2003 final entrepreneur

8/8/2019 2003 Final Entrepreneur

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ENTREPRENEUR (INTRODUCTION)

An individual who, rather than working as an employee, runs a small business

and assumes all the risk and reward of a given business venture, idea, or good or

service offered for sale. The entrepreneur is commonly seen as a business leader and

innovator of new ideas and business processes.

Person who takes on the risks of starting a new business. Many entrepreneurs have

technical knowledge with which to produce a saleable product or to design a needed

new service.

Today's meaning: Entrepreneur a person, who has initiative in investment and

decision to the enterprise; seeking all resource of factor of production, resources of

Management, Behavior, Cultural, Economical and Political factor for establishing,

innovation and founded enterprise, having assumption of risk, profit and future

growth

An entrepreneur is a person who has possession of an enterprise, or venture,

and assumes significant accountability for the inherent risks and the outcome. It is an

ambitious leader who combines land, labour, and capital to often create and market

new goods or services. The term is a loanword from French and was first defined by

the Irish economist Richard Cantillon. Entrepreneur in English is a term applied to the

type of personality who is willing to take upon herself or himself a new venture or

enterprise and accepts full responsibility for the outcome.

Common Traits in a Successful Entrepreneur:

1. A Need to Control and Direct: They prefer environments where they have

maximum authority and responsibility and do not work well in traditionally structured

organizations. This is not about power, though. Entrepreneurs have a need to create

and achieve by having control over events.

2. Self-confidence: Findings showed that as long as entrepreneurs were in control,

they were relentless in pursuit of their goals. If they lost control, they quickly lost

interest in the undertaking.

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3. Sense of Urgency: They have a never-ending sense of urgency to do something.

This corresponds with a high energy level. Many enjoy individual sports rather than

team sports. Inactivity makes them impatient.

4. Comprehensive Awareness: They have a comprehensive awareness of a total

situation and are aware of all the ramifications involved in a decision.

5. Realistic Outlook: There is a constant need to know the status of things. They may

or may not be idealistic, but they are honest and straightforward and expect others to

be the same.

6. Conceptual Ability: They have superior conceptual abilities. This helps

entrepreneurs identify relationships in complex situations. Chaos does not bother

them because they can conceptualize order. Problems are quickly identified and

solutions offered. The drawback is that this may not translate well to interpersonal

problems.

7. Low Need for Status: Their need for status is met through achievement not through

material possessions.

8. Objective Approach: They take an objective approach to personal relationships and

are more concerned with the performance and accomplishment of others than with

feelings. They keep their distance psychologically and concentrate on the

effectiveness of operations.

9. Emotional Stability: They have the stability to handle stress from business and

from personal areas in their lives. Setbacks are seen as challenges and do not

discourage them.

10. Attraction to Challenges: They are attracted to challenges but not to risks. It may

look like they are taking high risks, but in actuality they have assessed the risks

thoroughly.

11. Describing with Numbers: They can describe situations with numbers. They

understand their financial position and can tell at any time how much they have in

receivables and how much they owe.

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WOMEN ENTREPRENEURS

Women constitute around half of the total

world population, so is in India also. They are,therefore, regarded as the better half of the society. In

traditional societies, they were confined to the four

walls of houses performing household activities.

In modern societies, they have come out of

the four walls to participate in all sorts of activities.

The global evidences buttress that women have been

performing exceedingly well in different spheres of

activities like academics, politics, administration,

social work and so on. Now, they have started plunging into industry also and running

their enterprises successfully.

A large number of women around the world have set up and managed their

own businesses. It was not easy for these women to succeed in business. They had to

face a lot of difficulties and overcome a number of barriers to become successful in

their ventures. They had to deal with discrimination and withstand the skepticism of

society, and also put in more effort than men to prove their credibility to others

General concept of women entrepreneurs may be defined as a woman or

group of women who initiate, organize and run a business enterprise. In terms of

Schumpeterian concept of innovative entrepreneurs, women who innovate, imitate or

adopt a business activity are called women entrepreneurs.

