may not provide certain tax advantages
that may accrue to the prospective buyer in the case of private limited and public
limited companies. Above all, such businesses because of lack of growth, may appear
to be less attractive to prospective buyers. Therefore, it may be advisable to convert
the business into a private or public limited company as it grows to fetch a better
value at the time of selling the business. This also enables easy merger deals, although
it takes a long time for the business venture to reach out to these stages.
However, highly successful ventures, even if owned by an individual are in
great demand by larger firms that attempt to expand and grow by acquisition mode.
Such ventures can attract good value if the entrepreneur has the knack of valuation
of business coupled with negotiation capability.
Selling a business to fetch a lucrative price for it becomes easier under the
following circumstances:

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  business’s past track record clearly shows year-on-year increasing profit and
profitability.
 business is not dependent on an entrepreneur alone to operate and can be run
effectively, even without the erstwhile owner.
 business creates high-quality products or services that provide a great value
proposition to the customer
 business has a market niche and owns a piece of intellectual property
 business has a strong customer base who are loyal to the product or service
rather than to the entrepreneur
 business possesses high-quality management team and employees having
unique skills and competencies
 business has hidden value backed up by its fixed assets.
 business has a good brand value
 business has locational advantages that are being weighted very high in the
minds of the customers.
 Impediments in Selling Business
Impediments to sale of business are business issues that will either reduce its
sale price or make it difficult to sell. Entrepreneurial skills in negotiating help in
proper identification and overcoming of hurdles and make a key difference between
a successful exit and an unsuccessful exit strategy. Some of the common hurdles
that come in the way to sell the business are having no management in place to
provide desired stability and facilitate the transfer of business knowledge, resulting
in difficulty to transfer the goodwill to the new owner.
Some of the common difficulties that come in the way for sale of a business
are as follows (Figure 10.6):
 expecting unreasonable and too high a price for the business
 having unprofitable or poorly performing business compared to industry
benchmarks

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  business where intangible worth by way of goodwill lies with the owner,
which cannot be easily transferred.
 accounting practices giving a distorted picture of the business and hence
future buyers would be scary
 business is saddled with multiple litigations and sorting them out would eat
away a lot of productive energy of the prospective buyer
 lack of understanding and consensus among the shareholders of the company
 dissension among promoters may not allow s smooth sale transaction

FIGURE 10.6: IMPEDIMENTS TO SALE OF BUSINESS

Business sale may be facilitated well be brokers in some instances, as

they possess special skills and have links with the prospective buyers. They are
good at undertaking business intelligence and have a networking that provides
them with extra edge in quoting prices. Above all, these intermediaries become
responsible to ensure fulfillment of specified terms and conditions by both the

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parties. Brokers provide this service in lieu of commission that increases at a
decreasing rate with increased value of the deal. While taking a route through
brokers, it is desirable that the entrepreneur initiates the process by preparing a
business plan for five years highlighting the future worth of the business vis-à-
vis the existing strengths. Such a document becomes an easy tool to communicate
to prospective buyers about different aspects of the business. New buyers normally
also enter into an agreement to the effect that the seller will not enter into a
similar business or join their competitor. As such, the buyer prefers to take on
board the seller entrepreneur having proprietary knowledge to negotiate an
employment contract with the buyer which specifies specific terms and conditions
that should not jeopardize the interests of the buyer in any way whatsoever.
iii) Buyouts
An entrepreneur could also plan an exit strategy by way of selling the
business to executives or employees – known as a management buyout. Buyouts
take place when employees or executives come to know that their company/
business is up for sale and would like to buy ownership or increase their existing
stake in it. Under the employee stock option scheme, the business may be sold
to them over a period. This period may stretch between two and four years or
even more, depending upon the intention of the entrepreneur to stick to the
business. It is also considered as a pension plan for the small companies that are
not in a position to afford payment of pension to their employees. The main
purpose is to appropriately reward employees and make the exit plan of the
entrepreneur clear to the employees from the beginning to elicit their commitment.
The process is regulated and involves creation of a trust fund where stock or
cash for buying the owner’s interest in the venture is contributed on behalf of
employees. Similar to leveraged buyouts as defined in the earlier chapter, a new
legal entity called an employee stock ownership trust usually borrows the money
against future earnings. The company provides the trust with the funds to pay
back the loan. Over a period as loan gets repaid, the shares of the company are
allotted – usually in proportion to employee’s account.
As regards setting the price for buyout by the employees under employee’s

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stock option (ESOP), it is done by an independent valuation expert at which the
ESOP will buy out an owner. Employees gain a lot by having ownership of the
company, if the venture succeeds.

 Different Types of ESOPs

There are broadly speaking three types of ESOP options as follows (Figure 10.7):
 Incentive Stock Option (ISOs) – These are also called qualified stock
options because they qualify for having special tax treatment. No income
taxes become due at the time of granting or exercising such option, as
the tax is deferred until the stock is sold.
 Put Option – It is basically a financial contract between a buyer and a
seller of the option. The buyer acquires a long position by purchasing the
right to sell the underlying instrument to the seller of the option for a
predetermined specified price called the strike price during a specified
period of time. If the option buyer exercises their right, the seller has an
obligation to buy the underlying stock from the buyer at an agreed strike
price, irrespective of the ongoing current market price. In exchange for
having the option, the buyer has to pay the seller a fee called the option
premium.
 Non-qualified Stock Option (NSOs) – These are options that do not
qualify for the special treatment accorded to incentive stock options. ISO
s are available only for employees and other related restrictions are
imposed on such stocks. For regular tax purposes, ISO has an advantage
that no income is reported when the option is exercised. NSO does not
have any restrictions imposed on the buyer. AN employee is liable to pay
the tax at specified ordinary rates on gains that they realize at the time of
selling the stock.
 Sweat Equity Share - Is given to the employees on favourable terms in
recognition of their work. It usually involves giving option to the
employees to buy shares of the company, so that they become part owners
and participate in the profits apart from earning salary.

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The Indian corporate world has also adopted ESOP practice. The process was
triggered in e info-tech sector and has subsequently spread across the services
and manufacturing sectors. The regulatory system has brought in relevant changes
in the laws to keep pace with ESOP development. The legislation related to
ESOP has become part and parcel of income tax and corporate laws in India like
other countries. The definition of the term ‘Employee Stock Option’ is given in
Sec. 2(15) of the Companies (Amendment) Act, 2000, which states that
‘Employee Stock Option means the option given to the employees, directors or
officers of the company who are whole timers, which gives such employees,
directors and officers the benefit or right to purchase or subscribe at a future
date the securities offered by a company at a predetermined price’.

FIGURE 10.7: FAMILY BUSINESS - KEY GOALS

Section 77(2) inter alia provides for the following exceptions to the general
prohibition on a public limited company from providing, whether directly or
indirectly, any financial assistance for the purpose of or in connection with the
purchase or subscription made or to be made by any person for any shares in the
company or its holding company.

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 For example, McKay Nursery Co. CFO Tim Jonas says that dollar figures
may not match those racked up by Microsoft millionaires, but they are not chump
change either. The ‘normal employees that have been with us for 20 years are
probably going to have three-quarters of million dollars’. On the other hand,
there are examples of ESOP failures such as United Airlines’ parent UAL –
majority-owned by an ESOP that entered into bankruptcy - a most tragic and the
biggest collapse in recent times.
Companies with ESOPs sometimes fail and this option usually may not be
highly remunerative for the entrepreneur, as employees may not be able to raise
the necessary funds to buy the business, or they may get relatively far less amount
as they fully understand being a part of the business, the strengths and weaknesses
of the business.
Major advantages of ESOP lie in providing a unique opportunity and
incentive to employees that can motivate them to give their best to the company.
It gives a greater sense of belonging to employees as they feel that they are
working for themselves, which inculcates in them a greater spirit of innovation.
It also helps in rewarding employees who have greater loyalty to the organization,
more so when the organization passes through difficulties and crisis. Above all,
it is a good strategy for the founding entrepreneur to pass over business interests
to employees under a planned process of written agreement. On the other hand,
the major disadvantage of this lies in providing such an option to employees,
which is usually complex to devise and establish. Deciding the terms of ESOP
package requires complete valuation of the venture. Above all, it is a good strategy
for the founding entrepreneur to pass over business interests to employees under
a planned process of written agreement. On the other hand, the major
disadvantages of this lies in providing such an option to employees, which is
usually complex to devise and establish. Deciding the terms of ESOP package
requires complete valuation of the venture. Above all, it causes problems in
handling taxes, payout ration and amount of equity to be transferred per year at
what terms against actual investment by employees’ related issues.

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 iv) Management Buyout (MBO)
Management buyout involves direct – lock, stock and barrel – sale of the
venture to someone at predetermined prices. It is similar to selling one’s property,
say land and house, which basically requires proper valuation by appraising the
worth of all assets, including intangible assets. This strategy of exit releases the
owner from the business relatively quickly and easily. This works very well for
business entities having a good and committed management team working for
the long-term success and sustainable growth of the business. Basically, the
company is purchased under this option by the management team – either the
existing one (MBO), an external new one called Management Buy-in (MBI), or
a combination of the existing team and an external management called Buy-in
Management Buy-out (BIMBO).
MBO as an option is particularly useful for family firms that find it difficult
to handle and manage succession issues and look for the following benefits:
 Business gets handed over quickly to the buyer who already has a good
knowledge of the company and its systems, procedures, prevailing culture
and so on.
 It provides a lot of confidence to the entrepreneur (seller) that the business
would be run by trusted, experienced, knowledgeable and committed
people, which would ensure its future growth.
 The entrepreneur can confidently exit the business in a harmonious way
without inviting any future.
The major advantages of this strategy of exit lie in extracting the right value of
the business immediately. However, the major disadvantages are that there is no
natural leader in the buyout team to provide leadership like an owner, the
management team may find it difficult to buy without funding from outside price
deal may be either too high or too low but not a reasonable one.
MBO strategy is especially suitable for ventures that have the following
characteristics:

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  good past record of working and profits
 good future potential for growth
 low debt equity ratio
 product having market niche and competitive advantage
 business not dependent upon one customer but having a diverse customer
base or one product
 good short-to medium-term prospects in the future

v) Floating Business – Public Issue

Getting shares listed through IPO implies floating your business, which
can enable the company to have a yardstick for valuation and can be highly
rewarding financially. It helps in knowing the worth of your investment, that is,
equity in the business and provides an easy option to sell part of or your entire
stake in the venture.
However, unless and until there are complete takeover proposals for the
venture, such a process of exit is likely to be partial, as potential investors will
be suspicious if you plan to sell your total shareholding.
Any float will also affect other existing shareholders or investors. The
shareholders agreement may give existing shareholders pre-exemption or voting
rights, which may make a float more difficult or reduce the amount you can
realize.
Relatively few businesses can realistically expect to float as they are
unlikely to be able to finance the necessary growth to attract investors.
Flotation is a good option only if the business is sufficiently large, as it
requires a lot of hassle and planning to make the most of such an opportunity
and the advisory costs in the process could be very high, especially for small and
medium industries.
The flotation strategy for exit requires certain prerequisites to be built
into the business such as:

274
  a strong and competent management team
 a forceful and vigorous business plan that should describe clear strategies
for achievement of growth and profits in the future
 incorporating a public limited company
 operational, financial and management systems strong enough with proper
systems in place so as to manage rapid growth and the additional legal
requirements of a listed business
 financial professionals who should be above board and highly competent
in their field
The major advantages of flotation strategy are:
 greater access to capital from public
 cash out flotation may provide an opportunity for existing shareholders to
realize part of their investment; however this would depend much upon a
particular case and market conditions
 helps a lot in extracting market value of the business because of listed
and traded shares
 provides a higher public profile during and after the public issue
 above all, a listed company gives greater assurance to customers and
suppliers because of its financial strength coupled with regulatory and
due diligence check necessary to come to market
On the other hand, major disadvantages of this strategy for exit are the extra
cost involved in going to the public for raising money; ongoing cost to maintain
listing by way of fees and other expenses; huge investment of time of senior
management; and loss of privacy because it demands greater transparency from
regulator to protect the interest of shareholders. Above all, the company has to
continuously face the challenge of bull and bear markets although you and your
company may not have any control on it but gets affected a lot in terms of its
valuation from time to time.

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 Thus, it could be the best route for entrepreneurs looking forward to
achieving next major stage of growth requiring substantial investments.
vi) Closing Business
Closing the business may not be considered a desirable exit option but
may turn out to be necessarily an option to salvage the situation before it becomes
too worse to realize anything. This usually gets forced upon because of financial
difficulties and distress which get reflected in the company’s financial position.
At times, the circumstances through which business are passing through
may give a signal as the most practical; workable and desirable option being to
close down the business. Some of the circumstances under which this option
would be most desirable are as follows:
 Unfavourable economic conditions, particularly for the business in
question, that is likely to persist long.
 Product line has become obsolete and there is no alternative plan in place
to diversify because of lack of innovation
 Long-drawn ill health of the founder when they have not developed the
business to a stage where other exit options could be worked out.
 The entrepreneur’s inability to devote time while the business cannot
spare the entrepreneur’s involvement because of particular skills possessed
by them.
 Natural calamities or incidents such as a major fire in the plant have
resulted in substantial losses that cannot be recoupled and the entrepreneur
does not have funds to invest to revitalize the business.
 Dissension among promoters, not allowing any other option to click than
to close it down.
Although, no entrepreneur would like their business to get closed down, it may
be the only worth-while strategy at times to recover the maximum possible from
the business.

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10.7 EHICAL ISSUES IN SETTING A NEW BUSINESS
When starting a business, there are numerous ethical and legal issues that
must be considered by a business owner. Taking legal and ethical issues into
account in the beginning of the businesses doesn’t only ensure quick progress
but it also provides business with long-term benefits.
But in this fast paced world o today, startup companies concentrate more
on their clientele instead of making policies for their company. This has been
one of the main flaws, which has greatly affected the performance and progress
of new-born businesses. There are, however, some other legal issues a well that
businesses must try to avoid. These are:
 Not Getting Business Licenses
Business licenses are the permit from the government of the country.
Without getting a legal work permit, there is no authenticity of the business. So,
being caught up in challenges of a new business, ignoring this legal document
can halt the business activities permanently. We must consider the collection of
business license as the first priority.
 Wrong Selection of Employees
While engage in handling other tasks of the new business, we often take
lightly the employee selection process. However, this is the most crucial step in
any business or organisation. The wrong selection of employee can pose serious
threats to the company. These employees are the business’s ambassador
everywhere. Unethical employees can defame the business within seconds among
the customers and clients. They can create legal issues for the company too.
Moreover, employees are like the building blocks of a business. Thus, selection
of wrong and incompetent blocks can weaken he foundation of the business.
 Not Securing the Business Trademarks
Trademarks are the representation of the business among customers and
clientele. Start-up businesses don’t consider the protection of trademarks an
important factor. This can lead to an important legal issue of trademark

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infringement. This problem can literally shake the foundation of the business if
we do not get the business’ trademark copyrighted. Not just this, it may affect
the sales and status the market as well. Also, it may require the investment of
thousands of dollar to get the trademark back.
 Not Defining the Company’s Policies Clearly
Many a times, start-up businesses ignore to frame a set of policies for their
company. Even if they have a proper book of policies, they don’t clearly define
and remain them to their employees. This may seem trivial but not knowing a
company’s policies can lead to unethical and illegal actions by employees such
as using restricted sites from workplace. The hackers can extract company’s
confidential data as soon as an employee runs a particular site. This cannot only
lead to the downfall of the business but can cause legal problems for the business.
Today many start-up businesses tend to ignore these issues thinking they’ll
deal with them later once they have fully established it. However with the passage
of time, these matters only get more and more worse, affecting the whole
organisation. Therefore, these issues must be immediately addressed.

10.8 SUMMARY
There are several excellent reasons why aspiring entrepreneurs should be
well informed on patents, trademarks and copyrights. Aside from the obvious need
to protect one’s ideas, the entrepreneur must be careful not to infringe on others. A
majority of all infringements are settled out of court or through civil action to stop
misappropriation because a majority of infringements are made unintentionally naïve
individuals.
It pays to use due diligence when seeking a patent, using copyrighted material,
or dealing with trademarks because pleading ignorance does not stop a violator from
being used.
Being familiar with regulations is also important for designing packaging,
writing advertisements and distributing materials. But perhaps a most important,
obtaining property right (patents, trademark or copyrights) creates valuable assets.

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Patents can be sold, licensed, assigned or leveraged as assets of a new enterprise.
Trademarks and copyrights can be leveraged in similar ways to provide the
entrepreneur with bargaining power to income from royalties.

10.9 GLOSSARY
 Patents: A grant by law of a privilege, property or authority, to one or more
individuals-influence the grant to an inventor of the right to exclude others
from making using or selling the invention for a term of years.
 Trade name: The trade name is the name under which an organisation
conducts business.
 Registered trader: A number of the exchange who executes frequent trades
for his or her own account
 Cutification: Official proof of authenticity

10.10 SELF ASSESSMENT QUESTIONS

1. Explain the major steps in obtaining a patent.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss the ethical issues involved in setting the venture.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Describe a copyright and the concept of fair use.
___________________________________________________________
___________________________________________________________
___________________________________________________________

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10.11 LESSON END EXERCISE
1. Explain the various exit strategies.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe utility patent for both products and processes.
___________________________________________________________
___________________________________________________________
___________________________________________________________

10.12 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –III LESSON - 11
ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES (EDPs)
OBJECTIVES, RELEVANCE & PHASES OF EDPs;
MISCONCEPTIONS ABOUT EDPs;
FACTORS AFFECTING SUCCESS OF EDPs

STRUCTURE
11.1 Introduction
11.2 Objectives
11.3 Meaning of Entrepreneurial Development Programme (EDP)
11.4 Objectives of EDP
11.5 Relevance of EDP
11.6 Phases of EDP
11.7 Misconceptions about EDP
11.8 Factors affecting success of EDPs
11.9 Summary
11.10 Glossary
11.11 Self-Assessment Questions
11.12 Lesson End Exercise
11.13 Suggested Readings

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11.1 INTRODUCTION
The entrepreneurial development is a key to achieve overall economic
development through higher level of industrial activity. Entrepreneurial development
is a process in which persons are injected with motivational drivers of achievement
and in to tackle uncertain and risky situations especially in business undertakings.
The process of entrepreneurial development focuses on training, education,
reorientation and creation of conducive and healthy environment for the growth of
enterprises.
Entrepreneurial competence makes all the difference to the rate or economic
growth - this calls for the entrepreneur’s potential inputs to boost the economic
development of India. In India, state and private entrepreneurships coexist. The small
scale industrial sector and business are left completely to private entrepreneurs.
Entrepreneurship development and small scale industry development are the same
coin. Small scale enterprise is the initiation into entrepreneurship. Further, that the
rapid growth of small scale sector is mainly due to the entrepreneurship development
is also true.
It is therefore, in this context that an increasingly important role has been
assigned for the identification and promotion of entrepreneurs in this sector.
So, entrepreneurship involves taking risks or making investment under
conditions of uncertainty and to innovate, plan and take decisions so as to increase
production and productivity.

11.2 OBJECTIVES
After going through the lesson you will be able to understand:
 meaning of EDP
 objectives of EDP
 relevance of EDP
 phases of EDP
 misconceptions about EDPs

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  factors affecting success of EDPs

11.3 MEANING OF ENTREPRENEURIAL DEVELOPMENT

PROGRAMME (EDP)
Entrepreneurial development Programme (EDP) is designed to help a person
in strengthening and fulfilling his entrepreneurial motive and in acquiring skills and
capabilities necessary for playing his entrepreneurial role effectively. Towards this
end, it is necessary to promote his understanding of motives, motivation pattern,
their impact on behaviour and entrepreneurial value. A programme which seeks to
do this can qualify to be called a programmer. This has to be stressed here, because
there are a number of programmes which aim at providing informational or managerial
inputs or focus on preparation of a project. Although all these inputs are required by
a new entrepreneur, a programme not touching entrepreneurial motivation and
behaviour cannot be called an EDP.
Though EDP has been recognised as an effective human resource development
tool, many a times there are very many expectations from a single programme, like
removing unemployment, enhancing industrial development promoting small scale
industries, developing industrially underdeveloped regions, etc.
EDP is primarily meant for developing those first generation entrepreneurs,
who on their own cannot become successful entrepreneurs. It covers three major
variables: location, target group and enterprise (entrepreneurial activities). Any of
these can become the focus or startled point for initiating and implementing EDP.
The remaining two then will follow by making proper synthesis with the first. As for
example, if the objective is to promote women entrepreneurs, suitable location and
proper entrepreneurial activities must match or if the objective is to develop North-
East region, then the potential target group and feasible entrepreneurial ventures
must follow.
EDP by itself therefore aims at achieving the specific objectives of the
programmes and therefore cannot create any magical result. It is a continuous process
of training and motivating then to set up profitable enterprises in large measure.

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  Appropriate Design
It is now well recognised that entrepreneurs can be developed through
appropriately designed entrepreneurship development programmes. These
programmes broadly envisage a three tiered approach: developing achievement
motivation and sharpening of entrepreneurial traits and behaviour, project planning
and development and guidance on industrial opportunities, incentives and facilities
and rules and regulations, and developing managerial and operational capabilities.
Various techniques and approaches have been developed and adopted to achieve
these objectives, keeping in view the target groups and/or to target areas. The
structuring of the programme and training methodology also necessitate the
consideration of the specific target groups and target areas. Methodology for selection
of the prospective entrepreneurs as well as support services after the training have a
significant impact on the success of the entrepreneur development programme.
Another important aspect of an EDP is the human factor. The human factor
refer to the attitude, desire and motivation of the individual, his capability to perceive
the environmental changes and opportunities as well as ability to solve the problems
which he as an entrepreneur is likely to face. Training develops all these aspects of
human actor, and also sharpens his skills, builds up a sound value system.
 Evolution of Entrepreneurship Development Programmes
The various motivation campaigns or programmes taken up by the Small
Industries Service Institute and SIET Institute in the sixties tried to fill the existing
information gaps relevant for small entrepreneurs. The entrepreneurs required a lot
of information and technological know-how for setting up a business and in that
context, the contribution of these programmes. We essentially in the area of
disseminating knowledge on financial, technical and managerial aspects. To that
extent, these programmes were in the nature of supportive programmes for the existing
and new entrepreneurs.
Based on the above experience and in the context of the emergence of financial
and industrial development corporations in the states, it was visualized that creation
of all external facilities is not a sufficient condition for the promotion of
entrepreneurship. Equally important are qualifies of the individual who responds to

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the external opportunities (i.e., availability of funds, financial incentives, etc.). Also
social and organisational factors help people to perceive opportunities and learn to
respond to them.
 Experiences in EDPs Abroad
It will not be out of place to touch upon the experiences of some foreign countries in
the area of entrepreneurship development. In a recent workshop organised by the
East-West Centre Technology Institute, Hawaii, the EDP experiences of various
countries were discussed which revealed that training made positive contributions
in the performance of entrepreneurs. The non-entrepreneurial participants were
motivated to start a business. The general conclusion was that EDPs could be
developed as a valid substitute for natural institutions (i.e., business families). The
experiences of other institutions like Development Technology Centre, Institute of
Technology, Bandung Institute of Psychology, University of Indonesia, Jakarta also
reiterate that EDPs have a great scope in increasing the number of new entrepreneurs
to accelerate the process of industrialisation.
The basic features of the EDP programme have gone through several
modifications over time as:
(a) Identification and careful selection of entrepreneurs for training;
(b) Developing the entrepreneurial capabilities of the trainee;
(c) Equipping the trainee with the basic managerial understanding and strategies;
(d) Ensuring a viable industrial project for each potential entrepreneur’
(e) Helping him to secure the necessary financial, infrastructure and related
assistance;
(f) Training cost is highly subsidized and only token fee is charged. A deposit is
however, taken to ensure commitment of participants.
 Entrepreneurial Discipline
Entrepreneurs who are developed and promoted at social cost have a certain
responsibility to the society that promotes and supports them. The society expects
adequate returns from these people. Towards this end, entrepreneurs are expected to

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follow a certain discipline which is essential for entrepreneurial career. This covers
subjects like:
(1) Repayment behaviour
(2) Response to tax and statutory requirements
(3) Progressive outlook towards labour
(4) Care for ecology and environment etc.

11.4 OBJECTIVES OF THE EDP

In line with the national programme for the promotion and development of
small and medium industries in the countryside, the Industrial Ser Institute (ISI)
under the Department of Industrial Promotion (DIP) launched the DP to give substance
to the government’s policies of simulation of economic growth dispersing industries
o rural areas and promoting the processing of local raw materials. The EDP was
considered a part of industrial development policy which was articulated in the Five-
Year National Economic and Social Development Plan.
The programme had sought to develop entrepreneurial activities in the rural
areas of Thailand as a vehicle for economic growth with the achievement of the
following objectives:
(a) To promote the development of small and medium enterprises that would
encourage self-employment among potential entrepreneurs.
(b) To promote in the rural areas, special programmes designed to stimulate
new ventures and encourage expansion of existing activities of small and
medium industries;
(c) To generate employment and self-employment opportunities in the processing
of indigenous raw materials for local consumption and for export.
(d) To develop entrepreneurial opportunities for potential entrepreneurs and
upgrade managerial skills for existing entrepreneurs.
For a sound training progamme for entrepreneurship development in India, the expert

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group constituted by the NESBUD accepted that it must be able to help selected,
entrepreneurs to:
(a) Develop and strengthen their entrepreneurial quality/motivation;
(b) Analyse environment related to small industry and small business.
(c) Select project/product;
(d) Formulate projects;
(e) Understand the process and procedure of setting up of small enterprise;
(f) Know and influence the source of help/support needed for launching the
enterprise;
(g) Acquire the basic management skills;
(h) Know the pros and cons of being an entrepreneur;
(i) Acquaint and appreciate the needed social responsibility entrepreneurial
disciplines.
Some of the other important objectives of entrepreneurial training are:
i) To let the entrepreneur set or reset the objectives of his business and work
individually and along with his group for their realization.
ii) To prepare him for accepting totally unforeseen risks of business after such
training.
iii) To enable him to take strategic decisions.
iv) To enable him to build an integrated team to fulfill the demands of tomorrow.
v) To communicate fast, clearly and effectively.
vi) To develop a broad vision to see the business as a whole and to integrate his
function with it.
vii) To enable him to relate his product and industry to the total environment, to
find what is significant in it and to take it into account in his decisions and
actions.

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 viii) To enable him to cope with and coordinate all relevant paper work, most
of which is statutorily obligatory.
ix) To make him accept industrial democracy, that is, accepting workers as
partners in enterprise; and
x) To strengthen his integrity, honesty and compliance with law, the key to
success in the long run.

11.5 RELEVANCES OF THE EDP

EDP is essential for first generation entrepreneurs because they may not become
successful unless a proper training is received. It is a continuous process of motivating
the entrepreneur. The potential entrepreneurs can solve many of their problems
provided proper training is given to them.
On the basis of above discussion, it can be concluded that EDP is becoming
increasing popular and it can help the country in the following ways:
i) Eliminates poverty and unemployment
The basic problems of most of the developing countries like India are poverty
and unemployment. Entrepreneurship development programmes can help the
unemployed people to opt for self-employment and entrepreneurial as a career.
Several programmes like National Rural Employment Programme (NREP),
Integrated Rural Development Programme (IRDP) etc. are in operation in India to
help the potential entrepreneurs. All these special schemes intend to eliminate the
poverty and solve the problem of unemployment.
ii) Balanced regional development
Successful entrepreneurial development programmes help in foster the
industrialisation and reduces the concentration of economic power. It is because the
small-scale entrepreneurs can set-up their units in remote areas with little financial
resources which can help in achieving balanced regional development.
The medium and large enterprises do not help in reducing the disparities in
income and wealth of the people. Thus, entrepreneurial development programmes

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help in balanced regional development by spreading industrial units in each, and
every part of the country.
iii) Prevents industrial slums
The urban cities are highly congested and leading to industrial slums.
Decentralisation of industries is very much required by relocating the industries.
Entrepreneurial development programmes help in removal of industrial slums
as the entrepreneurs are provided with various schemes, incentives, subsidies and
infrastructural facilities to set up their own enterprises in all the non-industrialised
areas.
This will control the industrial slums and also reduce the pollution, traffic
congestion, overcrowding in cities etc.
iv) Harnessing locally available resources
Since abundant resources are available locally, proper use of these resources
will help to carve out a health base for sound economic and rapid industrialisation.
The entrepreneurial development programmes can help in harnessing these
resources by training and educating the entrepreneurs.
v) Defuses social tension
Every young person feels frustrated if he does not get employment after
completing his education. The talent of the youth must be diverted to self-employment
careers to help the country in defusing social tension and unrest among youth which
is possible by entrepreneurial development programmes.
vi) Capital formation
The various development banks like ICICI, IDBI, IFCI, SFC, SIDC and SIDBI
take initiative in promoting entrepreneurship through assistance to various agencies
involved in EDP and by providing financial help to entrepreneurs. It is impossible to
start a new enterprise without sufficient funds.
Entrepreneurs are the organisers of factors of production who employ their
own and borrowed money for setting up of new ventures. This all result in the process
of capital formation.
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 vii) Economic independence
Entrepreneurs develop and produce substituted products of imported goods
and prevent the over-dependence on other countries.
The also enable the country to produce different variety of better quality goods
and services at competitive prices of imported goods which help in promoting the
economic independence of the country.
viii) Improvement in per capita income
Entrepreneurs always explore and exploit the new opportunities which lead
to productive use of factors of production for more output, employment and generation
of wealth.
The overall increase in productivity and income help in improvement in per
capita income. EDPs play a significant role in setting up of more industrial units to
generate more employment opportunity and to secure improved per capital income.
ix) Facilitating overall development
Entrepreneurs act as agent of proper use of various limited resources such as
men, money, material, machines etc. which leads to overall development of an area,
an industry.
The successful entrepreneurs set a motivating example for others to adopt
entrepreneurship as a career. Thus, entrepreneurs create a motivating environment
for economic development of a country.

11.6 PHASES OF EDP

i) Selection of the area from existing socioeconomics reports and Govt. policy
guidelines:
In undertaking EDP, the government has to provide considerable human and
material resources. These expenditures are considered worthwhile in view of the
significant role entrepreneur play in the economic development of their country.
The proper identification and selection of participants for training is seen as an
instrument to enhance the success of the EDP.

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 ii) A techno-economic survey in the selected area opportunities for new
and expanded industries:
A techno-economic survey in the selected area to identify the opportunities
for new and expanded industries in terms of existing enterprises, natural resources,
labour of raw materials availability and potential markets.
iii) Feasibility study on selected types of industry
With good prospects will be carried out including the preparation of industry
profiles for industries with investment opportunities.
iv) Identification of potential and existing entrepreneurs
Identification of potential and existing entrepreneurs who are interested to
diversify or expand their business through the use of predetermined recruitment and
selection scheme.
v) Training of these potential and existing entrepreneurs
Training of these potential and existing entrepreneurs to increase their
motivation and equip them with the skill in management, project feasibility study
and project preparation as well as familiarize them with the prevailing business
environment.
vi) Provisions of follow-up and consultancy services
Provision of follow-up and consultancy services in the areas of management
making, production, financing, technology, preparation of projects.
vii) Apply for loan and upgrading of existing entrepreneurs by providing
in plant training.
viii) EDP Training Programme
The EDP training will be set-up according to the training needs of the
participants who are both existing and potential entrepreneurs and industrial prospects
of the area. The training programme lasts for four weeks and consists of six modules.
ix) Motivation Training
Motivation training is a three day lives in module aimed at increasing the

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participants’ level of achievement and behaviour towards business. Successful
entrepreneurs are invited to speak about their experience in setting up and running a
business.
x) Essential of Management
This module is aimed at providing participants with basis management and
technical Know-how required enabling them to operate their business enterprise
effectively and efficiently. It consists of following subjects:
A. General Management
B. Production Management
C. Marketing Management
D. Financial Management
xi) Fundamentals of Project Feasibility study
This ratio provides guidelines on the effective analysis of feasibility of the
project in view of marketing, organising, technical, financial and social aspects.
xii) Organising the Business
The purpose of this module is to enable the participants to know the environment
in which they will operate their business. This covers such aspects as Govt.
incentives, industrial opportunities, policies, business laws and regulations etc.
xiii) Plant visit
Plant visit are necessary to familiarize the participants with real life situations
in small business. Such trips also provide participants with opportunities to learn
more about an entrepreneur’s behaviour, personality, thoughts and aspirations
including the plans and projects.

292
 FIGURE 11.1: EDP FLOW CHART
 Course duration and schedule of training programme
The training programme is a 25 day course except for the achievement
motivation training (a 3 day live in module) the daily programme consists of 2 sessions
per day. The lecture sessions are conducted daily during the day or in the evening
depending on the opinion or the people in target area gathered during the industrial
potential survey.

11.7 MISCONCEPTIONS ABOUT EDP

EDP is a catchword. But misconceptions about EDP prevail. Lack of

293
understanding and clarity has limited its growth. EDP has yet to contribute much to
the industrial economy of the country. Chandranauli Pathak has listed some of the
prevailing common misconceptions about EDP. They are:
i) Join an EDP, all your Problem are Solved
Joining an EDP is a privilege. It indeed is a valuable opportunities not available
to all. But many a times an impression is created that joining EDP means assurance
of finance, obtaining the required licenses for business ventures and availing of the
special incentives.
This misconception arises either because of lack of “honest” promotional efforts
to get participants for EDP, or by attracting entrepreneurs by rising false hopes. It
may also be a result of entrepreneur’s expectations in gaining such advantages like
finance, license, raw material, quotations, etc. Since most EDPs are state-sponsored,
unless this misconception at both ends (trainers and trainee) is not removed, EDP
will only create more problems rather than solving them.
In reality, an EDP equips and makes them competent to anticipate and deal with
a variety of problems that any entrepreneur may face. It prepares them to deserve
and make good use of various forms of assistance.
ii) EDP means only Training
Any attempt to develop potential entrepreneur through classroom training has
been treated as EDPs.
In fact, training is only one of the segments in “the process” of developing
entrepreneurs. The EDPs process starts from identifying the potential and right
candidates, linking suitable projects with each one, training and developing
managerial and entrepreneurial capabilities, counseling and motivating the
entrepreneur and providing the required follow up support to help him/her in
establishing the venture. The whole process extends much beyond “training”. Much
of it is personal counseling and support.
iii) Higher the Number, better the EDP
EDPs unfortunately have often been linked with statistical output rather than
qualitative results. The quantitative dimension has forced manipulations in EDPs. It

294
is taken that an EDP is a success with the maximum number or participants or
responses.
The quality and impact of the EDPs matters more than the quantitative
dimension. Strategies to promote a particular target group, the nature or the non-
traditional entrepreneurial activities and higher chances of success in new ventures
go a long way in deciding the quality and impact of an EDPs.
iv) EDP Success is the Sale Responsibility of Trainer-Motivators
It is the responsibility of the Trainer-Motivator in most cases, to conduct the
programme. However, many environmental factors challenge his role as a motivator.
The trainer alone cannot control or influence external factors which usually come in
the way of “start-ups” out of an EDP. EDP conducting agencies and the trainers
alone cannot develop entrepreneurs and help them set up their enterprises since
many other support agencies like Banks, SFCs, DICs, etc. are also involved to
create better coordination and effective linkages with these agencies.
Such misconceptions prevail amongst EDP trainers or funding agencies, as
also among entrepreneurs. We do hope that better awareness and clarity about the
EDP process and strategy will help get EDPs their due importance and recognition.
11.8 FACTORS AFFECTING SUCCESS OF EDPs
The development of EDP as a strategy contributing to the industrialisation
and economic growth of backward and other areas needs a proper direction and
organisation for making it more effective and purposeful. The contribution of EDPs
is very uneven among regions for which definite programmes need to be chalked
out to bring about some degree of uniformity and up gradation. Before this is tackled,
some important issues need immediate attention. They are detailed below for
consideration.
i) Structure and Composition of EDPs:
The EDP programme should have a practical content with inter institutional
organisational arrangement to make it a success. The successful EDPs have, at their
base, the inter-institutional co-operation or an institution such as Gujarat Centre of
the State Bank of India, which besides having conducted the programmes has also

295
arranged for finance and other inputs for the entrepreneurs. The EDPs conducted in
isolation would dissipate resources and talents. The issue, therefore, for effective
functioning of EDPs is to have a financial agency strongly backing up efforts for
entrepreneurial development. The place and role of TCOs need to be reviewed and
their activities suitably accelerated. Who should count an EDP is an important issue.
ii) Model Based EDPs:
Entrepreneurial Development is an area where there is no readymade solution
available. The agency undertaking an EDP is inspected to have in-depth study of a
demand pattern and availability of local resources. Any particular model of the training
which may be very successful in one area may prove to be utter failure in another
area.
iii) Areas of Operation:
As has been stated earlier, in North-Eastern Area, entrepreneurial development
activities have not been benefiting from the support activities of financial institutions.
In these areas, programme has to be linked with support activities.
iv) Fixing Priorities:
Another area of fixing the priorities of EDPs is to consider their working in
terms of efficiency and social need criteria. Evaluations of EDPs have revealed that
those who have business experience, education and skills are proving successful
entrepreneurs. This source should be tapped first and then go to the stratum to cover
entrepreneurs from the non-traditional class, i.e., without business and industrial
experience, but having the potential of becoming successful entrepreneurs. Next
come the entrepreneurs’ belonging to backward and other communities who have to
overcome many additional handicaps to become successful entrepreneurs. A proper
course content of EDPs has to be developed to meet the specific requirements of
each of these three strata of entrepreneurs in proper balance, without sacrificing the
efficiency criteria.
v) Lack of Specialists’ Support:
Entrepreneurship has been an area of study requiring inter-disciplinary efforts
by people from different disciplines. A large number of organisations/agencies

296
engaged in entrepreneurship development in India do not have in the home all the
specialists available in the country for developing small-scale industries is not very
large. As a result, many a time organisations are unable to locate/avail services or
experts. On the other hand, there are specialists who have time to spare in which
they can render their services to the organisations.
vi) Selection of Trainees:
Trainees should be selected after proper screening. Educated unemployed youth
having aptitude for self-employment should be selected for EDPs.
11.9 SUMMARY
Entrepreneur is a pivot around which the entire industry devolves. EDP may
be defined as a programme designed to help n individual in strengthening his
entrepreneurial motives and is acquiring skill and capabilities necessary for playing
his entrepreneurial role effectively. The objective of EDP is to train potential
entrepreneurs. The three phases of EDP are pre training, training and post training.
In spite of its relevant role EDP level, improve methodology and infrastructure facility.
To make the EDP successful emphasis should be given to stimulating, supporting
and sustaining activities, selection, training of trainees and also duration of EDP
should be increased.
11.10 GLOSSARY
 Moderate: neither two nor too little
 Collaboration: to work together
 Achievement: something you have done successfully
 Sterling: very high quality
11.11 SELF ASSESSMENT QUESTIONS
1. Discuss various organisation evolved in EDP.
___________________________________________________________
___________________________________________________________
___________________________________________________________

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2. What are the various phases of EDP?
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. What are the objectives of EDP?
___________________________________________________________
___________________________________________________________
___________________________________________________________
11.12 LESSON END EXERCISE
1. Explain the concept of EDP.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss the misconceptions of EDP.
___________________________________________________________
___________________________________________________________
___________________________________________________________

11.13 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –III LESSON - 12
ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES

ROLE OF ENTREPRENEURIAL DEVELOPMENT

PROGRAMMES (EDPs)

STRUCTURE
12.1 Introduction

12.2 Objectives

12.3 Role of EDP

12.3.1 Stimulatory Role

12.3.2 Supportive Role

12.3.3 Sustaining Role

12.3.4 Socio-economic Role

12.4 Summary

12.5 Glossary

12.6 Self-Assessment Questions

12.7 Lesson End Exercise

12.8 Suggested Readings

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12.1 INTRODUCTION
Entrepreneurship plays a very important role in the economic development.
Entrepreneurs act as catalytic agents in the process of industrialisation and economic
growth. Joseph Schumpeter states that the rate of economic progress of a nation
depends upon its rate of innovation which in turn depends upon the distribution of
entrepreneurial talent in the population. Technological progress alone cannot lead to
economic development unless technological breakthroughs are put to economic used
by entrepreneurs. It is the entrepreneur who organises and puts to use, capital, labour,
and technology is the best possible manner for the setting up of his enterprise. EDP
enables entrepreneurs in initiating and sustaining the process of economic
development.
Further, entrepreneurship development is an organised and systematic
development. The thrust of entrepreneurial development is to motivate a person for
entrepreneurial career and to make him capable of perceiving the opportunities and
exploiting them successfully for setting up his own enterprise. Through government
of India is fully aware about the importance of entrepreneurial development, yet we
do not have a national policy on entrepreneurship. There are lots of hurdles in the
success of EDPs. We will discuss the operational difficulties of EDPs and strategies
to overcome problems in the lesson.
Lastly, the lesson discusses about the entrepreneurial training. Entrepreneurial
training is an organised activity for increasing the knowledge and skill of people for
a definite purpose. Training enables the entrepreneurs to get acquaint with jobs and
also increase their aptitudes and skills and knowledge of entrepreneur to start up and
manage the entrepreneur. Training includes the learning of such techniques as are
required for the intelligence performance of definite tasks. It also comprehends the
ability to think clearly about problems arising out of the day to day functioning of
entrepreneurs. Entrepreneurial training tends to improve the performance of
entrepreneurs by narrowing the gap between expectations and achievements. Because
of the significant role it is essential to have an effective training programme in the
enterprise.

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12.2 OBJECTIVES
The objectives of the lesson is to:
 understand the role of EDP
 understand the entrepreneurial development cycle

12.3 ROLE OF EDP

The entrepreneurial Development Programme (EDP) is an important
breakthrough in the strategy for developing human resources and promoting economic
development of the country. According to A.N. Oza: “The EDP is an innovation in
which those persons who possess certain identifiable qualities of entrepreneurship
are counseled, motivated and trained to strengthen their self-confidence, seize a
business opportunity, initiate an enterprise and be the master of their destiny, i.e. to
become entrepreneurs instead of passively waiting for suitable employment or
continue suffering from frustration in their current jobs. Under the above backdrop,
the role of EDP can be discussed as the most important instrument to tackle the
problem of poverty and widespread chronic unemployment through rapid growth of
small scale industrial sector in India”. Dr. M.M. P. Akhouri, formally Executive
Director of NIESBUD, New Delhi, has stated that entrepreneurship development
follows a cycle consisting of stimulatory, support and sustaining activities. A balanced
emphasis on all these three activities ensures accelerated and healthy environment
for creation and proper management of enterprise on a sustainable basis.
Entrepreneurship Development Programme primarily plays the following roles
(Figure 12.1).

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FIGURE 12.1: ENTREPRENEURIAL DEVELOPMENT CYCLE

302
12.3.1 Stimulatory Role:
This role refers to all such efforts that stimulate emergence of entrepreneurship
in a society. These are mainly:
a) Entrepreneurial education
b) Planned publicity of entrepreneurial opportunities
c) Identification of potential entrepreneurs through scientific methods
d) Motivational training to new entrepreneurs
e) Help and guidance in selecting products and preparing project reports
f) Making available techno economic information and project reports
g) Evolving local suitable new product and process
h) Availability of local agencies with trained personnel for entrepreneurial
counseling and promotion
i) Creating entrepreneurial forum
j) Recognition of entrepreneurs
k) Creating common platform for entrepreneurs where they can share their
problem, experience and success.
12.3.2 Supportive Role:
This role helps the entrepreneurs in establishing and running enterprises by
group support activities. These include:
a) Registration of unit
b) Arranging finance
c) Providing land, shed, power, water, etc.
d) Guidance for selecting and obtaining machinery
e) Supply of scarce raw materials
f) Getting licenses/import licenses
g) Providing common facilities

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 h) Granting tax relief or other subsidy
i) Offering management consultancy
j) Help marketing product
k) Providing information
l) Licenses
12.3.3 Sustaining Role:
Sustaining role of EDP’s presupposes the activities which help the
entrepreneurs in running their enterprise on a sustained basis amidst competitive
market conditions. The activities include:
a) Help modernisation
b) Help diversification/expansion/substitute production
c) Additional financing for full capacity utilisation
d) Deferring repayment/interest
e) Diagnostic industrial extension/consultancy source
f) Production units’ legislation/policy change
g) Product reservation/creating new avenues for marketing
h) Quality testing and improving services
i) Need-based common facilities centre
12.3.4 Socio-economic Role:
Socio-economic role of EDPs is important for promotion of industries as
well as socio-economic status of the people. It includes:
a) Augmenting latent qualities of the persons to become entrepreneurs in
thoughts and actions
b) Utilizing the latent and unutilized resources like hoarded wealth for
enterprise building
c) Helping dispersal of industries to promote balanced regional development

304
 d) Creating immediate employment opportunities in small enterprises and
business sector
e) Ensuring more equitable distribution of national income and wealth.
Entrepreneur is a pivot around which the entire industry devolves. EDP may
be defined as a programme designed to help n individual in strengthening his
entrepreneurial motives and is acquiring skill and capabilities necessary for playing
his entrepreneurial role effectively. The objective of EDP is to train potential
entrepreneurs. The three phases of EDP are pre training, training and post training.
In spite of its relevant role EDP level, improve methodology and infrastructure facility.
To make the EDP successful emphasis should be given to stimulating, supporting
and sustaining activities, selection, training of trainees and also duration of EDP
should be increased.

12.4 SUMMARY
To make EDP successful balance should be made between stimulating,
supporting and sustaining activities. Stimulating activities comprises of
entrepreneurial education, identifying potential entrepreneurs giving motivational
training, helping and guidance in project and availability of local trained personnel
for entrepreneurs’ guidance, creating a common platform for entrepreneurs where
they can share their problems, experiences and success. Under supporting activities
come various forms of support that can be extended to the potential entrepreneurs
for setting that and running of their units. Supporting activities include registration,
funds mobilization, license, tax reliefs and incentives and management consultancy
services. Sustaining activities include expansion, diversification, modernization and
quality control. Further, socio-economic role of EDPs is to augmenting latent qualities
of the person, helping dispersal of industries to promote balanced regional
development and ensure equitable distribution of national income and wealth.
EDPs normally lay more emphasis on stimulating and supporting activities
and neglect sustaining activities. This result in imbalance which will adversely affect
entrepreneurial development and the credibility of EDPs will be eroded.

305
12.5 GLOSSARY
 Stimulating: interesting and exciting
 Supportive: giving help in a difficult situation
 Sustaining: be continued for a long time
 Socio-economic: connected with society and economy
 EDP: Entrepreneurial Development Programme of government
 Motivation: To act is a particular way
 Identification: recognizing

12.6 SELF ASSESSMENT QUESTIONS

1. Explain the different roles played by EDPs..
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Which role is more significant and why?
___________________________________________________________
___________________________________________________________
___________________________________________________________
12.7 LESSON END EXERCISE
1. “Entrepreneurs are made and not made” comment.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. If EDPs have to succeed, the organizers need to concentrate on its sustaining
role. Comment.

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 ___________________________________________________________
___________________________________________________________
___________________________________________________________

12.8 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

307
UNIT –III LESSON - 13
ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES

OPERATIONAL DIFFICULTIES OF EDPs, STRATEGIES TO

OVERCOME THE PROBLEMS AND ENTREPRENEURIAL
TRAINING

STRUCTURE
13.1 Introduction

13.2 Objectives

13.3 Operational Difficulties of EDPs

13.4 Strategies to Overcome problems of EDP

13.5 Entrepreneurial Training

13.6 Summary

13.7 Glossary

13.8 Self-Assessment Questions

13.9 Lesson End Exercise

13.10 Suggested Readings

308
13.1 INTRODUCTION
Entrepreneurship development is an organised and systematic development.
The thrust of entrepreneurial development is to motivate a person for entrepreneurial
career and to make him capable of perceiving the opportunities and exploiting them
successfully for setting up his own enterprise. Through government of India is fully
aware about the importance of entrepreneurial development, yet we do not have a
national policy on entrepreneurship. There are lots of hurdles is the way of success
of EDPs. We will discuss the operational difficulties of EDPs and strategies to
overcome problems in the lesson.

13.2 OBJECTIVES
The objectives of the lesson are to:
 understand operational difficulties of EDPs.
 suggest strategies to overcome problems in the way of Entrepreneurial
Development Programme

13.3 OPERATIONAL DIFFICULTIES OF EDPS

The EDP Programmes in India are affiliated with the number of operational
problems. As such, though there are many institutional to train entrepreneurs, the
growth of entrepreneurs is inhibited by these problems. The operational problems of
EDP are as follows:
 Inherent inability
 Diverse opinions
 No proper strategy
 Low institutional commitment
 No local support
 Non-availability of inputs
 Poor follow-up
 No adequate research facilities

309
  Ill-planned training methodology
 Inconsistent progamme design
 Perpetual ambiguity
 No clear-cut objective
 Lack of clarity in approach, and
 Lack of creativity and commitment
i) There appears to be inherent inability to identify the needs of the institution
and differences of opinion prevailing amongst the practitioners and trainers.
ii) There seems to be low institutional commitment for local support to
entrepreneurs besides low involvement of marketing, voluntary and financial
institutions in the programme, except for a few.
iii) Non-availability of various inputs, i.e., raw materials, power, etc. and
infrastructural support entwined with poor follow-up by the primary
monitoring institution, results in failure of EDP.
iv) There seems to be ill-planned training methodology. Inconsistency in
programme design, its content, sequence and theme and focus of the
programme.
v) Training institutions do not show much concern for objective identification
and selection of entrepreneurs and the follow up after training.
vi) Some of the institutions seem to be still debating whether to look for proper
identification and selection of entrepreneurs for making successful
entrepreneurs.
vii) Those involved and concerned with the selection and follow up activities
have either limited manpower support or a narrow linkage with other support
agencies.
viii) There does not appear to be standard course curriculum even in terms of
broad module being adopted by such institutions.
ix) Majority of the institutions engaged in EDP are themselves not convinced of

310
 what they are doing as a task delegated by the government of helping the
policy in attaining its social objectives.
x) Perceptual ambiguity of the EDP objective seems to have percolated to grass
root level with a significant distortion both in terms of content and intent.

13.4 STRATEGIES TO OVERCOME PROBLEMS

Keeping this background in view, the following strategies of entrepreneurship
development in India may be suggested:
i. Public entrepreneurship should remain confined only to those industries and
sectors where private enterprise, individual or corporate, is generally not
attracted. Existing Public entrepreneurship should be improved through better
management and by puffing relatively greater emphasis on research and
development. There is need to streamline the R&D wing or public sector
enterprises.
ii. All possible efforts are made very seriously for the development of an
industrial culture. It should be realised that the central core or entrepreneurship
is the motive force since an appropriate; entrepreneurship implies positive
action and initiative. Motivated individuals with combination of abilities
and attributes can pursue their goal with enthusiasm. One can easily give
examples of men like J.N. Tata or Ranehodlal who established their
enterprises against heavy odds in the country under British rule. Without
motivation, an individual cannot become a successful entrepreneur even
though he may have access to finance, individual qualities of vision, vigour,
leadership and enterprise need to be inculcated.
iii. There is need to develop management education and industrial training. In
modern times, management education is being viewed as an effective
supplement to the development of entrepreneurship since entrepreneurial
decisions have to be effectively supported by managerial decisions. Quite
often, the entrepreneur functions as manager especially in small-scale
industries where the entrepreneur is his own technician and manager. This
fact justifies the route of formal education and necessitates the establishment

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 of business schools and management institutes in the country, where relevant
courses may be introduced. Happily, some such institutions have come up
but they should further be strengthened and developed into first-class
institutions comparable with their counterparts in developed countries. In
addition, facilities should be provided on an increasing scale for sending
talented young men and women to business schools abroad. But, strategies
should be chalked out to give a conducive environment for them to come
back to India and apply this knowledge in a suitable manner. Besides,
industrial training programmes should be frequently organised. This will help
in widening the mental horizon towards practical business and industrial
problems. New industrial training centres well equipped may as well be
established. Education and training will very much help in developing and
augmenting a race of new entrepreneurs needed to harness and utilise the
scarce resources for economic development.
iv. The development of backward regions/areas constitutes new challenges.
Programmes for their development be drawn up and should be effectively
implemented. Such programmes await new entrepreneurs whose technical
expertise and managerial competence would bring about the desired
development and fulfill social needs.
v. Adequate measures are a must for mobilizing and fostering entrepreneurial
talent in the country. In this context it should be realised that entrepreneurs
are not the gift of a particular class. For instance, in Japan, innovators came
from the underprivileged classes as the affluent classes had hardly any
incentive to innovate. “Innovating entrepreneurs have frequently come from
those classes of people normally barred from advancement to status bearing
positions”.
vi. Economic administration by the state should be improved and made more
effective so that objectives of economic policies may be fully achieved in
the overall interest of the country’s economy. Better economic administration
would go a long way in ensuring and increasing entrepreneurship. Monopoly
benefits to a few big entrepreneurs are an evil and must be checked. The

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 general policy of encouraging the small entrepreneur will go a long way in
activating and broadening the leadership potential. Improvement in business
climate by the state through its well-designed economic policies be it fiscal,
commercial, industrial or agricultural will benefit the entrepreneurs in a
changing technological society and thus facilitate healthy development of
entrepreneurship.
vii. Institutional framework should work towards meeting major industrial or
economic needs or goals. Such framework, in addition to its several facets,
must place entrepreneurial development and its objectives in a proper and
meaningful perspective following which entrepreneurs may plan their
business activities within the bounds of such a framework for the desired
coordinated development.
viii. Greater emphasis should be put on research relating to processes and
enhancement of the value of indigenous techniques. This would have n
encouraging impact on entrepreneurship and technology at the domestic level.
As a general rule Indianisation of entrepreneurship should be effected in
place of foreign collaboration. However, general guidelines should be stated
for cases in which foreign collaboration with well-known foreign companies
may be allowed.
ix. Now, special categories of entrepreneurs, viz. women, retired army personnel,
handicapped persons educated youths, Non Resident Indians (NRIs),
displaced persons etc., have appeared on the economic scene. Their emergence
is more directly conditioned by economic and industrial factors and not only
by social factors of caste, community and social approval or disapproval.
Factors like access to capital business experience, opportunity to acquire
technical and managerial competence have played a crucial role. For instance,
in the case of light engineering products, electronics, computers and in several
other new products, the entrepreneurial source is generally not traceable to
any specific caste or community background. The entrepreneurs in such fields
are usually technologists and in their endeavor to establish manufacturing
units, they reveal a multiple basis of entrepreneurship, viz., foreign

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 collaboration, diversification, etc. Conducive working environment should
be ensured for the healthy development of such entrepreneurs in future. It is
only then that their qualities of vision, vigour, leadership and enterprise can
be well utilized for the industrial development of the country.
Entrepreneurship is not confined to industry and is needed in all activities;
its existence in agriculture among the cultivators, small and large is seen by all
today. The growing farm of today in many parts of the country is a proof of such
entrepreneurship. The need for entrepreneurship is even greater in management of
the Government, more so as it is the largest entrepreneur.

13.5 ENTREPRENEURIAL TRAINING

All individuals have need for training, new recruits need induction into the
rationale and objectives of their jobs, besides being trained in specific skills and
routines. New professional stall may need to undergo additionally programmes of
training to enable them to improve their professional qualifications. Certain
individuals may need training for a specific purpose, the development of a new
service, taking on a new role in the organisation, preparing for retirement.
But in a world where development and promotion happen more rarely
everyone still needs raining or rather need it even more; if a job at any level becomes
drudgery then it cannot be effectively performed. The role or raining is to develop
the critical awareness or stall and present in-growth. An employee who can make
some appraisal of Their own role compare the situation of colleagues elsewhere and
feel that management promotes this process is like to feel satisfaction in the job
however great the constraints on achievement. And job-satisfaction is a clear way
towards effectiveness if individuals at all levels can contribute towards the formulation
of goals-then those goals are more likely to be the most appropriate in the context.
13.5.1 Importance of Training
The importance of training employees has the following advantages:
i. It makes sure the availability of skilled workers at all levels of management.
ii. It increases the potential abilities of workers and thus improves their
performance to the maximum attainable level.

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 iii. It enables workers to perform the work more effectively and precisely so as
to maintain the quality of products
iv. It minimises excessive scraps, defective outputs and wastage in the production
process.
v. It minimises accidents said to increasing as unskilled and semi-skilled workers
are more to industrial accidents.
vi. Training reduces fatigue
vii. Training enables the workers to work speedily and thus increases the earning
of employees.
viii. When the speed of production increases, overtime work can be avoided and
therefore, the payment of overtime does not arise.
ix. A trained worker does not feel the need to join other factories and thus reduces
the labour turnover.
x. Training improves the good relations between employees and management.
xi. New techniques can be easily adopted through trained employees.
xii. Standardisation can be adopted in a factory where trained employees are
available.
xiii. Team spirit and team work can be promoted when employment are fully
trained
xiv. Training enables employees to occupy higher positions of authority
xv. As trained workers do not require any consolation and because of less spoilage
resulting from their performance, the supervision cost can be minimised.
13.5.2 Objectives of Training
The training is designed to sub serve the following objectives:
i. To impart basic knowledge about the industry, product and production
methods;
ii. To build the necessary skills of new entrepreneurs and workers;

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 iii. To assist the entrepreneur/worker to function more collectively in his present
position by exposing him to the least concept, techniques and information;
iv. To build up second line of workers and prepare them to shoulder additional
responsibility and/or switch on to the production of a new product, if there is
any diversification;
v. To expose the entrepreneur to the latest developments which directly or
indirectly affect him;
vi. To broaden the vision of entrepreneurs by providing them suitable
opportunities for an interchange of experiences within and outside an industry;
vii. To impart knowledge of the marketing of goods
13.5.3 Principles of Training
The principles of training may be enumerated as under:
i. Training should be given in a proper atmosphere and that too systematically
through duly qualified and trained instructors.
ii. Training should be of reasonably long duration so as to enable the workers
to understand the theory and develop skills for managing the job accurately.
iii. Training should be given at all levels. This means training programme of a
factory should include introduction training, job training, training for
promotion and refresher training.
iv. The level of training should be high. It must be comprehensive and the
participant should be made familiar with the latest trends in production
technology.
v. Training should consist not only of theory it should be supplemented by
practical training and made interesting to all participants.
13.5.4 Methods of Training
The following are the important methods by which training may be imparted:
(1) Individual instruction
Under this method, a single individual is selected for training. This mode of

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 training is undertaken where a complicated skill is to be taught to an
individual.
(2) Group instruction
This mode of training is suitable for a group of individuals with a similar
type of work and where general instructions are applicable to all are to be
given.
(3) Lecture method
Here the instructor communicates in theory the practice to be followed by
the learners. Under this method, whenever there are any doubts, they may be
clarified on the spot.
(4) Demonstration method
Where the performance of work is to be shown practically by the instructor
for better understanding, this method can be followed. This is more concerned
with the practical than theoretical aspect.
(5) Written instructional method
The medium of training is followed where a future reference is to be made
by the learners. This method is mostly followed where a standardised
production system is followed.
(6) Conference
Conference are frequently organised wherein experts in the field share their
ideas and bring to the notice of learners new ideas and techniques to increase
production.
(7) Meetings
Meetings are a mode of training involving a group of people who discuss the
various problems confronting them. They involve exchanging ideas and views
and later on, coming to a firm conclusion based on the various proposals and
alternatives.
Small-scale industries in India suffer from various handicaps. One of the

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most important among these is the non-availability of technical and managerial
personnel or the required caliber. On the contrary, large scale industry can employ
qualified staff specialised in different areas of production and management. Further,
they can allow retaining from time to time their own supervisory personnel and
workers. As against this, the small industrialist cannot afford to employ worker and
supervisors having sound educational background and the requisite experience in
production and in trade. Besides, they do not have the equipment and resources to
train their staff. To meet this lacuna, the training of small industrialist and their
workers has been taken up as an important part of the Industrial tension service
rendered by the Development Commissioner, Small-scale Industries Organisations.
The courses provided are designed to familiarize small industrialists and their workers
with the latest tools and techniques in their respective fields. The objective of the
training of personnel for and from small scale industries is to equip them with
improved management technical know and to apprise them of the kinds of assistance
available from various Government organisations training programme of such
personnel is suitably geared to the needs of individuals with different background
and performing different functions.

FIGURE 13.1: OBJECTIVES OF TRAINING

The training of instructors at various levels was a sine quo none of the
programme. Besides training of the DCSSIO, it become imperative that State
Government officers, entrusted with the development of small scale industries, should
be given similar training, since the development of small industries is a State subject
under the Constitution. Indeed, the training programmes of this organisation
commenced within orientation training for its own officers in charge of the Pilot
(industrial) projects under the Community Development Programme, the small-scale
Industries Organisation has extended the benefit of its training resources and
programmes to other developing countries which, being interested in the development

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program of small-scale industries, have been deputing their officers for participation
in training programmes, study visits, etc., specially arranged by it for them.
In the post-independence period the nation laid stress and put its faith in
science and technology. The country has made tremendous investments in scientific
institutions and scientific and technical manpower. These investment need to be
harvested. We have learnt that the managerial skills necessary to harvest business
are different room the skills required to create businesses. Similarly, to create
technology enterprises we may also require different kind of managers in our science
and technology institutions, development of technical entrepreneurship and the
management or science and technology cannot be dealt with in mutual exclusion.
13.5.5 Training in Technical Trades
Regular ad hoc training courses in various technical trade are conducted by
Small Industries Services Institutes, Branch SISIs, Extension Centres and Production
Centres for Artisans, both skilled and semi-skilled, sponsored by small-scale industries
for upgrading their existing skills and broadening their areas or competence to meet
the specific requirements of small-scale industries.

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 FIGURE 13.2: BUILDING UP AN ACTION-ORIENTED TRAINING
PROGRAMME

13.5.6 Stages of Growth

The training content will largely depend on the stage of growth of
entrepreneurs. Entrepreneurs of the small industry and small business are usually
owner. In the beginning stage, they are more concerned with the startup work and at
this stage they play the role of workers rather than that of a manager.

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 FIGURE 13.3: ROLE OF SSI ENTREPRENEURS
But as soon as the industry attains stability in terms of production/service,
entrepreneur starts planning its growth and improvement. At this stage, his role as a
worker gradually diminishes and proportionately the manager’s role increases. Finally,
with the growth of the industry, manager’s role starts dominating. Thus, the role of
entrepreneur is a dynamic one and follows a continuum between worker’s and
manager’s roles.
In order to maintain efficiency both as a worker at the initial stage and as a
manager at the later stage, to those entrepreneurs who are the outcome of some
planned progrmme, such preparations come mainly through training. Usually as the
part of the entrepreneurship development programme, they receive motivational
training and financial management. This works well at the initial stage. Later on
they require another training intervention with advance level of management inputs
to shoulder the increasing managerial responsibility. But if the advanced managerial
training is provided at the initial stage, it may not be that effective since most of the
selected entrepreneurs have neither academic endowment to comprehend them nor
practical experience to relate them in a real life situation. This has two implications.
One is that training may be considered continuous process not only for stimulating
but also for supporting and sustaining entrepreneurial pursuits. Another implication
suggests comparatively simpler management inputs in the initial in the training for
EDPs. These points must be considered while finalizing model syllabi for EDPs.

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13.5.7 Variability in Audience Background and Environment
Besides stage of growth, the target audience themselves vary in terms of their
background, experiences, training and exposure to the business world. These
variability’s demand for the matching training inputs with varying degree of intensity
to bring these entrepreneurs to be able to manage them successfully. For example, a
group of MBA entrepreneurs may require less intensity on management skill
development input as compared to other aspects. Similarly, for a group of
entrepreneurs who want to set up considerably larger units may require higher intensity
on management skills rather than those who are going to set up comparatively smaller
units. Therefore, while formulating training syllabi for EDPs, the variability in the
audience background experience and training inclusive of economic and infrastructure
development of the area deserve serious consideration.
13.5.7 Details of Project Implementation
As an integrated approach in the promotion and development of entrepreneurs
in the rural areas the EDP consists of the following phases:
(a) Selection of the area from existing socio-economic reports and government
policy guidelines.
(b) A techno-economic survey in the selected area to identify the opportunities
for new and expanded industries in terms of existing enterprises, natural
resources, labour and raw material availability and potential markets.
Feasibility study on selected types of industry with good prospects will be
carried out, including preparation of industry profiles for industries, with
investment opportunities.
(c) Identification of potential and existing entrepreneurs who are interested to
diversify or expand their business through the use of predetermined
recruitment and selection scheme.
(d) Training of these potential and existing entrepreneurs to increase their
motivation and equip them with the skills of management, project feasibility
study and project preparations, as well as familiarize them with the prevailing
business environment.

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 (e) Provision of follow-up and consultancy services in the area of management,
marketing, production, financing, technology, preparation of project, apply
for loans and up gradating of existing entrepreneurs by providing in-plant
training.
SELECTION SCHEME
(a) Historical development and rationale for selection
Before the EDP was launched, there was a progamme to identify, select and
include entrepreneurs to increase the likelihood of programme success. In undertaking
EDP the government has to provide considerable human and material resources.
These expenditures are considered worthwhile in view of the significant role
entrepreneurs play in the economic development of their country. The proper
identification and selection or participants for training in, seen as an instrument to
enhance the success or the EDP.
The EDP selection scheme is so designed that admission to the EDP is limited
to the top 25-39 applicants who are presumed to process the traits or qualities or
potential entrepreneurs.
The selection scheme was based on the assumption about the entrepreneurial
characteristics which were considered to be generally accepted. The general and
principal requirements to be met by an applicant for training are:
i. Biographical Demographic and socio-cultural data of the applicant to assess
his readiness for the entrepreneurial role such as age, education background,
work and business experience, type of business operation, financial resources,
equity participation and labour intensiveness are essential.
ii. Motivation of the applicant for attending the EDP such as exposure to
business, sibling position reasons to go into business, source of
encollragement and support to the entrepreneur, concreteness of plans,
credibility and endurance.
iii. Psychological test in the field of entrepreneurial traits such as risk-taking,
need for achievement and other relevant traits.

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(b) Promotions and recruitment
In preparing the EDP training course, the information on the EDP is
disseminated to entire public so that enough applicants are generated for screening.
The assistance of local government agencies concerned in the development of the
area, local banks, chamber of commerce, service clubs and some types of industrial
forum are tapped in identifying target participants. The commencing of the training
programme is usually announced by various means of advertisement, e.g. Local
radio, television, the local various means of advertisement e.g. local newspapers
and posters. Brochure on the programme will also be distributed to local businessmen
and individuals interested in going into business. They refer to the integrated package
of assistance through the EDP, and an opportunity for discussion with participants
from other provinces that have benefited from EDP training.
(c) Selection procedures
The selection scheme consisted of a three-step process:
i. Each applicant completes an application form which probes into his family
background, education, work and business experience, business plans and
financial resources.
ii. The applicant is interviewed as to his motivation in becoming an entrepreneur,
entrepreneurial potential, and desire to participate in the programme.
iii. The applicant takes a psychological test which aims to measure entrepreneurial
traits such as need for achievement risk-taking, need to influence, optimism,
and other relevant traits. Figure 13.4 below shows the process of selection.
A decision to admit an applicant to the EDP wholly depends on selection
results. The number of participants to attend the training course is limited to a
maximum of 30 persons per course.

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FIGURE 13.5: ENTREPRENEUR SELECTION PROCESS
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TRAINING DEVELOPMENT PROGRAMS
The EDP training will be set up according to the training needs or participants,
who are both existing and potential entrepreneurs, and industrial prospects of the
area. The training programme lasts for four weeks, and consists of six modules.
(a) Introduction of entrepreneurship
This module covers general knowledge on factors affecting small scale
industries, development, entrepreneurial behaviour the role of entrepreneurs in
economic and the facilities available.
(b) Motivational Training

Motivational training is a three-day live-in-module aimed at increasing the

participant’s level of achievement and confidence and developing the right attitude
and behaviour toward business. Successful entrepreneurs are invited to speak about
their experience in setting up and running a business.
(c) Essentials of management
This module is aimed at providing participants with basic management and
technical know-how required to enable them to operate their business enterprise
effectively and efficiently. It consists of the following subjects:
i. General Management
ii. Marketing Management
iii. Production Management
iv. Financial Management
(d) Fundamentals of project feasibility study
This ratio provides guidelines on the effective analysis of feasibility of the
project in view of marketing organisation, technical, financial and social aspects.
(e) Organising the business
The purpose of this module is to enable participants to know the environment
in which they will operate their business. This covers such aspects as government
incentives, industrial opportunities, policies, business laws and regulations, etc.

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 (f) Plant visit
Plant visit are necessary to familiarize the participants with real life situations
in small business. Such trips also provide participants with opportunities, to learn
more about an entrepreneur’s behaviour, personality, thoughts and aspirations,
including his plans and projects.
The training method is a combination of group dynamics, lecture discussions,
case studies, actual preparation of project assignment, and workshop exercise.
 Course Duration and Schedule
The training programme is a 25-day course. Except for the achievement
motivation training (a three-day live in module), the daily programme consists of 2
sessions/day. The lecture sessions are conducted daily during the day or in the evening,
depending on the opinion of people in the target area gathered during the industrial
potential survey.
 German Experience
The worldwide acclaim achieved by the German companies has been due to
the rapid adaptation to change and restructuring the training accordingly. The common
features of restructuring are:
(1) Broad based training to start with followed by specialization. This has led to
a reduction in the number of trades.
(2) Development of multi-craft skills.
(3) Development of unique training modules and units.
(4) Industry’s lead and initiative in restructuring the training.
(5) Change in complexion of the workforce leading to more skilled workers.
(6) Refraining programmes for skill up gradation of the existing workforce, and
(7) The overall personality development of the workforce through emphasis on
‘key qualifications’ which will equip the workforce with the ability to cope
with change.
Two important recommendations emerged when there was an interchange of

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 German and Indian experiences, through a workshop organised by the
Confederation of Engineering Industry.
 Multi-Skill Concept
(1) The pattern of Indian training system needs to be overhauled. This is needed
particularly in respect or offering board training with limited number of trades
and offering specialised modules in tune with the hi tech requirements. Also,
the multi-skilled concept which is fast emerging as a response to hi tech
needs would necessitate this approach.
(2) At the operational level the modification of the existing training programmes
to include the allied elements. In particular, the maintenance aspect has been
much stressed, whether it be mechanical, electrical, electronic or the
processing sector.
To make training successful, the German experiences point to the absolute
necessity for developing good training materials and updating the instructors on
their use.
 Japanese Approach
In total contrast to the German approach, the Japanese place little accent on
formalized institution training. On the other hand, tremendous emphasis is laid on
“on the job” training. The primary objective of job training is to bring about a change
an increase in knowledge, the acquisition of a skill, or the development of confidence
and good judgment. Job training is not successful unless the person can do something
new or different or demonstrate a change in behaviour.
There are three dimensions in each job that an employee must master in
order to perform effectively knowledge, skill and ability.
Knowledge refers to the information that is needed to perform a set of activities
efficiently and effectively. Skill refers to the techniques, the approaches, and the
styles of translating knowledge into action or practice. Ability refers to the intangible
qualities or characteristics that are necessary for performance and are often referred
to under the umbrella of motivation or attitude.

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 Job training is structure to consist of both formal and informal activities that
address each of these three dimensions knowledge, skill and ability and the goals of
training made clear enough so that the trainee understands what outcome or behaviour
is desired.
In trying to solve job related problems, often the Japanese employees are
encouraged to communicate their own training needs so that these can be arranged.
This is in direct contrast to the, practices present in many factories here. Wherein
everyone participants in determining the training needs of a person excepting the
person himself.
For example through the participation as members of Quality Circles, in the
process of problem solving, the employees may identify specific skill needs to improve
product quality. These are then arranged to be provided.

CRITICAL EVALUATION OF DEVELOPMENT PROGRAMS

Training refers to the process of increasing knowledge and skill of an
employee for doing a particular job. Soon after a worker is selected and inducted
into a job, we may not expect full contribution from him initially in attaining the
objective of the factory as he is just “raw” human resources. For ensuring satisfactory

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job performance, training is essential at all levels of management. Training serves
not only the purpose of motivation but also as a means of developing various methods
of work. The term “training” and “development” are often synonymously used. But
there is a difference between the two. While training is viewed as a process by
means of which the aptitudes, skills, and capabilities of an individual employee to
perform a specific job are enhanced, development implies the nature and direction
of change induced in the employee through the process of education and training.
Several factors have increased the adoption or training and development schemes of
factories.
It is obvious that the achievement in rural areas is contingent upon the
evaluation of a national training policy, the creation of a national training
infrastructure, the formulation of suitable coordinative mechanisms at all levels, the
acceptance of manpower planning and budgeting as the basis for training programmes,
the developments or multiple skill courses, acceptance of area planning approach
for training institutions at district and block levels, at the cutting edge level. Unless
a massive training programme is organised to support ambitious rural development
programmes, the goal or full employment may not be achieved within the stipulated
time.
More importantly, the government and the development financial
institutions are in the forefront in entrepreneurial development. However,
experience shows that the various training programmes of these institutions are
aimed at training people to take up self-employment and acquire gainful
employment. Thus, the very purpose of developing entrepreneurial talent among
the youths is defeated. This calls for a critical evaluation of EDPs and to develop
personnel with conviction and commitment to undertake the task of planning,
designing and implementing programmes for entrepreneurship development.
More importantly, these programmes must be according to Indian economic
environment and be made available in regional languages. Overall, business will
need to reappraise its own role in designing new ways of preparing young people
for the entrepreneurial challenges of the 21 st century. There needs to be new
kinds of partnerships between institution and training and development. Everyone

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concerned should strive to achieve the goal of adopting education to the diverse
entrepreneurial needs of the next millennium. The need of the hour is to develop
genuine entrepreneurs accelerate the process of industrialisation. The need of
the hour is for stimulating innovation and the entrepreneurial spirit to support
the development of new ideas through new and mature enterprises.
BENEFITS OF THE TRAINING PROCESS
(a) The Training
The combination of on-the-job training and consultancy with group training
during rather a short time (three weeks) is an effective strategy.
- The entrepreneurs/participants demonstrate a willingness to improve existing
working methodology and techniques and learned the possibilities or
limitations in the use of equipment;
- They are more aware of the need to develop and introduce new products and
production techniques and relationship of theory to the situation in their
workplace.
- They demonstrate a growing awareness of the relationship between technical
problems in their enterprises and management and control;
- During the group training, an opportunity is created to exchange experiences
and problems and questions that were observed or arisen during the visits to
the enterprises.
(b) Level of instruction
Through the mix of on-the-job training and group training but mostly through
direct contact between the entrepreneur and the instructor at the work floor of the
former, the instructor usually speaks the language of the entrepreneur. The instructor
had to adapt himself to the client, to the entrepreneur, and to think at his level while
searching for new methodologies and solutions for problem observed. This contrasts
with formal training programmes where the participants have to adjust themselves
to the burden of re-entry into their system with the new knowledge. The entrepreneur
feels himself more at ease in his own environment where he is the boss and with that

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self-confidence he often feels more comfortable in questioning the trainer/instructor
about the things he himself considers to be of interest.
(c) Mobilisation of resources
With a limited time, the identification of the pertinent resources on contract
terms for the training programme was initiated. Successful negotiation with state
technical training institute resulted in the contracting of three professionals for the
three weeks of the course. This was mainly possible through the availability of a
budget, and possibility to decide on the use or that budget without approvals and
endorsements or third parties or higher authorities. With this the mobilization of
resources through contracts approved at local level directly was made. Furthermore,
the contribution of the larger industries was ensured, which resulted in the release of
one instructor for a three-week period at no cost. Although his participation was of
high value, his release by the large industry was a marginal cost, and was seen as a
contribution to the development or the area social investment by the large industry
also to improve their general image. Unfortunately it was not possible to use the
workshops facilities or a particular industry.
It became evident that even governmental services could be mobilized and
integrated into the program me at the working me at the working level. Approaching
the government at higher level for official approval and release would have been
less attractive, because such activities are normally not foreseen in annual plans and
budgets, nor do the budgets cater for such additional expenditures.
(d) Cost effectiveness
One of the major objections raised against the individualized training approach
(albeit for a group of trainees) like the one described here, is related to the cost
aspects. It is often claimed that the costs or group training alone (without consultancy
and the like) are considerably less than the consultancy cum-instruction technique.
This, however, is not at all that obvious.
In the field of training in the small-scale enterprise sector, we see the following
principles being adopted more and more:
- Training of entrepreneurs is seen more as a process of transfer of know-how;

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 - More attention is being is being paid to the process of adult learning instead
of just setting university and college courses;
- Training programmes are more individualized, with special attention to the
individual training needs;
- Training programmes are becoming more practice-oriented, with more
attention being paid to on-the-job training aspects;
- Consultancy and extension are seen more and more as a part of the process
of transfer of know-how; and
- More attention is being paid to ensuring active participation of both the
entrepreneur and the “instructor”.

13.6 SUMMARY
India has a proud record of entrepreneurship. Its present growing status in the
industrial world is its proof. It has now to prepare itself for entrepreneurship of a
different order. Tremendous advances of science and technology will have to be
harnessed and incorporated requiring on the part of the people and the Government
a more mature approach to be on par with advanced countries. Philips, Sony, Honda,
Ford are the signposts of entrepreneurship today for all to emulate. Some of these
have come up only in recent years and from small beginnings. In India, too, one sees
glimpses of such entrepreneurship.
In India EDPs are facing problem of no policy at national level,
overestimation of trainees, short duration of EDP, non-availability of infrastructural
facilities, non-availability of competent faculty and poor response of financial
institutions. To make EDP successful emphasis on stimulating, supporting and
sustaining activities, need to develop management education and industrial training,
development of backward areas, increase duration of EDP and emphasizes should
be given to research and foreign collaboration.

13.7 GLOSSARY
 Collaboration: to work together
 Ambiguity: the possibility of being understood in more than one way

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  Streamline: to make an organisation, process etc. work better by making it
simpler
 Horison: the limits of your knowledge or experience
 EDP: Entrepreneurial Development Programme of government

13.8 SELF ASSESSMENT QUESTIONS

1. Enumerate the problems faced in the conduct of EDPs. Give suitable
suggestions for various problem.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss the various strategies to overcome problems of EDPs.
___________________________________________________________
___________________________________________________________
___________________________________________________________

13.9 LESSON END EXERCISE

1. Write a note on Entrepreneurial training.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. What are the benefits of training programmes.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. What are the methods of training usually employed to train the entrepreneurs?

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 ___________________________________________________________
___________________________________________________________
___________________________________________________________

13.10 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –III LESSON - 14
ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES
MODELS FOR ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES

STRUCTURE
14.1 Introduction
14.2 Objective
14.3 Models for Entrepreneurial Development Programme
14.4 Summary
14.5 Glossary
14.6 Self-Assessment Questions
14.7 Lesson End Exercise
14.8 Suggested Readings

14.1 INTRODUCTION
Entrepreneurial training is an organised activity for increasing the knowledge
and skill of people for a definite purpose. Training enables the entrepreneur to get
acquainted with jobs and also increase their aptitudes and skills and knowledge of
entrepreneur to start up and manage the entrepreneur. Training includes the learning
of such techniques as are required for the intelligence performance of definite tasks.

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It also comprehends the ability to think clearly about problems arising out of the day
to day functioning of entrepreneurs. Entrepreneurial training tends to improve the
performance of entrepreneurs by narrowing the gap between expectations and
achievements. Because of the significant role it is essential to have an effective
training programme in the enterprise.

14.2 OBJECTIVE
The objective of the study is to understand the models of EDP training.

14.3 MODELS FOR ENTREPRENEURIAL DEVELOPMENT

PROGRAMME
There are several organisations engaged in conducting entrepreneurship
development programme in India. The lead in the matter was given by the Small
Industries Development Organisation through its service centres. Entrepreneurial
development in Gujarat has been conducted for a long time, and sophisticated
selection techniques and training methodology have been developed. The programme
has integrated identification and training of potential entrepreneurs, identification
of viable industrial projects and developing managerial capabilities. Institutional
support in the areas of finance, infrastructure, etc. is also linked with the programme.
Other organisations that have been actively conducting entrepreneurship
development programmes are State Bank of India; financial institutions such as IDBI
Entrepreneurial Motivation Training Centre in Northern Eastern Region: Xavier
Institute of Social Services, Ranchi; industrial consultancy organisations in various
states; Centre for Entrepreneurship Development, Ahmedabad; State Financial
Corporations; the Centre for Entrepreneurship Development, Hubli Small Industries
Extension Training Institute, Hyderabad; National Science and Technology
Entrepreneurship Development Board etc.
The need for a national organisation to serve as an apex body to coordinate
training Programme of various centres and organisations in the country, to train
trainers and motivators in entrepreneurial development, to prepare model syllabi
training for various target groups and target areas, etc., was felt, with a view to
evolve an integrated national approach to this subject.

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14.3.1 Pre-requisites for EDP
The entire infrastructure of an area should be reviewed. Entrepreneurs require
a variety of assistance and support in arranging finance, plant and machinery, land,
readymade sheds, power, raw materials and finally information relating to industry.
The support activities provide nurturing and help entrepreneurship to grow and
survive. The inadequacy of support system may impede provision of timely help to
entrepreneurs. The co-ordinator of the entrepreneurial training programme should
arrange meetings of various developmental agencies to elicit their co-operation.
 Survey of Entrepreneurial Opportunities
It consists of identifying viable industrial activities and enterprises based on
demand and resources and the extent of competition. Although the emphasis is to be
given to demand of an area, the adjoining areas having linkages and the requirement
of a region should also be considered. The objective of a survey is to identify
opportunities in industries and other allied activities which offer a promising future
for entrepreneurs.
 Selection of Entrepreneur
Selection methodology is a critical input in the entrepreneurship development
scheme. If the entrepreneurs are not properly selected, the entire programme can be
defeated and this has a direct bearing on success rate.
A number of techniques are employed for selecting entrepreneurs. The
selection procedure to be adopted by an organisation should be based on sound
theoretical background and standardised tests administered by experts. In India,
several institutions of repute administer scientific tests such as Thematic Appreciation
Test, Entrepreneurial Capacity Test, etc., followed by personal interviews. When
entrepreneurs are selected, chances of drop-outs are minimised and entrepreneurial
training becomes effective for the achievement of goals and objectives.

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339
  Inputs for Entrepreneurial Development Training
The objective of the programme of training in entrepreneurship development
is to develop motivation of potential entrepreneurs, help them in taking up suitable
enterprises and activities, enable them to prepare economically viable and technically
feasible project reports and enhance their enterprise-building skills. The motivational
inputs include psychological games, tests, goal-setting exercises and role play. The
objective of these inputs is to enable the participants to do a self-study, understand
their own entrepreneurial personality and behaviour and bring about changes in self-
concept, values and skills, leading to positive entrepreneurial behaviour.
The training programme further enables entrepreneurs to develop skills in
identifying suitable items for manufacture which will give good returns. The technique
of conducting studies, market surveys and research should further be covered in the
programme of training based on which project reports have to be prepared. For
organising an industry, information on government policies and programmes is helpful
to the entrepreneurs. A number of institutional agencies offer the necessary
infrastructure for putting up plants. Some countries have also introduced schemes of
incentives and concessions available to entrepreneurs. A programme for training for
entrepreneurship development should also cover information on programme of
assistance and support systems.
Any training programme should not only develop proper entrepreneurial
motivation and skill but should also ensure that entrepreneurs are able to develop
their enterprises well by scientific managerial techniques and contents in various
fields of management-financial management, marketing management, production
management, inventory control, labour laws and taxation.
There is also the need for visits to the industrial units, consistent with the
items identified by the entrepreneurs, to gain more knowledge on production processes
and machines required for the purpose. Facilities for in-plant training will further
heighten the usefulness of the programme particularly when the enterprises are very
small or in areas where there is paucity of skilled personnel.

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  Support System
Individuals and organisations which provide assistance to entrepreneurs
constitute a support system. Experiences in India have demonstrated that the caliber
and willingness of a support system greatly influences the success of a programme.
The various agencies of the support system should be involved in the training
programme from the selection process to training and follow-up. The organisation
conducting the training should be associated with these agencies to ensure that timely
assistance is available to the entrepreneurs.
 Follow-up
It is as important to take up follow-up measures after conducting
entrepreneurial development courses. Some of the institutions in the country have
introduced cards for each trainee where progress is recorded from time to time.
Project leaders contact the entrepreneurs by personal visits or otherwise to ascertain
difficulties and to follow-up their need with the appropriate agencies. Regular system
of reporting should be developed to get feedback on the performance of entrepreneurs.
It has been envisaged that while the basic structure will remain the same, the
degree of emphasis could vary in such areas as in-plant training, theoretical training
etc. depending upon the requirements of the target group.
Economic activities are directly linked with the entrepreneurial level of a
nation and, therefore, entrepreneurship development is a critical input for industrial
and business development efforts of a country. Need for entrepreneurship
development training has been established and the above model could be adopted
considering the local, parameters.
 Work Plan
After the final survey and investigation were carried out, an action plan was
formulated with the following objectives:
- To create an atmosphere of confidence so that the owner manager would be
willing to receive comprehensive assistance in management and technical
development of his organisation (training in new technologies, i.e., in

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 electrical and oxi-carbide welding and in addition, training in business
management, i.e., cost calculation);
- To collect further information about the participating sector/industries
- To develop cooperation with larger industries
- To gain further experience in on-the-job and group training; and as a secondary
objective
- To provide on-the-job training and practical instruction to junior extension
officers.
The work plan was presented to the selected cooperating partners. These were
the local office of the Ministry of Industries and the Metal Industries Development
Centre (a national extension and research institution). After informal adoption of
the plan, the various partners were contacted officially and the plan set into motion.
The main steps in the plan were:
- Promotion at individual level (enterprise level) of the work: 15 enterprises
were approached and interviews were held with their owners/managers;
- Selection of a maximum of 10 enterprises that would participate in the training
programme under condition to provide the necessary materials and equipment;
- On-the-job training at plant level on an individual basis, followed and
complemented by a half day’s training on cost calculation;
- Follow-up visits after the training (see Fig. below)
Attention was also paid to improve existing techniques and the working
methods and new techniques that could be executed with the available tools and
equipment. Both the owners and the workers participated in the instruction. Visits to
the individual enterprises were interrupted after a few days by brief sessions with
the entire group. Ideally the whole group should come together in the plant of one of
the participants to see how the other is working, but far a fear of letting the enemy
intrude into your establishment has prevented this.
It was noteworthy that the common problems (encountered during the individual

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visits) contributed towards group cohesion during the group sessions characterized
by open discussions. On this basis the group becomes more receptive to new ideas
presented by the instructors (specialists in technical, management and financial fields).

FIGURE 14.2: WORK PLAN FOR ACTION-ORIENTED TRAINING

The training methodology was oriented towards:
- Building up a level of understanding with the entrepreneur and his business;
- Discussions of problems and bottlenecks;
- Training-cum-assistance in new techniques;
- Introduction and practicing of new techniques (also on repair of equipment);

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 - Demonstration of related management concepts. Participants received half
a day of classroom instruction and half a day on cost calculation.
- Group instructions afterwards to discuss common problems, and aspects of
a more general nature.
The follow-up visits to the participating enterprises form a logical
complementary activity. Through such visits it is possible to guide the entrepreneur
with the “translation” of that has been presented to him into practical application.
Follow-up visits take place shortly after the training sessions and after longer intervals
(of 3 to 6 months) but on a regular basis. While the first visits are concerned with
guidance during implementation, the later ones can be seen as evaluation visits.

14.4 SUMMARY
It is now well recognised that entrepreneurs can be developed through
appropriately designed entrepreneurship development programmes. These
programmes broadly envisage a three-tiered approach: developing achievement
motivation and sharpening of entrepreneurial traits and behaviour, project planning
and development and guidance on industrial opportunities, incentives and facilities
and rules and regulations and developing managerial and operational capabilities.
Various techniques and approaches have been developed and adopted to achieve
these objectives, keeping in view the target-groups and/or target areas. The structuring
of the programmes and training methodology also necessitate consideration of the
specific target groups and target areas. Methodology for selection of the prospective
entrepreneurs as well as support services after the training have significant impact
on the success of the entrepreneurs development programmes.
More importantly, the Government and the financial institutions are in forefront
in entrepreneurial development. However, it is said that various training programmes
of these institutions work at training people for self-employment to acquire gainful
employment. Thus, the very purpose of developing entrepreneurial talent among the
youths is defeated. This calls for a critical evaluation of EDPs and of personnel with
conviction and commitment to undertake the task of planning designing and
implementing programmes in this area. More importantly entrepreneurial programmes

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must be attuned to Indian economic environment and be made available in regional
languages. The need of the hour is to develop genuine and not imitative entrepreneurs
to accelerate the process of industrialisation. The need of the hour is for stimulating
innovation and the entrepreneurial spirit to support the development of new ideas
through new and mature enterprises.