Government of India has defined women entrepreneurs as an enterprise owned

and controlled by a women having a minimum financial interest of 51% of the capital

and giving at least 51% of employment generated in the enterprise to women.

In nutshell, women entrepreneurs are those women who think of a business

enterprise, initiate it, organize and combine the factors of production, operate the

enterprise and undertake risks and handle economic uncertainty involved in running a

business enterprise.

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INDIAN WOMEN ENTREPRENEUR SCENARIO

It has undergone dramatic changes from one era to another. The role of

women has ranged from a deity to devdasi, from being pure to vulgar, from supremeto downtrodden. It was rare that the property would be handed over to the daughters.

STATUS

Status of Women entrepreneurship in India

As per the 1991 census 4.5% of the total self

employed persons were women. Most of

them were engaged in unorgansied sectors

like agriculture, agro based industries,

handicrafts and handlooms.

During 1995-96 nearly 11.2% of the

total self employed persons were women.

Again most of them were in low paying, low

skilled, low technology, and low productivity jobs in the rural and unorganized sector.

Earlier entrepreneurship was just an extension of kitchen activities mainly the 3 Ps viz

pickles, powder and papad.

Push and pull factors induced Indian women to start their own enterprise

With growing awareness and education women have started shifting from 3 Ps to 3

Es viz engineering, electronics and energy.

PROFILE

Profile of a women Entrepreneur

First born child of middle class

College educated

Married

Early 30s

Desires Independence

Self confident

Moderate risk taker

High tolerance for ambiguity

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Problems faced by her is lack of training in business and finance

GROWTH

Woman in India constitute around half of

the country's population. Hence, they are regarded

as the better half of the society. In the official

proclamation, they are at par with men. But, in

real life, the truth prevails otherwise. Our society

is still male-dominated and women are not treated

as equal partners both inside and outside four

walls of the house. In fact, they are treated as

abala, i.e., weak and dependent on men.

As such, the Indian women enjoy a

disadvantageous status in the society. Let some facts be given. The much low literacy

rate (40%), low work participation rate (28%) and low urban population share (10%)

of women as compared to 60%, 52% and 18% respectively of their male counterparts

well confirm their disadvantageous position in the society. Our age-old socio-cultural

traditions and taboos arresting the women within four walls of their houses also maketheir conditions more disadvantageous.

These factors - all together - serve as non-conducive conditions for the

emergence and development of women entrepreneurship in the country. Given these

unfavourable conditions, the development of women entrepreneurship is expectedly

low in the country. This is well indicated by a dismally low level of women (5.2%) in

total self-employed persons in the country. Further, women entrepreneurs in India

accounted for 9.01% of the total 1.70 million entrepreneurs during 1988-89.

A cross-country comparison reveals that emergence and development of

entrepreneurship is largely caused by the availability of supporting conditions in a

country. To quote, with improving supporting conditions, the share of women owned

enterprises in the United States has risen from 7.1 % in 1977 to 32% in 1990. It is

likely to reach to 50% by the turn of the 20th century.

In India women entry into business is a new phenomenon. Women entry into business, or say, entrepreneurship is traced out as an extension of their kitchen

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activities mainly to 3 Ps, Viz., Pickles, Powder and Pappad. Women in India plunged

into business for both pull and push factors. Pull factors imply the - factors, which

encourage women to start an occupation or venture with an urge to do something

independently. Push factors refer to those factors, which compel women to take up

their own business to tide over their economic difficulties and responsibilities. With

growing awareness about business and spread of education among women over the

period, women have started shifting from 3 Ps to engross to 3 modem Es, viz.,

Engineering, Electronics and Energy. They have excelled in these activities.

Women entrepreneurs manufacturing solar cookers in Gujarat, small foundries

in Maharashtra and T.V. capacitors in Orissa have proved beyond doubt that given the

opportunities, they can excel their male counterparts. Smt. Sumati Morarji (Shipping

Corporation), Smt. Yamutai Kirloskar (Mahila Udyog Limited), Smt. Neena Malhotra

(Exports) and Smt. Shahnaz Hussain (Beauty Clinic) are some exemplary names of

successful and accomplished women entrepreneurs in our country.