14.5 GLOSSARY
 Demonstrate: to show clearly by giving proof
 Tremendous: very large or great
 Motivation: to act in a particular way
 Implementing: to start using a plan
 EDP: Entrepreneurial Development Programme of government

14.6 SELF ASSESSMENT QUESTIONS

1. “Training plays very important role in Entrepreneurial Development”. Discuss
this statement in the light of latest developments.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Discuss the models for EDPs.
___________________________________________________________
___________________________________________________________
___________________________________________________________

14.7 LESSON END EXERCISE

1. Explain the pre-requisites of EDP.
___________________________________________________________
___________________________________________________________

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 ___________________________________________________________
2. Describe the work plan for action oriented training.
___________________________________________________________
___________________________________________________________
___________________________________________________________

14.8 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –III LESSON - 15
ENTREPRENEURIAL DEVELOPMENT
PROGRAMMES
INSTITUTIONAL ARRANGEMENTS FOR DEVELOPMENT
OF NEW VENTURES, SCHEMES FOR WOMEN
ENTREPRENERUSHIP AND RURAL ENTREPRENEUSHIP

STRUCTURE
15.1 Introduction
15.2 Objectives
15.3 Institutional Arrangements for Development of Entrepreneurship
15.3.1 NIESBUD
15.3.2 EDI
15.3.3 TCO
15.3.4 MSME
15.4 Women Entrepreneurs
15.5 Schemes for Women Entrepreneurship
15.6 Rural Entrepreneurship
15.6.1 Concept of Rural Entrepreneurship
15.6.2 Advantages of Rural Entrepreneurship
15.6.3 Constraints of Rural Entrepreneurship
15.6.4 Recommendations to boost Rural Entrepreneurship

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 15.6.5 Schemes for Rural Entrepreneurship
15.7 Summary
15.8 Glossary
15.9 Self-Assessment Questions
15.10 Lesson End Exercise
15.11 Suggested Readings

15.1 INTRODUCTION
Finance is the nerve centre of a business, just as circulation of blood essential
in the human body for maintaining life. No business, whether small, medium or big
can be started without an adequate amount of finance. Every entrepreneur needs
finance to startup industry acquire fixed assets, develop product, me, machine a
work, encourage management to make progress. Even as existing concern ruds finance
constantly. In order to help entrepreneurs various central and state government have
come forward to help entrepreneurs by providing them various kinds of support and
facilities. A large variety of financial institutions have come into existence over the
years to perform a variety of financial activities. We will discuss, NIESBUD, EDI,
TCOs and MSME in detail.

15.2 OBJECTIVES
After reading this lesson you will be able to generate knowledge about:
 different institutions engaged in the development of entrepreneurship in India.
- NIESBUD
- EDI
- TCOs
- MSME
 schemes for women entrepreneurship
 concept of rural entrepreneurship

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  constraints of rural entrepreneurship
 schemes for rural entrepreneurship

15.3 INSTITUTIONAL ARRANGEMENTS FOR DELOPMENT

OF ENTREPRENEURSHIP
The term institutional support system generally refers to the economic
environment of industry and business comprising authorities and institutions whose
decisions and operational framework affect the level of business. These institutions
include government owned agencies, statutory corporations and semi-autonomous
and autonomous organisations. In our country, these authorities and agencies are
government sponsored organisations and entrusted with sufficient powers to regulate
and promote SSIs in specific areas of activities.
Basically, institutional support system is necessary at three stages of enterprise
development. These are: (i) inception or promotion of a business or industrial unit;
(ii) day to day management or routine management and (iii) expansion and
diversification.
15.3.1 National Institute for Entrepreneurship and Small Business
Development, New Delhi (NIESBUD)
The National Institute for Entrepreneurship and Small Business Development
(NIESBUD) was established in 1983 by the Ministry of Industry (now Ministry of
Small Scale Industries), Govt. of India, as an apex body for coordinating and
overseeing the activities of various institutions/agencies engaged in Entrepreneurship
Development particularly in the area of small industry and small business. The
Institute which is registered as a society under Govt. of India Societies Act (XXI of
1860) started functioning from 6th July, 1983.
It is an apex body for coordinating and overseeing the activities of various
institutions/agencies engaged in entrepreneurial development (in the areas of small
industry and small business). The policy, direction and guidance to the Institution
are provided by its Governing Council whose Chairman is the Minister of SSI. The
Executive Committee consisting of Secretary (Small Scale Industry & ARI) as its
Chairman and Executives Director of the Institute as its Member Secretary executes

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the policies and Decisions of the Governing Council through its whole-time Executive
Director.
Purpose
1. To have model syllabus for training target groups
2. Providing effective training strategies, manuals and tools for the above groups.
3. Facilities and supporting Central/State governments and other agencies in
 Executing programmes of entrepreneurship and small business
development
 Maximizing benefit and accelerating the process of entrepreneurship
development.
 Conducting programmes for motivators, trainers and entrepreneurs
which are commonly not undertaken by other agencies.
 Organising such activities that help in developing entrepreneurial
culture in the society.
 Activities of the Institute Include:
1. Evolving effective training strategies and methodology;
2. Standardizing model syllabi for training various target groups formulating
scientific selection procedure;
3. Developing training aids, manuals and tools;
4. Facilitating and supporting Central/State/other agencies in Organising
entrepreneurship development programmes;
5. Conducting training programmes for promoters, trainers.
6. Assisting and Supporting EDPs by:
 Evolving Model Syllabi for training various target groups.
 Formulation of standardised procedures of identification and selection
of potential entrepreneurs.
 Preparation of Training Aids Material

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7. Training of Trainers/ Promoters through:
 Accreditation Programme for Entrepreneurial
 Motivation Trainers
 Trainers’ Training Programme for Enterprise Launching &
Management
 Trainers/ Promoters Programme for support organisations such as
SISIs, DICs, Development Corporations etc.
 Small Business Promotion Programme.
 Entrepreneurship Orientation Programme for HODs and Senior
Executive.
8. Evolving Standardised Material and Research Publications:
 Institute conducts researches on topics related to entrepreneurship
and widely disseminates the findings. The status Analysis Study on
Entrepreneurship in India; Potential of Women Entrepreneurship in
India; Successful Women Entrepreneurs: their identity, Expectations
and Problems; Directory of EDP Institutions in India are some of the
notable research publications by the Institute.
 Information material for entrepreneurs like handbooks on Industrial
Laws, Commercial Laws, Ready Reckoner for Product Selection, are
prepared and distributed.
 Periodical directory of experts, reports based on different studies.
Newsletter covering topics like NEW Products, Process and
Technology, Agency Profile, Entrepreneurial Profile etc.
9. Creation and capability building of EDP institution: The Institution provides
support and guidance in establishing EDP institutions. The assistance covers
developing faculty, providing training and library facilities and developing
programmes and sharing experiences of conducting programmes at the initial
stage.

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10. Small business in focus: The Institute focuses its attention on small business
development by encouraging and supporting arrangements in remote and
backward areas. The number and percentage of small business among small
entrepreneurs is very large. The Institute concentrates its efforts on evolving
methodology for training, supporting and sustaining this Group.
11. National/international forum for exchange of ideas and experience: Institute
organises National as well as International Meets for sharing experiences
with a view to enhance success in implementation of entrepreneurship
development programme. Organises Workshops and Seminars on current
topics such as sustaining entrepreneurship, emerging entrepreneurial
opportunities etc. Encourages foreign delegations for mutual exchange of
experiences.
12. Developing entrepreneurial culture:
 The Institute strives to create climate conducive to emergence of
entrepreneurs from all strata of society.
 Conducts awareness camps for school and college students.
 Production and distribution of material for use by mass media like
TV, AIR, etc.
 Organises group discussions representing a variety of cross sections
of the society.
13. Assisting Entrepreneurial Development Board (NEDB): The Institute assists
the NEDB which is the Union Government’s policy formulating body.
14. Services to affiliated members: The Institute affiliates institutions/
organisations engaged in entrepreneurship development and related activities
as Ordinary, Associate and Corporate Members. It offers to these members’
services by providing information material and forum for discussing strategies
for propagating entrepreneurship.
15. Sustaining entrepreneurship: Sustaining existing entrepreneurs is an activity
important as, and possibly more important than, creating new entrepreneurs.
In this direction NIESBUD organises Continuing Education Programmes
352
 for SSI Entrepreneurs besides providing counseling and consultancy. Short
duration training programmes on Working Capital Management, Marketing,
Project Identification, Accounting etc. are conducted on campus while
counseling/consultancy is provided on and off campus.
15.3.2 Entrepreneurship Development Institute of India (EDII)
Entrepreneurship Development Institute of India (EDII) an autonomous
and not-for-profit institute, set up in 1983, are sponsored by apex financial institution
– IDBI Bank Ltd., IFCI Ltd., ICICI Bank Ltd. and the State Bank of India (SBI). The
Government of Gujarat pledged 23 acres of land on which stands the majestic and
sprawling EDII campus.
To pursue its mission, EDII has helped set up 12 state-level exclusive
Entrepreneurship Development Centres and Institutes. One of the satisfying
achievements, however, was taking entrepreneurship to a large number of schools,
colleges, science and technology institutions and management schools in several
states by including entrepreneurship inputs in their curricula. In view of EDII’S
expertise in entrepreneurship, The University Grants Commission had also assigned
EDII the task of developing textbooks on entrepreneurship for 11th and 12th standards.
In order to broaden the frontiers of Entrepreneurship Research, EDII has
established a Centre for Research in Entrepreneurship Education and Development
(CREED), to investigate into a range of issues surrounding small and medium
enterprise sector, and establish a network of researchers and trainers by conducting
a biennial seminar on entrepreneurship education and research.
In the International arena, efforts to develop entrepreneurship by way of
sharing resources and organising training programme, have helped EDII earn
accolades and support from the World Bank, Commonwealth Secretariat, UNIDO,
ILO, FNSt, British Council, Ford Foundation, European Union, ASEAN Secretariat
and several other renowned agencies.
The Ministry of External Affairs, Govt. of India assigned to EDII the task of
setting up Entrepreneurship Development Centres in African region will be
established very soon.

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 Aims of EDI
 Creating a multiplier effect on opportunities for self-employment
 Augmenting the supply of competent entrepreneurs through training
 Augmenting the supply of entrepreneur trainer-motivators
 Participating in institution building efforts
 Inculcating the spirit of Entrepreneurship in youth
 Promoting micro enterprises at rural level
 Developing and disseminating new knowledge and insights in entrepreneurial
theory and practice through research
 Facilitating corpo rate excellence thro ugh creating int rapreneurs
(entrepreneurial managers)
 Improving managerial capabilities of small scale industries
 Sensitizing the support system to facilitate potential and existing entrepreneurs
establish and manage their enterprises
 Collaborating with similar organisations in India and other developing
countries to accomplish the above objectives.
 Activities of the Institution
 EDII offers an outstanding and comprehensive array of academic programmes
pertaining to Entrepreneurship and Entrepreneurial Research. These includes
two post Graduate diploma course related to Business Development and
Development Studies, one Doctoral Course on Management and one Short
Term Programme on Entrepreneurship.
 Research on topical entrepreneurship related subjects with special focus on
applied research are taken up to act as a crucial link between theory and
practice in the field of Entrepreneurship. The aim is to offer a thorough
practical knowledge in the field of Entrepreneurship apart from the theory.
 EDII seeks to develop knowledge that encourages innovation and replicable
models through various Government and Corporate Sponsored projects. These

354
 projects include those assigned by the Central and the State Governments,
development organisations and public enterprises.
 EDII acts as a catalyst in building an individual’s skills and knowledge base
to a greater capacity towards entrepreneurial success. Our main aim is to
reach various target groups and provide value added services and build their
capacity and help them set up independent enterprise.
15.3.3 Technical Consultancy Organisations (TCOs)
Technical Consultancy Organisations (TCOs) were created for facilitating
technical consultancy for industrial projects. These organisations were established
by the All India Financial Institutions (IDBI, ICICI, IFCI, etc.) in collaboration the
state level financial/development organisations and commercial brands. There are
in all 18 state-level TCOs across India.
Over the years, the TCOs have transformed from being consultancy firm
handling project reports, market surveys, etc. to multi-functional, multi-disciplinary
organisations offering a wide range of services to the industrial and infrastructure
sector. Some TCOs such as KITCO have diversified have diversified to offer
consultancy services for implementation of projects under one roof from “Concept
to Commissioning”.
 Activities of TCOs
 Development of Industry Clusters
 Conducting Industry Potential Surveys/Techno-Economic Viability (TEV)
studies
 Infrastructure Planning
 Energy and Environment Research and Management
 NPA Resolution
 Vocational Training
 Technology Facilitation/Preparation of Project Profiles
 Conducting Entrepreneurship Development Programs

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  Carrying out Market Research for specific products
 Offering Merchant Banking Services
 Offering Consultancy for Export-oriented Enterprises

 Major TCOs in India

 APITCO Ltd. (Andhra Pradesh)
 GITCO Ltd. (Gujarat)
 HIMCON Ltd. (Himachal Pradesh)
 ITCOT Consultancy and Services Ltd. (Tamil Nadu)
 KITCO Ltd. (Kerala)
 Technical Consultancy Services Organisation of Karnataka (TECSOK)
(Karnataka)
 Madhya Pradesh Consultancy Organisation Ltd. (MPCON) (Madhya
Pradesh)
 MITCON Consultancy and Engineering Services Ltd. (Maharashtra)
 North India Technical Consultancy Organisation Ltd. (NITCON)
 UP Industrial Consultants Ltd. (UPICO) (Uttar Pradesh)
 West Bengal Consultancy Organisation Ltd. (WEBCON)
15.3.4 Micro Small Medium Enterprises (MSME)
In accordance with the provision of Micro, Small and Medium
Enterprises Development (MSMED) Act, 2006 the Micro, Small and Medium
Enterprises (MSME) are classified in two classes:
1. Manufacturing Enterprises – The enterprises engaged in the manufacture
or production of goods pertaining to any industry specified in the first schedule
to the industries (Development and regulation) Act, 1951 or employing plant
and machinery in the process of value addition to the final product having a
distinct name or character or use. The manufacturing enterprise is defined in
terms of investment in Plant and Machinery.

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 2. Service Enterprises: The enterprises engaged in providing or rendering of
services and are defined in terms of investment in equipment. The limit for
investment in plant and machinery/equipment for manufacturing/service
enterprises are as under:

The various schemes launched under MSME’s are as follows:

1. Prime Minister’s Employment Generation Programme (PMEGP)
Scheme for providing financial assistance to set up new enterprises under
PMEGP
The scheme is implemented by Khadi and Village Industries Commission (KVIC)
functioning as the nodal agency at the national level. At the state level, the scheme is
implemented through State KVIC Directorates, State Khadi and Village Industries
Boards (KVIBs), District Industries Centres (DICs) and banks. In such cases KVIC
routes government subsidy through designated banks for eventual disbursal to the
beneficiaries/entrepreneurs directly into their bank accounts.
The maximum cost of the project/unit admissible in manufacturing sector is
Rs. 25 lakhs and in the business/service sector, it is Rs. 10 lakhs.

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Categories of Beneficiary’ Rate of subsidy under PMEGP (of project cost)
Area (location of project/unit) General category 15% (Urban), 25% (Rural), Special
25% (Urban), 35% (Rural) (including SC/ST/OBC/Minorities/Woman, Ex-
servicemen, Physically handicapped, NER, Hill and Border areas, etc.).
The balance amount of the total project cost will be provided by the banks in the
form of term loan d working capital.
Objective of the scheme
a. To generate employment opportunities in rural area as well as urban areas of
the country through setting up of new self-employment ventures/projects/
micro enterprises.
b. To bring together widely dispersed traditional artisans/rural and urban
unemployed youth and give them self-employment opportunities to the extent
possible at their place.
c. To provide continues and sustainable employment to large segment of
traditional and prospective artisans and rural and urban unemployed youth
in the country, so as to help arrest migration of rural youth to urban area.
d. To increase the wage earning capacity of artisans and contribute to increase
in the growth rate of rural and urban employment.
Who can Apply?
Any individual, above 18 years of age. At least VIII standard pass for projects
costing above Rs. 10 lakh in the manufacturing sector and above Rs. 5 lakh in the
business/service sector. Only new projects are considered for sanction under PMEGP.
Self Help Groups (including those belonging to BPL provided that they have not
availed benefit under any other Scheme), Institutions registered under Societies
Registration Act 1860; Production Co-operative Societies and Charitable Trusts are
also eligible. Existing Units (under PMRY, REGP or any other scheme of Government
of India or State Government) and the units that have already availed Government
Subsidy under any other scheme of Government of India or State Government are
NOT eligible.

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How to apply?
The State/Divisional Directors of KVIC in consultation with KVIB and
Director of Industries of respective state (for DICs) will give advertisements locally
through print and electronic media inviting applications along with project proposals
from prospective beneficiaries desirous of establishing the enterprise/starting o service
units under PMEGP. The beneficiaries can also submit their application online at
[Link] and take the printout of the
application and submit the same to respective offices along with detailed project
report and other required documents.
2. Coir Industry Technology Upgradation Scheme (CITUS)
A new component namely “Coir Industry Technology Upgradation Scheme
(CITUS)” has been introduced replacing the earlier component i.e. “Develeopment
of Production Infrastructure” of Coir Vikas Yojana for giving away assistance to the
entreprenrus for procurement of eligible Plant & Machinery for modernization,
upgradation and/or establishing a new unit on making application for the purpose to
go for larger investment in the coir sector. The financial assistance shall be 25% of
the cost of admissible items of Plant and Machinery procured by the Coir units. The
upper ceiling of the financial assistance will be Rs. 2.50 crores per unit/project.
 Objectives of the scheme
a. To provide modern infrastructure facilities to the production units resulting
in improvement of productivity and quality.
b. To support the establishment of new ‘State-of-the-Art’ Coir Processing Units.
c. To spread the industry to potential areas.
d. To promote enhanced utilisation of available raw material.
e. To create more employment opportunities, especially for women in rural
areas.
f. To attract new generation entrepreneurs to the industry.
g. To modernise the existing coir units.

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 h. To promote the development and installation of information technology
including Enterprise Resource Planning.
i. To support the production of high value customer-oriented products.
j. To make the coir industry integrated and competitive with modern
technologies.
k. To facilitate the adaptation of eco-friendly production techniques.
l. To achieve the target of a pollution-free coir industry with technological
advancement.
Who can apply?
All coir production/processing units newly established will be eligible to apply
for assistance. All coir production/processing units registered with Coir Board under
Coir Industry (Registration) Rules, 2008 and having Udyog Aadhar are eligible to
apply for financial assistance for modernization under this scheme.
How to apply?
The applicant/beneficiary unit seeking assistance under this component shall
file applications online with all relevant details/documents prescribed.
3. Entrepreneurial and Managerial Development of SMEs through
Incubators
The objective of the scheme is to provide early stage funding to nurture
innovative business ideas (new indigenous technology, processes, products,
procedures, etc.) that could be commercialized in a year. The scheme provides
financial assistance for setting up business incubators.
 Objectives of the schemes
The main objective of the scheme is to promote emerging technological and
knowledge based innovative ventures that seek the nurturing of ideas from
professionals beyond the traditional activities of Micro, Small & Medium Enterprises
(MSMEs). Such entrepreneurial ideas have to be fostered and developed in a
supportive environment before they become attractive for venture capital. Hence
the need arises for incubation centres: to promote and support untapped creativity of
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individual innovators and to assist them to become technology based entrepreneurs.
It also seeks to promote networking and forging of linkages with other constituents
of the innovation chain for commercialization of their developments. This initiative
is now being taken up by the Ministry of MSME-the nodal Ministry for the
development of entrepreneurship and creation of self-employment and more
employment avenues.
Under this scheme, 100 “Business incubators” (BIs) are to be set up under Technology
(Host) Institution over the next 4 years (@ say 25 per year) and each BI is expected
to help the incubation of about 10 new ideas or units. For this service, which includes
the provision of laboratory/workshop facilities and other assistance/guidance to young
innovators, each BI will be given between Rs. 4 lakh and Rs. 8 Lakh per idea/unit
nurtured by them, limited to a total of Rs. 62.5 lakh for the ten units. In addition,
each BI or each Host Institution may get:
(a) Upgradation of infrastructure Rs. 2.50 lakh
(b) Orientation/training Rs. 1.28 lakh
(c) Administrative expenses Rs. 0.22 lakh
Total assistance per BI Rs. 66.50 lakh
 Implementing Agencies
The incubational support will be provided by Host Institutions, like:
(a) Indian Institutes of Technology (IITs)
(b) National Institutes of Technology (NITs)
(c) Engineering Colleges
(d) Technology Development Centres, Tool Rooms, etc.
(e) Other recognised R&D and/or Technical Institutes/Centres, Development
Institutes of DIP & P in the field of Paper, Rubber, Machine Tools, etc.
The geographical areas, the disciplines and the infrastructure-providers listed
above will be reviewed midway during the implementation, for any corrective action
needed to make the scheme more effective with better outcome.

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  Targets
It has been proposed that in each Business Incubator, efforts will be made to
reach the ration of 4:1 between the incubated micro and small enterprises, respectively
i.e. efforts will be made to incubate 8 micro enterprises and 2 small enterprises in
each BI on an average in an ideal situation. However, flexibility on this count would
be permissible. There will also be flexibility in having more than one BI in the same
host institution and where required there may be less than 10 or more than 10
enterprises hosted in each BI.
4. Assistance to Training Institutions (ATI)
The assistance is provided to National level training institutions operating
under the Ministry of MSME, namely, NIMSME, KVIC, Coir Board, Tool Rooms,
NSIC and MGIRI in the form of capital grant for the purpose of creation and
strengthening of infrastructure and support for entrepreneurship development and
skill development training programmes. Assistance is also provided to those state
level EDIs that enter into partnership with NIMSME for capacity development for
undertaking studies and research on MSME issues. The scheme also provides research
grant upto Rs. 15.00 lakh on MSME issues. MSME chair are also sanctioned in
premier National academic institution.
 Objective
The objective of the ATI Scheme is to strengthen capacity for training for
Skill Development, entrepreneurship, providing training to staff of DICs and related
government institutions dealing with MSMEs and strengthening overall capacity of
National Institutions under Ministry of MSME to undertake these trainings. Under
Skill India Programme, skill training is being given in accordance with the modules
approved by the National Skill Qualification Framework (NSQF). The objective of
the scheme is to build capacity both physical infrastructure and Human Resource
(HR) in National Level Institutions under Ministry of MSME to undertake skill
development. National Institute for MSME is a premier National Level Institution
for MSMEs. There are number of State Level Entrepreneurship Development
Institutions working on MSMEs issues. State and Central Government Departments
have large staff for providing support to MSMEs issues. State and Central Government

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Departments have large staff for providing support to MSMEs. The scheme also
proposes to improve capacity of staff working in District Industries Centres and
Industries Departments in States.
 Nature of Assistance
Revenue grant is provided to institutions on annual basis for the MSME chair.
State level EDIs that enter into partnership with NIMSME are provided total grant
upto Rs. 2.5 cr.
Who can apply?
Select state level EDIs that enter into partnership with NIMSME and national
level premier academic institutions are eligible to apply for the MSME chair.

15.4 WOMEN ENTREPRENEURS

The term “women entrepreneur” deals with that section of the female
population who venture out into industrial activities i.e. manufacturing, assembling,
job works, repairs/servicing and other businesses.
Women entrepreneurs’ may be defined as the women or a group of women,
who initiate, organise and operate a business enterprise. Women are expected to
innovate, imitate or adopt an economic activity to be called women entrepreneurs.
The Government of India has treated women entrepreneurs of a different
criteria-level of women entrepreneurs of a different criteria-level of women
participation in equity and employment position of the enterprise. As such “women
entrepreneurs is defined as an enterprise owned and controlled by a women having
a minimum financial interest of 51 percent of the capital and giving at least 51percent
of the employment generated in the enterprise to women.”
Thus, on the basis of above definitions we can say that women entrepreneurs
are those entrepreneurs who have taken initiative in promoting and running an
enterprise by having a controlling interest in that particular enterprise.
Women entrepreneurs’ enterprise as defined for the first time, in 1988 laid
down that an enterprise owned and administered by a women entrepreneur with a
minimum financial interest of 51 percent in the share capital and giving at least 50

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percent employment to women would be treated as women’s enterprise. The
investment ceilings were kept at par with the limits specified in 1985 for other units,
i.e. up to Rs. 35 lakh for SSI units and up to Rs. 45 lakh for ancillaries. This definition
was revised in August 1991, by dispensing with the employment criterion for women
workers.
Currently, the women’s enterprise is defined as a small scale industrial unit/
industry related service or business enterprise managed by one or more women
entrepreenurs in proprietary concerns in which she/they individually or jointly have
a share of capital of not less than 51 percent as partners/shareholders/directors of
private limited companies/members of cooperative societies.
 Characteristics of Women Entrepreneur
i. Courage: Courage is one of the most important characteristics of a women
entrepreneur. They have the passion to start their own business.
ii. Sound and strong mind with clear vision: A disturbed mind of the women
acts as a hindrance and she cannot achieve success in her venture. Successful
women remain balanced and stay calm under all circumstances and have a
sound mind. She does not get disturbed or panic for small setbacks in her
ventures. A woman with a sound mind has the ability to take the right decision
which helps her to succeed in her business.
iii. Imagination: It refers to the imaginative approach or original ideas with
competitive market. Well planned approach is needed to examine the existing
situation and to identify the entrepreneurial opportunities. It further implies
that women entrepreneurs have association with knowledgeable people and
contracting the right organisations offering support and services.
iv. Attribute to work hard: Enterprising women have further ability to work
hard. The imaginative ideas have to come to a fair play. Hard work is needed
to build up an enterprise.
v. Persistence: Woman entrepreneurs must have an intention to fulfill their
dreams. They have to make a dream translated into an enterprise. Studies
show that successful women have worked hard. They persisted in getting

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 loan from financial institutions and other inputs. They have persisted in
adverse circumstances and in adversity.
vi. Ability and desire to take Risk: The desire refers to the willingness to take
risk and ability to the proficiency in planning, making forecast, estimates
and calculations. Profits are the reward of risk. Enterprising women take
risk but the risk is well calculated. It offers challenges where chances of
survival and failure are on equal footings.
 Problems Faced by Women Entrepreneurs
In India, women entrepreneurs generally face a large number of problems.
Due to these problems, entrepreneurship development among women has not been
satisfactory. These barriers can be elaborated as follows:
 Lack of self-confidence
Women lack self-confidence in their own abilities which is partly due to
cultural environment. This is because of family’s reluctance to provide them funds
for their venture. Banker’s reluctance to fund their project due to lack of collateral
securities on their names and above all, very few development agencies come forward
to extend them assistance.
 Male-dominated society
Important barrier to the empowerment of women through enterprise is the
male chauvinism. Prevalent socio-cultural attitudes and beliefs are not conducive to
the blossoming of women as entrepreneurs. Male child is still preferred to a female
child right from the birth. Constitution of India speaks about equality of sexes but
till today women are considered abala i.e., weak, passive and home-oriented and as
a result, less capable than men. This consideration acts as a stumbing block in their
strife for equal status with men in the pursuit of economic activity.
 Low risk-bearing capability
Generally, women in India are confined to the four walls of the house. They
reduce their risk-bearing capability in running the enterprise.
 Lack of encouragement from family
Very few women get encouragement from their family to start a business. In

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India, it is mainly a women’s duty to look after the children and other members of
the family. Consequently, family bonding spares a little time for the women to take
up entrepreneurial activity. Studies have found out that women brought up in homes
which are not restrictive in their outlook tend to be innovative, independent and
dynamic and are likely to become successful entrepreneurs.
 Discrimination in upbringing
Right from early childhood, girl child is taught not to be aggressive or
independent. They are discouraged to move out of the family and take up their
business. Conservative attitude of the family members makes the women weak and
passive in their approach. Decisions are taken for them by others.
 Role conflict
Entrepreneurship needs a high level of commitment, devotion and dedication.
Women taking on the mantle of entrepreneurship suffer from stress and strain caused
by role overload and role conflict as they strive simultaneously to cope with their
multiple roles of being a mother, wife, homemaker, etc.
 Lack of education
The greatest barrier to entrepreneurial career among women is the lack of
education. In India 60 percent of women are still illiterate and illiteracy is the major
problem od socio-economic backwardness. Lack of education restricts the inner-
urge of the women to accomplish jobs through personal risk-taking capability.
 Low mobility
Women, in general, are less mobile due to socio-cultural barriers. The dual
responsibility that women entrepreneurs have to cope with is making a success of
their enterprise as well as looking after the home and health place restrictions on
their mobility.
 Problem of access to finance
Women entrepreneurs are lacking access to institutional finance due to absence
of tangible security and credit in the market. Women do not have property in their
names. Most of the women enterprises suffer from sickness due to lack of financing.

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  Stiff competition
Women enterprises face stiff competition from organised industries due to the absence
of any kind of organisational set-up by women entrepreneurs. As a result of this,
such a competition leads to the closure of women enterprises.
Other constraints faced by women entrepreneurs are:
a) Negative attitude of banks and financial institutions
b) Lack of managerial efficiency
c) Red tapism
d) Lack of business experiences
e) Inefficient arrangement for marketing i.e. through middlemen
f) Difficulty to procure raw materials
FACTORS GOVERNING WOMEN ENTREPRENEURSHIP
Women entrepreneurship is governed by four sphere-psycho-sphere, socio-
sphere and econo-sphere. The constraints faced by women entrepreneurs in different
domains are given below:
Constraints in psychological domain:
a) Lack of self-motivation.
b) Conflicts due to dual responsibility.
c) Poor risk-taking ability.
Constraints in social domain:
a) Lack of social contacts
b) Male dominance
c) Not in tune with social norms
Constraints in technical domain:
a) Economic support not forthcoming from family
b) Inadequate amount advance through financing agencies
c) Lack of economic ownership and control

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15.5 SCHEMES FOR WOMEN ENTREPRENEURS
Commercial banks and other financial institutions have come forward to
introduce different schemes for women entrepreneurs. Some of the important schemes
to provide financial assistance to women enterprises are briefly described here:
1. SBI Stree Shakti Package
The SBI introduced Stree Shakti Package in the year 1989 to develop women
entrepreneurs. Highlights of the package are follows:
1) Under this scheme, Entrepreneurship Development Programmes (EDP’s),
exclusively designed for women entrepreneurs, are conducted. The
programmes are organised with the help of SBI staff training college and the
local branches.
2) The branch managers and the filed officers of the banks would provide
necessary support and assistance to women who want to set up enterprise.
3) In this scheme, financial assistance to the extent of Rs. 25000 can be provided
to the women entrepreneurs without keeping collateral security or grantee.
4) Further, a discount of half percent is allowed on the interest charged.
5) Loan proposals can be sanctioned within a period of 30 days from the date of
receipt to the application form from the women entrepreneur. But in case of
the high value proposal and when there is the involvement of more than one
financial institution, this stipulation is ignored.
2. IDBI’s Mahila Udyam Nidhi (MUN) Scheme
The IDBI has set up a special fund, Mahila Udyam Nidhi with a corpus of
Rs. 5 crore to provide seed capital assistance to women entrepreneurs intending to
set up projects in SSI sectors. The scheme is implemented by SIDBI. Women
entrepreneurs who can start and manage an enterprise with a minimum financial
status of 51 percent of the equity are eligible for assistance, provided the project cost
excluding working capital is less than Rs. 10 lakhs. In this case, the following norms
are followed by SIDBI.
i. Debt equity ratio should be 3:1

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 ii. Seed capital assistance is proved in the form of soft loan a maximum of 15
percent of the fixed cost.
iii. Service charge of 1 percent per annum is charged.
iv. Repayment period is 10 years including an initial moratorium period of 5
years.
v. Minimum promoter’s contribution is 10 percent of the fixed cost.
vi. Seed capital assistance is provided without insisting on security.
3. Annapurna Scheme
This scheme is offered by the State Bank of Mysore for those women
entrepreneurs who are setting catering industry in order to sell packed meals, snacks,
etc. The amount granted as a loan under this scheme can be used to fulfill the working
capital needs of the business like buying utensils and kitchen tools and equipment.
Under this loan:
i. A guarantor is required along with the assets of the business being pledged
as collateral security.
ii. Further, maximum amount of money that is granted is Rs. 50000 which has
to be re-paid in monthly installments for 36 months, however, after the loan
is sanctioned; the lender doesn’t have to pay the EMI for the first month.
iii. The interest rate is determined depending upon the market rate.
4. Bank of India’s Priyadarshin Yojana
The scheme aims a providing financial assistance to the women entrepreneurs
who come under the following categories.
i. Small business, e.g. beauty parlour, laundry, lending library, etc.
ii. Retail trader, e.g. fair price shops, general stores, etc.
iii. Road transport operations, e.g. auto rickshaws
iv. Professional and self-employed, e.g. chartered accountants, lawyers and
doctors

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 v. Allied agricultural activities
In this case, the maximum unit of loan amount is up to Rs. 2 lakhs for terms loans
and up to Rs. 1 lakh for working capital. The assets acquired with bank finance will
need to be hypothecated to the banks as security. Repayment period is normally for
a span of three to five years. The margin money to be departed by the promoter is
usually 20 percent depending upon the type of activity. Apart from this the following
schemes are in operation to help the women entrepreneur in obtaining financial
assistance.
5. Orient Mahila Vikas Yojana Scheme
This government scheme for women entrepreneur aims at providing ladies
with the capital they require for starting small businesses.
 The women must have a minimum of 51% of ownership in the business she
want a loan for.
 A concession of 2% on the rate of interest is offered.
 She must repay the loan within 7 years
 If the loan amount is below Rs. 10 Lakhs, collateral is not needed.
 In case of SSI (Small Scale Industries), up to an amount of Rs. 25 lakhs,
collateral is not needed.
 This scheme was initiated by Oriental Bank of Commerce.
6. Udyogini Scheme
Punjab & Sind Bank started promoting this scheme, and many other
banks, including Karnataka State. The main advantage of the Udyogini Scheme is
low-interest rates on business loans.
 Loans of up to Rs. 1 Lakh are sanctioned, given the women availing the
loan is aged between 18 and 45.
 Additionally, her family’s yearly income should be Rs. 45000 or less.
 No income limit exists for widowed, destitute or disabled women.
 For widowed, destitute or disabled women and women belonging to SC/ST

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 category, a subsidy of 30% of the loan, or Rs. 10000 (whichever is lower) is
provided.
 For women belonging to the general category, a subsidy of 20% of the loan
or Rs. 7500, whichever is lower is provided.
7. Mudra Yojana Scheme for Women
This scheme aims at providing financial support to women entrepreneurs in
India who want to open a day-care centre, beauty salon or a similar small venture.
Additionally, the scheme is especially beneficial to a group of women interested in
opening a business.
 Loans starting from Rs. 50,000 up to Rs. 50 Lakhs are sanctioned.
 No collateral or guarantors are required if the loan amount is less than Rs. 10
Lakhs
 Women must apply for a loan under the Shishu, Kishor or Tarun plans
- Shishu Plan: For businesses in the initial stages. A loan of up to Rs. 50,000 is
sanctioned.
- Kishor Plan: For well-established businesses. Loans in the range of Rs. 50,000
to Rs. 5 Lakhs are sanctioned.
- Tarun Plan: For expanding a business. Loans of up to Rs. 50 Lakhs are
sanctioned
8. Cent Kalyani Scheme
This loan scheme is ideal for women who manage SMEs or is involved in
agricultural work or engages in retail trading.
 Loans of up to Rs. 100 Lakhs are sanctioned.
 No collateral or guarantors are required.
 Another benefit of this scheme is that there is no processing fee.
 This was launched and is offered by Central Bank of India.
 Interest rates vary according to market rates.

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15.6 RURAL ENTREPRENEURSHIP
15.6.1 Concept of Rural Entrepreneurship
“India Lives in villages and its true spirit lives in rural areas”. These words
of the Father of the Nation, Mahatma Gandhi, are very much justified even in the
New Millennium. He was not in favour of heavy and large industries. The reason is
clear that large-scale industries can increase production but cannot provide
employment to the millions of poor rural Indians. According to him, the crying need
of India is production of masses through rural entrepreneurship and not mass
production by heavy industries. The focus of rural entrepreneurship is, therefore,
very clear. Firstly, it can produce self-employment opportunities, to the millions and
thus, reduce unemployment. Secondly, it can augment employment avenues for others
in backward areas and bring in balanced regional development to alleviate poverty.
Rural entrepreneurship can be defined as entrepreneurship emerging at village
level which takes place in a variety of fields of endeavor such as business, industry,
agriculture and acts as a potent factor for economic development. In short, rural
entrepreneurship implies rural industrialisation consisting mainly of agro-based
industries, khadi and Village industries and cottage industries. Industries coming
under the purview of khadi and Village Industries Commission (KVIC), Government
of India organisation, are treated as rural industries.
Rural Industries Under KVIC Purview
‘Khadi’ means any cloth woven on handloom in India from cotton, silk and
woolen yarn handspun in India or from a mixture of any two or all of such yarn.
Village industry or rural industry means any industry located in rural area, population
of which does not exceed 10,000 or such other figure which produces any goods or
renders any services with or without use of power and in which the fixed capital
investment per head (in plant and machinery and land and building of an artisan or a
worker) does not exceed Rs. 15000.
Recently, the KVIC has broadly regrouped the various village industries for
the purpose of implementation of its programmes. The list of industries is given as
under, both existing and new:

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 i. Mineral-based industry-existing/new
ii. Forest-based industry
iii. Agro-based and food-based industries
iv. Polymer and chemical-based industries
v. Engineering and non-conventional energy-based industries
vi. Textile industry
vii. Service industry
According to a report of Development Commissioner, Small Scale Industries
(DCSSI), the basic objectives of rural industries projects are expedition’s growth of
small scale industries and creation of opportunities for fuller and additional productive
employment in rural areas so as to improve the earning of the artisans and
entrepreneurs.
However, the definition of village industries has been recently modified by
government so as to enlarge its scope. According to the modified definition, any
industry located in rural area, village or town with a population of 20000 and below
and which can have investment of Rs. 3 crores in plant and machinery is classified
as a village industry. As a result of this, the scope of village industries was enlarged.
15.6.2 Advantages of Rural Entrepreneurship
Modern small scale enterprises have been incorporated in rural industries.
These enterprises benefit the rural industries. Modern sm all industry implies a small
industry which caters to the needs of the emerging modern economy, is progressive
in outlook and adaptable to changing conditions in its production process and applies
reasonably up-to-date ideas of organisation and management in its business operation.
[Link], in the Economic Development of Japan, writes: “To a far greater
degree, the Japanese succeeded in modern techniques of small establishment. Most
important, they strengthen it with external economics introducing large scale
organisation in supply of raw materials, working capital and market”. The integration
of industry into the rural way of life substantially lowered both the transport and
social costs of industrialisation. The advantages of rural industries can be summarised
as under:

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a) Rural industries can produce the best type of products where skilled labour
of specific nature is required. Products requiring special attention to the taste
and fashion of individual customers like ornamental goods, traditional, crafts,
can be best produced by rural units.
b) Products like specialised components of large industries can be manufactured
at a less cost in small units in rural areas by means of subcontract system. As
per the need of the hour, small enterprises and cottage industries can very
well shift their production to support large machinery firms and large scale
sector to meet their order. Thus, they can become ancillary units.
c) The rural industries can take advantage of local resources, locational
advantage using local raw materials, local skills and local experience and
creating to the local demand thereby avoiding transaction cost.
d) Small and cottage industries can be started with low capital investment as
they have got overhead cost. This is not possible in case of large industries.
e) Small and rural industries can sustain for a long period of time due to cordial
personal relationship employer and employees.
f) Small scale enterprises in rural areas meet a substantial part of increased
demand for consumer goods including mass consumption terms.
g) Small scale and rural enterprises assist in dispersal and avoid problems which
unplanned urbanization tends to develop.
h) Rural enterprises create jobs in the rural areas in the developing countries
where unemployment is rampant. This will also help in reducing the migration
of workers from rural to urban sector.
i) Rural industries help in integrating rural economy on one hand and large
scale industries on the other.
j) The marketing of rural industries products can be easily done since the
customers are mostly local.
k) Rural industries enterprises are training grounds for local entrepreneurs on
decision making and excellence in production. They help the growth of
economy by nurturing entrepreneurial and managerial talents.

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15.6.3 Constraints of Rural Entrepreneurship
Rural entrepreneurship has its own drawbacks and constraints. Policies such
as keeping of land in protection when there is already an over production and pricing
income are two of the greatest threads to rural entrepreneurship. Due to the remote
access and unavailability of knowledgeable labor, commercial markets and managerial
staff are hindered due to the remote locations.
In order to alleviate the problems of rural entrepreneurship, under the
government supported resources for these projects and select only the very best
ideas that directly benefit not only the community but also can compete on a global
scale. It is also vital for the success of the rural communities that the development of
each project remain in the hand of the local agencies which in return cooperate with
the government to oversee the leading factor that can help develop the rural area.
 Distribution and Logistics
Infrastructure contains to be a challenge in rural India. Moreover, the lack of
an efficient distribution network prevents penetration of products/services into rural
India.
 Payment collection
The majority of the rural population is still unbanked. Clearly, non-cash
collection becomes rather unlikely. Cash collection; on the other hand, are messy
and difficult to monitor.
 Pricing
It is easier to collect in larger amounts as every instance of collection and
carrying of cash has associated cost. Disposable income, through isn’t always high
since the bulk of rural India is agriculture and income cycle n agricultural are very
erratic and not as predictable as in the case of us salaried individuals.
 Scaling across geographies
India is a land of many cultures and tradition, the constrast become that
much starker in the case of rural India. Setting up operation on a pan-India level
present different types of hurdles in different states ranging from political juggling
to downright local factors. Any model where scalability involves scaling on-ground

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operations is bound to run into myriad issues as we move from one state to the next.
Add to that the greater differences in consumer tastes and behaviour across
geographies then in the relatively more cosmopolitan urban population.
 Developing inorganic scale
Developing synthetic scale through partnerships typically results in larger
overheads in the rural context. Finding the right partner with reach and presence in
villages in difficult to start with. More importantly, there are very few players who
are strong on these counts across multiple typically requires partnerships resulting
in higher partner management overheads.
 Social and cultural challenges
The cyber café model has not worked in many parts of rural India due to
socio-cultural issues. One of the reasons for the failure of the kiosk model in Kuppam
(HP’s i-community) was the lack of usage by women which was largely due to their
discomfort in going to kiosks run by men.
 Growth of Mall culture
Because of the globalisation and modern economy encouraging the mall
culture than the traditional shops. Another side rural Indian people income is also
increased, because of that these people also attracted to mall culture.
 Poor Assistance & Power failure
These two are the major challenges faced by the rural people. India is not a
developed country, it is still developing country. Moreover India, don’t have a
sufficient power and electricity infrastructure facilities to satisfy the needs of their
people. For filling the gap between the demand and unavailability the government
of India has been committed to power cut to rural areas.
 Lack of technical know-how
Rural Indian people they don’t have strong technical educational knowledge.
That is the reasons these people don’t know how to use latest technology. Still majority
of the rural entrepreneurs’ traditional and old technology.
 Infrastructure sickness
The rural India still suffering with lack of infrastructure facilities. But the
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same time government also not concentrates for creating the rural infrastructure.
This is the pathetic situation of rural India.
 Poor self-image of rural youth and in adequate motivation
Strong motivation is the maha mantra for success of any activity. Particularly
the rural youth are suffering with poor self-image. This is killing the talents of the
rural youth.
 Cultural values
We can oversee one thing here; in comparing to the urban people the rural
people have been committed to strong cultural values. In this globalized world the
most traditional people are also fatly adopting the foreign cultures and traditions. In
fact the rural people don’t easy to change the cultural values.
15.6.4 Recommendations to Boost Rural Entrepreneurship
The following recommendations are important in order to boost up rural
entrepreneurship:
a) Modernisation of rural industrial sector and up-gradation of rural skills that
the rural entrepreneurs need should be augmented.
b) Continuous supply of raw materials at reasonable prices should be ensured.
An urgent policy and programme action is required to strengthen raw materials
base. To avoid delay in sanction and disbursement of loan to the rural
entrepreneurs, effective credit planning through coordination of financial
institutions should be done. The bank officials should be motivated to help
and act as guide to the rural entrepreneurs.
c) Rural enterprises are very much prone to sickness. Therefore, a specific action
agenda to link the production centres to markets in the urban areas has to be
worked out. Legislative, measures should be taken to involve all the
government departments to give preference to the products of rural enterprises
while prescribing other required items.
d) Training in government schemes like SGSY, PMRY, Women Development
Entrepreneurship Development Programmes (EDPs) sho uld be
comprehensive to deal with various aspects including modernization and
expansion of enterprises.
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 e) Training institutions like Institutions of Entrepreneurship Development (IEDs)
and Centres for Entrepreneurship Development (CEDs) should be
strengthened to organise more number of training programmes in rural areas.
f) Common production-cum-marketing centres should be set up with modern
infrastructural facilities. This will help in promoting expert and bringing
close interaction between buyers and sellers and thus, eliminate the middlemen
in marketing business.
g) The redefined village industries may be fully exempted from excise and sales
tax so as to make their production cost-effective.
h) Rural saving potential has to be harnessed by suitable strategies. Micro-
finance organisations both at governmental and cooperative sectors should
be set up for producing concessional finance to rural entrepreneurs.
i) Growth of entrepreneurship, managerial skill and reduction in industrial
sickness can be made possible by requisite training programmes that can be
undertaken by the training organisations in an extensive scale.
15.6.5 Schemes for Rural Entrepreneurship
1. Prime Minister Employment Generation Programme (PMEGP)
Prime Minister employment Generation Programme (PMEGP) scheme is
implemented by Khadi and Village Industries Commission (KVIC), as the nodal
agency at the National level. At the State level, the Scheme is implemented through
State KVIC Directorates, State Khadi and Village Industries Boards (KVIBs) and
District Industries Centres (DICs) and banks. The Government subsidy under the
Scheme is routed by KVIC through the identified Banks for eventual distribution to
the beneficiaries/entrepreneurs in their Bank accounts.
 Features of the Scheme
The scheme is implemented through KVIC and state/UT Khadi & Village
Level Boards in Rural areas and through District Industries Centres in Urban and
Rural areas in ratio of [Link] between KVIC/KVIB/DIC respectively.
 No income ceiling for setting up of projects.
 Assistance under the scheme is available only to new units to be established.

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  Existing units or units already availed any Govt. Subsidy either under State/
Central Govt. schemes are not eligible.
 Any industry including Coir Based projects excluding those mentioned in
the negative list.
 Per capita investment should not exceed Rs. 1.00 lakhs in plain areas and
Rs. 1.50 lakhs in Hilly areas.
 Maximum project cost of Rs. 25.00 lakhs in manufacturing sector and Rs.
10.00 lakhs in service sector.
 Area of Operation
Rural area as declared under KVIC Act 2006 - Scheme to be implemented
by KVIC, KVIB and DIC (“Rural Area” means the area comprised in any Village
and includes the area comprised in any town, the population of which does not
exceed twenty thousand or such other figure as the Central Government may specify
from time to time as declared under KVIC Act, 2006)
Urban area - Only District Industries Centres (DIC)
Eligibility
 Individuals above 18 years of age
 VIII Std. pass required for project above Rs. 10.00 lakhs in manufacturing
and above Rs. 5.00 lakhs for Service sector.
 Self-Help Groups and Charitable Trusts
 Institutions Registered under Societies Registration Act- 1860
 Production based Co-operative Societies
 Objectives
i. To generate employment opportunities in rural as well as urban areas of the
country through setting up of new self-employment ventures/projects/micro
enterprises.
ii. To bring together widely dispersed traditional artisans/rural and urban
unemployed youth and give them self-employment opportunities to the extent
possible, at their place.

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 iii. To provide continuous and sustainable employment to a large segment of
traditional and prospective artisans and rural and urban unemployed youth
in the country, so as to help arrest migration of rural youth to urban areas.
iv. To increase the wage earning capacity of artisans and contribute to increase
in the growth rate of rural and urban employment.
2. Khadi Karigar Janashree Bima Yojana for Khadi Artisans (JBY)
A group insurance scheme for khadi workers, namely, “Khadi Karigar
Janashree Bima Yojana” was launched during 10th Five Year Plan through KVIC ON
15TH August 2003 by the Government of India (in the erstwhile Ministry of Small
Scale Industries and Agro & Rural Industries), with LIC of India as insurers. The
scheme covers spinners, weavers, pre-spinning artisans and post-weaving artisans
engaged in the khadi sector. This scheme like other group insurance scheme. The
scheme provides only risk cover for death/disability and the worker is not entitled to
get any returns on the premium paid by him or paid on his behalf by KVIC/Khadi
institutions, if he survives the entire period of insurance.
 Benefits under the scheme
This scheme initially provided each artisans with risk cover of up to:
i. Rs. 20000 for natural death and Rs. 50000 for death due to accident,
ii. Rs. 50000 for permanent disability (loss of two eyes/limits of use) due to
accident, and
iii. Rs. 25000 for partial disability up to 2005-06 while w.e.f. 2006-07.
The LIC OF India has enhanced risk cover for the Khadi artisans and the revised risk
cover provided to each artisans is:
i. Rs. 30000 for natural death and Rs. 75000 for death due to accident
ii. Rs. 75000 for permanent disability (loss of two eyes/limbs of use) due to
accident, and
iii. Rs. 37500 for partial disability, without charging any additional cost either
to the beneficiary or to the Government of India.
The Shiksha Sahayog Yognan is adding on coverage under JBY, without any additional
premium. The wards of the khadi artisans (benefit restricted to two children per
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member/family) covered under the JBY are entitled to receive up to Rs. 1200 per
annum per ward towards tuition fee under the Shiksha Sahayog Yojana. This benefit
is only for wards studying in classes IX to XII, including those studying in Industrial
Training Institutes (ITI).
 Amount of Premium
The annual premium payable for each khadi artisan insured initially was @
Rs. 200/- during the years 2003-04 and 2004-05. On taking up the matter by KVIC,
the LIC agreed to reduce the annual premium payable to Rs. 100/- from the year
2005-06 onwards and during 2006-07 also, the premium payable has been fixed at
@ Rs. 100/-.
3. Marketing Development Assistance Scheme (MDA)
Export promotion continues to be major thrust area for the Government. In
view of the prevailing macro-economic situation with emphasis on exports and to
facilitate various measures being undertaken to stimulate and diversify the country’s
export trade, Marketing Development Assistance (MDA) scheme is under operation
through the Department of Commerce to support the under mentioned activities:
i. Assist exporters for export promotion activities abroad.
ii. Assist Export Promotion Councils (EPCs) to undertake export promotion
activities for their product (s) and commodities.
iii. Assist approved organisations/trade bodies in undertaking exclusive non-
recurring innovative activities connected with export promotion efforts for
their members.
iv. Assist FOCUS export promotion programmes in specific regions abroad like
FOCUS (LAC), FOCUS (Africa), FOCUS (CIS) and FOCUS (ASEAN + 2)
programmes.
v. Residual essential activities connected with marketing promotion efforts
abroad.
Assistance to individual exporters for export promotion activities abroad -
Participation in EPC etc. led Trade Delegations/BSMs/Trade Fairs/Exhibitions:
i. Exporting companies with an f.o.b. value of exports of up to Rs. 30 crore in

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 the preceding year will be eligible for MDA assistance for participation in
trade delegations/BSMs/fairs/exhibitions abroad to explore new markets for
export of their specific product(s) and commodities from India in the initial
phase. This will be subject to the condition that the exporter is having complete
12 months membership with concerned EPC etc. and filing of returns with
concerned EPC/organisation regularly. However, this condition would not
apply in case of a new EPC for a period of 5 years from the date of its
creation. No such ceiling is applicable for participation in Focus LAC region.
ii. Assistance would be permissible on travel expenses by air, in economy
excursion calss fair and/or charges of the built up furnished stall. This would,
however, be subject to an upper ceiling mentioned in the table per tour.
4. Rejuvenation, Modernisation and Technology Up-gradation of Coir
Industry (REMOT) Scheme
This is a credit linked subsidy scheme for setting up of coir units with project
cost up to Rs. 10 lakh plus one cycle of working capital which shall not
exceed 25% of the project cost. Working capital will not be considered for
subsidy. This scheme is sponsored by Central Government of India.
 Objective
Credit linked subsidy for setting up of coir units with project cost plus one cycle of
working capital (up to 25% of the project cost and not to be considered for subsidy).
 Eligibility
 Any individual above 18 years of age with Indian citizenship can apply.
 There will be no income ceiling for assistance for setting up of the project
under REMOT scheme.
 Assistance under the scheme is only available for projects for the production
of coir fibre/yarn/products, etc., coming under the coir sector.
 Assistance will be made available to individuals, companies, SHGs, NGOs,
institutions registered under Societies Registration Act 1860, production
cooperative societies, joint liability groups and charitable trusts. The SC/ST,
women, NER and Andaman and Nicobar Islands and Lakshadweep
beneficiaries will be given priority.
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  Benefits
The funding pattern of the scheme is
Bank loan/Credit role – 55%
Government Grant (margin money – subsidy) – 40%
Beneficiaries’ contribution – 5%
5. Skill Up-gradation & Quality Improvement And 19 Mahila Coir Yojana
Skill up-gradation and Mahila Coir Yojana (MCY) is one of the key schemes
under the scheme Coir Vikas Yojana earlier it was known as Coir Plan (General)
scheme which provides development of domestic and export markets, skill
development and training, empowerment of women, employment/entrepreneurship
creation and development, enhanced raw material utilisation, trade related services,
welfare activities for the coir workers, etc. Mahila Coir Yojana (MCY), in particular,
aims at women empowerment through the provision of spinning equipment at
subsidized rates after appropriate skill development training.
 Nature of Assistance
The stipend per trainee for the skill development programmes will be limited
to Rs. 1000/- per month and in the case of training programmes of less than one
month duration, stipend will be disbursed on prorate basis. The honorarium for the
trainer will be limited to Rs. 6000/- per month. An amount of Rs. 400/- per head per
month will be provided as financial assistance to the training sponsoring agency to
meet the operational cost of the training for raw material, power charges, other
incidentals etc.
Under MCY, the Coir Board provides 75% cost of motorized Ratt/motorized
traditional Ratt as one time subsidy, subject to a ceiling of Rs. 7500 in the case of
motorized Ratt and Rs. 3200 for motorized traditional and Electronic Ratt.
Who can apply?
Rural women artisans in regions producing coir fiber.
How to apply?
Selection of trainees for in-house training at NCT&DC will be made by

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inviting applications through advertisements in print and electronic media and through
recommendation from the authorities of the coir producing States.
Selection of trainees for training programmes conducted at Regional
Extension Centres will be made by the officer-in-charge of the centre through
sponsoring of candidates by trade associations unit owners, Industries Department,
NGOs, Co-operatives, etc.
6. Programme for Promotion of Village Industry Cluster - Rural Industry
Service Centre (RISC) for Khadi And Village Industry
This scheme is sponsored by Central Government of India. RISC is the Common
Facility Unit which aims to provide infrastructural support and necessary services to
local units to upgrade their production capacity, skill up-gradation and market
promotion.
RISC must cover one of the following services:
 Provide testing facilities by establishing a laboratory to ensure quality of the
products.
 Provide improved machinery/equipment to be utilised as common utility
facilities by nearby units/artisans to enhance production capacity or value
the addition of the product.
 Provide attractive and appropriate packaging facilities and machineries to
local units/artisans for better marketing of their products.
 Objective
To provide infrastructure support and services to local units to upgrade
production capacity and skills, and market promotion.
 Eligibility
Farmers, individual entrepreneurs, NGOs, cooperatives, groups of
unorganized and organise sector which include Self-Help Groups (SHGs), rural youth,
etc.
 Benefits
Maximum of Rs. 25 lakh with entrepreneur’s contribution of 25% releases

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will be made by the Commission in 3 equal installments after the institution utilizes
its own proportionate contribution of sanctioned amount of the project.
i. Skill up-gradation and training and/or product catalogue institution should
acquire the required training for staff operation of project/prepare product
catalogue, etc., from own contribution. Maximum 10% of project cost.
ii. Pre-operative and post-commissioning expenses: Institution should make
expenditure towards cost of preparation of project report, etc., contingency,
conveyance, miscellaneous expenditure, etc., from own contribution.
Maximum 5% of project cost.
iii. Building/infrastructure (implementing agency should have own land, in case
of implementing agency having its own readily available building, the cost
would be restricted to 15% of project cost) subject to evaluation by appropriate
authority. Maximum 15% of project cost.
iv. Plant & machinery for manufacturing and/or testing facilities and packaging
(cost of machinery is to be released to machinery manufacturer/supplier
having proper registration as per the agreement, with sales tax number
affiliation to Association/Federation. Minimum 50% of project cost.
v. Raw material/new design, product Diversification, etc. Maximum 25% of
project cost.

15.7 SUMMARY
The phase “whosoever has the gold make the rule”, brings out the significance
of the need of adequate finances for a small industry or enterprise. Finance, being
the basic requirement, of any enterprise is needed as every stag. Rather an entrepreneur
must know very clearly about his financial needs before actually setting up his unit.
We had discussed assistance and support given by various institutions like TCO,
MSME, NIESBUD, etc. The important type of assistance are turn-finance, reference,
working capital finance, underwriting, venture capital, export finance, rehabilitation,
finance, direct subscript to share/debenture, guarantees, bills discounting etc. The
main objective of providing finance is to ensure untransformed development and
growth of entrepreneurs.

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 Further, Indian women were like a well-defined predictable mort plan. They
were to act as per the liking and disliking of their male counterparts. Slowly, changes
started creeping in women migrated to cities and town, got education and economic
independence. Her role as a caring woman was no more looked down upon. Women
entrepreneurship is the process whereby women organise the business and provide
employment to others. Indian women have to face a number of problems beginning
right from the commencement of the enterprise. Male dominating society, heavy
competition, non-cooperative attitude of financial institution, marketing problem,
family conflicts etc. are just some of the problems of minority entrepreneurs. Since
1990, Government has come forward with umpteen facilities, concession and
incentives exclusively for women entrepreneurs.
The entrepreneurial orientation to rural development accepts entrepreneurship
as the central force of economic growth and development, without it other factors of
development will be wasted or frittered away. However, the acceptance of
entrepreneurship as a central development force by itself will not lead to rural
development and the advancement of rural enterprise. What is needed in addition is
an environment enabling entrepreneurship in rural areas. The existence of such an
environment largely depends on policies promoting rural entrepreneurship. The
effectiveness of such policies in turn depends on a conceptual framework about
entrepreneurship i.e., from what and where it comes from and who are the people
which are related with rural India.

15.8 GLOSSARY
 Financial intermediaries: Institution that provides the market function of
matching borrowers and lenders or traders
 Counseling: Interaction of students with job givers
 Inception: The establishment of an organisation
 Indicator: something that gives information
 Empowerment: To give power
 Persistence: To continue doing even through other people say that you are
wrong or that you cannot do it.

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  Constraints: Something that limits you
 Alleviate: To make less strong or bad.
 EDP: Entrepreneurial Development Programme of government

15.9 SELF ASSESSMENT QUESTIONS

1. Discuss advantages of rural entrepreneurship.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Write a note on NIESBUD.
___________________________________________________________
___________________________________________________________
___________________________________________________________

15.10 LESSON END EXERCISE

1. Discuss any two schemes for women entrepreneurs.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Write a short note on TCOs.
___________________________________________________________
___________________________________________________________
___________________________________________________________
15.11 SUGGESTED READINGS
 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.

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 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –IV LESSON - 16
MANAGING GROWTH & TRANSITION
ORGANISATIONAL LIFE CYCLE FROM
ENTREPRENEURIAL PERSPECTIVE AND
ENTREPRENEURSHIP BEYOND STARTUP

STRUCTURE
16.1 Introduction
16.2 Objectives
16.3 The Organisational Life Cycle
16.4 Entrepreneurship Beyond Startup
16.5 Summary
16.6 Glossary
16.7 Self-Assessment Questions
16.8 Lesson End Exercise
16.9 Suggested Readings

16.1 INTRODUCTION
New ventures pass through transitional stages that present new challenges to
their founders. These transitional stages are represented by an organisational life
cycle. Our attention throughout this study has been focuses on establishing a new
venture, which is the first stage of the organisational life cycle. In this lesson we are
concerned with changes that occur between these extremes, when established ventures

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grow, mature and in many cases, decline. As we shall see, there are several important
challenges facing entrepreneurs during these transition stages.
The organisational life cycle requires changes in entrepreneurial behaviour
and because many entrepreneurs cannot adapt to new role responsibilities, their
ventures can fail or be terminated. In some instances, the venture survives but the
entrepreneur is ousted. Consequently, there are many issues to consider for
successfully managing ventures during their transition from embryonic to mature
organisations.

16.2 OBJECTIVES
The objective of the study is to understand:
 the organisational life cycle from entrepreneurial perspective
 the entrepreneurship beyond startups

16.3 THE ORGANISATIONAL LIFE CYCLE

The organisational life cycle follows a well-known pattern of early growth,
rapid growth, maturity and decline. Management textbooks illustrate the cycle with
a graphic curve similar to the one in Figure 16.1. During the initial development
period, a company with a successful innovation can be expected to experience slow
growth. This period is followed by one of rapid growth, which varies in both intensity
and duration as a company expands its customer base and product line. At some
point, the company’s products or services meet rigorous competition that moderates
growth, and as markets become saturated, maturity is reached. For many enterprises,
this stage id followed by a period of decline, which if not reversed, will result in
termination. The life cycle is a general representation of what a company can
experience in the long run, but more important is how entrepreneurs perceive their
roles during life-cycle transitions.
16.3.1 The Entrepreneur’s Perspective
A modified life cycle in Exhibit 16.1 describes transition stages for
entrepreneurial ventures. In this model, the life cycle is identified with five stages:
start-up, expansion, consolidation, revival and decline. These are explained in terms

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of three variables: growth, product/market definition and organization. As the venture
progresses from one stage to the next, conditions change, requiring different decisions
for managing growth, developing products and markets and organizing the company.
 Start-up Stage
During the start-up stage, growth is inconsistent. Sales seldom meet a
founder’s expectations and they can occur haphazardly. In extreme circumstances,
markets will be chaotic with exciting spurts and disappointing sputters. This chaos
can absorb entrepreneurs in daily struggles to survive. In the worst-case scenario
markets may be dormant, leaving the entrepreneur bewildered. Inconsistent growth
does not provide a pattern of sales to help guide an entrepreneur’s decision. Although
products and services are usually targeted to narrow market niches, confusion persists.
During this initial stage, entrepreneurs modify their products, change distribution
systems, alter services and experiment with marketing tactics in an attempt to survive;
they are “fighting fires” every day.

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Consequently, the organisation is centralized and authority is vested in one person
or a very team of founders. Decision making and he founders’ personal references
are undifferentiated. The venture’s objectives also are undifferentiated from those
of the founders. The organisation is therefore a personal expression of a single
entrepreneur or a few partners. It follows that the psychological characteristics of
founders largely determine how the venture progresses though the start-up stage.
More than half of all new ventures do not have business plans prior to their start-up
period; founders merely “press on” with their ideas, relying on intuition and personal
skills to create business inertia. This statistic may allow some insight into the question
of why there is high mortality rate among new ventures during the start-up stage.
Unfortunately, few entrepreneurs of failed ventures can be studied; they quietly
disappear or find new challenges. Successful founders, however, reinforce the

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characteristics of determined, optimistic and energetic entrepreneurs who have the
vision and foresight to struggle through start-up difficulties.
Debbi Field, founder of Mrs. Fields Cookies started with one product and no plan
other than to offer delicious cookies to the public through a neat little mal store. The
only thing on her mind at start- was to have a little fun while surviving the test of
“dong her own thing”. A time, she had to stroll through the mall with a try of cookies,
hawking he wares like a street vendor. Her chm and marketing wit saved the venture,
yet it was not until she and her husband Randy Fields developed a long-term strategy
for expansion and managing the venture that growth ensued. Deb Fields began with
a simple objective to have an interesting little business; she made the transition to
managing a corporate network of stores with more than $100million in sales.
Domino’s Pizza founder Thomas S. Monaghan started with a family restaurant in a
Michigan suburb. During the 1960s, Domino’s remained a family business with
little growth. Family members were interested in a small business that provided
income and the autonomy of ownership apart from traditional jobs in local automotive
factories. They did not envision generating millions of dollars or creating a nationwide
enterprise. Monaghan, however, had other ideas, and Domino’s pizza-delivery system
was launched. That event occurred after a decade in the family business, yet it signaled
a major transition fostered by the vision and somewhat controversial objectives of
its founder.
Domino’s experience is characteristic of family-owned businesses where family
objectives clash with the aspirations of a particular member. If family priorities
override those of the lead entrepreneur, the business may survive start-up problems
but never grow beyond the stage of early expansion. If family continuity is important,
family members often adapt to organisational roles. If a growth orientation prevails.
However, then the family business is dissolved. Family members usually lack the
skills to accept functional responsibilities required in a more complex organisation.
Business continuity is disrupted as the small venture is transformed into an expanded
organisation.
 Expansion Stage
During the expansion stage, rapid growth results in a pattern of success that

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is useful for evaluating market position and new-product potential. The venture is
transformed from a single-line enterprise operating in a limited market to a multiline
company penetrating new markets, as shown in Figure 16.1. Product and service
lines are broadened through innovation and development, and the organisation
expands through functional authority. Decision making may be centralized during
early growth, but departmentalization ensues, leading to a dispersion of authority.
To meet these challenges, entrepreneurs must enlarge the enterprise and delegate
authority for functional coordination.
Entering the expansion stage marks a critical turning point and as the examples
of Debbi Fields and Thomas Monaghan suggest, entrepreneurs must be able to accept
leadership roles quite different from their founding roles. One such role requires
leadership vision evidenced through a higher level of effort or aggressiveness. The
entrepreneur must set this pace through strategic implementation of well-defined
plans, and consequently one of the transition requirements is to become a competent
planner. As noted earlier, although more than half of all start-up enterprises have no
formal business plans, nearly 85 percent of expanding ventures have well-articulated
business plans. This kind of planning represents a major reversal of behaviour and
successful entrepreneurs of rapid-growth firms do not just “push on” with their ideas
hoping for success.
Changes in leadership behaviour tend to create the strategic turning points
that result in successful expansion or else expansion thrust entrepreneurs into new
leadership roles which, if handled well, result in success. The causal relationship is
less important than the fact that entrepreneurs make the transition. Tom Monaghan,
for example, specifically created a system of management and led Domino’s Pizza
toward rapid expansion through a unique approach for pizza home delivery. Mrs.
Fields Cookies became so popular that Debbi Fields was forced to take charge of a
growing business and by transforming herself into a capable manager, she led the
company to success.
External impetus more than often creates opportunities for a given industry
but it is the internal leadership that generates the momentum required to take
advantage of those opportunities. The microelectronics industry, for example, has

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kindled the imagination of several thousand entrepreneurs during the past decade.
Hundreds of microcomputer firms, software companies, consultants and hardware
manufacturers have rushed to the market with their ideas. One of these, ASK
Computers, was the brainchild of Sandra Kurtzig, who began with a start-up niche
in engineering applications for small computers, then broadened her line into scientific
instrumentation and integrated information systems. Kurtzig drove her company
through the expansion stage but also built an organisation with the best mangers she
could find. Within two years of founding, she created departments, delegated
responsibilities and positioned the company for a public offering. By going public,
ASK Computers further diversified and hurtled toward $200 million in sales. When
growth in the computer industry began to stabilize and company sales slowed in the
late 1980s, Sandra Kurtzig began to consolidate. Recognizing that her company was
on the verge of another transition, Kurtzig questions her personal desire to head a
public corporation in a competitive industry. Rather than trying to make the transition,
she chose to leave her venture, explaining that she felt her talents were better suited
for the challenge of a new venture with rapid growth opportunities. Subsequently,
Sandra Kurtzig left her highly successful ASK Computers at the pinnacle of her
career to begin a new publishing venture, Entrepreneurial Women magazine.
 Consolidation Stage
As competition intensifies within a growing industry, businesses are faced
with marginally smaller incremental shares of markets. The result is a competitive
struggle at a slower rate of growth during what is often called an industry shakeout
period. Weaker companies fail, some are sold or merged with others, and many
consolidate to remain profitable.
Consolidation occurs differently for every organization. Manufacturers may
trim back operations, reduce product lines, or retreat from marginally profitable
markets. Service companies reduce staff, streamline distribution systems and
withdraw from high-risk markets. In all cases, organizations tend to shift authority
downward as middle and higher level staff are reduced to improve efficiency. The
result is a flatter organization that is euphemistically described as “leaner and meaner”.
A consolidated company can successfully maintain this downsized posture

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for a prolonged period of time; growth is not essential, as we shall see later. The
consolidated company however must rationalize having a smaller market segment
with commensurate profits. For example, Dave Bing, former NBA Detroit Pistons
star, founded a steel company in 1978 to provide high-quality rolled steel to the
Detroit auto industry. The company grew rapidly to more than $50 million a year in
sales, then leveled off during the mid-1980s. Facing stiff competition, Bing focused
on specialty steel supplies, subsequently settling into a pattern of “constrained
growth”. This meant less-enthusiastic expansion, yet sales and profits have been
stable in an otherwise turbulent industry.
 Revival Stage
The revival stage is one of “rekindling” organizational growth. Rapid growth
can be achieved by clever repositioning of product lines and services through
purposeful market segmentation. Repositioning sets the stage for a strategy of product
or service diversification. In order to achieve rapid growth innovation is essential
and because the company needs to incubate new ideas, greater responsibility is given
to division managers for independent development. In effect, managers by
empowering them with authority for self-direction. As a result, organizations are
restructured through product, geographic or customer divisions and the functional
hierarchy is subordinated to divisional leadership.
To the extent that innovative products and services emerge, the company can
experience a revival in growth. If repeated consistently, innovation results in a pattern
of upward growth as illustrated in Figure 16.2. Corporations with strong performance
records recognize this cycling of innovations and therefore commit significant
resources to research and development. Although small ventures cannot emulate
corporations like 3M or Du Pont, there is much to be learned from firms that have a
constant flow of innovative products to replace obsolete lines ot to revive languishing
markets.

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 FIGURE 16.2: GROWTH BASED ON CYCLES OF INNOVATION
 Decline Stage
Growth declines once again if revival strategies are short-lived or ineffective.
Companies in decline often are those that have diversified too widely or created
excessively bureaucratic organizations. Consequently, it is not unusual to find that a
declining venture has lost sight of its distinct competency in products or services
that initially proved successful. Founding entrepreneurs if they are still with their
ventures will have failed to adapt to leadership challenges in previous stages and
subsequently pushed their companies to the brink of disaster.
Successful ventures will not complete the life cycle by definition they avoid
decline. They will have enjoyed growth through product or market expansion,
consolidated when necessary and experienced a revival of growth consistent with
their capabilities and the industry in which they compete. The last stage implies
perpetuation of innovations through the intrapreneurial process. In each of these
stages, successful entrepreneurs will have adapted to new roles in concert with
organisational changes.

16.4 ENTREPRENEURSHIP BEYOND START UP

When we think of the word startup, one of the first points that come to one’s
mind are challenges. Challenges exist mostly around money, talent and survival.
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But if one has to weather the startup storm and not just survive but succeed they
have to look beyond these ‘initial’ challenges. A term that is bandied around of late
is ‘cockroach startup’ which implies the company can withstand all kinds of pressure,
be it external or internal and still do more than just survive. And to do that, it is
imperative to view challenges beyond the immediate ones’ startup environments
present and plan for long-term impact. Survival and success depend on several things,
but the most critical ones is to do with problem identification, designing scalable
solutions and putting the right team in place to execute it.
 Address Issue: If products and services of companies do not address a
problem, need or challenge, they may as well shut shop. That said, identifying
this is critical too – it has to be something that does not lend itself to going
out of business. It has to be something that will always be in demand in some
form, shape or size. Fashion, money and food are classic examples of such
industries.
 Scale: Scalability should be looked at from several perspective. Is the market
or the requirement large enough? Do we have the means to reach this market?
And finally, is there scope for expansion - not just into newer markets; but
by way of new product/service offerings as well. This level of planning will
ensure that there is a clear roadmap that keeps long-term health of the company
in mind. Goes without saying, it will pave a clear path for the company to
understand what kind of funds and organisational structure they would require
to get there.
 Structure: Organisational structure and team composition are significant.
This perhaps is the most critical component and can make or break dreams
the company has seen for the market and consequently itself. Some criteria
to absolutely tick off while selecting the core team are the ability to take
risks; willingness to get hands and legs dirty; obsession with the cause the
company stands for; and playing to strengths to further a common goal – not
constantly worry about individual growth and success.
 Building the Right Team: Finding people with some or all of these qualities
will be a challenge. Waiting it out and hiring when you find them would be

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 the ideal thing to do. Unfortunately, several startups go wrong here. They are
either in a hurry to recruit and end up recruiting anyone who marginally fits
the bill. Or then, they start creating roles to suit/fit people who think would
be ideal. Trouble starts here and management will end up spending a lot
more time fixing internal issues when they rather focus on the customer and
how to positively impact the customer’s life.
 Technology: The entire idea of looking beyond the usual startup challenges
will be incomplete without examining technology and the role it plays. In
startups, technology plays a huge role in innovation - no two ways about it.
However, throwing technology at every ‘problem; and expecting results is
an absolute no-no. It is imperative to see if the customer is ready for the tech
revolution. If they’re not, it’s best to transition them slowly, so you do not
end up frustrating them by providing “cool” solutions that they’re neither
able to understand nor use.
In a startup environment, there are no cookies cutters and there are no magic recipes.
A lot of the game is trial and error. If one looks beyond the obvious challenges, there
will be that many fewer problems to deal with later. The mantra should be simple -
Get out there, stay as close to the market as possible and be flexible to make changes
on the go.

16.5 SUMMARY
From the organisational perspective, the life cycle refers to various factors
such as the age of the organisation the maturation of a particular product or process,
or the maturation of the broader industry. In organisational ecology, the idea of age
dependencies used to examine how an organisation’s risk of mortality relates to its
age. The idea of the Enterprise Life Cycle in enterprise architecture argues for a life
cycle concept as an overarching design strategy-a dynamic, iterative process of
changing the enterprise over time by incorporating, maintaining and disposing of
new and existing elements of the enterprise. Companies must understand clearly
where they are in their life cycle and what influence this will have on their optimal
organisational structure.

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16.6 GLOSSARY
 Organisational life cycle: It is the life cycle of an organisation from its
creation to its termination. It also refers to the expected sequence of
advancements experienced by an organisation, as opposed to a randomized
occurrence of events.
 Entrepreneurial behaviour: It embraces innovation, is motivated to seek
changes in the status quo, and draws satisfaction from institutional
changes.
 Entrepreneur: A person who sets up a business or businesses, taking on
financial risks in the hope of profit.

16.7 SELF ASSESSMENT QUESTIONS

1. Explain the term organisational cycle.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Write a note on Entrepreneurship beyond startup.
___________________________________________________________
___________________________________________________________
___________________________________________________________

16.8 LESSON END EXERCISE

1. Discuss the stages of organisational life cycle.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe the challenges faced by entrepreneurs while setting the new venture.

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 ___________________________________________________________
___________________________________________________________
___________________________________________________________

16.9 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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 UNIT –IV LESSON - 17
MANAGING GROWTH AND TRANSITION
CHANGING ENTREPRENEURIAL ROLES, MANAGING
GROWTH AND CHANGING CULTURE, MANAGEMENT
SUCCESSION

STRUCTURE
17.1 Introduction
17.2 Objectives
17.3 Changing Entrepreneurial Role
17.4 Managing Growth and Changing Culture
17.5 Management Succession
17.6 Summary
17.7 Glossary
17.8 Self-Assessment Questions
17.9 Lesson End Exercise
17.10 Suggested Readings

17.1 INTRODUCTION
As companies grow from start-up businesses into the growth phase and
beyond, they often experience dramatic changes in their cultures. Procedures become
more formal, operations grow more widespread, jobs take on more structure,
communication becomes more difficult, and the company’s personality begins to

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change. As more workers come on board, employees find it more difficult to know
everyone in the company and what their jobs are. Unless entrepreneurs work hard to
maintain their companies’ unique culture, they may wake up one day to find that
they have sacrificed that culture - and the competitive edge that goes with it-in the
name off growth.
Ironically, growth can sometimes be a small company’s biggest enemy,
causing a once successful business to spiral out of control into oblivion. The problem
stems from the fact that the organisational structure (or lack of it) and the style of
management that makes an entrepreneurial start-up so successful often cannot support
the business as it grow into adolescence and maturity. As a company grows, not only
does its culture tend to change but so does its need for a management infrastructure
capable of supporting that growth. Compounding the problem is the entrepreneur’s
tendency to see all growth as good. After all, who wouldn’t want to be the founder of
a small company whose rapid growth makes it destined to become the next rising
star in the industry? Yet, achieving rapid growth and managing it are two distinct
challenges. Entrepreneurs must be aware of the challenges rapid growth brings with
it; otherwise they may find their companies crumbling around them as they reach
warp speed.

17.2 OBJECTIVES
After reading this lesson you will be able to generate knowledge about:
 the changing entrepreneurial role.
 managing growth and changing culture
 management succession

17.3 CHANGING ENTREPRENEURIAL ROLES

Between the initial start-up and revival stages, entrepreneurs experience a
metamorphosis. They change from a persona of the founding entrepreneur to that of
an organizational executive. At the venture’s inception, the entrepreneur and the
new venture are bound as one entity and as the business grows it follows a biological
pattern of evolution that reflects the founder’s skills and aspirations. As the company

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continues to expand, it requires business-related skills often beyond those of the
founder; functional expertise is needed, marketing and operation skills are required
and decision-making tasks are beyond the scope of one person. Consequently, the
biological growth cycle is superseded by an organizational life cycle.
The entrepreneur who adapts to this environment, in effect, embraces the
necessary metamorphosis; the entrepreneur who resists constrains the organization
to the narrow limitations of his or her personal abilities. How adaptation occurs is
unclear but research provides insights into the prevalent role characteristics of
successful leaders at each stage in a venture’s life cycle.
17.3.1 Founding the Venture
Throughout, a composite role has been emphasized for founding entrepreneurs
that encompasses all the functions of a start-up business. The founder must wear
many hats. From a psychological viewpoint, the founder’s personal life is not
distinguishable from the venture, entrepreneurs embody the inspiration, objectives,
emotion and creativity of their enterprises. They identify with every problem and
decision. Unfortunately, this intense involvement does not mean entrepreneurs are
effective leaders or managers and if they are good in one role, there is no guarantee
they are good in another.
There is a difference between leaders and managers. Leaders are involved
emotionally in a venture, think strategically to create opportunities and resolve
conceptual, long-term problems and provide the inspiration necessary for sustained
momentum. Managers, in contrast, have a “transactional orientation” that permits
them to maintain psychological distance between their personal lives and business
decisions. Consequently, they tend to focus on operational tasks and on solving
organizational problems. This distinction does not mean that managers are not good
leaders or vice versa, only that it is difficult to integrate these roles consistently.
During the start-up stage, leadership probably outweighs the importance of
management because the new venture is in a chaotic state. Success depends on shaping
expectations, developing creative ideas into marketable commodities and adjusting
to idiosyncratic phenomena.
It would be extremely helpful to have a “theory of entrepreneurship” to help

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guide founders, but there is no consensus among researchers on such a theory. There
is however, a strong movement to redefine entrepreneurship within the context of
disequilibrium and chaos. Specifically, classic economic theory explains business
in terms of an equilibrium in which small changes in economic and social variables
have little effect on the overall system. Consequently, an entrepreneur may introduce
a highly successful innovation, but as profits accrue, competitors are attracted to the
industry, eventually absorbing demand and “equalizing” economic effects. A theory
based on disequilibrium rejects this sequence, suggesting instead that new ventures
create chaos with profound implications for society, such as the birth of entirely new
industries. Over the years, we have seen this pattern in automobiles, electricity,
entertainment and microelectronics to name a few. These two concepts are contrasted
in Figure 17.1.
If a chaotic theory is valid, then individual entrepreneurs exist in a world
where disequilibrium is normal. Consequently, idiosyncratic behaviour is the rule,
not the exception and entrepreneurs are the anti-equilibrium force in society. This
profile of behaviour suggests emotion, inspiration, intuition, dedication, persistence,
contrariness and vision- characteristics more commonly attributed to those in
leadership roles than those in management roles. Still business failures are largely
attributed to poor management, such as the inability to control resources, resolve
problems or achieve task-related results. Management responsibilities, therefore,
cannot be set aside.

FIGURE 17.1 : CONTRAST OF EQUILIBRIUM GORWTH AND CHAOS

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17.3.2 Guiding the Venture through Expansion
Chaos may persist into the early stages of expansion, but if a company has
progressed this far, then a great many problems have already been resolved. The
primary focus of operations will have shifted away from survival in uncertain markets
to managing growth in well-defined markets. As the rate of expansion increases,
more emphasis is placed on planning and controlling activities. Therefore, an
entrepreneur begins to experience the metamorphic effect of transforming behaviour
from intuitive leadership to coherent management. As emphasized earlier, being
oriented either to a leadership or a management role does not mean one can ignore
the other; they are not mutually exclusive roles.
Management responsibilities surface rapidly as a venture expands. An
entrepreneur is seldom capable of doing all that must be done with respect to
functional management activities. These activities include marketing, cash-flow
management, inventory control, purchasing, credit management and human resource
development. Depending on the type and complexity of the organization many other
functional activities are possible such as research and development, production
control, logistics and distribution and management accounting.
During expansion, the entrepreneur’s focal role is that of an executive general
manager who plans these activities, defines human resource requirements and guides
subordinates toward fulfillment of organisational objectives. Fred Smith, founder of
Federal Express, identifies his role during the rapid-growth stage as a “transitional
state of mind” when he had to develop the ability to assimilate information from
many different disciplines, synthesize his vision into workable plans and learn to
trust his people to execute activities that achieve success.
It may be impossible to overemphasize the entrepreneur’s role as one of
strategically organizing the venture with the best people that can be hired. Researchers
have found that one notorious error made by entrepreneurs believes, mistakenly,
that they cannot afford to hire top-quality people. With this attitude, they reluctantly
hire staff and perceive each new person as an expense, not an asset. As a result, their
ventures are poorly staffed and entrepreneurs suffer from several types of growing
pains. The four most common growing pains are summarized in Exhibit 17.1. They

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translate to an overworked entrepreneur with frustrated and ineffective staff that
lacks direction.

Exhibit 17.1: Growing Pains That Result from a Poorly Staffed Organisation
- The entrepreneur is overwhelmed with work; there are not enough hours
in the day to manage activities, plan and lead the venture.
- The entrepreneur and other managers spend their time “putting out
fires,” not attending to strategic growth and development.
- The entrepreneur is too busy to be aware of what others are doing and
employees are no longer aware of what must be done.
- The entrepreneur subordinate managers and employees lose track of
where the firm is going and what they are trying to accomplish.
Source: Adapted from Steven H. Hanks, “The Organization Life Cycle:
Integrating Content and Process.” Journal of Small Business Strategy, Vol. 1,
No. 1 (1990), pp. 1-12.
These problems can be reversed through effective human-resource planning
and management. Hiring the best people is a form of asset management, not cost
control, and first-rate people tend to pull their companies through, succeeding because
of their own impatience to achieve. Entrepreneurs become team builders and ideally
they will encourage subordinates to use their skills without undue restriction.
The entrepreneur’s role as a strategist is also crucial. Recall from earlier
remarks that although few start-up ventures have formal plans, nearly 85 percent of
those in the expansion stage do have formal plans. It follows that entrepreneurs
must transform their behaviour from making strategic decisions based entirely on
intuition to making strategic decisions based on a formal strategic planning process.
This transformation may sound simple, but it requires an extremely difficult adaptation
from relying on personal judgment to making systematic evaluations of the
competitive environment. This transition is shown conceptually in Figure 17.2 The
entrepreneur becomes a strategist to carefully plan long-term market and product
development and to obtain the human, material and financial resources necessary to
implement plans.
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 Planning for and finding, financial resources is arguably as important as
planning for and finding human resources. A growing venture certainly needs both
but a venture cannot grow without capital. Consequently, one vital aspect of the
entrepreneur’s transformation is to become a competent financial manager. Financial
concepts taught in business schools rarely apply to embryonic ventures, but they
become increasingly more useful as the venture expands. Financial requirements
change with each stage of venture development. Small businesses rely on personal
resources and debt. During expansion, entrepreneurs must acquire financing in ever-
increasing amounts to underwrite growth, and in most instances their ventures are
too small to attract sufficient capital or to go public. Therefore, they find themselves
intensely occupied with managing capital assets and finding financial resources.
Entrepreneurs find themselves adapting to many more management activities
during the expansion stage, but in general, entrepreneurs spend less time on
operational activities and more time on strategic management of resources during
expansion. In addition, they spend more time on coordination and communication
activities with their staff, delegating incrementally more authority consistent with
the growth of their ventures.

FIGURE 17.2: THE TRANSITION FROM INTUITIVE DECISION

MAKING TO STRATEGIC MANAGEMENT

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17.3.3 Managing Consolidation
Rapid growth cannot continue indefinitely and at some point industries go
though “shakeout periods.” Managing an enterprise in this environment is
substantially different from managing a growing venture. During rapid growth,
management is concerned with gaining new resources, finding expansion capital,
adding employees, and developing new products or services. When things slow down,
these tasks are reversed. New resources may be needed but in lesser quantities;
capital becomes scare and the organization may have to be trimmed down in size.
Leader and manager roles are no less important during consolidation than in other
stages but decisions are seldom pleasant.
Managing during consolidation is not a “gatekeeping” function to maintain
the status quo. To the contrary, it is a fight for survival. Intuition and inspiration play
lesser roles and rationalisation becomes a predominant concern as managers grasp
for marginal improvements. Lee Iacocca becomes a folk hero when he rationalized
Chrysler Corporation by closing factories, downsizing operations and retrenching
the automaker’s technology. To employees and their families who lost their jobs
during the downsizing, Iacocca was far from a folk hero, yet he succeeded in
consolidating the company, thus buying time to rejuvenate Chrysler. Donald Burr
failed to consolidate People Express and subsequently was held to account for the
airline’s collapse. Between these extremes, there are entrepreneurs who make the
transition seem painless. William C. Norris, one of the founders of Control Data
Corporation, spearheaded the venture’s early growth, but he also carefully positioned
CDC to compete effectively when the computer industry stabilized after several
years of spectacular growth. Norris has been called a management wizard for being
able to sustain innovative growth without wholesale layoffs or downsizing.
People Express and Control Data Corporation provide interesting contrasts.
Both were entrepreneurial ventures only a few years ago, and their founders either
failed or succeeded during the consolidation stage. Donald Burr continued to expand
People Express aggressively, buying assets and adding routes to his company’s line,
until the company literally ran out of money; expectations for growth never
materialized. William Norris concentrated on specific research and development in

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scientific and engineering computing for particular markets; his company remains
one of the most successful in the computer industry.
Entrepreneurs are more likely to leave their ventures during consolidation.
For example, Ronald D. Roberts, cofounder of Peachtree Software, Inc., began like
most other software developers in the early 1980s with a single product targeted for
a single market. He developed the Peachtree accounting package for accounting
firms and small offices that used MS-DOS systems. Peachtree enjoyed exceptional
growth and by 1986 it controlled 30 percent of the accounting systems software
market. With IBM as a proprietary customer, Peachtree added dozens of innovative
software applications to its commercial line. But in 1987 the software shakeout
began, as hundreds of new companies entered the field. Prices came down, marketing
costs went up and profit margins were squeezed. Peachtree had to abandon
unprofitable products, reduce operations and find additional financing to support
research and development. Roberts decided that his skills were not suitable for
managing a consolidation effort and to his credit, he left the company, which was
subsequently sold. Roberts started a new venture called Clockwork systems,
developing software for legal services, where he felt his creative entrepreneurial
skills were more useful.
17.3.4 Turning the Venture Around
Reversing a company’s pattern of poor performance is called turning it around
and for those ventures suffering from reduced sales and profits, the turnaround begins
during the consolidation stage. More to the point, decisions made to achieve
consolidation help reposition the company so that it can be “turned around.” It is
during the revival stage, however, that turnaround efforts are realised. This is the
time when market segmentation becomes more keenly focused through customer-
oriented activities. It is also when research and development begin to pay off in
high-yield products and services. And it is the time when a streamlined organisation
can regain the offensive for competing effectively.
For those entrepreneurs who survive earlier stages and who are also capable
of turning their ventures around, the metamorphosis is complete. They will have
gown with and been transformed by the responsibilities of managing their ventures.

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Although their roles are significantly different by the time they reach a revival stage,
their responsibilities are no less challenging. As founders, entrepreneurs have to be
visionaries and aggressive competitors. As turnaround managers, they have to inspire
their employees to be visionaries and aggressive competitors. Therefore, they can
neither lose their entrepreneurial zeal nor suffocate their organisations with controls.
As this stage, the entrepreneur is a professional manager who leads but does not
dominate, delegates but does not abdicate and controls but does not stifle the
organisation.
Another way to explain the turnaround process is that during consolidation
managers must “stop the bleeding” of a wounded company. Farsighted managers
can, of course, consolidate early to prevent problems. After the company is reasonably
stabilized, it is management’s responsibility to transform the organisation into a
growing force. For example, Barry Gibbons turned Burger King around through
tough cost-control measures and a personal philosophy of service that revived the
company from several years of dormancy. Today, the company has regained a
competitive position in the fast-food industry. Instead of using cut-and-slash tactics,
however, Gibbons restructured outlets and rekindled a spirit of quality service.
Turning around smaller companies is not substantially different from
rejuvenating larger organisations such as Burger King. The critical point is that
managers must identify the focal activity (service, product or distinct competency)
on which the company’s future can be built, then make the difficult decisions to
channel resources into that activity. Because a small venture is likely to have very
limited resources, the channeling process also requires sacrifices.
This process is particularly difficult for family-owned businesses and
partnerships where a few people are personally and emotionally involved in the
business. A turnaround under these circumstances often means bringing in outside
managers who can make difficult decisions while remaining psychologically detached.
At the extreme, these outsiders are “hired guns” who oust managers and employees
who do not fit into future plans. Then they refocus the organisation on high-potential
activities. At the minimum, outsiders bring new values to the venture and they provide
the talent necessary to manage assets efficiency. In every situation, they must provide
the leadership necessary to “fill a vacuum.”
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 At the beginning of this section, we emphasized that entrepreneurs go through
a series of changes that transform them from intensely involved individual founders
of new ventures to executives of complex organisations. We also emphasized that if
the transformation does not occur, either the venture suffocates or the entrepreneurs
does not survive organisational evolution. Perhaps the essential requirement for
entrepreneurs to survive this transformation is to have, or to develop, strategic
management capabilities.