In India, Kerala is a state with highest literacy (including women literacy)

reflecting a congenial atmosphere for the emergence and development of women

entrepreneurship in the State. According to a study, the number of womens industrial

units in Kerala was 358 in 1981, which rose to 782 in March 1984. These 782 units

included 592 proprietary concerns, 43 partnership firms, 42 charitable institutions, 03

joint stock companies and 102 co-operative societies covering a wide range of

activities.

On the whole, proper education of women in Kerala resulted in high

motivation among them to enter into business. The financial, marketing and training

assistance provided by the State Government also helped motivate women to assumeentrepreneurial career. Women's desire to work at the place of residence, difficulty of

getting jobs in the public and private sectors and the desire for social recognition also

motivated women in Kerala for self-employment. Like Kerala, an increasing number

of women are entering the business in the State of Maharashtra also.

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QUALITIES OF WOMEN ENTREPRENEURS

A successful woman entrepreneur has the attitude and the inner drive to change her

dream, her vision into reality.

Most successful women entrepreneurs possess the following traits:

She is ambitious

A successful woman entrepreneur is extremely ambitious, has an inner urge or drive

to transform an idea into reality. Experience from her previous tenure as an employee,relying on educational qualifications or lessons learnt from inherited business, she is

ready to seize opportunities, sets goal, possess clear vision, steps confidently forward

and is ambitious to succeed. Every successful woman entrepreneur is truly determined

to achieve goals and make her business flourish. In-depth knowledge of the field is

essential to success. She comes with new innovative solutions to old problems to tide

over issues.

She is confident

A successful woman entrepreneur is confident in her ability. She is ready to learn

from others, seek help from experts if it means adding value to her goals. She is

optimistic and is more willing to take risks. A successful woman entrepreneur uses

common sense to make sound judgements when encountering everyday situations.

This is gleaned from past experience and knowledge acquired over the years. It is

essential not to get frustrated and give up when you face obstacles and trials ? a part

of setting up any business venture. The ability to explore uncharted territories and

take bold decisions is the hallmark of a successful woman entrepreneur. A successful

woman usually loves what she does. She is extremely passionate about her tasks and

activities. Her high energy levels motivate her to contribute immensely towards

building, establishing and maintaining a thriving business.

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She is open and willing to learn

A successful woman entrepreneur keeps abreast of changes, as she is fully aware of

the importance of evolving changes. She is ahead of her competitors and thrives on

changes. She adapts her business to changes in technology or service expectations of

her clients. She is curious, interested to learn and accommodative to innovations.

She is cost conscious

A successful woman entrepreneur prepares realistic budget estimates. She provides

cost-effective quality services to her clients. With minimized cost of operations, she is

able to drive her team to maximize profits and reap its benefits.

She values teamwork and loyalty

She has the ability to work with all levels of people. She is keen on maintaining

relationships and communicates clearly and effectively. This helps her to negotiate

even sensitive issues easily. She is empathetic to people around her and possess good

networking skills that help her to expand contacts and make use of opportunities.

She can balance home and work

Cautious of not becoming a workaholic, a successful woman entrepreneur is good at

balancing diverse aspects of life. Her multi-tasking ability combined with support

from spouse and family members enables her to blend business priorities with family

and household responsibilities efficiently and effectively.

She is conscious of her responsibility to society

A successful woman entrepreneur is willing to share her success with the society. She

is committed to help others and enjoys doing it.