17.4 MANAGING GROWTH AND CHANGING CULTURE

In the present turbulent business environment where changes are taking
place at a very fast pace, anticipating what lies ahead is not an easy task. Therefore,
the best of plans, while getting implemented, need to be flexible to take care of or
respond to changes in the business environment. The fundamental challenge for a
start-up looking for growth is to keep a step ahead of the changing market conditions
and other important variables such as new technologies. In today’s technology-driven
world, business lifecycles have accelerated, but good management principles still-
and always will-apply. Every entrepreneur has the vision to keep growing endlessly
in their pursuit of an entrepreneurial journey. However, it is a highly challenging and
difficult task to sustain growth or so to say, fast growth amid a highly competitive
business environment. This involves a challenge of spotting opportunities timely,
having adequate cash to avail opportunities and keeping the team motivated and
charged in spite of all odds. The ingenuity of an entrepreneur lies in planning far
ahead and in preparing oneself and one’s team to respond to the challenges ahead, so
as to minimize the future adverse impact on the business.
If growth is inevitable because of a market opportunity that has been assessed
well in advance, then it does not pose a great challenge. However, when a growth
opportunity exists and the entrepreneur is not prepared to respond to it, then it causes
a problem (Figure 17.3). Similarly, when the external environment becomes highly
competitive and challenging the growth of a business would involve multiple issues
and challenges.
The obvious question that an entrepreneur needs to be clear about is ‘Why
do I want to grow my business?’ There can be multiple reasons other than profit

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while looking for the growth of a venture that motivate an entrepreneur to grow.
These could be by way of realization of economies of scale, to overtake competitors
and availability and potential to service new markets.

FIGURE 17.3: GROWTH CHALLENGES-PERSPECTIVE

17.4.1 Growth Sources
The growth of a business can be due to various modes and sources to which
the entrepreneur should remain alert. It can be due to multiple sources, including:
 expanding the range of products and services
 expanding the customer profile
 snatching competitors’ customers to increase market share
 expanding the business to cater to more customers
 entering into new markets
 merging and acquisition of interrelated businesses or non-related businesses.
It is important for an entrepreneur to understand and analyse each source of growth
and its implication in terms of resources-human, capital and time requirements. A
proper assessment and diagnosis alone can help the entrepreneur choose a path that
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would be most suitable to them, given their strengths and weaknesses. The growth
phase, the entrepreneur needs to clearly identify from where the new customers
would come. Would they be existing customers who would be consuming more?
Would they be attracted into one’s fold from another business’ customers? Are they
not consuming the product or service produced by one and would one like to bring
them into one’s fold?
The survival and growth of a start-up requires both strategic and tactical
planning and associated skills. Strategic planning is a management tool that helps
an entrepreneur channelise organisational energies, efforts and time to achieve a
predetermined goal and to adjust and adapt to the changing environment in the long
term. The process involved is called ‘strategic’, because it involves identifying the
best way to respond to the circumstances of the organisation’s environment and
effectively implement the same. As against this, tactical planning emphasizes the
current operations of various parts of the organisation that achieve goals in the short
term, say less than a year. Both are interrelated and complement each other. Tactical
planning emphasises what to do in the short term to help the organisation achieve
goals and objectives, whereas strategic planning determines the long-term goals and
objectives (Figure 17.4). The specific set of skills depends on the nature of the business
and the stage in which venture growth lies.

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FIGURE 17.4: TACTICAL AND STRATEGIC PLANNING FOR

SURVIVAL AND GROWTH OF A VENTURE

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17.4.2 Venture Development Stages
A typical business venture undergoes five stages of growth over a period of
time. These are launching a new venture, activities related to start-up. Growth phase,
stabilization or a maturity phase and a decline phase that need to be associated with
innovation if the venture would like to continue to grow. These phases of growth are
shown in Figure 17.5
The first stage of venture involves launching a new venture. This involves
activities related to the formation and production of goods and services to create
initial customer response as envisaged in the market research. This requires a lot of
ingenuity and creativity to solve initial teething problems that a venture encounters
on the way to strengthen the foundation at the fastest possible pace. In this phase,
the entrepreneur needs to consciously expand the networking with the people who
can help them in multiple ways such as resource acquisition and customer linkages.
The initial stage, more accurately the inception state of the development of a
venture, focusing on the initiation of the venture is generally known as the ‘(venture)
embryonic stage’. This stage is characterised by the focus on the development of the
product technology dimension of the vision innovation space. This phase is said to
be the most critical one, as it involves a challenge of having a product or service that
is acceptable to customers, giving a concrete shape to the business by establishing
procedures and practices on which the foundation of the business would rest.
The venture mission and direction get shaped in this stage.
Start-up activities are the second phase of growth that involves raising capital,
undertaking marketing activities and building an entrepreneurial team to carry out
the business. These efforts require an aggressive entrepreneurial strategy with a key
focus on establishing a venture. It is characterised by ‘strategic and operational
planning steps designed to identify the firm’s competitive advantage and to uncover
funding sources’. Marketing and financial considerations tend to be paramount during
this stage (Covin, Slevin and Heeley, 2000). It also called an ‘execution phase’ of
the start-up, laying key focus on marketing the company’s products within the initial
target market segment, creating repeat customers and achieving a break-even level

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of sales at the earliest so that the venture can start generating profits. This phase is
crucial for the entrepreneur, as it is the phase in which a majority of ventures fail.
The growth phase of a venture involves strategic planning to respond to the
intense competition. It involves the expansion of a business aligned to the existing
products or services through capacity build-up at the same locale or multiple locales.
The entrepreneur also starts introducing multiple variants of the product to customise
the product for the target market. This phase typically involves developing systems,
processes and structures to meet increasing demands. It also involves a definite shift
from a single-person-focused approach to a collaborative approach in decision
making. The extent of relevant administrative and managerial changes depends on
the way the organisation grows. It has been found, in general, that highly creative
entrepreneurs may not be able to comfortably respond to the challenges of growth
and thus may not grow their business.
Business stabilization is a stage wherein intense competition leads to maturity
in the market coupled with customer indifference to the product/service as a result
of getting other better options in the market to satisfy similar needs. Thus, in this
stage, the entrepreneur faces a swing in the sales and gets forced to think about new
ways of doing things.
Business ventures that fail to innovate to avail business opportunities face a
natural death. However, innovative ventures either by coming out with innovations
on their own or by acquiring highly innovative firms remain in business on a long-
term basis. If an entrepreneur is innovative enough, it would result in a swing upward
with an introduction of new products or entering into new business, whereas if they
remain an observer to the stabilisation and maturity phase of a business, then the
situation would result in a decline of the business.
Each stage requires a different strategy on the part of an entrepreneur,
particularly keeping in view the product or service under consideration and the type
of market conditions that prevail. We would like to focus here on the growth phase
of a venture.

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17.4.3 Management-Key Factors For Growth
From a managerial perspective, the entrepreneur should clearly understand
and duly operationalize four key factors to manage growth, namely, control,
responsibility, tolerance to failure and change management (Figure 17.6).
 Control
The growth of the company has to be duly balanced in terms of a managerial
approach of command, control and the freedom to be given for taking initiatives.
The policy and systems should be so geared that policies and actions get synchronized,
so that people who make day-to-day decisions contribute to the founders’ goals and
stability and growth of the business. Policy formulation should be guided by the
implications on short and long term revenue and profits. As the company starts
growing to avail market opportunities, the process of management starts shifting
away from founders to professionals employed in a hierarchical organisation.
The top management personnel, say chief executive officer (CEO) or directors,
report to the owners of a firm; in large corporations, the chairman of the board. The
need for a scientific decision-making process becomes inevitable and requires
appropriate control mechanisms. As long as systems and procedures introduced in

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the organisation retain trust among the whole team, the venture keeps moving ahead
with an appropriate blend of control and collaboration among the employees.
However, in case control cause distrust among employees, then the entrepreneur
needs to identify concrete reasons for the same and take corrective measures; else,
growth will get hampered.
For introducing effective control mechanisms that are going to be conducive
for managing the growth of the enterprise, it is necessary to put an effective
management information system in place before an explosive growth phase to manage
growth. Most emerging firms get into trouble because the management team either
does not have the information it needs to make the right decisions or chooses to
ignore the information that is available.

FIGURE 17.6: MANAGEMENT——KEY FACTORS FOR GROWTH

 Responsibility
The growth of an organisation requires designing an organisation that has
the ability to be market driven, adaptive, innovative and above all has the ability to
compete effectively. Organisation design has to take care of human dynamics so that
it integrates well with structure, processes, people, culture, systems and technology.
Organisational design in the growth phase of an entrepreneurial organisation should
be driven by and supportive of overall strategy. The test of a good design lies in
having clarity and accountability coupled with giving due responsibility to the people
in the organisation. Organisation growth requires people to know what to do for the
growth of the organisation and they should be held accountable for their doings.
Therefore, the entrepreneur should be able to define and manage activities
and responsibilities so that they gel smoothly with the overall goal, at the right time
and place. A clear defining of the roles, responsibilities and authority coupled with
delegation becomes inevitable for the growth of the organisation.

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 It is important to create a sense of responsibility among the team members at
different tiers in the organisation. It helps in creating flexibility, innovation and a
supportive environment that goes a long way in achieving long-term goals. The
growth stage requires an inbuilt environment for innovation and shared responsibility.

 Tolerance to Failure
Growth requires innovation - a zeal among employees to experiment and
come up with new and better ways of solving problems. Freedom to innovate has to
be complemented with freedom to fail. According to Deepak Sethi of AT&T, the
organisation of tomorrow will demand mistakes and failures. It is only by trying lots
of initiatives that we can improve our chances that one of them will be a star.
According to Mahatma Gandhi, ‘freedom is not worth having if it does not include
the freedom to make mistake’. Similarly, Soichiro Honda has stated that ‘many
people dream of success. To me success can only be achieved through repeated
failure and introspection. In fact, success represents the 1 per cent of your work that
results from the 99 per cent that is called failure. Therefore, tolerance to failure is an
essential quality that the entrepreneur needs to ingrain in the organisation. Although
no venture knowingly works for failure but after having made earnest attempts, the
organisation needs to give due tolerance to failure if they would like to encourage
people to experiment and innovate. Kuratko and Hodgetts have distinguished failure
into three broad categories: moral failure that arises as a result of violation of internal
edge, skill and applications that needs to be handled by remedial measures and
uncontrollable failure that is caused by external causes and which is most difficult to
deal with. This needs to be analysed well so that recurrence of the same can be
avoided.

 Change Management
The growth of a venture requires an entrepreneur to be continuously on their
toes from the point of view of responding, adapting and taking advantage from
changes in the business environment. Growth requires innovation which in turn
requires building an organisation that is proactive and interactive to the changes and
variations from standard practices. Change419 would invariably entail implications on
people, resources and organisational structure that need to be well conceived by an
entrepreneur and accordingly, a plan needs to be developed. It is the responsibility
of the founding team to manage change in such a way that the employees welcome
it and is able to cope with it well. The entrepreneur needs to understand reasons and
develop competencies to respond to the challenges of change. Managing change
requires meticulous planning, a sensitive implementation strategy and a consultative
approach to especially involve people who would be affected by change. Change
should not be thrust on people. Above all, it should be realistic and measurable to
convince employees in the organisation.
17.4.4. Managerial Issues——Growth of A Venture
Start-ups differ a lot from the established businesses that are structures
well over the years. The number of managerial concerns becomes important and is
an inevitable input to the growth of the business. Managing the growth phase and
taking a venture to great heights requires entrepreneurs having requisite competencies
and zeal to continuously grow the business. Some of the stumbling blocks in the
path to growth are normally cited as lack of education, experience, moral and financial
support and above all, managerial competencies (Figures 17.7). As per the study by
Rose, Kumar and Yen (2006), ‘a large number of entrepreneurs affirmed personal
initiative as one of the major key to success’. It has also illustrated that entrepreneurs
with ‘high personal initiative will further enhance their management, improve
business operation skills, and embark in continues learning and development attitude’.
The attitude to persist and the spirit of ‘we can’ and ‘we will’ take these entrepreneurs
to the path of success, and help them raise the required resources—human and
financial.

FIGURE 17.7: STUMBLING BLOCKS TO GROWTH

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  Leadership
A critical factor that contributes most to the success of a venture is the ability
of its initial leadership to foresee and manage effectively new challenges as the
business evolves. In the initial stage of launching a business, the founder assumes a
charismatic role in which they and their position are tightly coupled. As the venture
grows, the leadership role undergoes a fundamental change from the need to shift
from personally directing and controlling many of the activities of the organisation
to providing a direction to others who are responsible for the actual operations
(Kimberly 1980). As such altogether different sets of skills are needed to effectively
manage the entrepreneurial challenges of a start-up versus the administrative
challenges of an established firm (Stevenson and Jarillo, 1990).
The leadership of a venture needs to have great wisdom to understand that
the ventures that grow rapidly require to proactively adjusting their managerial
capabilities and timely induction of new top management talent. Growth entails
information overload for the individual managers, which requires appropriate
delegation to manage effectively. Higher rates of growth also challenge the ability of
any individual manager to adapt, leading to an increased need to change the team
rather than to rely on adaptation (Rubenson and Gupta, 1992). Therefore, fast-growing
ventures require more changes in their top management teams (Figure 17.8).
Growth requires diversification by way of entering into new product areas
that would entail a top management team with a wider variety of skills and capabilities.
Openness to new ideas and providing a platform to experiment with new ideas is the
hallmark of leadership that ensures the growth of ventures. Effective leaders leave
the management to professionals, giving key roles and responsibilities of managing
the business, including employee’s satisfaction and devote their valuable time to
strategic thinking.

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 FIGURE 17.8: EFFECTIVE LEADERSHIP TO MANAGE GROWTH

 Time Management
If business growth is to be achieved when opportunities exist, what matters
the most is how best the founding team allocates their time and energy to routine
matters versus growth-driven matters. It is relatively easy to respond to a time-
management challenge when the venture is small and has a small team of employees.
As the venture grows, the entrepreneur should find time for doing all that falls under
the category of ‘Must’ to be done. The entrepreneur should learn the art of using
time as a resource to get the best value addition from each minute invested in the
venture.
The time available with each individual is constant—86400 seconds per day
are irreversible. Nothing can be substituted for time. It is a precious resource that
once wasted can never be regained. Keeping in view the value of time resource, it
needs to be effectively managed to achieve the utmost in the shortest possible time.
On the other hand, becoming over-obsessed with time management, one can become
such a time fanatic convert-by building time management spreadsheets, priority
folders and lists, colour coding tasks and separating paperwork into priority piles –
that they may waste more time by trying to manage it. In addition, the time
management technique can become so complex that one soon gives up and returns
to their old time-wasting methods.

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 Business empires could be built only by judicious and optimum use of
time. Some of the vital tips to entrepreneurs for managing time are given in Figure
17.9.

FIGURE 17.9: EFFECTIVE TIME-MANAGEMENT STRATEGIES FOR

ENTREPRENEURS
 Invest Time in Planning and Organizing – It is rightly said that if cutting
a tree requires an hour, it is backed up by meticulous planning of at least
another nine hours. Therefore, using time to think and plan is well spent. In
fact, if one fails to take time for planning, then one is, in effect, planning to
fail. One should organize the whole effort in such a way that it makes sense
to one and one’s team. If need be, one should have a secretary who can help
one in organizing one’s time by appropriately responding to calls and pass
over to one the calls that really need one’s attention. Some people need to
have papers filed away; others get their creative energy from their piles. So,
one should forget the ‘should’ and organize one’s way.
 Set Goals – Goals give purpose and meaning to one’s venture direction and

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 life. When asked the secret of amassing such a fortune, one of the famous
Hunt brothers from Texas replied, ‘First you’ve got to decide what you want.’
One should set goals that are specific, measurable, realistic and achievable.
One’s optimum goals are those that cause not to ‘stretch’ but not ‘break’ as
one strives for achievement. Goals can give creative people the much-needed
sense of direction. Without setting goals, it is well-nigh impossible to see
one’s business growing.
 Prioritize - Use the 80-20 rule originally stated by the Italian economist
Vilfredo Pareto, who noted that 80 per cent of the reward comes from 20 per
cent of the effort. The trick and essence of prioritizing lies in isolating and
identifying those valuable 20 per cent items that can add 80 per cent value to
the growth of one’s business. One identified, prioritize time to concentrate
one’s work on those 20 per cent to achieve the greater reward. Prioritize by
colour, number or letter – whichever method makes the most sense to one. It
is not advisable to over depend one one’s memory. Flagging items with a
deadline is another idea that helps one stick to one’s priorities.
 Use a ‘To Do’ List – Some people thrives using a daily ‘To Do’ list, which
they make either the last thing the previous day or the first thing in the morning.
Such entrepreneurs usually combine a ‘To Do’ list with a calendar or schedule.
Others prefer a ‘running To Do’ list, which is continuously being updated.
Otherwise, one may prefer a combination of the two previously described
‘To Do’ lists. Whatever method works is best for one. One should not be
afraid to try a new system - one just might find a system that works even
better than one’s present one. The entrepreneur should be able to clearly
differentiate between urgent and important tasks. The urgent tasks have short-
term consequences, whereas the important tasks are those with long-term,
goal-related implications. Therefore, successful entrepreneurs with their
experience have been able to reduce the urgent things from their ‘To Do’ list
so that they are able to focus more on important priorities from the business
growth point of view. It is very important for entrepreneurs who aspire to
build empires to completely eliminate trivial tasks that do not have long-
term consequences for the business. It is very essential that the entrepreneur
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 should focus their attention only on those tasks that they or their core team of
founders alone can do.
 Be Flexible – In an entrepreneurial jour that is full of challenges, the only
thing that is constant is change. Therefore, successful entrepreneurs invariably
allow time for interruptions and distractions. Time-management experts often
suggest planning for just 70 percent or less of one’s effective time. With only
70 per cent of one’s time planned, one will have the flexibility to handle
interruptions and the unplanned emergencies’. One should ensue to save
larger portion of one’s effective time for major priorities. When interrupted,
one should ask Alan Lakein’s crucial question, ‘What is the most important
thing I can be doing with my time right now?’ This would help one to get
back on track fast.
 Consider One’s Prime Time - Each individual because of the way they gear
up their biological system, has prime time when their productivity, clarity,
balance ad objectivity works to the best of their potential. It is this time that
most successful entrepreneurs focus on pondering over critical issues and
make their vital decisions related to the business. One has to identify whether
is a ‘morning person’, ‘night owl’ or a late afternoon ‘whiz’. Knowing when
one’s best time is and planning to use that time of the day for one’s priorities
would lead to effective time management.
 Do the Right Thing Right at the Right Time – Noted management expert,
Peter Drucker, says, ‘doing the right thing is more important than doing
things right’. Doing the right thing is effectiveness – being on the right path
and direction; doing things right is efficiency – maximizing output input
ratio. One should focus first on effectiveness (identifying what is the right
thing to do), then concentrate on efficiency (doing it right). Above all the
time clock keeps running; therefore, it is important that decisions are made
on time; else it becomes futile to even make a decision. Entrepreneurs are
usually very clear about deciding ‘Yes’ or ‘No’ rather than plunging into
‘Yes But’ or ‘No But’ situation.
 Delegate – It is a must for an entrepreneur to have a highly competent and

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 dependable team around them. One can always find stars around highly
successful entrepreneurs, who would get things done in spite of all odds.
Delegation requires setting up a procedure and a system in place for
undertaking various jobs. It is a critical skill than an entrepreneur needs to
develop for the smooth running of an ongoing business, so that more
productive time of the entrepreneur can be devoted for meeting growth
challenges of the business or unforeseen challenges of the business.
 Effective Delegation
Effective delegation is a prerequisite for the growth of a business. It saves
the precious time of the entrepreneur to focus their efforts on strategic and more
productive issues of growth. Effective delegating also helps an entrepreneur develop
people by expanding their expertise, their independence and their areas of
responsibility. Thus, it helps in developing a successor and motivating employees to
excel in their assigned job roles. However, while delegating, the entrepreneur should
ensure that responsibility still lies with them, and the job delegated will be done
better than what they would have done. The entrepreneur should remember that it is
better not to delegate a task if there are chances of its getting done wrongly or poorly
or not at all. Effective delegation entails defining precisely the task and its boundaries;
identifying the righ person who is capable and competent to undertake it, clearly
specifying the expected outcomes and the process to measure the outcomes;
identifying with mutual discussions the resources that would be required and ensuring
to make them available; defining deadlines to achieve end results; informing others
who would matter in performing the delegated task and above all, having a feedback
system in place, so as to provide clear signals about achievement or deviations, if
any, on time.
Thus, effective delegation requires the following things to be done:
 careful planning of what is to be achieved and the most suitable person to do it
 clear communication highlighting the importance of the task, the expected
outcomes and the time frame to achieve it
 feedback mechanisms that can help in knowing what worked and what did
not work and rewarding good performance

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 Delegation fundamentally relates to delegate the responsibility of the work and
not the work per se ‘Too many cooks spoil the broth’, so does delegation of the same
work to too many people. What matters are the results accomplished through
delegation and not the process followed?
The failure to delegate can quickly become a downward spiral; one’s
remaining staff - the less ambitious and able – will not give one the type of return on
investment that one needs and will not respond well to greater levels of autonomy.
Therefore, attempts at delegation will probably fail and their shortcomings will justify
a more hands- on approach. This, in turn, will only persuade the better staff to go
elsewhere and so the cycle continues.
There are a large number of start-ups having excellent business opportunities
to grow their businesses multifold but are unable to do so. An individual-driven
business suffers in the eventuality of an owner not being able to take care of the
business because of pressing demands from the family, say the illness of near or dear
ones. Aged parents in hospital and women entrepreneurs having multiple
responsibilities while being pregnant. These eventualities may give a jolt to the
business operations and may resist an entrepreneur from availing growth
opportunities. Such eventualities and more so the aspiration of an entrepreneur to
grow require having reliable, trustworthy and very capable staff. There are ventures
that have grown by 500 per cent in less than three years. The secret has been effective
delegation.
Thus, the process of delegation requires an entrepreneur requires an
entrepreneur to understand its need and importance and master the art of developing
it through conscious efforts. Through effective delegation, entrepreneurs can cultivate
a work environment that facilities developing future leaders, ensuring availability of
time essential for execution of critical tasks and for planning of new initiatives for
growth. Above all, it creates inspired and motivated employees.
17.4.5 Tips for Growth of a Venture
Growing a venture is difficult and challenging but always an aspiration of
all entrepreneurs, irrespective of whether or not they are equipped with tools and
talent to grow. Some of the key steps that can help in ensuring the growth of a
venture are given in Figure 17.10.
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 FIGURE 17.10: KEY STEPS FOR GROWTH OF A VENTURE
 Open to Continuous Learning - Entrepreneurs should realize that growth
demands a different set of skills and capabilities than the one that ensures
success in the initial stage of a start-up. It requires a great art to adapt to
changing circumstances that only entrepreneurs who grow into leaders-
acceptable, influential and inspirational- are able to do. They have a vision
with a big picture in mind and effective control over day-to-day operations.
They keep learning by improving on their leadership styles as the business
grows. They are able to create nurturing environments that encourage learning
and maximize return on investment of both economic and human capital.
For them, learning is a continuous process of growth. They develop an art of
learning how to learn so that their work experiences become a learning lab to
continuously equip themselves with skills, virtues and talents to respond to
the changing demands of a business.
 Focus One’s Energies – As an entrepreneur, all one’s investment by way of
money, effort and time should go toward perfecting one’s product and building
a long-term relationship with customers. One should be focused and directed
with utmost clarity in one’s mind about one’s mind about one’s business and
its future growth.

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  Establish Credit Lines That Grow – Although the capital requirements are
modest in the initial phase, an entrepreneur needs to keep an eye on financial
requirements from a long-term growth perspective and accordingly build
relationships with investors. It is always desirable to have flexibility while
seeking credit lines. Above all, always have alternate plans in place to meet
the financial requirements of growth.
 Systems and Procedure in Place – Growth necessarily requires delegation
and decentralization that entail a need for strong systems and procedures
which need to be updated over time. As the business grows, the entrepreneur
will not be able to spend as much time personally checking over details as
they did initially. These should encompass all vital areas of business operations
such as production, quality, purchase and inventory management. It is
relatively easy to achieve higher growth with systems in place, so that
corrective steps can be taken on time.
 Return on Investment Criteria - A growth-oriented business has invariably
a number of profitable opportunities to invest in than it has money. Therefore,
the company needs to objectively decide which options are to be pursued.
One of the simplest criteria that can be used is to find out the return on
investment for each opportunity and pick up the one with the highest returns
for almost a similar period of risk-taking. For example, a retail chain looking
after two product lines has to choose which product line out of the two is to
be offered when both give the same profit margin. One may observe that the
product line that rolls out faster would have a higher return on investment
because money blocked in inventory would be tied up for a shorter period of
time, giving a higher return on the investment.
17.4.6 Growth Strategies for Ventures
Every entrepreneur needs to have a plan in place to respond to growth
challenges. Many business enterprises remain small, lifestyle companies taking care
of family needs because either entrepreneur are contented or they were never prepared
to face growth challenges. Simple strategies that need to be worked on to come up
with innovations that can provide a competitive edge are given in Figure 17.11.

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 FIGURE 17.11: VENTURE GROWTH STRATEGIES

Market penetration and market development are the approaches to the growth
of a business that help in the expansion of a venture with an existing product profile.
For example when an entrepreneur taps greater sales in the existing markets through
intensive marketing effort, it leads to market penetration. This may be an outcome
of either tapping new customers within the same markets or the increased usage of a
product or service by the existing customers. This strategy is very helpful in the
initial stage of the growth of a market when it is growing at an accelerated rate. The
best way to focus on this is a proactive approach to competitors’’ strategies and the
reduction of cost per unit of production through economies of scale or economies of
scope. For example, Deccan Airlines introduced a concept of low airfares that resulted
in increased clientele from existing or new customers within the existing markets.
Subsequently, the airline industry, as a whole kept on coming up with alternate
marketing strategies such as accumulation of miles, no frills on the board and different
fares for booking on different days before the departure of a flight. However, when
an entrepreneur attempts to expand the market in new territories or different
geographical areas not covered so far, if requires a market development strategy to
push the sales volume. This basically means selling existing products in new markets,
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a slight modification of product offerings in different new markets and the use of
alternate distribution and sales strategy. This greatly helps an entrepreneur when
existing markets start saturating and show a growth at a decreasing rate. This also
requires understanding consumer behaviour in different markets and the need for
adapting to their requirements. Above all, proactive action to competitors’’ reactions
becomes a paramount input. For example, Wal-mart’s or Nike’s entry into India and
China has led its entry into new locations with slightly different store type concepts
suited to local needs.
Market penetration and market development strategies revolve around the
following points:
 Analyse the entrepreneur’s assumptions, perceptions and predispositions
about the market and diagnose with the help of facts as to the degree and
extent to which they are valid.
 Use improved marketing materials, advertising techniques and public relations
approaches.
 Motivate and inspire one’s sales force by appropriate training on the product/
service and the customers’ knowledge and incentives.
 Expand business into new geographical territories – local as well as
international.
 Always keep innovating to be ahead of competitors for deriving a competitive
advantage from the market perspective.
 Evaluate new opportunities in the market – in terms of acquisitions, new
products/services and collaborations with others.
 Encash on one’s key strengths by suitably incorporating them in marketing
and sales efforts.
A product development strategy focuses on coming up with improved versions
of the product to cater to customer needs. This requires an improved version of the
product that can add a greater value proposition with no or less incremental cost
implication. This works very well when the customer has a different need or a problem
with the existing product. The entrepreneur should clearly analyse the implications
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of the product development strategy from market size, competitors’ reactions,
implications on existing products and resources that would be required to successfully
deliver new products in the market. The diversification strategy requires tapping
growth opportunities outside the current business and, therefore, may require an
altogether different customer base as well as different markets called ‘new products
for new markets’. This should only be attempted when the entrepreneur finds that
the distinctive competencies required are available with them and their team. This
requires a greater degree of risk, resources and marketing research efforts to
understand new markets. For example, to attract more tourists in the country, the
government may take initiatives to develop pilgrimage places, adventure sports
facilities and Ayurveda-based medical treatment destinations.
Product development strategies in the automobile industry may include
introduction of sports utility vehicles that became a big hit in the market at one point
of time. Similarly, in the banking industry, a shift from face-to-face branch-driven
banking to Internet banking; in the telecom industry, the use of Skype as free against
an earlier approach of pay per use and in the music library at home, which morphs
into a mobile music library anywhere and anytime, are product development strategies.
Starbucks approach that offers health-conscious consumers more drink options is
also a product development strategy.
Product development strategies revolve around the following points:
 technological developments leading to coming up with new product/service
concepts suitable to customer needs
 developing a product or service to cater to specific psychological needs of
the client/customers, so that it provides a greater value proposition by way
of enjoyment, security or educational value.
 technology developments and enhancements to reduce the cost of production.
 automation of office that could enhance the quality of product offerings
 being alert and fully knowledgeable about all new emerging technologies
that have implications on our product offerings and may make our products
obsolete.

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  introduction of new products or services by closely getting associated with
vendors and sales force.
 understanding the unique strengths of one’s business and incorporating the
same in endeavor to develop new products or services.
Coupled with market development and product development strategies, in order
to ensure the growth of a business, an entrepreneurs has to focus their efforts on
organisational-, people and finance related strategies. Some of the key areas in which
the entrepreneur needs to focus their efforts are given as follows:
 inducing employees and executives who are creative and innovative
 undertaking a diagnosis of the organisation at regular intervals to identify
ways to increase speed, reduce cost and improve quality
 introducing systems and procedures, so that things just move with inbuilt
cheques and balances
 analysing the effectiveness and efficiency of important systems – accounting,
budgeting, personnel and information - from the point of view of their speed,
personnel requirements, quality of work and cost of operations and bringing
in desirable changes from time to time.
 developing strong values and ethics in the organisation, so that people become
self-inspired and motivated.
 introducing innovations in systems and procedures for bringing in desirable
improvements
 linking compensation directly with the performance with an objective system
in place and introducing profit-sharing or stock-option schemes.
 getting personally involved with employees to get their best for the
achievement of organisational goals.
 providing continuous feedback to employees on their performance and on
ways and means to enable them improve their performance.
 putting in place a system to ensure the utilisation of financial information as
a positive instrument for tracking and monitoring performance on key
activities.
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  identifying all possible ways and means to save money by improving
performance to become more cost competitive without compromising on
quality.
 innovating by coming up with financial products that suit one’s business
requirements the most in association with investors.

17.5 MANAGEMENT SUCCESSION

Management succession planning is the process of preparing an organisation
for a transition in leadership. Succession planning is helpful when a management
change occurs due to unforeseen circumstances, such as the sudden death of a
corporation’s chief executive officer (CEO). But it is also important in ensuring a
smooth transfer of power under normal circumstances. “Management succession
planning will allow an institution to keep moving forward when the inevitable occurs”.
Retirement, career mobility, ill health, termination or death require the appointment
of a new chief executive officer at some point.
One important aspect of management succession planning involves evaluating
the skills of people in the organisation and identifying those employees who have
the potential to ascend to top management roles. In this way, succession planning
encourages staff development and sends a message to employees that the organisation
is serious about developing people. It may also persuade talented employees to remain
with the company rather than looking elsewhere for growth opportunities. Grooming
a successor from within the company can save the time and expense of hiring a new
leader from outside. It also aids in continuity, as an insider might be more likely to
follow through with current plans and strategies.
The key to management succession planning is preparing a written succession
plan. This document provides for the continued operation of a business in the event
that the owner – or a key member of the management team – leaves the company, is
terminated, retires or dies. It details the changes that will take place as leadership is
transferred from one generation to the next. In the case of small businesses, succession
plans are often known as continuity plans, since without them the businesses may
cease to exist. Succession plans can provide a number of important benefits for
companies that develop them. For example, a succession plan may help a business

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retain key employees, reduce its tax burden, and maintain the value of its stock and
assets during a management or ownership transition. Succession plans may also
prove valuable in allowing a business owner to retire in comfort and continue to
provide for family members who may be involved with the company.
Despite the many benefits of having a succession plan in place, many
companies neglect to develop one. This oversight may occur because the CEO or
business owner does not want to confront his or her own mortality, is reluctant to
choose a successor, or does not have many interests beyond the business. Although
fewer than one-third of family businesses survive the transition from the first
generation to the second and only 13 percent remain in the family for more than 60
years- just 45 to 50 percent of business owners establish a formal succession plan.
17.5.1 Preparing For Succession
Expert claim that management succession planning should ideally begin
when the CEO or business owner is between the ages of 45 and 50 if he or she plans
to retire at 65. Since succession can be an emotionally charged issue, sometimes the
assistance of outsider advisers and mediators is required. Developing a succession
plan can take more than two years, and implementing it can take up to ten years. The
plan must be carefully structured to fit the company’s specific situation and goals.
When completed, the plan should be reviewed by the company’s lawyer, accountant
and bank.
One of the main reasons business owners should take the time to create a
successful continuity plan is that they should want to get out of the business alive,
with as much money as possible. To do this the business owner has three basic
options: sell the company to employees, family members or an outsider; retain
ownership of the company but hire new management; or liquidate the business. An
employee stock ownership plan (ESOP) can be a useful tool for the owner of a
corporation who is nearing retirement age. The owner can sell his or her stake in the
company to the ESOP in order to gain tax advantages and provide for the continuation
of the business. If, after the stock purchase, the ESOP holds over 30 percent of the
company’s shares, then the owner can defer capital-gain taxes by investing the
proceeds in a qualified replacement property (QRP). QRPs can include stocks, bonds

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and certain retirement accounts. The income stream generated by the QRP can help
provide the business owner with income during retirement.

17.5.2 How to Develop a Management Succession Plan

Creating a succession plan involves the following steps:
Step 1. Select the Successor
There comes a time for even the most dedicated company founder to step
down from the helm of the business and hand the reins over to the next generation.
Entrepreneurs should never assume that their children want to take control of the
business, however. Above all, they should not be afraid to ask, “Do you really want
to take over the family business?” Too often, children in this situation tell Mom and
Dad what they want to hear out of loyalty, pressure, or guilt. It is critical to remember
at this juncture in the life of a business that children do not necessarily inherit their
parents’ entrepreneurial skills and interests. By leveling with the children about the
business and their options regarding a family succession, the owner will know which
potential heirs, if any, are willing to assume leadership of the business.
When naming a successor merit is a better standard to use than birth order.
When considering a successor, an entrepreneur should consider taking the following
actions:
 Make it clear to every family member involved that he or she is not required
to join the business on a full-time basis. Family members’ goals, ambitions
and talents should be foremost in their career decisions.
 Do not assume that a successor must always come from within the family.
Simply being born into a family does not guarantee that a person will make
a good business leader.
 Give family members the opportunity to work outside the business first to
learn firsthand how others conduct business. Working for others will allow
them to develop knowledge, confidence and credibility before stepping back
into the family business.
One of the worst mistakes entrepreneurs can make is to postpone naming a
successor until just before they are ready to step down. The problem is especially

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acute when more than one family member works for the company and is interested
in assuming leadership of it. Sometimes founders avoid naming successions because
they don’t want to hurt the family members who are not chosen to succeed them.
However, both the business and the family will be better off it, after observing the
family members as they work in the business, the founder picks a successor based
on that person’s skills and abilities.
Step 2. Create a Survival Kit for the Successor
Once he or she identifies a successor, an entrepreneur should prepare a survival
kit and then brief the future leader on its contents, which should include all of the
company’s critical documents (wills, trusts, insurance policies, financial statements,
bank accounts, key contracts, corporate bylaws and so forth). The founder should be
sure that the successor reads and understands all of the relevant documents in the
kit. Other important steps the owner should take to prepare the successor to take
over leadership of the business include the following:
 Create a strategic analysis for the future. Working with the successor,
entrepreneurs should identify the primary opportunities and the challenges
facing the company and the requirements for meeting them.
 On a regular basis, share with the successor the entrepreneur’s vision of the
business’ future direction, describing key factor that have led to its success
and those that will bring future success.
 Be open and listen to the successor’s views and concerns.
 Teach and learn at the same time.
 Relate how the firm’s key success factors have produced tangible results.
 Tie the key success factors to performance and profitability.
 Explain the strategies of the business and its key success factors.
 Discuss the values and philosophy of the business and how they have inspired
and influenced past actions.
 Discuss the people in the business and their strengths and weaknesses.
 Discuss the philosophy underlying the firm’s compensation policy and explain
why employees are paid what they are.
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  Make a list of the firm’s most important customers and its key suppliers or
vendors and review the history of all dealings with the parties on both lists.
 Discuss how to treat these key players to ensure the company’s continued
success and its smooth and error-free ownership transition.
 Develop a job description by taking an inventory of the activities involved in
leading the company. This analysis can show successors those activities on
which they should be spending most of their time.
 Document as much process knowledge – “how we do things and why” – as
possible. After many years in their jobs, business owners are not even aware
of their vast reservoirs of knowledge. For them, making decisions is a natural
part of their business lives. They do it effortlessly because they have so
much knowledge and experience. It is easy to forget that a successor will
not have the benefit of those years of experience unless the founder
communicates it.
Step 3. Groom the Successor
Typically, founders transfer their knowledge to their successors gradually
over time. The discussions that set the stage for the transition of leadership are time
consuming and require openness by both parties. In fact, grooming a successor is
the founder’s greatest teaching and development responsibility, and it takes time
and deliberate effort. To create ability and confidence in a successor, a founder must
be:
 Patient, realizing that the transfer of power is gradual and evolutionary and
that the successor should earn responsibility and authority one step at a time
until the final transfer of power takes place.
 Willing to accept that the successor will make mistake.
 Skillful at using the successor’s mistakes as a teaching tool.
 An effective communicator and an especially tolerant listener.
 Capable of establishing reasonable expectations for the successor’s
performance.
 Able to articulate the keys to the successor’s successful performance.

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 Grooming a successor can begin at an early age simply by involving children in
the family business and observing which ones have the greatest ability and interest
in the company.
Step 4. Promote an Environment of Trust and Respect
Another priceless gift a founder can leave a successor is an environment of
trust and respect. Trust and respect on the part of the founder and others fuel the
successor’s desire to learn and excel and build the successor’s confidence in making
decisions. Developing a competent successor over a 5 to 10 year period is realistic.
Empowering the successor by gradually delegating responsibilities creates an
environment in which all parties can view objectively the growth and development
of the successor. Customers, creditors, suppliers and staff members can gradually
develop confidence in the successor. The final transfer of power is not a dramatic,
wrenching change but a smooth, coordinated passage. Founders must be careful at
this stage to avoid the :meddling retiree syndrome” in which they continue to report
for work after they have official stepping down and take control of matters that are
no longer their responsibility. Doing so undermines a successor’s authority and
credibility among workers quickly.
Step 5. Cope with the Financial Realities of Estate and Gift Taxes
The final step in developing a workable management succession plan is
structuring the transition to minimise the impact of estate, gift and inheritance taxes
on family members and the business. Entrepreneurs who fail to consider the impact
of these taxes may force their heirs to sell a successful business just to pay the
estate’s tax bill. Recent tax legislation may reduce the impact of taxation on the
continuity of family businesses. Currently, without proper estate planning, an
entrepreneur’s family members will incur a painful tax bite that can be as high as 45
per cent when they inherit the business. Entrepreneurs should be actively engaged in
estate planning at no later than age 45; those that start businesses early in their lives
or whose businesses grow rapidly may need to begin as early as age 30. A variety of
options exist that may prove to be helpful in reducing the estate tax liability. Each
operates in a different fashion, but their object remains the same: to remove a portion
of business owners’ assets from their estates so that when they die, those assets will

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not be subject to estate taxes. Many these estate planning tools need time to work
their magic, so the key is to put them in place early on in the life of the business.

17.6 SUMMARY
Small companies achieve impressive growth because they bypass the
traditional organisational structures, forego rigid policies and procedures and maintain
maximum flexibility. Growth, however, brings with it change: change in management
style, organisational strategy and methods of operations. Growth produces
organisational complexity. In this period of transition, an entrepreneur’s challenges
is to walk a fine line between retaining the small-company traits that are the seeds of
the business’s success and incorporating the elements of the infrastructure essential
to supporting and sustaining the company’s growth.

17.7 GLOSSARY
 Entrepreneur: A person who sets up a business or businesses, taking on
financial risks in the hope of profit.
 Organisational Structure: An organisational structure defines how activities
such as task allocation, coordination and supervision are directed toward the
achievement of organisational aims.
 Succession: a number of people or things of a similar kind following one
after the other.
 Disequilibrium: It is a state in which things are not stable or certain but
likely to change suddenly.

17.8 SELF ASSESSMENT QUESTIONS

1. Explain the term management succession.
___________________________________________________________
___________________________________________________________
___________________________________________________________

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2. Explain how ventures are guided through expansion.
___________________________________________________________
___________________________________________________________
___________________________________________________________
17.9 LESSON END EXERCISE
1. Discuss the various sources of growth.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe the venture stages of development.
___________________________________________________________
___________________________________________________________
___________________________________________________________
17.10 SUGGESTED READINGS
 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Hisrich-Peters (1995). Entrepreneurship, Starting, Developing & Managing
a new Enterprise (3rd ed.). Irwin, Chicago.
 Sangram Kesari Mohanty. Fundamentals of Entrepreneurship. Prentice Hall
of India Pvt. Ltd.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –IV LESSON - 18
MANAGING GROWTH AND TRANSITION
STRATEGIC ALLIANCE

STRUCTURE
18.1 Introduction
18.2 Objectives
18.3 Strategic Alliance
18.4 Acquisition
18.5 Mergers
18.6 Initial Public Offer (IPO)
18.7 Summary
18.8 Glossary
18.9 Self-Assessment Questions
18.10 Lesson End Exercise
18.11 Suggested Readings

18.1 INTRODUCTION
Entrepreneurship is most often described in terms of starting n new venture,
not buying an existing one. Nevertheless, buying into business is probably just as
common today as starting from scratch. Buying usually involves finding a suitable
ongoing business to purchase, but it also can occur through a transfer of ownership,

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such as when a retiring business owner sells the firm to a son or daughter. It also
occurs as growing ventures are reorganized under new forms of ownership with new
investors. Not least of all, buying into business through franchise contracts has become
quite common.
Franchising is the fastest growing segment of American commerce, and it
has two roles of entrepreneurs. First, becoming a franchisor is the process of creating
a business concept that can be replicated and sold. In this role, the entrepreneur
establishes a venture based on selling businesses. Second, becoming a franchisee is
a method of acquiring a business within a network or chain of similar enterprises.
Because franchise have become involved in these acquisitions.
The focus of this lesson is on criteria for buying and selling businesses.
Because there are somewhat different concerns for buying an independent venture
and acquiring a franchise, we will describe each separately; however, we will
concentrate on entrepreneurial decision, not corporate mergers and acquisitions.
Consequently, we want to emphasise the role of the entrepreneur and tools that can
be useful in making the purchase decision.

18.2 OBJECTIVES
The objective of the lesson is to have clearer understanding of various strategic
alliances for entrepreneurs.

18.3 STRATEGIC ALLIANCE

Small businesses in search of growth favour alliances because they can quickly
and inexpensively provide access to technology, expertise, marketing, production,
distribution and other capabilities. Studies show businesses that participate in alliances
grow faster, increase productivity faster and report higher revenues than abstainers.
Alliances are excellent for testing the waters before a full-scale merger.
Because no ownership changes, it’s easy to back out. Another advantage to alliances
compared to mergers or acquisitions is that you can participate in several at the same
time.
Synergy is the benefit most alliances are after. If you have a product but lack

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distribution, you may seek synergy by allying with a company that has good
distribution and no competing product. Companies that own technologies that can
be combined with yours to create a compelling product are also potential allies. In
international alliances, one company can provide local market skills while another
supplies imported products or technologies. Allies may also benefit by purchasing
cooperatively, marketing jointly, combing research and development, co-sponsoring
training, or agreeing to set standards in a new technology.
 Seeking Allies Successfully
Allying well is almost as difficult as marrying well. Here are keys to finding and
making a match that will last:
 Plan first, pick later. We should know exactly what traits ally needs before
we start looking for one.
 Network. The most likely place to find an ally is among customers, suppliers,
competitors and other professional associates.
 Look for Synergy. A combination of allies should add up to more than either
does separately. 
 Value trust more than competence. An expert ally we can’t trust is no ally at
all.  
 Listen to your gut. Check a potential ally’s credit rating, financial reports
and reputation in the industry, but trust your feelings when it comes to the
final decision.
 Identify benefits, including synergistic effects. Make sure the benefit isn’t
lopsided so that no one will fell he or she is being taken advantage of.
 Set precise goals for what you want to accomplish. Without goals, an alliances
can flounder.
  Carefully  and  frankly  communicate  expectations,  along  with  the  ways
performance will be measured, to allies and your own employees. Describe
what and when each party will invest, as well as expected returns and how
any disputes will be resolved. Put it in a legal document.

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  Don’t forget to devise an exit strategy. It’s a serious mistake not to have a
comprehensive plan for ending the alliance.
 Different types of Strategic Alliances
The different types of strategic alliances are as follows:
 Acquisition
 Merger
 Initial Public Offering (IPO)

18.4 ACQUISITION
The decision to buy a business begins with a personal examination of why a
person would want to buy any business. Occasionally someone will receive an
inheritance, quit work and buy the first small business that “looks good.” Too often,
this is an emotional decision without justification; buying a business is not like
buying a used car, nor is it justified because a person has a little spare cash. There
are, however, sound reasons for buying into business, and there are sensible ways to
go about making an acquisition. Figure 18.1describes the usual ways to buy into
business.
 Considerations for Making an Acquisition
Aspiring entrepreneurs must decide whether to buy a business or to start
one, and the decision must encompass both personal and commercial considerations.
Although these can be quite extensive, there are five major categories of issues: the
entrepreneur’s experience, nature of the business, location, personal and business
risks and enterprise costs.
 Experience. Having experience relevant to the proposed venture is often
essential, such as when the entrepreneur needs to demonstrate particular skills.
Examples include co nstruction contracting, medical technolo gy,
microelectronics engineering, and specialty services such as advertising.
Skilled entrepreneurs may still be inexperienced in business. An experienced
computer technician, for instance, may have no background in merchandising
and rather than start a retail computer store from the ground up, a wiser

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 choice might be to acquire a ComputerLand franchise, it will be a complete
“system” with assistance, training and inventory. If the technician acquires
an ongoing enterprise, it will be in place together with experienced staff and
established clients. An aspiring entrepreneur who has had no experience in
starting a new venture may benefit from buying an existing one, thereby
avoiding the pitfalls of creating s new enterprise.
 Nature of the Business. The type of business proposed often leaves an
entrepreneur with no choice other than to start from scratch. During the early
years of microcomputer development, for example, there were no franchise
chains and very few existing retail stores. The would-be computer retailer
had to acquire a license from one of the manufacturers, such as Apple or
IBM and build the enterprise. Every business concept, product, or service
has had a similar embryonic period, including fast-food restaurants like
McDonald’s, convenience markets like 7-Eleven, fashion enterprises like
Liz Claiborne, landscape contractors like Lawn Doctor and so on. During
the years of formation, there are exciting opportunities and risks for new
ventures, yet there are few opportunities for acquisitions until an industry
becomes established. Entrepreneurs involved in each industry’s early
formative years were the innovators who had to transform new concepts into
commercial realities.
On the other hand, if the nature of the business has a parallel among
existing enterprises, an acquisition with some modifications may result in healthy
profits. An office supply store, for example, might be purchased to provide a
foundation enterprise for a new concept in office systems that include
telecommunication workstations. Many small manufacturers are acquired by
entrepreneurs who have innovative products but need production and distribution
systems. For example, Bush Industries, a New York manufacturer of “electronic-
age furniture” began in 1978 by purchasing a small manufacturing company that
made composition-board television stands and book-cases. These inexpensive
products were sold through chain stores, including Sears and K-Mart. The new
owners acquired the business because it had reasonably good production
machinery and strong ties with established customers. They continued to produce
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 television stands and bookcases, thereby securing cash flow; however, Bush
quickly expanded its product line to include unique designs for microwave
cabinets, VCR and stereo entertainment centers microcomputer desks, printer
stands and a variety of accessories to complement home and office “electronic”
equipment. Bush began with a marginally profitable business, 42 employees and
an obsolete product line and within ten years he fashioned a $50 million business
on a growing product line.

FIGURE 18.1: PRIMARY ALTERNATIVES IN ACQUISITION DECISIONS

 Location. Most entrepreneurs start or acquire businesses near their homes

rather than pursue unfamiliar markets. Thus, their choices are often limited.
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 In some instances there may be no businesses to buy and in others there may
be major obstacles to starting new ones. In Williamsburg, Virginia, for
example, the majority of commercial activity centers on Colonial
Williamsburg, one of the oldest established towns in the United States, which
is bordered by William and Mary Collage. A huge number of tourists and
students shop within a one-square-mile area that is historically preserved.
Entrepreneurs wanting to locate in this market have few opportunities to
build new facilities. Instead, they scramble for vacant leases or bid for licenses
to operate in or near the colonial town site. Over a period of nearly 300
years, Colonial Williamsburg has hosted 15 generations of entrepreneurs
representing nearly 6,000 successful enterprises ranging from apothecaries
to zoological societies. New enterprises have evolved from established ones,
a few have been passed down through the generations, and some have replaced
obsolete businesses. Similar patterns of evolution exist in every community.
 Business Risk. Entrepreneurs try to account for risks that can influence the
valuation and price of an acquisition. These include economic conditions,
financial arrangements, market potential, and management. Some risks can
be analysed objectively, including costs of capital and physical facilities, but
evaluating profit potential requires market research and accurate sales
forecasts, which can be complicated. Unless the buyer intends to operate the
business in exactly the same way as the seller, previous records provide little
insight into future potential and the buyout is riskier. Most buyers also make
modifications, changing inventory, services, facilities and personnel. These
are meant to improve the business, but they also introduce greater risk for
the acquisition.
 Personal Risks. Perhaps the greatest risk is associated with changes in
management. New owners almost always assume that they can succeed where
others failed (or at least improve a successful business), but untested
entrepreneurs have no assurance of success. They bring to the business new
ideas, personalities and leadership styles that cannot be objectively assessed.
Also, experienced and skilled personnel are important and those who remain
with the venture can improve the business’s likelihood of success. From a
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 personal perspective, entrepreneurs take psychological risks associated with
the potential for failure and they often involve family and friends who share
in this risk.
 Enterprise Costs. Cost factors include all potential operating expenses and
capital expenses of the acquisition. These are described in this lesson under
“Methods of Valuation,” but as an introduction, consider the costs of physical
assets for a new venture. If a person opens a new restaurant, the start-up
costs of new equipment and furnishings can be quite high. By purchasing an
existing business, these costs may be reduced considerably; used restaurant
equipment and furnishings would bring a seller very little money on the open
market compared with their value as assets of on ongoing business.
Consequently, a seller can often benefit substantially even when the price of
the business is a bargain for the buyer. Costs of purchasing new assets rather
than buying them as part of a business are almost always higher, but the
buyer must be careful to buy serviceable assets; obsolete or necessary
equipment has little value.
 Acquisitions by Established Entrepreneurs
Nearly a third of all small business acquisitions are made by owners of
established enterprises. Although we are not concerned with the “corporate” merger
and acquisition strategies that are typical of Fortune 500 companies, we are concerned
with entrepreneurial growth and growth is often achieved through direct acquisition
of existing businesses. Most franchisees, for example, own multiple store locations
and start-up entrepreneurs often expand through acquisitions to create chain networks.
There are several fundamental reasons why established businesses expand
through acquisition. The main reason is to expand sales, thereby increasing the
company’s customer base. With expanded sales, an enterprise strengthens its financial
leverages, opening new opportunities for bulk purchasing, improved distribution
and economies of scale. These advantages can be further leveraged through vertical
integration. A retailer, for his example, may “buy back” into the company’s distribution
channel (called the value chain) to acquire a regional wholesaler or a manufacturer.
A wholesaler can “buy forward”, acquiring retail outlets. Vertical integration

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eliminates one or more profit-taking points in the value chain, thereby reducing
overall costs (or increasing profits). This process is illustrated in Figure 18.2.
Another major reason for expansion is to acquire products or services that
complement the existing enterprise. For example, the Green Spot, a North Carolina
retail nursery, bought a Pennsylvania Christmas tree farm that not only provided
seasonal trees to the nursery but also sells trees to many other retailers. During the
following three years, the nursery also purchased a commercial landscaping service,
a lawn care franchise and a hydroponic greenhouse operation.

Logical acquisitions can be made by consolidating any adjacent pair in the “value chain.” A retailer
may buy “backward” by acquiring a local wholesaler, or the wholesaler may buy either the transport
company or warehouse [Link] consolidate the market by reducing competition, a retailer could
buy one of the competitors. Also, businesses buy “forward”, thus a manufacturer may buy the regional
distributor or the transport company.
FIGURE 18.2: BUYING INTO THE VALUE CHAIN

Expanding vertically within the distribution channel or horizontally with

complementary businesses also has human-resource benefits. With slightly larger
operations, professional staff can be retained in procurement, accounting and sales.
A family-owned nursery, for example, can still operate under the founder’s leadership,
even with three or four small subsidiary businesses yet also be large enough to justify
full-time employees in purchasing, sales, landscape engineering and accounting.
Additional benefits can be realised by having sufficient employees to qualify for
group medical insurance, retirement plans, vacation benefits and incentive programs
such as profit-sharing plans.
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 The rationale for buying into an initial venture differs from that for expanding
an existing business, but many advantages are similar and business evaluation
methods are the same. In the following pages, we will examine several useful
techniques for evaluating smaller enterprises.
 Evaluating Acquisition Opportunities
Buying an existing business has several potential advantages over starting from
scratch. An existing business has a track record of performance that can be verified
and there are objective data for making an informed decision. Assets are known and
can be evaluated; profits and cash flow are documented and patterns of sales activity
can be determined. An ongoing business will also have an organisation with
appropriate systems for supply, personnel, and distribution. In addition, thorny issues
such as patent rights, copyrights and trademarks will have been resolved by the
exiting owner. Also, the business’s reputation can be ascertained. Most important,
because there is a performance history, investors and lenders are less apprehensive
about providing financial support.
These advantages depend, of course, on the relative success enjoyed by the
owner and on the potential for a new owner to enjoy the same (or better) success.
Answering these questions requires due diligence, which is a common phase used
by investors, attorneys and accountants to mean that a thorough evaluation is made
of the prospective enterprise. Aspiring entrepreneurs who are not skilled in due-
diligence evaluations should find professional assistance.
 Evaluating the Business Venture
Complete and accurate information about the enterprise is beneficial in
negotiating a fair purchase agreement. Consequently, both sellers and buyers must
have a clear idea of the venture’s value. Evaluating a business involves three categories
of information: business assets, operational performance and the business
environment.
 Business Assets
Tangible assets include accounts receivable, inventory, facilities, equipment,
vehicles, patents, copyrights and trademarks. Intangible assets include goodwill
(reputation), proprietary information (e.g., mailing lists or trade secrets) and
experienced productive employees.

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 Evaluating tangible assets often is straightforward. Accounts receivable, for
example are verified for their book value, collection history and age. Book values
will be adjusted through accounting methods that take into consideration time value
of money for “aged” (long outstanding) receivables, percentage of bad accounts,
and cost of collecting overdue accounts. Inventory is valued according to its age,
quality and salability. If inventory has been returned by customers as faulty, the
book value of inventory will be reduced by replacement costs of projected future
returns. Also, inventory that has been difficult to sell or is obsolete may be written
off as valueless.
Professional assessments can be obtained on facilities and vehicles to establish
market values and equipment can be valued using standard accounting procedures
such as replacement cost or market value. Book value of physical assets is seldom
releveant to a prospective buyer because depreciation practices can result in
differences between book and market values. Moreover, an asset can be depreciated
to its salvage value yet still have a useful service life that must be considered in the
purchase price. The relationship between book, market and useful value is illustrated
in Figure 18.3 Professional assessments can also be obtained for patents, copyrights
and trademarks. Royalty income received from, or attributed to, patent licenses and
copyrights can be established, although these figures may be somewhat subjective.
Intangible assets are far more difficult to evaluate. Goodwill is by far the
most subjective asset to consider because it is the intangible value of a business’s
ability to produce excess earnings. Accountants usually assign a premium value
based on the ability of the business to generate income in excess of the average
generated by comparable enterprises. It is assumed, of course, that comparable
businesses can be found and their earnings verified and in the end, goodwill usually
creates a discrepancy between the seller’s and buyer’s visions of business value.
Goodwill should take into account a realistic assessment of the enterprise’s reputation,
image, customer base, credit rating, pattern of sales growth and potential for the
new owner to enjoy similar success.

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FIGURE 18.3: BOOK VALUE, MARKET VALUE AND USEFUL VALUE
 Operational Performance
Buyers analyse sales from several perspectives. First, sales volume and growth
(rate of change in sales) are determined. This determination involves
evaluating marketing factors that influence sales, including market strategies,
merchandise quality, competition, pricing tactics, promotional programs, and
distribution decisions. Second, sales patterns are determined in order to
understand seasonal variations, turnover rates for merchandise and consumer
profiles. Having a clear idea of who buys a firm’s products and when
customers make purchases often sheds light on why they buy. Also, a business
that has impressive sales data may rely on only a few customers who may
not remain with the new owners. Third, sales trends are reviewed in terms of
credit policies that can impede or encourage sales volume. Other
considerations are after-sales service, installation and delivery practices and
individual skills of the seller and his or her staff. The important point is that
a buyer must feel confident that sales can be maintained or improved after
acquisition. Consequently, the buyer must question every possible issue that
might influence sales performance.
If the venture to be acquired is involved in manufacturing, operational

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issues include product design, process engineering, production systems, plant
utilisation, inventory control, raw material supply and product distribution.
In addition, the buyer will want to know about factory operations, safety
records, environmental regulations, quality control and compliance
requirements such as waste disposal. Minor oversights in any of these areas
could prove to be disastrous. For example, the seller may be unaware of (or
choose not to reveal) pending legislation requiring huge capital costs to
overhaul waste disposal facilitates. They buyer could easily make the purchase
and face impossible costs for plant modifications.
Other operational considerations include accounting and financial
reports that could be misleading, facility costs (maintenance, insurance,
utilities requirements, warehousing, etc.) and human resources. Although
many of these will come to light through due-diligence research, human
resources must be evaluated to establish capabilities of employees,
compensation trends, employee turnover, labour relations, fringe benefits,
training requirements and employees expectations for leadership. Moreover,
the buyer will want to evaluate local labour market conditions, risks of losing
key people after acquisition and the influence of the seller’s personal
involvement on employee behaviour.
Most operational performance criteria can be objectively appraised
(e.g., sales can be traced or compliance requirements can be determined),
but the entrepreneur must be extremely diligent in asking the correct questions.
Merely tracking sales performance, for example, does not reveal the possibility
of strong sales volume due to the owner’s liberal credit terms; relying on
similar credit policies after acquisition could prove to be unprofitable. Also,
the seller may have artificially boosted sales to make the purchase look
attractive when, in reality, many customers will subsequently default on their
payments. Other considerations may require judgments, such as how the
seller personally influenced performance. An admired owner who has earned
the loyalty and respect of company employees may be an irreplaceable person;
the new owner may not enjoy the same loyalty or respect, and employees
may perform poorly.

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 Business Environment
Entrepreneurs must ask the same marketing research questions whether
buying a business or starting a new venture. When starting ventures,
entrepreneurs conduct market research about potential consumers,
competitors and sales based on projected marketing strategies. When
conducting due-diligence evaluations for existing businesses, the same ground
is covered but questions vary slightly. For example, rather than asking if a
market can be established for a product, the buyer asks whether the existing
market can be improved. Instead of analyzing potential competition, buyer
gather information on actual competition and the means by which previous
owners were able to position their ventures in the industry successfully.
This process involves using statistical market data for comparative
research on industry and local market characteristics. It includes a competitive
analysis to understand the strengths and weaknesses of the acquisition. In
addition, due diligence requires investigation of external threats and
opportunities that may not be apparent in purchase negotiations. The major
difference between new venture planning and acquisition evaluation is that
while founders may have well-conceived ideas of market potential, buyers
have useful evidence from historical records.
The business environment extends well beyond market considerations.
For example, federal regulations and changes in tax legislation affect business
operations and profits. Also, product safety requirements, merchandising
restrictions (e.g., “truth in advertising” rules) and fair labor practices will
influence business activities. In addition, technological changes may signal
potential threats or new opportunities. For example, several years ago the
proliferation of VCR sales led to an extraordinary growth in home video
rentals, but the market has become relatively saturated and laser disc
technology threatens this industry. Similarly, desk-top publishing has forced
many local printers out of business and facsimile machines have changed
office communications.

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  Screening Acquisition Candidates
A majority of acquisition candidates never get past a screening review. The
screening process is a preliminary study of the most critical factors for success or
failure. If irreconcilable issues do not surface, then a more comprehensive evaluation
may be pursued. More often, however, irreconcilable issues do surface and potential
buyers walk away. Problems may become obvious from preliminary investigation
of price, terms of sale, location, operational costs, or the nature of the business.
Many successful businesses are simply not suitable for buyers; few entrepreneurs,
for example, could become morticians.
Asking critical questions early can help avoid spending time and money on
due-diligence studies. Assuming an acquisition candidate is suitable, there are several
“go or no-go” situations. If the business owes more than its assets are worth or if it
is having severe cash-flow problems, there is no reason to give it serious consideration.
If the company has obsolete inventory or steeply declining sales, it might be better
to walk away. Business value depends on its profits. Also, if the owner has lawsuits
pending, hostile employees, or a poor reputation with suppliers or customers, it is a
risky endeavor. These weaknesses can drain a new owner’s resources and although
there may be logical reasons behind troubled businesses, these firms are best left to
“turnaround specialists” or bankruptcy courts. A turnaround specialist is a person or
team backed with high-risk capital to take enterprises from the brink of failure to
success. They expect to fail most of the time, but they profit from bringing in the
long shot. Most entrepreneurs cannot play this game.
 Finding Acceptable Candidates
Acceptable ventures often can be found through management consulting
firms, accountants and attorneys who have already made preliminary screening studies
of selected acquisition candidates. Because these professionals earn their fees by
putting together successful deals, they rarely spend much time on marginal businesses;
there is no percentage in chasing a bad deal. These professionals tend to have mutual
social contacts, and they learn about opportunities through their networks. Most
opportunities are not publicized because owners tend to avoid letting either customers
or employees know that the business is up for sale. Employees and customers could
become alarmed, assuming correctly or incorrectly that it is time to “leave the sinking
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ship”. The result could be disastrous for sales (and the subsequent business value),
but in addition, lenders and suppliers who get wind of a sale often close down credit.
Nevertheless, a few businesses are advertised in local newspapers, and others
are listed with business and real estate brokers. A few more appear in professional
publications and industry magazines under classified “business opportunity” ads. A
variety of business opportunities surface through personal contacts. For example,
distributors, suppliers and consultants often get wind of an opportunity and pass this
information along. Bankers are particularly important sources because they become
acutely aware of their clients’ business problems and by getting buyers and sellers
together, bankers can often avert disasters.
Regardless of how the business opportunity is identified, once it has passed
preliminary screening, the difficult evaluation work begins. This evaluation is carried
out before serious negotiation takes place and using the guidelines described earlier,
a business valuation is conducted.

18.5 MERGER
A merger is a process when two or more firms decide to come together to
become a single new legal entity and new company stock is issued. As against this,
an acquisition or takeover is when one company buys another, and then the target
company ceases to exist anymore. This does not involve any exchange of stock.
Thus, in case of acquisitions, the target company no more exists; the buyer ‘swallows’
the business of the acquired company and the buyer’s stocks continue to be traded.
In pure sense, a merger is a process in which two companies usually of about
the same size, agree to go forward as a single new company rather than remaining
separately owned and operated. This is also called ‘merger of equals’. For example,
both Daimler-Benz and Chrysler ceased to exist when these two companies merged
resulting in a new company called ‘DaimlerChrysler’.
However, in practice, it is difficult to come across mergers of equals, as
usually, one company will buy another and as part of the deal’s terms, simply allow
the acquired firm to proclaim that the action is a merger of equals, even if it is
technically an acquisition. A purchase deal is also referred to as a ‘merger’ when
both the CEOs agree to the process of joining together in the best interests of both of
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their companies. However, when the deal is unfriendly, it is referred to as an
‘acquisition’.
The purchase decision is considered a merger or an acquisition mainly on
whether the purchase is friendly or hostile. Thus, the real difference between a merger
and an acquisition lies in how the purchase is communicated to and received but the
target company’s management, employees and shareholders. The motivation behind
the merger decision may vary from survival to protection to diversification to growth.
For example, in case an entrepreneur is facing a situation of technical obsolescence,
dramatic fall in market share or depletion of capital structure, then the merger may
be the best option to survive. It can also help against market encroachment or takeover.
It can also ass a lot of strength to diversify the business into new areas as also growth
in the business by strengthening financial and technology capabilities.
 Benefits of Mergers
Some of the prominent benefits that arise as a result of a merger are given below:
 Reduced Staff Strength – A merger decision usually leads to job lay-off,
unless specifically highlighted otherwise in the terms of the merger. Job cuts
in the process usually involve the former CEO, who leaves with a
compensation package.
 Economies of Scale – This refer to the cost advantages derived by the
producer as a result of expansion in operations. Basically, when inputs are
increased by a particular proportion, the output increases by a greater
proportion as a result of realization of economies of scale and thus results in
per unit cost reduction. Specific factors such as division of labour,
specialization, technological factors and administrative costs come down
and result in a reduction in the average cost per unit falling as the scale of
output is increased. For example, by purchasing raw materials, stationery or
a new corporate IT system, a bigger company placing the orders can save
more on costs.
 Economies of Scope – This refers to lowering the average cost of production,
particularly in producing two or more products. Here, economies of scope
make product diversification efficient if they are based on the common and

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 recurrent use of proprietary know-how or on an indivisible physical asset
(Teece, 1980). Thus, economies of scope result in cost savings to companies
operating in multiple products or businesses by successfully transferring some
of their capabilities and competencies that were developed in one of their
businesses to another of their businesses (Hitt, Ireland Duane and Hoslisson,
2005).
 Acquiring New Technologies – For retaining competitive advantage,
companies need to continuously keep adopting new technologies. By buying
a smaller company with unique technologies, the larger company derives a
technological competitive advantage. For example, Cisco Systems purchased
more than 75 technology companies that provided it a technological edge to
become the world’s leader in supplying systems for building infrastructure
for the Internet.
 Enhanced Markets and Improved Visibility – One of the usual purposes
of buying another company is to expand operations in new markets and grow
revenues and earnings. A merger helps in expanding the company’s marketing
and distribution channels, thus resulting in providing new sales opportunities.
 Types of Mergers
Mergers can be classified under many categories depending on business
structures and motives. However, based on the relationship between two companies
that are merging, mergers can be classified into three broad categories as given in
the following:
 Horizontal Merger – This involves a merger of two or more than two
companies that are in the direct competition and share the same product
lines and markets. This type of merger can result in having a very large effect
or little to no effect on the market. When two extremely small companies get
merged, the outcome of the merger will not be visible in the market. For
example, if a small restaurant in a city is to merge with another restaurant in a
different location, the effect of this merger on the restaurant market would not
be significant. However, in case large players in the same industry are involved
in the merger, the resulting impact would be felt throughout the industry.

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  Vertical Merger – This involves a company combining with a supplier,
distributor or customer. Thus, it entails a merger between two companies
producing different goods or services for one specific finished product; for
example, a jam manufacturer, or a car manufacturing company purchasing a
steel sheet manufacturer. It is also called ‘anticompetitive’, because it can
often rob supply business from its competition. If a contractor has been
receiving material from two separate firms, and then decides to acquire the
two supplying firms, the vertical merger could cause the contractor’s
competitors to go out of business.
 Conglomerate Merger - This involves a merger between companies that
are involved in totally unrelated business activities. There are two types of
conglomerate mergers: pure and mixed. Pure conglomerate mergers involve
firms with nothing in common, whereas mixed conglomerate mergers involve
firms that are looking for product extensions or market extensions.
Another way of defining types of mergers is the way mergers get financed. This
would result in different implications for companies and investors involved in the
process of mergers. As per this classification, mergers are classified into purchase
mergers and consolidation mergers. In case of purchase mergers, a company purchases
another company, and the consideration amount is paid through cash or by issuing
some debt instrument. The sale is taxable. The company that purchases another
company enjoys certain tax benefits, as acquired assets are booked at actual purchase
price, and the difference between purchase price and book value of the assets becomes
eligible for depreciation and in turn, tax advantage. Under consolidation merger, a
new company is formed under a new entity by combining both companies. The
taxation terms remain the same, an applicable to a purchase merger.

18.6 INITIAL PUBLIC OFFERING (IPO)

The first-time sale of securities of a company under the regulations governing
a public company is called ‘IPO’. Thus, it is called an ‘offering’ or ‘floatation’,
when a company issues common stocks or shares to the public for the first time.
They are usually issued by fast-growing small and young companies seeking capital
to expand their operations or large privately owned companies looking for trading

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their shares publicly. It is the price at which a company offers to sell its stock for the
first time when it shifts from being privately owned to publicly owned.
When a company goes in for listing its shares in a public exchange for the
first time, the money so collected from investors for the newly issued shares remains
with the company to be used for specified well-defined purposes, as highlighted in
the prospectus for a public offering (Figure 18.4). As against this, when shares get
traded on a stock exchange among investors, the money is exchanged between
investors. Thus, an IPO allows a company to tap a wider pool of investors to tap
capital for future growth by investing in fixed assets, repayment of debt or working
capital requirements. A company having issued common shares to the public is never
required to repay the capital to investors. It is important to remember that an IPO
dilutes the equity stake of owners by offering the shares to the public. Coming up
with an IPO is used both as a financing strategy to expand and grow the business as
well as an exit strategy.
IPOs generate lot of interest among the public because they have the potential
to provide significant gains in future, although they are relatively riskier. They also
provide a significant liquidity opportunity for early investors, including founders,
privately placed equity holders and venture capital (VC) investors.

FIGURE 18.4: SALIENT FEATURES OF IPO

When to Go For An IPO?
Before taking a view to go in for an IPO, the company should ensure that it
is ready to go in for an IPO. The company should be large enough as evident from its
past performance of sales and profits or solid future prospects for growth in the
earnings and sales. The present earning capacity of the company coupled with future

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earnings prospects also determine valuation of the company and, in turn, the price of
the shares at which it should be floated to the public. Every company while going
for an IPO would like to fetch as high a price as possible for its share, that is, premium.
Above all, for successfully tapping, the public requires a good track record of
performance as evident from the financial position of the company that investors
weigh a lot before subscribing to the issue.

FIGURE 18.5: CONSTITUENTS OF INVESTMENT TEAM FOR IPO

Before going in for an IPO, the company should start making preparations at
least one to two years in advance by preparing detailed financial statements with all
details backed up by a good business plan giving past performance and future plans
duly supported by projected working results, balance sheet and cash flow statements.
Having decided to come up with an IPO, one needs to put in place an ‘IPO Team’
that would include an investment bankers, a law firm and a chartered accountants
firm that guide the company in complying with regulatory and other requirements.
Next, the IPO team convenes a meeting called ‘all hands’ meeting, which takes
place about six to eight weeks before a company officially registers with the Securities
and Exchange Board of India (SEBI). At this meeting, all members chalk out a time
plan for going public and assign specific duties to each member of the team.
Thereafter, the work on developing the prospectus begins, which is a business
document that covers various details as stipulated by SEBI for the benefit of all
stakeholders including investors, company law board and government.
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 Other than preparation on the part of the company to go public, depending
on fund requirements for business growth, the entrepreneur needs to take care of the
theory of ‘rational IPO waves’ of Pastor and Veronesi. As per this model, every
entrepreneur observes time-varying market conditions before deciding when to go
public, because it matters a lot for a public issue to get well subscribed - an indicator
of an IPO’s success. The IPO waves arise, because many entrepreneurs find it optimal
to go public after market conditions have improved.

It may not be the right time for a venture to come up with an IPO when the
economy is passing through a downturn or certain specific industries related to the
firm under consideration are passing through a difficult phase. For example, the
[Link] burst has cautioned, in general, high-profile tech start-ups while going in for
an IPO as compared with raising funds through venture capitalists or private
placements. It is evident from some of the leading ventures such as Yelp and Facebook
who have gone in for raising capital through VCs and remaining private as against
preferring a route of going public.

The company should also assess clearly the urgency of fund requirements in
terms of quantum, timing and cost vis-à-vis all other options available. The greater
the profit-earning capacity of the company, the lesser would be the percentage of
equity that existing promoters would be required to give up for each unit of proposed
investment. Thus, it is important for an entrepreneur to assess urgency and the cost
they have to pay for raising money from different sources before deciding about
which would be the better option to take.
Even from exit perspective some companies feel that publicly held companies
have to go through a kind of scrutiny and market responses to different news items
about them that may result in a far greater adverse impact. However, selling a company
may be a better option than going in for an IPO , as is evident from Associated
Content that was bought by Yahoo for $100 million; social gaming company Playdom,
bought by Disney for $763 million and marketing software company Aprimo, acquired
by Teradata for $525 million, after pulling out its IPO in 2008 are some other good
examples.

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  Steps Involved In Issuing an IPO
The first step is to develop a house team of professionals conversant with
expertise in different areas of issuance of IPO and appoint a merchant banker. They
should have valid SEBI registration to act as merchant banker. A merchant banker’s
role can be accepted by any of the following people – lead manager, co-manager,
underwriter or advisor to the issue. Certain guidelines are laid down in Section 30 of
the SEBI Act, 1992, to be fulfilled for acting as merchant banker.
The merchant/investment banker helps in getting underwriting commitment
for the size of the issue from different investors, which is one of the key prerequisites
for getting regulatory clearances. Underwriters act as financial intermediaries between
companies and the investing public. The biggest underwriters are Goldman Sachs,
Merrill Lynch, Credit Suisse First Boston, Lehman Brothers and Morgon Stanley,
State Bank of India, IDBI Bank and ICICI Bank.
The company and the merchant banker hold a number of meetings to negotiate
on various issues such as amount of money a company proposes to raise through
IPO; the type of securities to be issued – debentures, convertible debentures, equity
and all relevant terms and conditions pertaining to the underwriting agreement. The
price of the issue is decided by the company along with lead managers to the issue.
This requires a lot of market research to be undertaken along with road shows before
arriving at the appropriate price for the IPO. This decision is very critical, as the
company runs a high risk of IPO failure if the premium sought is far higher than the
real worth of the stock.
After the involved parties agree to the deal and its terms and conditions, the
investment bank prepares an offer document to be filed with the SEBI for its approval.
This document provides all relevant details on the issue such as financial statements,
management background, any legal problems, contingent liabilities, purpose of issue,
future projected performance, shareholding pattern before and after the issue and
firm allotments, if any. The SEBI takes a cooling off period, to find out and assure
that all required material information is disclosed and is correct. Its main role is to
validate the content of the prospectus. After doing so, the SEBI approves the offering
and an effective date is announced for coming up with an IPO when the stock will be

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offered to the public. The date of the issue is finalized by the company in consultation
with the lead managers, registrar of the issue and stock exchanges.
After approval of the draft document by the SEBI, it takes the shape of an
‘offer document’. It is submitted to the register of the issue and stock exchanges
where the issuer company is willing to list. After getting clearance from stock
exchanges, the issuer company adds issue size and price of the issue to the document
and makes it available to the public. This document released for the public is called
the ‘Red Herring Prospectus”.
After the IPO issue is opened for the public, investors bid for it within a
stipulated time frame for which the issue is kept open. The subscription list for
public issues is kept open for at least 3 working days and not more than 10 working
days. In case of book building issues, the minimum and maximum period for bidding
will be open for three to seven working days extendable by three days in case of a
revision in the price band. However, the public issue made by an infrastructure
company, satisfying the requirements, may be kept open for a maximum period of
21 working days.
Under book building issue, the company decides a price band that contains
an upper level and a lower level.
It is process undertaken by the company in which a demand for the securities
proposed to be issued by the company is elicited and build up and the price for the
securities is decide based on the bids received for the quantum of securities offered
for subscription by the issuer. This method helps in price discovery of the share, as
it provides an opportunity to the market to discover the price for securities based on
demand supply forces.
Floor price is the minimum price at which bids can be made for an IPO.
However, investors can bid for the book building IPO at any price band decided by
the company, In book building process, retail investors have an additional option
called “cut-off” price for bidding. If the investor opts for cut-off price, it implies that
the investor is ready to pay whatever price is decided by the company at the end of
the book building process. However, at the time of subscription, investors opting for
it have to pay the highest price in the stipulated price band. If the company decides

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that the final price is lower than the highest price asked for the IPO, then the remaining
amount is refunded to the retail investor.
Depending on the bids received, the lead manager evaluates the final issue
price and sends it to SEBI and stock exchanges. After allotment of the shares, the
lead manager with the help of the stock exchange, decides the issue listing date and
the shares get listed on stoack exchanges.
The registrar of a public issue is the prime body that takes all crucial steps
for processing IPO applications, allocating shares to the applicants based on SEBI
guidelines and processing refund orders. They are an independent financial institution
registered with SEBI and stock exchanges. A company coming up with IPO can
reserve some shares on ‘allotment on firm basis’ for some distinct categories of
investors as defined in Disclosures and Investor Protection (DIP) guidelines. It implies
that a certain proportion of total issue size can be allotted on firm basis to a specified
category of investors. The shares to be allotted on ‘firm allotment category’ can be
issued at a price different from the price at which the net offer to the public is made.
However, the price at which the security is being offered to the applicants in the firm
allotment category has to be higher than the price at which securities are offered to
the public.
Lead managers are an independent financial institution appointed by the
company for issuance of an IPO. Depending on the size of the issue, more than one
lead manager can be appointed as per the guidelines of SEBI. Their main role includes
road shows that market the issue, creating a draft offer document and getting it
approved by SEBI and stock exchanges and helping the company to list shares in the
stock market.
There are four broad categories of investors (Figure……), namely, retail
individual investors (RIIs), high net worth individuals (HNIs), non-institutional
investors (NIIs) and qualified institutional bidders (QIBs). A retail individual investor
cannot apply for more than Rs. 1 lakh in an IPO. Retail individual investors have an
allocation of 35 per cent of shares of the total issue size in book build IPOs. NRIs
who apply with less than Rs. 1000,000 are also considered as RII category.
If a retail investor applies for more than Rs. 100,000 of shares in an IPO,

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they are considered as HNI. Individual investors, NRIs, companies and trusts who
bid for more than Rs. 1 lakh are known as ‘non-institutional bidders’. They need not
register with SEBI such as RIIs. Non-institutional bidders have an allocation of 15
per cent of shares of the total issue size in book build IPOs. Financial institution,
banks, FIIs and mutual funds that are registered with SEBI are called ‘QIBs’. They
usually apply in very high quantities.
Coming up with an IPO provides certain advantages as also disadvantages
that need to be weighted well before deciding to go in for it.

FIGURE 18.6: CATEGORIES OF INVESTORS

 Advantages of Going Public

Going public provides multiple advantages to the company, and the most
crucial one is prospects for growth through public funding. Some of the key
advantages of IPO are given here.
 Funding Future Needs of the Company
This is a potential source of raising funds for meeting future needs of the company
such as expansion, research and development (R&D), takeover and repayment
of debts. Funds get raised on existing and future growth of the company by way
of equity, which is not repayable. Shareholders become owners of the company,
have voting rights in all vital decisions of the company and look forward for
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returns through dividends and appreciation in the capital. It provides a lot of
flexibility to the promoters of the company, as it results in a fixed commitment
towards returns or repayments such as term loans. Above all, a successful IPO
becomes precedence for raising further money from the capital markets in future
for the growth of the company.
 Provides Liquidity to Shareholders
The IPO provides liquidity to the investment made by the public, as shares of the
company get listed in the market and can be sold or bought at any time. However,
liquidity in terms of reasonable price and volume of training everyday largely
depends on present and future prospects of the company.
 Enhances Reputation and Visibility of the Company
As long as the company does well and fulfills its promises, it gets an advantage
of greater visibility in the market, which in turn, may result in enhanced market
share for its products and services. As such, during the IPO stage itself, the
company has to spend lot of money on publicly in the media that too gives rise to
enhanced visibility in the eyes of different stakeholders. It helps in projecting
the company products to potential customers and investors.
 Improves Valuation of the Company
Listing of the company provides an added yardstick for valuation of the company
, which helps as a barometer for vital decisions such as sale of the company or
merger decisions. VCs also use IPOs to cash in on successful companies that
they had helped start. It provides them with the right opportunity to exit or look
for greater valuation of the holdings they have subscribed to.
 Improves Personal Wealth
After an IPO based on price of the share in the market, promoters can keep
assessing their personal wealth, which keeps growing and prosperity of the
venture.
 Disadvantages of Going Public
Coupled with a number of advantages that accrue by going public, there are
a number of disadvantages that need to be carefully evaluated before taking a

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decision to go public. There are certain entrepreneurs who consciously decide to
retain their company’s private limited status, even though their company’s strength
can enable them to raise substantial capital from the public. Some of the vital
reasons for preferring to retain a company as a private limited company or a
limited partnership company are given in the following sub-sections.
 Loss of Control
There are entrepreneurs who would not like to lose control and ownership of the
company and are prepared to even lose a growth opportunity for the same because
of a lack of capital. Further, once a company gets listed, there may exist a
possibility of hostile takeover by mopping up equity by the entrepreneurs who
are interested in taking over. Thus, there exists a possibility of outsiders taking
over the control of corporate management by entering into the shoes of the
entrepreneur/company founder, which the entrepreneur may avoid by going
public.
 Profit Sharing with Investors By Way of Dividends
After a company becomes public, investors’ expectations emerge in terms of
dividends and capital gains. This would necessitate the company to share profits
with investors and in the process, reduce the absolute quantum of profits that
might have accrued to an entrepreneur otherwise. After the typical IPO, about 30
to 40 per cent of the shareholding remains with promoters, whereas the remaining
goes into the hands of outsiders. This may even vary between as low as less than
5 per cent at one end and 80 per cent at the other extreme. However, the fact
remains that a fast-growing company, which generates substantial profits as a
result of infusion of public capital, has to necessarily share the gains with
outsiders.
 Greater Transparency in Information Sharing
After the company becomes public, it has to necessarily share requisite
information as required by stock exchanges, SEBI, other bodies such as Company
Law Board and above all, with shareholders. This requires adherence to greater
disclosure and corporate governance practices, as stipulated by regulatory bodies,
become inevitable for the company after raising money from the public. This too

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becomes one of the major reasons for entrepreneurs not going in for public issue,
as they would be required to share even some confidential and policy-related
information. For example, a company may have to share the details of profit,
profitability and if warranted, technology up-gradation plans, which could be
effectively used by competitors and may turn out to be detrimental to its growth.
 Personal Liability of Promoters and Executives Increases
By going public, the company, its management and other participants would be
subject to liability for any false or misleading statements and omissions and
commissions made at the time of registration of the company or in the information
submitted by the company to different regulatory bodies. Public limited companies
are usually in greater media focus and therefore, any damage that may take place
to customers by using the product may also attract the immediate attention of the
media and become a matter of legal hassles for the company. Above all, the
company may have to face legal suits by the stockholders for breach of any
fiduciary duty, self-dealing and other claims, whether or not true.
 Raining Public Equity Is Costly
Going for a public issue involves costs on various accounts such as publicity,
stationery, underwriting commission, fee towards appointment of a registrar,
managers and bankers to the issue. Further, it requires a whole time staff at the
company level to monitor the process during IPO. All these costs work out to
around 5 to 10 per cent of issue size depending on the size of the public issue.
Thus, effectively, for raising Rs. 50 crores through an IPO, the company may
effectively get Rs. 45 crores, if cost works out to be 10 per cent. The company
tries to amortize this cost over a period of time in its balance sheet. Compared
with other sources of raising funds, this source works out to be relatively costly
and hence promoters may at times avoid raising money through an IPO.
 Requires Separate Professionals to Manage Post-IPO Issues
A post-IPO issue requires a number of compliances to be made to different
regulatory bodies as also to shareholders. This also requires a permanent office
to deal with all matters related to listed shares of the company. Thus, the company
needs to be prepared to maintain a separate office with professional staff members

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 to deal with all post-IPO issues that would require additional expenses on a
continuing basis.
 Misconceptions about IPOs
There are a number of misconceptions about raising money through an IPO.
Some of the common misconceptions are given below:
 IPOs Are a Safe Way to Make Money
Investors feel that subscribing to an IPO is the self-sure way of getting higher
returns on investment. As such, in reality, there are many IPOs that result in
substantial losses to the investors. The prices of such issues dramatically fall on
listing because of many reasons such as over-pricing, weal financials of the
company, weak management of the company or a massive fall in the overall
market that leads to a fall in the script price too. For example, Pritish Nandy
Communications Ltd IPO that was issued between 4 and 11 September 2000
and was allotted a price of Rs. 155 per share had a price of just Rs. 49.6 per share
on 27 October 2005. Similarly, another share of H T Media Ltd issued between
4 and 10 August 2005 at Rs. 530 per share had a market price of just Rs. 427.35
per share on 27 October 2005.
 IPOs Are Meant for Only High-tech Companies
Although a greater number of successful issues may come from high-tech
innovative companies, even industries such as retail, soap manufacturers and
cement manufacturer can raise money from the public. For example, VMS
Industries Ltd with an issue size of Rs. 25.25 crores, Timbor Home Ltd with an
issue size of Rs. 23.25 crores, came between 30 May 2011 and 2 June 2011, and
Muthoot Finance Ltd IPO with an issue size of Rs. 901.25 crores came between
18 and 21 April 2011.
 Company Needs to Be Highly Profitable to Get High Valuation
The valuation of a company depends on a number of factors such as future earning
capacity, market size, market niche and management of the company. Present
profitability is just one of the indicators that may influence valuation. Availability
of money in the market with mutual funds, foreign institutional investors create
a demand for script and in turn, the valuation. However, the company should
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 focus on real strength based on its fundamentals, that is, the present and future
earning capacity of the company for achieving higher valuation.
 Start-ups Are in the Limelight and Attract Greater Focus of Analysts
As such, young, entrepreneurial companies are not always in the spotlight among
IPOs. However, factors such as the interest envisaged by the investors and the
strength of the company in terms of product profit to cater to the customer needs
would decide media attention for the company. Further, at a given point of time,
depending on the market conditions and industry prospects, a particular group
of companies related to that industry would be in the limelight. Above all, media
focus on the company gets decided either by some extraordinary achievements
or by mischievous acts performed by the top management of the company. As
regards the focus of analysts, it catches the attention in case the company is not
doing well or is doing extraordinary well. Therefore, the first few months after
the shares get listed, the entrepreneur should be concerned about maintaining
good performance and delivering the promised results consistently.

18.7 SUMMARY
Small businesses in search of growth favor alliances because they can quickly
and inexpensively provide access technology, expertise, marketing, production,
distribution and other capabilities. Studies should businesses that participate in
alliances grow faster, increase productivity faster and report higher revenues tan
abstainers. Alliances are excellent for testing the waters before a full-scale merger. Because
no ownership changes, its easy to back out. Another advantage to alliances compared
to mergers or acquisition is that you can participate in several at the same time.
Synergy is the benefit most alliances are after. If you have a product but lack
distribution, you may seek synergy by allying with a company that has good
distribution and no competing product. Companies that own technologies that can
be combined with yours to create a compelling product are also potential allies. In
international alliances, one company can provide local market skills while another
supplies imported products or technologies. Allies may also benefit by purchasing
cooperatively, marketing jointly, combining research and development, co-sponsoring
training, or agreeing to set standards in a new technology.

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18.8 GLOSSARY
 Acquisition: It is the process of acquiring a company to build on strengths
or weaknesses of the acquiring company.
 IPO: It is type of public offering in which shares of a company are sold to
instititutional investors and usually also retail investors.
 Plan: Written account of intended future course of action aimed at
achieving specific goals or objectives within a specific timeframe
 Mergers: The combination of one or more corporations, LLCs, or other
business entities into a single business entity.

18.9 SELF ASSESSMENT QUESTIONS

1. Discuss the different types of merger.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Explain the process of acquisition of business.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Write a note on IPOs.
___________________________________________________________
___________________________________________________________
___________________________________________________________

18.10 LESSON END EXERCISE

1. What are the benefits of merger?
___________________________________________________________

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 ___________________________________________________________
___________________________________________________________
2. Discuss the term Acquisition of business.
___________________________________________________________
___________________________________________________________
___________________________________________________________

18.11 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –IV LESSON - 19
MANAGING GROWTH AND TRANSITION
GLOBAL OPPORTUNTIES FOR NEW VENTURES

STRUCTURE
19.1 Introduction
19.2 Objectives
19.3 Global Opportunities for New Ventures
19.3.1 Export
19.3.2 Import
19.3.3 Foreign Licensing
19.3.4 Franchising
19.3.5 Joint Ventures
19.3.6 Countertrading
19.3.7 Outsourcing
19.4 Summary
19.5 Glossary
19.6 Self-Assessment Questions
19.7 Lesson End Exercise
19.8 Suggested Readings

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19.1 INTRODUCTION
One of the toughest parts of being an entrepreneur is finding the next
opportunity to make it big in business. There is always another opportunity coming
down the road, but the job is to distinguish the good ones from the bad ones and
make smart business decisions that will set you or your startup ahead in the long run.
There are definitely ways to go about this that will set you ahead and things that you
can take advantage of to give you or your startup business an edge. Most self-made
billionaires are people who invested in many different business opportunities at once
instead of focusing on just one idea. While there are also plenty of business owners
who have focused on one idea and succeeded, it is harder to do this and if you fail,
many more of your resources are lost. For the first-time entrepreneur, instead of
taking an idea from the ground up, it may be more appealing to run other businesses
and be a part of their inception, limiting your risk without limiting your opportunity
for profit. The overriding reason to go global of course is to improve your potential
for expansion and growth.
Rising competition and reduced opportunities in saturated, mature local
markets was, unsurprisingly, one of the main factors that we were able to identify in
the decision to enter foreign markets from inception. For Ismail Karaoglu, the Turkish
entrepreneur the domestic market in Turkey held little promise. Turkish consumers
had limited purchasing power and were overwhelmed with choice in their local
market. Members of the large domestic leather industry competed fiercely for market
share in a relatively undifferentiated market. Leather goods were perceived as luxury
products purchased mostly during special occasions from well-known Turkish leather
brands and leather bazaars. Facing high entry barriers and intense competition in a
saturated and mature local market, he decided that the only option was to operate
internationally and move into the relatively underserved market of Central and Eastern
Europe and the post-Soviet bloc.