It is no wonder that millions of aspiring woman entrepreneurs admire Oprah Winfrey

for her entrepreneurial skills, business achievements, and commitment to

philanthropy. A woman can choose self-owned business as her career choice provided

she is to ready to face the challenges that lie ahead of her, ready to walk the extra mile

and ready to rely on her own vast resources and abilities

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PROBLEMS OF WOMEN ENTREPRENEURS

Women entrepreneurs encounter two sets of problems, viz, general problems

of entrepreneurs and problems specific to women entrepreneurs. These are discussed

as follows:

1. Problem of finance: Finance is regarded as life blood for any enterprise, be it

big or small. However, women entrepreneurs suffer from shortage of finance on two

counts. Firstly, women do not generally have property on their names to use them as

collateral for obtaining funds from external sources. Thus, their access to the external

sources of funds is limited. Secondly, the banks also consider women less credit-

worthy and discourage women borrowers on the belief that they can at any time leave

their business. Given such situation, women entrepreneurs are bound to rely on their

own savings, if any and loans from friends and relatives who are expectedly meager

and negligible. Thus, women enterprises fail due to the shortage of finance.

2. Scarcity of raw material: Most of the women enterprises are plagued by the

scarcity of raw material and necessary inputs. Added to this are the high prices of raw

material, on the other. The failure of nay women co- operatives in 1971 engaged in

basket making is an example how the scarcity of raw material sounds the dealth- knell

of enterprises run by women.

3. Stiff Competition: Women entrepreneurs do not have organization set- up to pump

in a lot of money for canvassing and advertisement.Thus, they have to face a stiff

competition for marketing their products with both organized sector and their malecounterparts. Such a competition ultimately results in the liquidation of women

enterprises.

4. Limited Mobility: Unlike men, women mobility in India is highly limited due to

various reasons. A single woman asking for room is still upon suspicion.

Cumbersome exercise involved in starting an enterprise coupled with the officials

humiliating attitude towards women compels them to give up an idea of starting anenterprise.

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5. Family Ties: In India, it is mainly a womans duty to look after the children and

other members of the family. Man plays a secondary role only. In case of married

woman, she has to strike a fine balance between her business and family. Her total

involvement in family leaves little or no energy and time to devote for business.

Support and Approval of husbands seem necessary condition or womens entry in to

business. Accordingly, the educational level and family background of husbands

positively influence womens entry into business activities.

6. Lack of Education: In India, around three- fifths (60%) of women are still

illiterate illiteracy is the root cause of socio- economic problems. Due to the lack of

education and that too qualitative education, women are not aware of business,

technology and market

knowledge. Also, lack of education cases low achievement motivation among women.

Thus, lack of education creates problems for women in the setting up and running of

business enterprises.

7. Male dominated Society: Male chauvinism is till the order of the day in India. The

constitution of India speaks of equality between sexes. But, in practice women are

looked upon as able i.e. Weak in all respects. Women suffer from male reservations

about a womens role, ability and capacity and are treated accordingly. In nutshell, in

the male-dominated Indian society, women are not treated equal to men.This in turn,

serves as a barrier to women entry into business.

8. Low Risk-Bearing Ability: Women in India lead a protected life.They are less

educated and economically not self- dependent. All these reduce their ability to bear

risk involved in running an enterprise. Risk bearing is an essential requisite of a

successful entrepreneur. In addition to above problems, inadequate infra structural

facilities, shortage of power, high cost of production, social attitude, low need for

achievement and socio- economic constraints also hold the women back from entering

into business.

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Hindrances to the growth of women entrepreneur

1. Lack of confidence In general, women lack confidence in their strength andcompetence. The family members and the society are reluctant to stand beside their

entrepreneurial growth. To a certain extent, this situation is changing among Indian

women and yet to face a tremendous change to increase the rate of growth in

entrepreneurship.

2. Socio-cultural barriers Womens family and personal obligations are sometimes

a great barrier for succeeding in business career. Only few women are able to

manage both home and business efficiently, devoting enough time to perform all

their responsibilities in priority.

3. Market-oriented risks Stiff competition in the market and lack of mobility of

women make the dependence of women entrepreneurs on middleman

indispensable. Many business women find it difficult to capture the market and

make their products popular. They are not fully aware of the changing market

conditions and hence can effectively utilize the services of media and internet.