19.2 OBJECTIVES
It will provide the understanding of the different global opportunities available
for new ventures like:

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  Export
 Import
 Joint ventures
 Foreign licensing
 Franchising
 Countertrading
 Outsourcing

19.3 GLOBAL OPPORTUNITIES FOR NEW VENTURES

These earthshaking events-ranging from perestroika to the Single Market
Initiative - promise to reshape the business world as we know it. Headlines will
focus on giant companies doing extraordinary deals and on politicians who are made
larger than life through their media presence; however, it will be an age ripe with
entrepreneurial endeavor.
It will be the 10,000 small companies that contribute to China’s reforms,
each carving out market niches in global trade to affect an “open door” with the
West. It will be thousands of small ventures in border regions of the U.S.S.R., each
encouraged to be responsible for profits and losses, which will compete for Western
goods and technology. It will be the Pacific Rim economies that embrace adventures.
It will be consumers in Eastern Europe that will soon want commodity imports,
services and technology. And it will be individual entrepreneurs from industrialised
countries in the West that will meet these global challenges.
Theoretically, there are enormous opportunities for entrepreneurs in global
business, but realistically global trade requires astute planning and knowledge of
how to “go international”.

19.3.1 Export
Exporting is the process of selling domestic goods or manufactured products
to foreign consumers. For example, the American company Weyerhauser, Inc., can
sell lumber to a Japanese contractor for use in housing, or Compaq can ship fully
assembled microcomputers from the United States to its export agent for resale in
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Nigeria. Exporting is the easiest way to enter global markets with little cost or risk
to the domestic company, and exporting can be relatively simple. Consequently,
exporting is particularly attractive to entrepreneurs who seldom have capital for
foreign investment or the expertise to set up international ventures.
Entrepreneurs can choose to become direct exporters or indirect exporters.
Direct exporters bypass intermediaries to sell directly to overseas markets, making
contacts with foreign customers, arranging shipments and payments and handling
necessary documentation required to export. These tasks can be demanding therefore,
most companies choose to export by indirect means, using intermediaries.
 Direct Exporting
Direct exporting has the advantage of personal control by entrepreneurs, but
they must understand foreign markets and have experience negotiating with foreign
customers. Assuming that a product needs no special modifications, the major task
is to select a distribution channel to reach the target customer.

FIGURE 19.1: DIRECT EXPORTING AS A FORM OF GOING

INTERNATIONAL
Consequently, an entrepreneur’s primary responsibility is to identify the best
channel and then negotiate sales to foreign customers within that channel. There are
three standard channels for direct exports, as shown in Figure 19.1. In addition,
companies sell directly to end users. These are described below.
 Foreign Agents
A foreign agent is any person or company legally entitled to import goods to
an overseas location. Most foreign agents are foreign in the sense that they are citizens

478
or legally registered companies of the nation to which goods will be exported. This
sounds obvious, yet some foreign agents are not “foreign” - they are American
enterprises that represent overseas interests. For example, a company called Gilman
Office Supplies has offices in California that contract directly with Apple Computer
Corporation and Hewlett-Packard to export Apple microcomputers and HP laser
printers to Hong Kong. Gilman is a division of Inchcape (a British corporation) that
has worldwide distribution of several hundred products constituting $11billion in
annual sales. Gilman (Hong Kong) sells Apple and Hewlett-Packard equipment, but
in California, Gilman is a registered foreign agent of Inchcape. The arrangement is
for Gilman as the registered agent in California to buy directly from the manufacturers,
Apple Computers or Hewlett-Packard.
 Distributors
A foreign distributor is a merchant or wholesaler who buys directly from the
domestic exporter and resells products while providing all necessary support services
overseas. Unlike an agent, the distributor is not representing someone else – the
distributor is the customer. Sales are made through direct contracts and the distributor
is usually carefully selected by the exporter to handle sales exclusively in a distinct
market. For example, Toyota maximizes its world distribution of automobiles through
a system of contract distributors. Inchcape, the British trading company with its
hands in Apple, Hewlett-Packard and Jaguar also is the exclusive distributor for
Toyota in five Pacific Rim countries and three European countries. Toyota has separate
distributor contracts in Canada, the United States, South America and the Middle
East.
 Foreign Retailers
An exporter can also sell directly to foreign retailers who resell through stores,
catalogs, direct-marketing promotions, trade shows or telemarketing. This approach
can be attractive to entrepreneurs with unusual products. Some Rolex watches, for
example, are retailed by licensed dealers (a method discussed later), but nearly half
of all Rolex watches are sold directly to jewelry stores in 47 countries under contracts
tightly controlled by Rolex. Ralph Lauren’s sports accessories are sold through airline
catalogs, duty-free airport shops, major department stores and specialty retailers. In

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order to sell directly to foreign retailers, exporters must assume the burden of
negotiating contracts, transporting products and arranging financial transactions.
 Direct Sales to End Users
A sizable export business exists between domestic companies and overseas
customers that are end users. For example, major companies such as Boeing sell
aircraft directly to foreign-owned airlines and Cincinnati Milicron sell industrial
robots directly t foreign manufacturers. In the medical field, there are nearly 200
U.S. and Canadian companies that sell medical instruments and pharmaceuticals
directly to independent foreign clinics, doctors, dentists, hospitals, and government
agencies. Nearly half of these medical equipment companies are privately held and
have less than $ 10 million in sales and approximately a quarter of those are ventures
started since 1980.
 Indirect Exporting
Entrepreneurs can simplify the export process by indirect marketing through
an expert intermediary. Having someone else handle foreign negotiations and legal
transactions minimises an entrepreneur’s responsibility. Perhaps more important,
intermediaries usually have excellent market connections to arrange sales efficiently.
Several types of intermediaries are summarized in Figure 19.2 and described in the
following sections.

FIGURE 19.2: INDIRECT EXPORTING AS A FORM OF GOING

INTERNATIONAL

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  Commission Agents
Foreign traders are commission agents who act simply as middlemen to find
outlets for exporters’ products or to find products to meet import demands for their
clients. They may receive “finder’s fees” or commission from one or both parties to
the transaction, but they do not become involved beyond a brokerage role. In most
Western countries, commission agents must be registered traders licensed to transact
business and once licensed, they act as wholesale brokers. They find buyers and
sellers, negotiate terms, handle transactions and clear products through customs. In
some countries, agents must be government branches. For example, in the Soviet
Union, agents appointed through the Ministry of Foreign Trade monitor trade activity,
handle monetary transactions through a special bank (the U.S.S.R. Bank of Foreign
Trade) and negotiate with foreign companies as representatives of Soviet enterprises.
 Export Management Companies (EMCs)
An export management company is a private business that contracts as
manufacturers’ representatives for exporting. Most EMCs develop a reputation in a
specific industry, such as chemicals or electronics and do business in many different
markets. Unlike a commission agent that focuses on one country, the EMC will
market wherever there are profitable sales. They seldom handle more than a few
product lines in an industry; however, they often represent many companies at once.
This practice is potentially dangerous to the exporter because the EMC could represent
several competitors at the same time. Consequently, entrepreneurs must carefully
select an EMC that adequately handles similar products, but that does not play
competitors against one another.
 Export Trading Companies (ETCs)
Prior to 1982 export trading companies were trade intermediaries similar to
EMCs. They were private companies organised to facilitate trade and represent clients
within a specialised field. Then, in 1982, the United States passed the Export Trading
Company Act, substantially broadening the power of ETCs. The act was meant to
encourage American exports by supporting ETCs through government-funded
programs, loan guarantees and direct support by government agencies to pursue and
negotiate foreign buyers. Therefore, ETCs can trade in exports for direct sales; EMCs

481
only manage exports for a commission. In addition ETCs customarily take title of
goods either through a direct purchase from the manufacturer or a guarantee that, in
effect, insures the exporter of proceeds from a specific foreign sale. Exporters can
also create their own ETCs and obtain independent financing without risk to the
parent company.
Export trading companies are the primary marketing channels for nearly 60
percent of all Japanese goods, and the 1982 act basically allows U.S. firms to emulate
Japanese export systems. Virtually every major Japanese and European company
maintains ETCs. For example, JETRO (Japan Trading Organisation), Itoh, Mitsui,
and Mitsubishi are trading companies. Since 1982 more than 300 American companies
have registered ETC subsidiaries that include Bank America Corporation, Citicorp,
monolithic organisations with access to capital, services, shipping and insurance,
but the majority of American ETCs are smaller companies that handle limited product
lines in specific geographic regions.
 Export Merchants or Remarketers
Although they call themselves “brokers,” export merchants are remarketers
of exportable products. They buy directly from U.S. manufacturers, take full title to
goods and then resell them overseas. The exporter’s customers are domestic
merchants, not foreign end users, yet the products are exported. The essence of this
business is expert negotiations. The manufacturer is negotiating for sales to broaden
its global markets and the merchant is negotiating as a purchasing agent. This is a
convenient channel of indirect exporting because the manufacturer is relieved of
overseas marketing.
Merchants typically cluster in port cities and near to points of export control
because many of their activities include physical warehousing, packaging, loading,
and shipping products. They also maintain foreign offices to facilitate distribution,
foreign exchange transactions and marketing.
 Piggyback Marketing
Piggyback marketing is a contractual arrangement between a foreign company
and a domestic exporter to market noncompeting products. For example, Sony
Corporation markets Whirlpool appliances in Japan. Sony has a wide range of

482
electronic appliances that are concentrated in audiovisual markets (television sets,
radios, recorders and VCRs) but it has never developed its own household appliances.
Meanwhile, Whirlpool concentrates on stoves, dishwashers, clothes washers, dryers
and disposals. By marketing Whirlpool products, Sony enhances its product line,
and Whirlpool benefits from the distribution by Sony. For small manufacturers,
piggyback marketing is an excellent option with minimum risk.
 The Export Decision
Deciding to become an exporter can be a giant leap in thinking; however, it
is remarkably similar to the pre-start-up planning process. The elements of business
planning are the same. Aspiring exporters must take due diligence to determine the
commercial feasibility of product or service, do thorough market research, structure
responsibilities and obtain the necessary resources. Planning is more complicated
for exports than for domestic sales in the sense that entrepreneurs are unfamiliar
with foreign markets, culture, foreign exchange and host-country legal issues. In
addition, the U.S. government imposes legal restrictions on exporting to certain
nations and requires and requires licenses for all transactions.
19.3.2 Import
Entrepreneurs seeking to expand their businesses may not need to look further
than their home markets, but rather than provide domestic goods to customers, they
can import goods. The United States is still the most affluent marketplace in the
world and the rising trade deficit attests to increasing opportunities for foreign-made
products. Faced with a trade deficit, the U.S. government is not anxious to encourage
imports, yet they are an inevitable fact of economic life. No country has all the
resources, products or technology it needs.
Importing is conceptually the reverse of exporting with similar choices for
distribution. Consequently, entrepreneurs can import directly from foreign companies,
buy from agents or brokers, contract through trade commissions or become piggyback
marketers for foreign products. Similar planning considerations also exist, such as
market research and organising for the import market. Also, there are legal restrictions,
quotas, licensing requirements and foreign exchange regulations that mirror those
for exporting.

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 One activity of importing that differs subsequently from exporting is sourcing
products. Sourcing is the process of finding products and contracting for their
importation. This can be accomplished in several ways as described in the following
paragraphs.
 Direct Sourcing
Entrepreneurs can travel overseas, attend foreign trade shows or negotiate
with foreign representatives who call on U.S. customers. Direct sourcing is a
purchasing process in which entrepreneur’s contract directly with foreign
manufacturers. There are no intermediaries and often goods are transported directly
from the foreign company to the domestic point of sale. For example, American toy
retailers such as Toys R Us travel to Hong Kong and Taiwan twice yearly on buying
trips (January and June) to conclude toy contracts. Often top executives are involved.
The Toys R Us buying trip to Hong Kong in January 1990 included the company
president, two vice-presidents and four regional managers. In two days at the Hong
Kong Annual Toy Fair, they contracted for nearly $20 million in toys destined for
sale during the 1990 Christmas season. A month later, Toys R Us signed similar
contracts, mainly with foreign manufacturers at the Annual New York Toy Fair. In
addition, Toys R Us stocks year-round toys through foreign representatives that come
to the U.S. to negotiate contracts.
 Subcontracting
Many domestic importers contract overseas production, specifying the
products to be made. The Franklin Mint, for example, designs its collector chess
sets, coins and model cars, then subcontracts manufacturing to foreign companies
who produce, package and deliver the final goods directly to U.S. Franklin Mint
distribution points. The Franklin Mint collector car series is contracted to Perfekta
Toys, Ltd., Macao, with manufacturing facilities in thr People’s Republic of China.
Franklin Mint is strictly an importer without investment overseas; it pays for products
when they are shipped.
 Indirect Sourcing
Using intermediaries to source products or arrange for manufacturing is the
most common practice. Indirect sourcing is accomplished through the same channels

484
as indirect exporting; however, agents or brokers work on behalf of their import
clients. Consequently, they are commissioned to locate products, arrange contracts
and handle details necessary for importation. For their efforts, they receive a
commission based on a percentage of the contract value and in some instances, they
receive a retainer fee as an import representative.
 Other Methods of Sourcing
The most reliable way to source products is directly and the easiest method
is to contract through a broker. However, there are other methods. One method is to
attend trade shows. Most industry and professional associations hold regular trade
shows that range from industrial machinery to office supplies. The computer industry
has monthly trade shows in regional U.S. locations, annual conferences and seminars
that focus on themes such as software development or computer-aided design systems.
These are huge conventions intended to facilitate contracts. Another option is to
advertise in trade journals and foreign newspapers. Sourcing importers simply let
potential sellers know how to contact them for specific products.
The safest way to identify potential import sources is through government-
sponsored programs. There are hundreds of programs at federal and state government
levels to help businesses in trade. The United States and Foreign Commercial Service
(US & FCS), for example, maintains trade lists, puts out publications on products
and services and has a vast array of commercial intelligence. A part of the Department
of Commerce, US & FCS maintains posts in 63 nations representing the most active
U.S. trading partners.
19.3.3 Foreign Licensing
Licensing is the process of contracting with foreign firms, granting to them
proprietary rights to use technology, copyrights, trademarks or specific products or
services owned by domestic companies. Licensing is a simple way to expand business
overseas because the foreign licensee assumes the risk and investment of doing
business; the domestic licensor grants access to proprietary knowledge or technology
in exchange for royalties. Disney Corporation licenses the right to manufacture
Mickey Mouse electric toothbrushes to Hasbro Toys (with manufacturing in Europe
and the Far East), and in turn, Hasbro sells children’s toothbrushes with a singing

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image of Mickey Mouse in 16 countries. For each toothbrush shipped, Hasbro pays
Disney a small royalty.
Licensing arrangements include contracts to manufacture and market products
to conduct research and to provide services. Manufacturing used to be the most
common form of licensing whereby an established product or technology gained a
foothold overseas through a forign company with the necessary production and
marketing capabilities. Today, however, licensing extends to thousands of products
and services including fashion designs, watches, kitchen appliances, sporting goods,
software, public relations, advertising media and merchandise retailing. Any company
that has a successful trademark, patent, copyright, design, business concept or
technological process can in effect, “rent” to a foreign business. In some instances,
this is simply a matter of contracting with retailers to distribute a product such as
Estee Lauder perfume or Liz Claiborne clothes. This type of licensing requires no
foreign investment and it shifts the burden of international trade to the licensee.
More complex international licensing can involve capital investment and a
commitment to help the licensee become established. Specifically, if a company
such as Interplak (the maker of the jet-streamed patented dental hygiene plak remover)
wants to license the manufacture and sale of the instrument to a French company,
Interplak will spend the time and money necessary to register its patent in France,
legally register its trademark, train local personnel and provide the licensee with
technical and service support (research, quality control, promotion, technical
maintenance, marketing research and distribution). Because both parties want the
product to succeed, extensive investment and a commitment of time and effort are
not unusual. Often they are part of the license contract.
Quite often the value of a license is not merely in obtaining the right to use a
product, but in the support provided by the licensing company. Disney is unlikely to
provide design assistance for a Mickey Mouse toothbrush; however, Interplak’s
licensing strength rest with its ability to provide expertise to support its overseas
licensees. Consequently, entrepreneurs who contemplate licensing must be ready to
provide technical, legal and personal assistance.

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19.3.4 Franchising
Franchising is a method of doing business by which a franchisee is granted
the right to offer, sell or distribute goods or services under a system created by the
franchisor. Specifically, franchising is a special form of licensing that involves rights
to a business concept. The business concept is a “system”, such as McDonald’s
Precision Tune, or 7-Eleven and it is an effective way to expand internationally.
The first major Soviet venture to grab headlines in 1990 was the giant Mc-
Donald’s restaurant in Moscow. It was by no means the first Western investment in
the U.S.S.R., but the McDonald’s grand opening seemed to be a turning point in
East-West relations. It also represented the mainstream of free-enterprise capitalism
– fast-food franchising. Visitors to Beijing (and the infamous Tiananmen Square)
are often stunned to see the Kentucky Fried Chicken sign above one of the busiest
franchises in China. Tourists in Tokyo, Hong Kong and Singapore can shop at
neighborhood 7-Eleven markets, rent Hertz cars and of course, eat at McDonald’s.
Most of the high-volume, high-profit American franchise locations are
overseas. Of the top ten Mc-Donald’s restaurants, nine are overseas and the top four
in sales and profitability are in Hong Kong. Virtually any successful business concept
can be replicated in hundreds of foreign markets and franchises can range from large
Coca-Cola bottling plants to small-shop Mail America outlets.
19.3.5 Joint Ventures
Moving up the scale of international involvement, entrepreneurs can pursue
joint ventures with foreign companies. A joint venture is a shared ownership by two
or more organisations in which the investors have an equity investment in a separate
enterprise. The crucial point here is that unlike a license or franchise that seldom
requires direct investments, the joint venture requires specific equity investments by
all parties. Consequently, the organisations are responsible for operational control
and for profits and losses. By definition, they are separate legal entities of at least
two organisations; some foreign joint ventures, run as consortia, have more than a
dozen “investing companies”. Joint ventures may be created between private
companies, between companies and state-owned firms or between companies and
agencies from several consortium countries.

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 Joint ventures have become the primary vehicles for foreign investment in
developing countries, the Soviet Union and the People’s Republic of China. In most
instances, the foreign government mandates a joint venture (as opposed to franchising
or exporting) with at least 51 percent ownership held by one of its own private or
state-owned organisation. This requirements gives the foreign power control and a
majority voice in any disputes. They also control foreign exchange transactions,
capital decisions and market strategies. The majority control is rationalized to protect
national interests, such as political ideologies. These restrictions can become
perplexing distractions to the minority investor; however they can also assure
tremendous benefits because “official” partners can cut through red tape and open
doors normally closed to foreigners.
Setting up an international joint venture in China for example, is a bewildering
process of negotiating with a private Chinese company and a state political agency.
All Chinese joint ventures are at least approved through a complex bureaucracy.
And most operations are dependent on state-owned or state-controlled organisations
(see Figure 19.3for an example). Specifically, resources (materials and supplies) are
allowed to be purchased only through a government-controlled quota system; a
Chinese joint venture does not “procure” materials through a purchasing system as
in the West. Prices are fixed by government, supply quantities are dictated, and
delivery schedules depend on priorities assigned by centrally controlled agencies.
Most labor is hired through a government agency assigned to recruit and select
personnel and the joint venture pays a state employment agency that, in turn, pays
employees. Consequently, joint venture managers have limited opportunities to secure
independent supplies or hire (and fire) personnel.

An example of a new enterprise, joint venture in PRC with three owners (example
share: U.S. firm = 45% and government agency or political unit = 10%)
FIGURE 19.3: PATTERN OF JOINT VENTURING IN THE PEOPLE’S
REPUBLIC OF CHINA
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 This picture of Chinese joint ventures seems bleak, yet there is a great deal
of slippage in the system and resources and personnel can often be secured legally
through an economic system that is undergoing change from a dogmatically controlled
economy to a somewhat accommodating market system. Also, because China is
anxious to increase exports, joint ventures are given ample resources, financing,
personnel and support to expand rapidly and to export to their full capacity. The
legal structure of joint ventures is similar the world over, but in reality they operate
in many ways limited only by idiosyncrasies of people in power.
There are several important advantages of joint ventures. For example, labour
costs in developing countries are extremely low and a joint venture with an existing
foreign operation can take advantage of these low costs. Domestic material prices
controlled by a state may be far lower than those in competitive markets. Shipping is
often subsidized by state agencies, reducing transport costs. Joint ventures may also
enjoy “tax holidays” (three to ten years of operations without domestic taxation).
Also, they may be provided low-cost real estate leases, low-interest loans or
government-backed bonds and government contracts that ensure a profitable market.
In addition joint ventures that brings with them Western technology may be given
favored trade status, access to export distribution channels and legal protection against
competitors.
The combination of these factors can result in very low-cost products, sold
through subsidized markets and protected against competition. This is precisely the
formula that helped Korean and Taiwan to expand their economies by more than
300 percent in less than two decades, accumulate huge foreign exchange trade
balances, and become cash-rich exporting nations. It is the same formula that China
and the Soviet Union are attempting to endorse and it is the mechanism of U.S.
diplomacy to help underdeveloped nations create stable and growing economies.
The last point is particularly important for entrepreneurs because the U.S. Department
of Commerce actively encourages international joint ventures and work closely with
quasi-public organisations such as the Export-Import Bank (Exim Bank) and the
Overseas Private Investment Corporation (OPIC) to help new businesses go
international.

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19.3.6 Countertrading
Some countries limit the profits (currency) a company can take out of a
country. As a result, many companies resort to countertrade, where companies trade
goods and services for other goods and services; actual monies are involved only to
a lesser degree, if at all. The limitations on transferring profits make the world less
flat, so to the absence of countertrade opportunities in situations where currency
transfer limitations are in place. Countertrade is also a resourceful way for exporters
to sell their products and services to foreign companies or countries that would be
unable to pay for them using hard currency alone. All kinds of companies from food
and beverage company PepsiCo to power and automation technologies giant the
ABB Group, engage in countertrade. When PepsiCo wanted to enter the Indian
market, the government stipulated that part of PepsiCo’s local profits had to be used
to purchase tomatoes. This requirement worked for PepsiCo, which also owned Pizza
Hut and could export the tomatoes for overseas consumption. This is one example
of countertrade, specifically counterpurchase. By establishing this requirement, the
Indian government was able to help a local agricultural industry, thereby mitigating
criticism of letting a foreign beverage company into the country. Another example
in which companies exchanged goods and services rather than paying hard currency
is Bharat Heavy Electricals Limited (BHEL), the largest power generation equipment
manufacturer in India. BHEL wanted to secure additional overseas orders. To
accomplish this, BHEL looked for countertrade opportunities with other state-owned
firms. The company entered into a joint effort with an Indian, state-owned mineral-
trading company, MMTC Ltd., to import palm oil worth $1 billion from Malaysia,
in return for setting up a hydropower project in 10. The situation in which companies
trade goods and services for other goods and services; actual monies are only involved
to a lesser degree, if at all. Malaysia is the second-largest producer of palm oil in the
world. Because India imports an average of 8 million tons of edible oil every year
but consumes 15 million tons, importing edible oil is valuable.
 Why Do Companies Engage in Countertrade?
One reason that companies engage in this practice is that some governments
mandate countertrade on very large-scale (over $1 million) deals or if the deal is in
a certain industry. For example, South Korea mandates countertrade for government
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telecommunications procurement over $1 million. When governments impose
counterpurchase obligations, firms have no choice but to engage in countertrade if
they wish to sell goods into that country. Countertrade also can mitigate the risk of
price movements or currency-exchange rate fluctuations. Because both sides of a
countertrade deal in real goods, not financial instruments, countertrade can solve
the inflation risk involved in foreign currency procurement. In effect, countertrade
can be a better mechanism than financial instruments as a way to hedge against
inflation or currency fluctuations. Finally, countertrade offers a way for companies
to repatriate profits. Some governments restrict how much currency can flow out of
their country and governments do this to preserve foreign exchange reserves.
Countertrade offers a way for companies to get profits back to the home country via
goods rather than money.
 Structures in Countertrade
The very first trading-thousands of years ago-was based on barter. Barter is
simply the direct exchange of one good for another, with no money involved. Thus,
barter predates even the invention of money. Does barter still take place today? Yes
and not just among two local businesses exchanging something like a haircut for a
therapeutic massage. Thanks to new innovations and the Internet, barter is taking
place across international borders. For example consider the Barter card. Established
in 1991, Bartercard functions like a credit card, but instead of funding the card through
cash in a bank account, a company funds the card with its own goods and services.
No cash is needed. Over 75,000 trading members in thirteen countries are using the
Bartercard, doing $1.3 billion in cashless transactions annually.
In a counterpurchase structure, the seller receives cash contingent on the
seller buying local products or services in the amount of (or a percentage of) the
cash. Simply put, counterpurchase occurs when the seller receives cash but
contractually agrees to buy local products or services with that cash.
 Disadvantages of Countertrade
Countertrade has a tarnished image due to its associations with command
economies during the Cold War, when the goods received were often useless or of
poor quality but were forced upon companies by command-economy government

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regulations. New research is showing that countertrade transactions have legitimate
economic rationales, but the risk of receiving inferior goods continues. Most
countertrade structures, except for barter, make sense only for very large firms that
can take a product like palm oil and – in turn- trade it in a useful way. That’s why
BHEL partnered with MMTC on the Malaysia countertrade deal-because MMTC
specialises in bulk commodities. Similarly, PepsiCo was able to make use of the
tomatoes it was required to counterpurchase because it also operates a pizza business.
19.3.7 Outsourcing
Global sourcing refers to buying the raw materials, components, or services
from companies outside the home country. In a flat world, raw materials are sourced
from wherever they can be obtained for the cheapest price including transportation
costs) and the highest comparable quality.
Europeans sourced spices from China and India. The long overland trade routes
required many payments to intermediaries and local rulers, raising prices of spices
1,000 percent by the end of the journey. Such a markup naturally spurred Europeans
to look for other trade routes and sources of spices. The desire for spices and gold is
what ultimately led Christopher Columbus to secure funding for his voyage across
the Atlantic Ocean. Even before that, Portuguese ships were sailing down the coast
of Africa. In the 1480s, Portuguese ships were returning to Europe laden with African
melegueta pepper. This pepper was inferior to the Far Eastern varieties, but it was
much cheaper. By 1500, pepper prices dropped by 25 percent due to the new sources
of supply.
Today, the pattern of global sourcing continues as a way to obtain commodities
and raw materials. But sourcing now is much more expanded; it includes the sourcing
of components, of complete manufactured products and of services as well.
There are many companies that export to a country while sourcing from that
same country. For example, Apple sells iPods and iPads to China and it also
manufactures and sources components in China.
 Best Practices in Global Sourcing
Given the challenges of global sourcing, large companies often have a staff

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devoted to overseeing the company’s overseas sourcing process and suppliers,
managing the relationships and handling legal, tax and administrative issues.
 Judging Quality from Afar: ISO 9000 Certification
How can companies know that the products or services they’re sourcing from a
foreign country are of good quality? The mark of good quality around the world is
ISO 9000 certification. In 1987, the International Organisation of Standardisation
(ISO) developed uniform standards for quality guidelines. Prior to December 2000,
three ISO standards were used: ISO 9001, ISO 9002 and ISO 9903. These standards
were collectively referred to as ISO 9000. In 2000, the standards were merged into a
revised ISO 9001 standard named ISO 9001:2000. In 2008, a new revision was
issued, ISO 9001: 2008. The standards are voluntary, but companies can demonstrate
their compliance with the standard by passing certification. (Companies that had
achieved ISO 9001:2000 certification were required to be recertified to meet ISO
9001:2008 standards). The certification is a mark that the company’s products and
services have met quality standards and that the company has quality management
processes in place. Companies of any size can get certified. To ensure high-quality
products, some companies require that their suppliers be certified before they will
source products or services from them. ISO 9001:2008 certification is a “seal of
quality” that is trusted around the world. In addition to quality standards, ISO also
developed ISO 14000 standards, which focus on the environment. Specifically, ISO
14000 certification shows that the company works to minimise any harmful effects
it may have on the environment. Over the years, companies have learned to manage
for quality and consistency.
 Companies can use unannounced inspections to verify that their suppliers
meet quality-assurance standards (although this is costly when suppliers are
far away).
 For consistency, to avoid disruption in getting goods, Walmart makes sure
that no supplier does more than 25 percent of their business with Walmart.
 Companies can evaluate supplier performance. Cost isn’t everything. Many
companies use scorecards to evaluate suppliers from whom they source
components. Cost is part of the scorecard, of course, but often it represents

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 only part of the evaluation, not all of it. Instead, companies look at issues
such as supply continuity, as well as whether the relationship is based on
openness and trust.
 Trends in Sourcing: Considering Carbon Costs
One of the rising concerns about global sourcing is that of the carbon footprints
of goods traveling long distances. A carbon footprint is a measure of the impact that
activities like transportation and manufacturing have on the environment, especially
on climate change (The “footprint” is the impact and “carbon” is shorthand for all
the different greenhouse gases that contribute to global warming).
Everyone’s daily activities, such as using electricity or driving have a carbon
footprint because of the greenhouse gases produced by burning fossil fuels for
electricity, heating, transportation and son on. The higher the carbon footprint, the
worse the activity for the environment. In global sourcing, although transporting
goods by air and truck has a high carbon footprint due to the fossil fuels burned,
ocean transport doesn’t. Also, the carbon-footprint measure doesn’t just focus on
distance; it looks at all the fossil fuels used in the manufacture of an item. For example,
when one looks at the total picture of how much energy is required to make a product,
the carbon footprint of transportation may be less than the carbon footprint of the
manufacturing process. Some regions have natural advantages. For example, it is
more environmentally friendly to smelt aluminum in Iceland than locally because of
the tremendous amount of electricity required for smelting. Iceland has abundant
geothermal energy, which has no carbon footprint compared to generating electricity
by burning coal. It’s better for the environment to smelt the aluminum in Iceland and
then ship it elsewhere.
Similarly, it is more environmentally sound for people in the United Kingdom
to buy virgin wood from Sweden than to buy recycled paper made in the United
Kingdom Why? Sweden uses nuclear energy to make paper, which has a much lower
carbon footprint than electricity in the United Kingdom, which is generated by burning
coal. Even though the paper is recycled, the electricity costs of recycling make it
more harmful to the environment.
Perhaps one of the most-effective changes companies can make to help the

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environment is to work collaboratively with their trading partners. For example, an
agreement between potato-chip manufacturers and potato suppliers eliminated wasted
resources. Specifically, the physics of frying potato chips required boiling off the
water in the potato, which consumes a large amount of energy. Although boiling off
the water would seem to be a requirement in the cooking process, UK-based Carbon
Trust discovered a man-made practice that increased these costs.
Potato-chip manufacturers buy potatoes by weight. Potato suppliers, to get the most
for their potatoes, soak the potatoes in water to boost their weight, thus adding
unnecessary water that has to be boiled off. By changing the contracts so that suppliers
are paid more for less-soggy potatoes, suppliers had an incentive to use less water,
chip makers needed to expend less energy to boil off less water, and the environment
benefited from less water and energy waste. These changes had a much more
beneficial impact on the environment than would have been gained by a change in
transportation.
 Advantages of Outsourcing
Following are the benefits of outsourcing:
 Reducing costs by moving labour to a lower-cost country
 Speeding up the pace of innovation by hiring engineers in a developing
market at much lower cost
 Funding development projects that would otherwise be unaffordable
 Liberating expensive home-country-based engineers and salespeople from
routines tasks, so that they can focus on higher value-added work or
interacting with customers
 Putting a standard business practice out to bid, in order to lower costs and
let the company respond with flexibility. If a new method of performing
the function becomes advantageous, the company can change vendors to
take advantage of the new development, without incurring the delays of
hiring and training new employees on the process.
 Entrepreneurial Opportunities from Outsourcing
Crimson Consulting Group is a California-based firm that performs global market

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research on everything from routers to software for clients including Cisco Systems,
HP and Microsoft. Crimson has only fourteen full-time employees, which would be
too few to handle these market research inquiries. But Crimson outsources some of
the market research to Evalueserve in India and some to independent experts in
China, the Czech Republic and South Africa.
For example, image a company that has an idea for a new medical device, but
lacks market research into the opportunity. The company could outsource its market
research to a firm like Evalueserve. For a relatively small fee, the outsourced firm
could, within a day, assemble a team of Indian patent attorneys, engineers and business
analysts start mining global databases and call dozens of US experts and wholesalers
to provide an independent market-research report.

19.4 SUMMARY
It is no longer a surprise to entrepreneurs that they face global competition in
the marketplace. The new economic world order is the result of the interaction of
many dynamic forces. Culture, politics, economics and the basic social fabric of
nations are evolving at unprecedented pace as change is facilitated by technology
and challenged by global economic and competitive forces. These changes are
redefining the dynamics of the industries on a global scale, forcing companies of all
sizes to change the way they compete. As globalisation transforms entire industries,
even experienced business owners and managers must rethink the rules of competition
on which they have relied for years. To thrive, they know they must develop new
business models and new sources of competitive advantages. And competitive
advantage can be developed by grabbing the opportunities available in the global
market.

19.5 GLOSSARY
 Acquisition: It is the process of acquiring a company to build on strengths
or weaknesses of the acquiring company.
 Exporting: It is the process of selling domestic goods or manufactured
products to foreign consumers.
 Foreign Retailers: An exporter can sell directly to foreign retailers who

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 resell through stores, catalogs, direct-marketing promotions, trade shows or
telemarketing.
 Importing: Importing is conceptually the reserve of exporting with similar
choice for distribution.
 Franchising: It is a method of doing business by which a franchisee is granted
the right to offer, sell or distribute goods and services under a system created
by the franchisor.

19.6 SELF ASSESSMENT QUESTIONS

1. Discuss exporting as a global opportunity for new venture.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Differentiate between exporting and importing.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. Write a note on global outsourcing.
___________________________________________________________
___________________________________________________________
___________________________________________________________

19.7 LESSON END EXERCISE

1. What are the benefits of franchising?
___________________________________________________________
___________________________________________________________
___________________________________________________________

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2. Distinguish between licensing and franchising.
___________________________________________________________
___________________________________________________________
___________________________________________________________

19.8 SUGGESTED READINGS

 Bartercard website, accessed November 23, 2010, [Link]
 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Edwin S. Hunt and James M. Murray (1999). A History of Business in
Medieval Europe, 1200–1550 (Cambridge, UK: Cambridge University Press,
1999), 229.
 Mike Berners-Lee and Duncan Clark, “What Is a Carbon Footprint?,” Green
Living Blog, Guardian, June 4, 2010, accessed September 12, 2010, http://
[Link]/environment/blog/2010/jun/04/carbon-footprint-
definition.
 MIT Center for Transportation and Logistics and Council of Supply Chain
Management Professionals. Achieving the Energy-Efficient Supply Chain
(symposium, Royal Sonesta Hotel, Cambridge, MA, April 30, 2007).
 Peter W. Liesch and Dawn Birch (2001). Research on Business-to-Business
Barter in Australia,” in Getting Better at Sensemaking, ed. Arch G. Woodside,
Advances in Business Marketing and Purchasing, vol. 9 (Bingley, UK:
Emerald Group Publishing, 2001), 353–84.
 Sang-Rim Choi and Adrian E. Tschoegl, “Currency Risks, Government
Procurement and Counter-Trade: A Note,” Applied Financial Economics 13,
no. 12 (December 2003): 885–89.
 Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge,
USA: Harvard University Press.
 Utpal Bhaskar and Asit Ranjan. Bhel Looking at Counter-Trade Deals to
Secure Overseas Orders,” Live Mint, May 11, 2010, accessed November 18,

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 2010, [Link] 11224356/Bhel-looking-at-
[Link].
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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UNIT –IV LESSON - 20
MANAGING GROWTH AND TRANSITION
STRATEGIES FOR GOING GLOBAL, BARRIERS TO
INTERNATIONAL BUSINESS AND INTERNATIONAL TRADE
AGREEMENTS

STRUCTURE
20.1 Introduction
20.2 Objectives
20.3 Strategies for Going Global
20.4 Barriers to International Business
20.5 International Trade Agreements
20.6 Summary
20.7 Glossary
20.8 Self-Assessment Questions
20.9 Lesson End Exercise
20.10 Suggested Readings

20.1 INTRODUCTION
Today the global marketplace is as much the territory of small upstart
companies as it is that of giant multinational corporations. Powerful, affordable
technology, the Internet, increased access to information on conducting global

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business and the growing interdependence of the world’s economies have made it
easier for companies of all sizes to engage in international trade.
It is no longer a surprise to entrepreneurs that they face global competition in
the marketplace. The new economic world order is the result of the interaction of
many dynamic forces. Culture, politics, economics and the basic social fabric of
nations are evolving at unprecedented pace as change is facilitated by technology
and challenged by global economic and competitive forces. These changes are
redefining the dynamics of the industries on a global scale, forcing companies of all
sizes to change the way they compete. As globalisation transforms entire industries,
even experienced business owners and managers must rethink the rules of competition
on which they have relied for years. To thrive, they know they must develop new
business models and new sources of competitive advantages. One recent survey by
management consulting firm Bain and Company reports that 75 per cent of global
executives believe that they will have to revamp their businesses to remain
competitive and 80 percent say that the speed of global business has made maintaining
a competitive edge more difficult.
Early-twenty-first century entrepreneurs recognise that the markets of today
are small when compared to the market potential of tomorrow. The world market for
goods and services continue to expand, fueled by a global economy that welcomes
consumers with new wealth. Technology which continues to come increasingly
affordable and powerful, links trading partners, whether they are giant corporations
or single individuals, with small businesses everywhere. One industry that is being
transformed by wholesale change in technology and global trends is movie making
activity. Hollywood, California, rains (for now) the hub of movie-making activity,
but significant segments of the business are being outsourced - often y small,
independent studios - to workers in Canada, the United Kingdom, Australia, New
Zealand, India, Malaysia and others. “Everything in this globalized markets about
finding the best place to get this done at lower costs,” says Ralph Guggenheim,
CEO of Alligator Planet, the small studio that produced the hit animated film Toy
Story for Pixar in 1995.
The result of the globalisation of the film industry has been higher-quality

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films produced at lower costs – often by small companies that did not even exist a
decade ago. “The next Pixar isn’t going to be in Emeryville,” says Guggenheim.
“It’s going to be groups of people around the world linked together on the Web.”
The interdependence of nations is highlighted daily as billions of dollars in
trade takes place with little or no national interference. In fact, the nationality of
many products and the companies that makes them have become blurred in the
global economy. For instance, although Maytag is considered a U.S. company, most
of its washers are made in factories located in Mexico. Similarly, U.S. customers
who purchase a Camry from Japanese automaker Toyota are buying a car that was
built in Kentucky. The top four makers of personal computers, three of whom are
U.S. based companies, outsource to suppliers 100 percent of the components that go
into the PCs they make: Hard-disk drives (Japan, China, Singapore and the united
States), magnesium casings (China), LCD monitors and screens (South Korea,
Taiwan, Japan and China) and memory chips (South Korea, Taiwan, the United
States and Germany). Dell, the number one PC maker, purchases partly built laptop
computers from contract manufacturers in the Far East and then completes final
assembly in one of its own assembly plants in Ireland, Malaysia, China or the United
States. Finished computers then go to distribution centers in the United States, where
they are packaged with other items and then shipped to customers.
Entrepreneurs are discovering that the tools of global business are within their
reach and that the benefits of conducting global business can be substantial. In fact,
about two-thirds of the world’s purchasing power lies outside of the borders of the
United States. Randy Tofteland, CEO of SoftBrands, a Minneapolis-based company
that sells software to the hospitality and manufacturing industries, is one entrepreneur
who is tapping into the purchasing power of global markets. SoftBrands sells its
software in 60 countries and international sales account for nearly half of the
company’s $70 million in annual sales. “Trade is now seamless and global,” says
Tofteland, “and those who take advantage of it are going to be the long-term winners.”
Why GO Global?
Failure to cultivate global markets can be a lethal mistakes for modern
businesses, whatever their size. A few decades ago, small companies needed to

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concern themselves mainly with competitors who were perhaps sex blocks away;
today, small companies face fierce competition from companies that may be six
time zones away. As a result, entrepreneurs find themselves under greater pressure
to expand into international markets and to build businesses without borders. It is
not uncommon for entrepreneurs to purchase goods from overseas suppliers or to
have the components they use in their products made in foreign countries and
assembled in another country and then to sell the finished products to customers in
many countries.
As the case of Gayle Warwick demonstrates, operating a successful business
increasing requires entrepreneurs to see their companies as global citizens rather
than as companies based in a particular geographic region. For small companies
around the world, going global is a matter of survival, not preference. To be successful,
small companies must take their place in the world market.
Going global can put tremendous strain on a small company, but entrepreneurs
who take the plunge into global business can reap the following benefits:
 Offset sales declines in the domestic market. Markets in foreign countries
may be booming when those in the United States are sagging. In other words,
a small company’s export sales act as a counter-cyclical balance against
flagging domestic sales.
 Increase sales and profits. Two forces are working in tandem to make global
business increasingly attractive: income rising to levels at which potential
sales are now possible, and the realization that 96 percent of the planet’s
population lives outside the United States.
 Extend their products’ life cycle. Some companies have been able to take
products that had reached the maturity stage of the product life cycle in the
United States and sell them successfully in foreign markets.
 Lower manufacturing costs. In industries characterised by high levels of
fixed costs, businesses that expand into global markets can lower their
manufacturing costs by spreading those fixed costs over a larger number of
units.

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  Lower the cost of their products. Many companies find that purchasing goods
or raw materials at the lowest cost requires them to shop the global
marketplace.
 Improve competitive position and enhance reputation. Going up against
some of the toughest competition in the world forces a company to hone its
competitive skills.
 Raise quality levels. Customers in many global markets are much tougher to
satisfy than those in the United States. One reason Japanese products have
done so well worldwide is that Japanese companies must build products to
satisfy their customers at home, who demand extremely high quality and are
stickers for detail. Businesses that compete in global markets learn very
quickly how to boost their quality levels to world-class standards.
 Become more customer-oriented. Delving into global markets teaches
business owners about the unique tastes, customs, preferences and habits of
customers in many different cultures. Responding to these differences imbues
businesses with a degree of sensitivity toward their customers, both domestic
and foreign.
Success in a global economy requires being constantly innovative; staying nimble
enough to use speed as a competitive weapon; maintaining a high level of quality
and constantly improving it; being sensitive to foreign customers’ unique
requirements; adopting a more respectful attitude toward foreign habits and customs;
hiring motivated, multilingual employees and retaining a desire to learn constantly
about global markets. In short, business owners must strive to become: insiders”
rather than just “exporters.”
As with any new venture, entrepreneurs must prepare for international sales.
Before venturing into the global marketplace, entrepreneurs should ask themselves
six questions:
1. Is there a profitable market in which our firm has the potential to be successful
over the long run?
2. Do we have and are we willing to commit adequate resources of time, people
and capital to a global campaign?

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 3. Are we considering going global for the right reasons? Are domestic pressures
forcing our company to seek global opportunities?
4. Do we understand the cultural differences, history, economies, value systems,
opportunities and risks of conducting business in the country (or countries)
we are considering?
5. Is there a viable exit strategy for our company if conditions change or the
new venture is not successful?
6. Can we afford not to go global?

20.2 OBJECTIVES
After reading this lesson students will have understanding about:
 the strategies for going global
 barriers to international trades
 international trade agreements

20.3 STRATEGIES FOR GOING GLOBAL

Small companies pursuing a global presence have nine principal strategies
from which to choose: creating a presence on the Web, relying on trade intermediaries,
outsourcing production, establishing joint ventures, engaging in foreign licensing
arrangements, franchising, using counter-trading and bartering, exporting products
or services and establishing international locations.
20.3.1 Creating a Presence on the Web
Perhaps in our technology-rich global environment, the fastest, least expensive
and lowest-cost strategic option to creating a global business presence is creating a
Web site. As you know e-commerce, the web gives even the smallest businesses the
ability to sell its goods and services all over the global. By establishing a presence
online, a local candy maker or a home-based luxury boat broker gains immediate
access to customers around the world. With a well-designed Web site, an entrepreneur
can extend its reach to customers anywhere in the world. With a well-designed Web
site, an entrepreneur can extend its reach to customers anywhere in the world- and

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without breaking the budget. A company’s Web site is available to anyone anywhere
in the world and provides exposure 24 hours a day to its products or services seven
days a week. For many small companies, the Web has become a tool that is as essential
to doing business as the telephone and the fax machine.
Establishing a presence on the Web has become an important part of a
company’s strategy for reaching customers outside the United States. A study by
Internet World Stats estimates the number of World Wide Web users to be 1.02
billion worldwide. Approximately 227 million of them live in the United States,
leaving 795 million potential Web customers outside this country’s borders.
Before the advent of the Internet, small businesses usually took incremental
steps toward becoming global businesses. They began selling locally and then after
establishing a reputation, expanded regionally and perhaps nationally. Only after
establishing themselves domestically did small businesses begin to think about selling
their products or services internationally. The Web makes that business model obsolete
because it provides small companies with a low-cost global distribution channel
that they can utilise from the day they are launched.
20.3.2 Trade Intermediaries
Another alternative for lower-cost and lower-risk entry into international
markets is to use a trade intermediary. Trade intermediaries are domestic agencies
that serve as distributors in foreign countries for domestic companies of all sizes.
They rely on their networks of contacts, their extensive knowledge of local customs
and markets and their experience in international trade to market products effectively
and efficiently all across the globe. These trade intermediaries serve as the export
departments for small businesses, enabling the small companies to focus on what
they do best and delegate the responsibility for coordinating foreign sales efforts to
the intermediaries. Although a broad array of trade intermediaries is available, the
following are ideally suited for small businesses.
1. Export Management Companies (EMCs): EMCs are an important channel
of foreign distribution for small companies just getting started in international
trade or for those lacking the resources to assign their own people to foreign
markets. Most EMCs are merchant intermediaries, working on a buy-and-

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 sell arrangement with domestic small companies, taking title to the goods
and then reselling them in foreign markets. They provide small businesses
with a low-cost, efficient, independent international marketing and export
department, offering services ranging from doing market research and giving
advice on patent protection to arranging financing and handling shipping.
The greatest benefits EMCs offer small companies are ready access
to global markets and an extensive knowledge base on foreign trade, both of
which are vital for entrepreneurs who are inexperienced in conducting global
business. In return for their services, EMCs usually earn an extra discount
on the goods they buy from their clients or if they operate on a commission
rate, a higher commission rates than domestic distributors earn on 15 percent
on industrial products.
2. Export Trading Companies (ETC): Another tactic for getting into
international markets with a minimum of cost and effort is through export
trading companies. Export trading companies are businesses that buy and
sell products in a number of countries and they typically offer a wide range
of services such as exporting, importing, shipping, storing, distributing and
others to their clients. Unlike EMCs, which tend to focus on exporting. ETCs
usually perform both import and export trades across many countries’ borders.
Although EMCs usually create exclusive contracts with companies for a
particular product line, ETCs often represent several companies selling the
same product line. However, like EMCs, ETCs lower the risk of exporting
for small businesses. Some of the largest ETCs in the world are based in the
United States and Japan. In fact, many businesses that have navigated
successfully Japan’s complex system of distribution have done so with the
help of ETCs.
3. Manufacturer’s Export Agents (MEAs): MEAs act as international sales
representatives in a limited number of markets for various noncompeting
domestic companies. Unlike the close, partnering relationship formed with
most EMCs, the relationship between the MEA and a small company is a
short-term one, and the MEA typically operates on a commission basis.

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 4. Export Merchants: Export merchants are domestic wholesalers who do
business in foreign markets. They buy goods from many domestic
manufacturers and then market them in foreign markets. Unlike MEAs, export
merchants often carry competing lines, which means they have little loyalty
to suppliers. Most export merchants specialise in particular industries, such
as office equipment, computers, industrial supplies, and others.
5. Resident Buying Offices: Another approach to exporting is to sell to a resident
buying office, a government-owned or privately owned operation of one
country established in another country for the purpose of buying goods made
there. Many foreign governments and businesses have set up buying offices
in the United States. Selling to them is just like selling to domestic customers
because the buying office handles all the details of exporting.
6. Foreign Distributors: Some small businesses work through foreign
distributors to reach international markets. Domestic small companies export
their products to these distributors, who handle all of the marketing,
distribution and service functions in the foreign country.
20.3.3 Joint Venture
Joint ventures both domestic and foreign, lower the risk of entering global
markets for small businesses. They also give small companies more clout in foreign
lands. In a domestic joint venture, two or more U.S. small businesses form an alliance
for the purpose of exporting their goods and services. For export ventures,
participating companies get antitrust immunity, allowing them to cooperate feely.
The businesses share the responsibility and the costs of getting export licenses and
permits and they split the venture’s profits. Establishing a joint venture with the
right partner has become an essential part of maintaining a competitive position in
global markets for a growing number of industries.
In a foreign joint venture, a domestic small business forms an alliance with a
company in the target nation. The host partner brings to the joint venture valuable
knowledge of the local market and its method of operation as well as of the customs
and the tastes of local customers, making it much easier to conduct business in the
foreign country. Sometimes foreign countries place certain limitations on joint

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ventures. Some nations require host companies to own at least 51 percent of the
venture.
The most important ingredient in the recipe for a successful joint venture is
choosing the right partner. A productive joint venture is much like a marriage,
requiring commitment, communication and understanding. In addition to picking
the right partners, another key to creating a successful alliance is to establish common
objectives. Defining exactly what each party in the joint venture hopes to accomplish
at the outset will minimise the opportunity for misunderstandings and disagreements
later. One important objective should be to use the joint venture as a learning
experience, which requires a long-term view of the business relationship.
Often joint ventures fail because entrepreneurs failed to take the following steps:
 Define at the outset important issues such as each party’s contributions and
responsibilities, the distribution of earnings, the expected life of the
relationship and the circumstances under which the parties can terminate the
relationship.
 Understand their partner’s reasons and objectives for joining the venture.
 Select a partner that shares their company’s values and standards of conduct.
 Spell out in writing exactly how the venture will work and where decision-
making authority lies.
 Select a partner whose skills are different from but compatible with those of
their own company’s.
 Prepare a “prenuptial agreement” that spells out what will happen in case of
a business “divorce”.
20.3.4 Foreign Licensing
Rather than sell their products or services directly to customers, some small
companies enter foreign markets by licensing businesses in other nations to use
their patents, trademarks, copyrights, technology, processes, or products. In return
for licensing these assets, a small company collects royalties from the sales of its
foreign licenses. Licensing is a relatively simple way for even the most inexperienced

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business owner to extend his or her reach into global markets. Licensing is ideal for
companies whose value lies in its intellectual property, unique products or services,
recognised name, or proprietary technology. Although many businesses consider
licensing only their products to foreign companies, the licensing potential for
intangibles such as processes technology, copyrights and trademarks often is greater.
Some entrepreneurs earn more money from licensing their know-how for product
design, manufacturing, or quality control than they do from actually selling their
finished goods in a highly competitive foreign market with which they are not familiar.
Foreign licensing enables a small business to enter foreign markets quickly, easily
and with virtually no capital investment. Risks to the company include the potential
loss of control over its manufacturing and marketing processes and creating a
competitor if the licensee gains too much knowledge and control. Securing proper
patent, trademark and copyright protection beforehand can minimise those risks,
however.
20.3.5 International Franchising
Over the last several decades, a growing number of franchises have been
attracted to international markets to boost sales and profits as the domestic market
has become increasingly saturated with outlets and much tougher to wring growth
from. Although international expansion is not a good idea for a new franchiser, it is
an appropriate strategy for experienced franchisers. Both the cost and the complexity
of franchising increase as the distance between the franchiser and its franchisees
increases. In addition, complex legal and regulatory requirements and cultural
differences make international franchising challenging for inexperienced franchisers.
Franchisers that decide to expand internationally should take the following steps:
1. Identify the country or countries that are best suited to the franchiser’s
business concept. Factors to consider include a country’s business climate,
demographic profile, level of economic development, rate of economic
growth, degree of legal protection, language and cultural barriers and market
potential. Franchisers making their first forays into global markets should
consider focusing on a single nation or a small group of similar nations.
2. Generate leads for potential franchisees. Franchisers looking for prospective

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 franchisees in foreign markets have many tools available to them, including
international franchise trade shows, their own Web sites, trade missions and
brokers. Many franchisers have had success with trade missions such as those
sponsored by trade groups such as the International Franchise Association or
the U.S. Department of Commerce’s Gold Key Program. These trade missions
are designed to introduce franchisers to qualified franchise candidates in
target countries. Others rely on brokers who have extensive business contacts
in specific countries.
3. Select quality candidates. Just as in any franchise relationship, the real key
to success is choosing the right franchisee. Because of the complexity and
cost of international franchising, selecting quality franchisees is essential to
success.
4. Structure the franchise deal. Franchisers can structure international franchise
arrangements in a variety of ways, but three techniques are most popular-
direct franchising, area development and master franchising:
 Direct franchising, so common in domestic franchise deals, involves
selling single-unit franchises to individual operators in foreign
countries. Although dealing with individual franchisees makes it easier
for the franchiser to maintain control, it also requires more of the
franchiser’s time and resources.
 Area development is similar to direct franchising, except that the
franchiser allows the franchisee to develop multiple units in a
particular territory, perhaps a province, a country, or even an entire
nation. A successful area development strategy depends on a franchiser
selecting and then supporting quality franchisees.
 Master franchising is the most popular strategy for companies entering
international markets. Here, a franchiser grants an experienced master
franchisee the right to sell outlets to sub-franchisees in a broad
geographic area or an entire nation. Although master franchising
simplifies a franchiser’s expansion into global markets, it gives
franchisers the least amount of control over their international

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 franchisees. The U.S. based home and business moving franchise
Two Men and a Truck recently expanded into Ireland and the United
Kingdom when it granted a master franchise to Dublin-based NDMG
Holdings. NDMG Holdings plans to open 60 sub-franchises in the
two countries within the next several years.
Just as they do in United States, franchisers in international markets sell virtually
every kind of product or service imaginable-from fast food to child day care. In
some cases the products and services sold in international markets are identical to
those sold in the United States. However, most franchisers have learned that adaptation
is the key to making sure that their goods and services suit local tastes and customers.
Traveling the world, one discovers that American fast food giants such as McDonalds
and Domino’s make significant modifications in their menu to remain attractive to
the demands of local customers.
20.3.6 Countertrading and Bartering
A countertrade is a transaction in which a company selling goods in a foreign
country agrees to promote investment and trade in that country. The goal of the
transaction is to help offset the capital drain from the foreign country’s purchases.
As entrepreneurs enter more developing countries, they will need to develop skills
at implementing this strategy. In some cases, small and medium-sized businesses
find it advantageous to work together with large corporations who have experience
in the implementation of this marketing strategy.
Countertrading does suffer numerous drawbacks. Countertrade transactions can
be complicated, cumbersome and time-consuming. They also increase the chances
that a company will get stuck with merchandise that it cannot move. They can lead
to unpleasant surprises concerning the quality and quantity of products required in
the countertrade. Still, countertrading offers one major advantage: Sometimes it’s
the only way to make a sale.
Entrepreneur must weigh the advantages against the disadvantages for their
company before committing to a countertrade deal. Because of its complexity and
the risks involved, countertrading is not the best choice for a novice entrepreneur
looking to break into the global marketplace.

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 Bartering, the exchange of goods and services for other goods and services, is
another way of trading with countries lacking convertible currency. In a barter
exchange, a company that manufactures electronics components might trade its
products for the coffee that a business in a foreign country processes, which it then
sells to a third company for cash. Barter transactions require finding a business with
complementary needs, but they are much simpler than countertrade transactions.
20.3.7 Exporting
For many years, small businesses in the United States focused solely on the
domestic market, never venturing beyond its borders. As global competition exerts
pressure on domestic markets and trade agreements open foreign markets as never
before, growing numbers of small companies are looking to exporting as way of
gaining or maintaining a competitive edge. Large companies continue to dominate
exporting, however. Although small companies account for 97 percent of all U.S.
businesses that export goods and services, they generate only 29 of the nation’s
export sales. A recent study by the National Federation of Independent Businesses
(NFIB) reports that just 13 percent of small business owners have generated foreign
sales within the last three years and that most of their foreign sales simply are the
result of taking orders from international customers. Only 12 percent of exporting
small companies actively market their products and services in foreign markets
regularly.
The biggest barrier facing companies that have never exported is not knowing
where or how to start. The U.S. Chamber of Commerce’s Trade Roots initiative, an
international trade leadership program that networks more than 3000 local U.S.
chambers of commerce, is a useful resource for entrepreneur for looking to launch
into global business. The program provides information on the benefits and methods
for its members who want to engage in international trade but aren’t sure where to
start. The U.S. Commercial Service’s Export Programs Guide provides entrepreneurs
with a comprehensive list of federal programs designed to help U.S. exporters. As
another valuable source of information, the U.S. Export Assistance Centers serve as
single contact points for information on the multitude of federal export programs
that are designed to help entrepreneurs who want to start exporting. Entrepreneurs

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who want to learn more about exporting should investigate A Basic Guide to
Exporting, published by the Department of Commerce and Unz and Company. The
U.S. government export portal http: [Link] gives entrepreneurs access to
valuable information about exporting in general (finance, shipping, documentation
and others) as well as details on individual nations (market research, trade agreements,
statistics and more). Learning more about exporting and realizing that it is within
the realm of possibility for small companies - even very small companies - is the
first, and often most difficult, step in breaking the psychological barrier to exporting.
The next challenge is to create a sound export strategy:
Step1. Recognise that even the tiniest companies and least experienced
entrepreneurs have the potential to export. The size of the firm has nothing to do
with the demand for its products. If the products meet the needs of global customers,
there is a potential to export. Studies suggest that small companies that export grow
markedly faster than those that do not.
Step 2. Analyse your product or service. Is it special? It is new? Is it unique?
Is it of high quality? Is it priced favorably because of lower costs or favorable exchange
rates? In which countries would there be sufficient demand for it? In many foreign
countries, products from the United States are in demand because they have an air of
mystery about them. In some cases, entrepreneurs find that they must make slight
modifications to their products to accommodate local tastes, customs and preferences.
For instance, when Joseph Zaritski, owner of an Australian juice company, began
marketing his company’s products in Russia, he met with limited success until he
realised that package size was the problem. Willing customers simply could not
afford to purchase the two-liter bottles in which the juice was packaged. Zaritski
switched to one-liter bottles and saw sales climb by 80 percent within six months.
Step 3. Analyse your commitment. Are you willing to devote the time and
energy to develop export markets? Does your company have the necessary resources?
Patience is essential. Export start-ups can take from six to eight months (or longer),
but entering foreign markets isn’t as tough as most entrepreneurs think.
Step 4. Research markets and pick your target. More than one-third of
small business exporters sell to just one or two countries. Before investing in a

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costly sales trip abroad, however, entrepreneurs should search the Web or make a
trip to the local library or the nearest branch of the Department of Commerce.
Exporters can choose from a multitude of guide, manuals, books, newsletters, videos
and other resources to help them research potential markets. Armed with research,
entrepreneurs can avoid wasting a lot of time and money on markets with limited
potential for their products and can concentrate on those with the greatest promise.
Some of the most helpful tolls for researching foreign markets are the Country and
Industry Market Reports available at the U.S. government’s export Web portal, which
provide detailed information on the economic, political, regulatory and investment
environment for countries ranging from Afghanistan to Zimbabwe. Research shows
export entrepreneurs whether they need to modify their existing products and services
to suit the tastes and preferences of their foreign target customers. Sometimes foreign
customers’ lifestyles, housing needs, body size and cultures require exporters to
make alterations in their product lines. Making just slight modifications to adapt
products and services to local tastes can sometimes spell the difference between
success and failure in the global market.
Step 5. Develop a distribution strategy. Should you use a trade intermediary
or sell directly to foreign customers? As you learned earlier in this chapter, many
small companies just entering international markets prefer to reply on trade
intermediaries to break new ground. Relying on intermediaries often makes sense
until an entrepreneur has the chance to gain experience in exporting and to learn the
ground rules of selling in foreign lands.
Step 6. Find your customer. According to a study by the National Federation
of Independent Businesses, the most common problem among small business
exporters is finding prospective customers (after all, establishing a network of
business contacts takes time and resources). Small businesses can rely on a host of
export specialists to help them track down foreign customers. The U.S. Department
of Commerce and the International Trade Administration should be the first stops on
any entrepreneur’s agenda for going global. These agencies have the market research
available for locating the best target markets for a particular company and specific
customers in those markets. Industry Sector Analyses (ISAs), International Market
Insights (IMIs) and Customised Market Analyses (CMAs) are just some of the reports
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and services global entrepreneurs find most useful. They also have knowledgeable
staff specialists experienced in the details of global trade and in the intricacies of
foreign cultures.
One of the most efficient and least expensive ways for entrepreneurs to locate
potential customers for their companies’ products and services is to participate in a
trade mission. These missions usually are sponsored by either a federal or a state
economic development agency or an industry trade association for the purpose of
cultivating international trade by connecting domestic companies with potential
trading partners overseas. A trade mission may focus on a particular industry or may
cover several industries but target a particular country.
Step 7. Find financing. One of the biggest barriers to small business exports
is lack of financing. Access to adequate financing is a crucial ingredient in a successful
export program because the cost of generating foreign sales often is higher and
collection cycles are longer than in domestic markets. The trouble is that bankers
and other sources of capital don’t always understand the intricacies of international
sales and view financing them as excessively risky. In addition, among major
industrialised nations, the U.S. government spends the least per capita tp promote
exports.
Several federal, state and private programs are operating to fill this export
financing void, however. Loan programs from the Small Business Administration
include its Export Working Capital Program, International Trade Loan Program and
Export Express Program. In addition, the Export-Import Bank, the overseas Private
Investment Corporation and a variety of state-sponsored programs offer export-
minded entrepreneurs both direct loans and loan guarantees.
Step 8. Ship your goods. Export novices usually rely on international freight
forwarders and custom-house agents-experienced specialists in overseas shipping-
for help in navigating the bureaucratic morass of packaging requirements and
paperwork demanded by customs. These specialists, also known as transport
architects, are to exporters what travel agents are to travelers, and normally charge
relatively small fees for a valuable service. They move shipments of all sizes to
destinations all over the world efficiently, saving entrepreneurs many headaches.

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Shipping terms, always important for determining which party in a transaction pays
the cost of shipping and bears the risk of loss or damage to the goods while they are
in transit, take on heightened importance in international transactions.
Step 9. Collect your money. Collecting foreign accounts can be more
complex than collecting domestic ones, but by picking their customers carefully and
checking their engaging in international sales can use four primary payment methods
(ranked from least risk to most risky): cash in advance, a letter of credit, a bank draft
and an open account. The safest method of selling to foreign customers is to collect
cash in advance of the sale. This is the safest option for the seller because it eliminates
the risk of collection problems and provides immediate cash flow. However, requiring
cash payments up front may limit severely a small company’s base of foreign
customers.
20.3. 8 Establishing International Locations
Once established in international markets, some small businesses set up
permanent locations there. Establishing an office or a factory in a foreign land can
require a substantial investment reaching beyond the budgets of many small
companies. In addition, setting up an international office can be an incredibly
frustrating experience in some countries where business infrastructure is in disrepair
or is nonexistent. Getting a telephone line installed can take months in some places
and finding reliable equipment or shippers to transport goods to customers is nearly
impossible. Securing necessary licenses and permits from bureaucrats often takes
more than filing the necessary paperwork; in some nations, bureaucrats expect
payments to “grease the wheels” of commerce. U.S. entrepreneurs consider payments
to reduce the amount of red tape involved in an international transaction to be bribery
and many simply avoid doing business in countries where “grease payments” are
standard procedure. In fact, the Foreign Corrupt Practice Act, passed in 1977,
considers bribing foreign officials to be a criminal act.
The major advantages to companies establishing international locations are
lower production, marketing and distribution costs as well as the ability to develop
an intimate knowledge of local customers’ preferences, tastes and habits.

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20.3.9 Importing and Outsourcing
In addition to selling their goods in foreign markets, small companies also
buy goods from distributors and manufacturers in foreign markets. In fact, the intensity
of price competition in many industries - from textiles and handbags to industrial
machinery and computers - means that more companies now shop the world market,
looking for the lowest prices they can find. Because labour costs in countries such as
China and India are far below those in other nations, businesses there offer goods
and services at very low prices. Increasingly, these nations are home to well-educated,
skilled workers that are paid far less than comparable workers in the United States
or Western Europe. For instance, a computer programmer in the United States or
Western Europe. For instance, a computer programmer in the United States might
earn $100,000 a year, but in India, a computer programmer doing the same work
earns $20,000 a year or less. As a result, many companies either import goods or
outsource work directly to manufacturers in countries where costs are far lower than
they would be domestically.
This trend toward outsourcing to cut costs and remain competitive is prevalent
among companies selling low-cost items as well as in those producing luxury goods.
For many years, European makers of luxury clothing resisted outsourcing the
production of anything other than their least expensive garments such as jeans and
T-shirts to companies in Eastern Europe and Africa. Companies such as Giorgio
Armani, Louis Vuitton, Gucci, Prada, Hugo Boss and others retained the production
of their high-end goods such as suits shirts, blouses and bags which command
premium prices at retail, in France and Italy. As a result of the pressure from labour
costs and competition from lower-cost brands, these luxury retailers have begun
outsourcing the production of some of their most exclusive lines to factories in
developing nations. Giorgio Armani now produces 18 percent of its Armani Collezioni
line, which includes wool trousers priced at $450 and silk jackets that sell for $1500,
in Eastern Europe. Suits that Hugo Boss sells at retail for $550 now are made in
China, and Louis Vuitton now manufactures in China some of its denim and leather
Macadam handbags that sell for $500.

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 Entrepreneurs who are considering importing goods and service or
outsourcing their manufacturing to foreign countries should follow these steps:
 Make sure that importing or outsourcing is right for your business. Even
though foreign manufacturers often can provide items at significant cost
savings, using them may not always be the best business decision.
Entrepreneurs sometimes discover that achieving the lowest price may require
a tradeoff of other important factors such as quality and speed of delivery.
When Patrick Kruse, owner of Ruff Wear, the business that sells dog booties,
began outsourcing many of his company’s products to Chinese factories, he
discovered that the quality of the goods was poor. “We actually had to refuse
some shipments, which really hurt our business,” he says. In addition, some
foreign manufacturer require sizable minimum orders, perhaps $200,000 or
more, before manufacturers require sizable minimum orders, perhaps
$200,000 or more, before they will produce a product.
 Establish a target cost for your product. Before setting off on a global
shopping spree, entrepreneurs first should determine exactly what they can
afford to spend on manufacturing a product and make a profit on it. Given
the low labour costs of many foreign manufacturers, products that are the
most labour intensive make good candidates for outsourcing.
 Do your researches before you leave home? Investing time in basic research
about the industry and potential suppliers in foreign lands is essential before
setting foot on foreign soil. Useful resources are plentiful and entrepreneurs
should use them, including the Web, the Federation of International Trade
Associations, industry trade associations, government agencies and
consultants.
 Be sensitive to cultural differences. When making contacts, setting up
business appointments or calling on prospective manufacturers in foreign
lands, make sure that you understand what accepted business behaviour is
and what is not. Again, this is where your research pays off; be sure to study
the cultural nuances of doing business in the countries you will visit.

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  Do your groundwork. Once you locate potential manufacturers, contact them
to set up appointments and go visit them. Preliminary research is essential to
finding reliable sources of supply, but “face time” with representatives from
various companies allows entrepreneurs to judge the intangible factors that
can make or break a relationship.
 Protect your company’s intellectual property. A common problem that many
entrepreneurs have encountered with outsourcing is “knockoffs.” Some
foreign manufacturers see nothing wrong with agreeing to manufacture a
product for a company and then selling their own “knockoff” version of it.
Securing a nondisclosure agreement and a contract that prohibits such
behaviour helps but experts say that securing a patent for the item in the
source country itself (not just the United States) is a good idea.
 Select a manufacturer. Using quality, speed of delivery, level of trust, degree
of legal protection, cost and other factors, select the manufacturer that can
do the job for your company.
 Provide an exact model of the product you want manufactured. Providing
a manufacturer with an actual model of the item to be manufactured will
save lots of time, mistakes and problems. “It’s always better to cost something
from an actual item rather than an idea of an item,” says Jennifer Adams,
owner of a consulting firm that helps entrepreneurs to locate foreign
manufacturers.
 Stay in constant contact with the manufacturer and try to build a long-
term relationship. Communication is a key to building and maintaining a
successful relationship with a foreign manufacturer. Weekly teleconferences,
e-mails and periodic visits are essential to making sure that your company
gets the performance you expect from a foreign manufacturer.

20.4 BARRIERS TO INTERNATIONAL BUSINESS

Governments traditionally have used a variety of barriers to block free trade
among nations in an attempt to protect businesses within their own borders. The
benefit of protecting their own companies, however, comes at the expense of foreign

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businesses, which face limited access to global markets. Numerous trade barriers-
domestic and international-restrict the freedom of businesses in global trading. Even
with these barriers, international trade has grown to nearly $ 10.4 trillion.
20.4.1 Domestic Barriers
Sometimes the biggest barriers potential exporters’ faces are those rights
here at home. Three major domestic roadblocks are common: attitude, information
and financing. Perhaps the biggest barrier to small businesses exporting is the attitude
that “My Company is too small to export. That’s just for big corporations.” The first
lesson of exporting is “Take nothing for granted about who can export and what you
can and cannot export.” The first step to building an export program is recognizing
that the opportunity to export exists. Another reason entrepreneurs neglect
international markets is a lack of information about how to get started. The keys to
success in international markets are choosing the correct target market and designing
the appropriate strategy to reach it. That requires access to information and research.
Although a variety of government and private organisations make volumes of
exporting and international marketing information available, many small business
owners never use it. A successful global marketing strategy also recognises that not
all international markets are the same. Companies must be flexible, willing to make
adjustments to their products and services, promotional campaigns, packaging and
sales techniques.
An additional obstacle is the inability of small firms to obtain adequate export
financing. Financial institutions that serve smaller firms often are not experienced
in financing international sales and are unwillingly to accept the perceived higher
levels of risk they create for the lender.
20.4.2 International Barriers
Domestic barriers aren’t the only ones export-minded entrepreneurs must
overcome. Trading nations also erect obstacles to free trade. Two types of international
barriers are common: tariff and nontariff.
20.4.3 Tariff Barriers
A tariff is a tax, or duty, that a government imposes on goods and services

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imported into that country. Imposing tariffs raises the price of the imported goods –
making them less attractive to consumers - and protects the domestic markers of
comparable product and services. Established in the United States in 1790 by
Alexander Hamilton, the tariff system generated the majority of federal revenues for
about 100 years. Currently, the Harmonised Tariff Schedules, which sets tariffs for
products imported into the United States, includes 37,000 categories of goods. One-
third of all products imported into the United States are subject to tariffs, but the
average industrial U.S. tariff is two percent. Many developing nations impose tariffs
that are as much as 12 times as high on imported goods.
20.4.5 Non-tariff Barriers
Many nations have lowered the tariffs they impose on products and services
brought into their borders, but they rely on other nontariff structure as protectionist
trade barriers.
1. Quotas: Rather than impose a direct tariff on certain imported products,
nations often use quotas to protect their industries. A quota is a limit on the
amount of a product imported into a country. Under the Agreement on Textiles
and Clothing (ATC), many nations including the United States, imposed
quotas on the amount of clothing and textile products that could be imported
from countries such as China, India and Vietnam. On January 1, 2005, at the
urging of the World Trade Organisation, the United States eliminated the
quotas on these items and the terminated the ATC. Textile imports to the
United States and The European Union from China, in particular, soared by
40 percent and within a year, both the United States and the European Union
had renegotiated quotas (the agreements called them “safeguards”) on half
of the products China exported to these nations, including bras, bath towels,
socks, wool suits and many other items.
2. Embargoes: An embargo is a total ban on imports of certain products. The
motivation for embargoes is not always economic, but it also can involve
political differences, environmental disputes, terrorism and other issues. For
instance, the United States imposes embargoes on products on products from
nations it considers to be adversarial, including Cuba, Iran, Iraq and North

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 Korea, among others. In other cases, embargoes on any harp seal products
from Norway under the Marine Mammal Protection Act. Norway, where
seal products comprise a multi-millions-dollar industry, has pushed for the
elimination of the embargo, arguing that harp seals are not an endangered
species.
3. Dumping: In an effort to grab market share quickly, some companies have
been guilty of dumping products: selling large quantities of them at prices
that are below cost in foreign countries. The United States has been a dumping
ground for steel, televisions, shoes and computer chips from other nations in
the past. Under the U.S. Antidumping Act, a U.S. company filing a complaint
must prove that the foreign company’s prices are lower here than in the home
country and that U.S. companies are directly harmed. Recently, the European
Union claimed that Vietnam and China were dumping shoes in its member
nations, charging prices that were below their cost of production. Faced with
intense competition from the Far East, traditional European shoemakers were
pressuring the European Union to raise the tariffs on imported shoes in an
attempt to preserve their share of the home market.
20.4.6 Political Barriers
Entrepreneurs who go global quickly discover a labyrinth of political tangles.
Although many U.S. business owners complain of excessive government regulation
in the United States, they are often astounded by the complex web of governmental
and legal regulations and barriers they encounter in foreign countries.
Companies doing business in politically risky lands face the very real dangers
of government takeovers of private property; coups intended to overthrow ruling
parties; kidnaping, bombings and other violent acts against businesses and their
employees and other threatening events. Their investments of millions of dollars
may evaporate overnight in the wake of a government coup or the passage of a law
nationalizing an industry (giving control of an entire industry to the government).
20.4.7 Business Barriers
American companies doing business internationally quickly learn that

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business practices and regulations in foreign lands can be quite different from those
in the United States. Simply duplicating the practices they have adopted (and have
used successfully) in the domestic market and using them in foreign markets is not
always a good idea. Perhaps the biggest shock comes in the area of human resources
management, in which international managers discover that practices common in
the United States, such as overtime and employee benefits are restricted, disfavored,
or forbidden in other cultures. Business owners new to international business
sometimes are shocked at the wide range of labour costs they encounter and the
accompanying wide range of skilled labour available. In some countries, what appears
to be “bargain” labour rates turn out to be excessively high after accounting for the
quality of the labour force and the benefits their governments mandate: from company
sponsored housing, meals and clothing to profit-sharing and extended vacations? In
many nations, labour unions are present in almost every company, yet they play a
very different role than the unions in the United States. Although management-union
relations are not as hostile as in the United States and strikes are not as common,
unions can greatly complicate an international company’s ability to compete
effectively.
20.4.8 Cultural Barriers
The culture of a nation includes the beliefs, values, views and mores that its
inhabitants share. Differences in cultures among nations create another barrier to
international trade. The diversity of languages, business philosophies, practices and
traditions make international trade more complex than selling to the business down
the street. Consider the following examples:
 A U.S. entrepreneur, eager to expand into the European Union, arrives at the
headquarters of his company’s potential business partner in France.
Confidently, he strides into the meeting room, enthusiastically pumps his
host’s hand, slaps him on the back and says, “Tony, I’ve heard a great deal
about you; please, call me Bill.” Eager to explain the benefits of his product,
he opens his briefcase and gets right down to business. The French executive
politely excuses himself and leaves the room before negotiations ever begin,
shocked by the American’s rudeness and ill manners.

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  Another American business owner flies to Tokyo to close a deal with a
Japanese executive. He is pleased when his host invites him to play a round
of golf shortly after he arrives. He plays well and manages to win by a few
strokes. The Japanese executive invites him to play again the next day and
again he wins by a few strokes. Invited to play another round the following
day, the American asks, “But when are we going to start doing business?”
His host, surprised by the question, says, “But we have been doing business.”
 An American businesswoman in London is invited to a party hosted by an
advertising agency. Unsure of her ability to navigate the streets and subways
of London alone, she approaches a British colleague who is going to be
driving to the party and ask him, “Could I get a ride with you?” After he
turns bright red from embarrassment, he regains his composure and politely
says,” Lucky for you I know what you meant.” Unknowingly, the young
woman had requested a sexual encounter with her colleague, not a lift to the
party.
 An American businessman grows tired of trying to speak over the persistent
chanting of a nearby group of Islamic men. Exasperated, he looks harshly at
the group and said to his Muslim host, “Can’t somebody shut those guys
up?” Only then did he discover that “those guys” were Islamic priests chanting
a call to prayer – and that he had just blown the deal he was trying to land.
 An American goes to Malaysia to close a sizable contract. In an elaborate
ceremony, he is introduced to a man he thinks is named “Roger.” Throughout
the negotiations, he calls the man “Rog” not realizing that his potential client
was a “rajah”, a title of nobility, not a name.
 One company selling a razor aimed at women in Holland creates a television
commercial showing a woman’s leg and the product’s name. Unfortunately,
the ad proves to be completely ineffective because the product’s name is
slang for “homosextual,” and Dutch viewers think the leg belongs to a
transvestite.
When American businesspeople enter international markets for the first time,
they often are amazed at the differences in foreign cultures’ habits and customs. In

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the first scenario just given, for instance, had the entrepreneur done his homework,
he would have known that the French are very formal (backslapping is definitely
taboo) and do not typically use first names in business relationships (even among
long-time colleagues). In the second scenario, a global manager would have known
that the Japanese place a tremendous importance on developing personal relationships
before committing to any business deals. Thus, he would have seen the golf games
for what they really were: an integral part of building a business relationship.
Understanding and heeding these often subtle cultural differences is one of the
most important keys to international business success. Conducting a business meeting
with a foreign executive in the same manner as one with an American businessperson
could doom the deal from the outset. Business customs and behaviours that are
acceptable, even expected, in the United States may be taboo in others.
Entrepreneurs who fail to learn the differences in the habits and customs of the
cultures in which they hope to do business are at a distinct disadvantage. The stories
of business executives who unknowingly insulted their foreign counterparts are both
lengthy, legendary and a continuing reminder of the cost associated with a failure to
prepare for dealing in a culture different from one’s own.
Culture, customs and the norms of behaviour differ greatly among nations and
making the correct impression is extremely critical to building a long-term business
relationship. Consider the following tips:
 In Great Britain, businesspeople consider it extremely important to conduct
business “properly” – with formality and reserve. Boisterous behaviour such
as backslapping or overindulging in alcohol and ostentatious displays of
wealth are considered ill mannered. The British do not respond to hard-sell
tactics but do appreciate well-mannered executives. Politeness and impeccable
manners are useful tools for conducting business successfully.
 Japanese executives conduct business much like the British, with an emphasis
on formality, thoughtfulness and respect. Don’t expect to hear Japanese
executives say “no,” even during a negotiation; they don’t want to offend or
to appear confrontational. Instead of “no” the Japanese negotiator will say,
“It is very difficult,” “Let us think about that,” or “Let us get back to you on

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 that.” Similarly, “yes” from a Japanese executive doesn’t necessarily mean
that. It could mean, “I understand,” “I hear you,” or “I don’t understand what
you mean, but I don’t want to embarrass you.”
 In India, a limp handshake and avoiding eye contact are not signs of weakness
or dislike; they convey respect.
 When doing business in Greece, U.S. executives must be thoughtful of their
hand gestures; the hand-waving gesture that means “goodbye” in the United
States is considered an insult in Greece.
 In Japan and South Korea, exchanging business cards, known in Japan as
meishi, is an important business function. A Western executive who accepts
a Japanese companion’s card and then slips it into his pocket or scribbles
notes on it has committed a major blunder. Tradition there says business
card must be treated just as its owner would be - with respect. Travelers
should present their own cards using both hands with the card positioned so
the recipient can read it.
 Greeting a Japanese executive properly includes a bow and a handshake –
showing respect for both cultures. In many traditional Japanese businesses,
exchanging gifts at the first meeting is appropriate. In addition, a love of golf
is a real plus for winning business in Japan.

20.5 INTERNATIONAL TRADE AGREEMENTS

With the fundamental assumption that free trade among nations results in
enhanced economic prosperity for all parties involved, the last 50 years have witnesses
a gradual opening of trade among nations. Hundreds of agreements have been
negotiated among nations in this period, with each contributing to free trade across
the globe. Although completely free trade across international borders remains elusive,
the following trade agreements have reduced some of the barriers to free trade that
had stood for many years.
20.5.1 The World Trade Organisation (WTO)
The World Organisation (WTO) was established in January 1995 and replaced
the General Agreement of Tariffs and Trade (GATT), the first global tariff agreement,
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which was created in 1947 and designed to reduce tariffs among member nations.
The WTO, currently with 149 member countries, is the only international organisation
that establishes rules for trade among nations. Its member countries represent more
than 97 percent of all world trade. The rules and agreements of the WTO, called the
multilateral trading system, are the result of negotiations among its members. The
WTO actively implements the rules establishes by the Uruguay Round negotiations
of GATT from 1986 to 1994 and continues to negotiate additional trade agreements.
Through the agreements of the WTO, members co mmit themselves to
nondiscriminatory trade practices. These agreements spell out the rights and
obligations of each member country. Each member country receives guarantees that
its exports will be treated fairly and consistently in other member countries’ markets.
The WTO’s General Agreement on Trade in Services (GATS) addresses specific
industries, including banking, insurance, telecommunications and tourism. In
addition, the WTO’s intellectual property agreement, which covers patents, copyrights
and trademarks, defines rules for protecting ideas and creativity across borders.
In addition to the development of agreements among members, the WTO is
involved in the resolution of trade disputes among members. The WTO system is
designed to encourage dispute resolutions through consultation. If this approach
fails, the WTO has a stage-by-stage procedure that can culminate in a ruling by a
panel of experts.
20.5.2 The North American Free Trade Agreement (NAFTA)
NAFTA created a free-trade area among Canada, Mexico and the United
States. A free trade area is an association of countries that have agreed to eliminate
trade barriers, both tariff and nontariff, among the three countries, but each remained
free to set its own tariffs on imports form nonmember nations.
NAFTA forged a unified United States-Canada-Mexicon market of 431 million
people with a total annual output of more than $13 trillion dollars in goods and
services. This important trade agreement binds together the three nations on the
North American continenet into a single trading unit stretching from the Yukon to
the Yucatan. Because Canada and the United States already had a free trade agreement
in effect, the businesses that will benefit most from NAFTA are those already doing

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business, or those wanting to do business, with Maxico. NAFTA’S provisions called
for the reduction of tariffs to zero on most goods traded among these three nations
by 2008. NAFTA’s provisions have enhanced trade among the United States, Canada
and Mexico. It also has made that trade more profitable and less cumbersome for
companies of all sizes and has opened new opportunities for many businesses. In
NAFTA’ first decade, trade among the three nations increased 173 percent; these
countries now conduct nearly $2.2 trillion in trilateral trade each day.
Among NAFTA’s provisions are:
 Tariff reductions. Immediate reduction, then gradual phasing out, of most
tariffs on goods traded among the three countries.
 Elimination of nontariff barriers. Most nontariff barriers to free trade are to
be eliminated by 2008
 Simplified border processing. Mexico, in particular, has opened its border
and interior to U.S. truckers and simplified border processing.
 Tougher health and safety standards. Industrial standards involving worker
health are safety are to become more stringent and more uniform.
20.5.3 Central American Free Trade Agreement (CAFTA)
The CAFTA is to Central America what NAFTA is to North America. The
agreement, which took effect on August 2, 2005, is designed to promote free trade
among the United States and six Central American countries: Costa Rica, El Salvador,
Guatemala, Honduras, Dominican Republic and Nicaragua. U.S. exports to these
six nations exceed $16 billion a year. In addition to reducing tariffs among these
nations, CAFTA protects U.S. companies’ investments and intellectual property in
the region, simplifies the export process for U.S. companies, and provides easier
access to Central American markets. For instance, Paymaster Corporation, a small
company in ELK Grove Village, Illinois, that makes check writing and signing
machines, recently landed its first sale in Costa Rica as a result of CAFTA.
20.5.4 ASEAN Free Trade Area (AFTA)
AFTA is a trade bloc agreement by the Association of Southeast Asian
Nations supporting local trade and manufacturing in all ASEAN countries and
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facilitating economic integration with regional and international allies. It stands as
one of the largest and most important free trade area (FTA) in the world and together
with its network of dialogue partners, drove some of the world’s largest multilateral
forums and blocs, including Asia-Pacific Economic Cooperation, East Asia Summit
and Regional Comprehensive Economic Partnership.
The AFTA agreement was signed on 28 January 1992 in Singapore. When the
AFTA agreement was originally signed, ASEAN had six members, namely Brunei,
Indonesia, Malaysia, Philippines, Singapore and Thailand. Vietnam joined in 1995,
Laos and Myanmar in 1997 and Cambodia in 1999. AFTA now comprises the ten
countries of ASEAN. All the four latecomers were required to sign the AFTA
agreement to join ASEAN, nut were given longer time frames in which to meet
AFTA’s tariff reduction obligations.
The primary goals of AFTA seek to:
 Increase ASEAN’S competitive edge as a production base in the world market
through the elimination, within ASEAN, of tariffs and non-tariff barriers;
and
 Attract more foreign direct investment to ASEAN.
The primary mechanism for achieving such goals is the Common Effective
Preferential Tariff scheme, which established a phased schedule in 1992 with the
goal to increase the region’s competitive advantage as a production base geared for
the world market.
20.5.5 South Asian Association for Regional Co-operation (SAARC)
SAARC is the organisation of South Asian nations, founded in 1985 and
dedicated to economic, technological social and cultural development emphasizing
collective self-reliance. Its seven founding members are Bangladesh, Bhutan, India,
the Maldives, Nepal, Pakistan and Sri Lanka. Afghanistan joined the organisation in
2007. Meetings of heads of state are usually scheduled annually; meetings of foreign
secretaries twice annually. Headquarters are in Kathmandu, Nepal. Most of the
countries of SAARC are poor and developing. The 11 stated area of cooperation are
agriculture, education, culture and sports; health, population and child welfare; the

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environment and meteorology; rural development; tourism; transport; science and
technology; communications; women in development; and the prevention of drug
trafficking and drug abuse.
The major objectives of the SAARC are:
 To quicken the economic growth, social progress and cultural development.
 To develop the welfare of the people of South Asia and to promote their
quality of life.
 To promote towards mutual trust, understanding and appreciation of the
problems of one another.
 To make the self-reliance among the countries of South Asia.
 To contribute to an international and regional organisation with similar aims
and purposes.
 To develop active participation and mutual assistance in the economic, social,
cultural, technical and scientific fields.
 To make strong cooperation among themselves in international forums in
matters of common interest.
The major objective of SAARC is to make the SAARC as a Free Trade Zone
and eliminate poverty from this region. SAARC is the common platform for all the
member countries to work together in a goal to achieve friendship, trust and
understanding. All the member’s countries put forward their problems and try to
find out the solutions.

20.6 SUMMARY
To remain competitive, businesses must assume a global posture. Global
effectiveness requires managers to be able to leverage workers’ skills, company
resources and customer know-how across borders and throughout cultures across
the world. Managers also must concentrate on maintaining competitive cost structure
and a focus on the core of every business - the customer. By its very nature, going
global can be a frightening experience. Most entreprenrus who have already made
the jump, however, have found that the benefits outweigh the risks and that their
companies are much stronger because of it.
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20.7 GLOSSARY
 Trade: Trade involves the transfer of goods or services from one person or
entity to another, often in exchange for money.
 WTO: World Trade Organisation.
 Barriers: Obstacles that prevents movements or access.
 Agreement: a negotiation and typically legally binding arrangement between
parties as to a course of action.
 Franchising: It is a method of doing business by which a franchisee is granted
the right to offer, sell or distribute goods and services under a system created
by the franchisor.

20.8 SELF ASSESSMENT QUESTIONS

1. Explain why “going global” has become an integral part of many small
companies’ strategies.
___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe the principal strategies small businesses have for going global.
___________________________________________________________
___________________________________________________________
___________________________________________________________
3. What forces are driving small businesses into international markets?
___________________________________________________________
___________________________________________________________
___________________________________________________________

20.9 LESSON END EXERCISE

1. Discuss the major barriers to international trade and their impact on the global
economy.

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 ___________________________________________________________
___________________________________________________________
___________________________________________________________
2. Describe the trade agreements that will have the greatest influence on foreign
trade in the twenty-first century – WTO, NAFTA, SAARC and ASEAN.
___________________________________________________________
___________________________________________________________
___________________________________________________________

20.10 SUGGESTED READINGS

 David H. Holt. Entrepreneurship. Prentice Hall of India, New Delhi.
 Vasant Desai. Dynamics of Entrepreneurial Development and Management.
Himalaya Publishing House, New Delhi.
 Zimmerman, T.W. & Scarborough, N.M. (1998). Essentials of
Entrepreneurship & Small Business Management (2nd ed.). Prentice Hall,
New Jersey.

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