4. Motivational factors Self motivation can be realized through a mind set for a

successful business, attitude to take up risk and behavior towards the business

society by shouldering the social responsibilities. Other factors are family support,

Government policies, financial assistance from public and private institutions and

also the environment suitable for women to establish business units.

5. Knowledge in Business Administration Women must be educated and trained

constantly to acquire the skills and knowledge in all the functional areas of

business management. This can facilitate women to excel in decision making

process and develop a good business network.

6. Awareness about the financial assistance Various institutions in the financial

sector extend their maximum support in the form of incentives, loans, schemes etc.

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Even then every woman entrepreneur may not be aware of all the assistance

provided by the institutions. So the sincere efforts taken towards women

entrepreneurs may not reach the entrepreneurs in rural and backward areas.

7. Exposed to the training programs - Training programs and workshops for every

type of entrepreneur is available through the social and welfare associations, based

on duration, skill and the purpose of the training program. Such programs are

really useful to new, rural and young entrepreneurs who want to set up a small and

medium scale unit on their own.

8. Identifying the available resources Women are hesitant to find out the access to

cater their needs in the financial and marketing areas. In spite of the mushrooming

growth of associations, institutions, and the schemes from the government side,

women are not enterprising and dynamic to optimize the resources in the form of

reserves, assets mankind or business volunteers.

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MEN v/s WOMEN ENTREPRENEURS

Men are more emotional thanwomen entrepreneurs:

Women have larger social

networks for advice and

resources. But men, surprisingly,

have larger "emotional" networks

- the complex of associations that

provide warmth, praise, and

encouragement. And men

apparently profit more from these emotional attachments than women do.

The entrepreneurial style adopted by women was different from that of men.

Studies have revealed that women focus more on intuition and relationships for

running businesses, while men emphasize logic and efficiency. The ability that

women have to look beyond the obvious and identify hidden opportunities sometimes

helped them gain an edge over men.

Stronger Focus on Values

Its not that men dont put values in the front lines of their company, but most

women entrepreneurs make it the number one priority over everything else.

According to Margaret Heffernan, who recently wroteHow She Does It: How Women

Entrepreneurs Are Changing the Rules of Business, women think about what their

business will stand for before they start planning anything else.

Will Ask for Help

Many men (not all) have difficulty asking for help when it comes to something

like their very own business. Pride can sometimes get in the way. But most women

dont have a problem admitting that theyre not sure how to accomplish a certain task

or what needs to be done next in the building-a-business game. This can sometimes

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provide an advantage in a well-spring of knowledge from sources that help ground

their business more quickly.

Focused on the Working Environment

According to Heffernan, male entrepreneurs see their businesses as a machine,

while female entrepreneurs see it as a living organism. I can see where shes coming

from. Men may be more likely to take the position that bad parts (employees) can

easily be replaced with new and better functioning ones. Many male entrepreneurs

may overlook the fact that the parts are going bad because the machine as a whole

is not in great condition. Some may take the position that a new employee here or

there will help to make the business function better, rather than examining the whole

business under a microscope to see if there may be underlying problems.

Women entrepreneurs tend to be on the other end of the spectrum with the

perspective that, if the environment their employees are in isnt working, then the

entire ecosystem of the business, if you will, could collapse. Basically, women

entrepreneurs focus more on making sure the work environment is comfortable to

obtain the best performance from their employees, rather than expecting the best from

their employees despite the work environment.

Strength of the Business

Women entrepreneurs tend to focus on building a business so strong that it

could function completely and successfully without them. Men build strong

businesses, but often want to make sure they are always part of the central element

that keeps things going. According to Heffernan, women entrepreneurs are more like

the conductor of the symphony - the person who doesnt make the noise, but pulls it

all together.

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REAL LIFE CASES

The entrepreneurial style of some of the successful women entrepreneurs of India are

featured in this case all the women featured in this case came from differentbackgrounds and worked in different fields.

JOURNEY OF Dr. KIRAN BEDI

Kiran Bedi is an Indian social activist and a

retired Indian Police Service (IPS) officer. She

became the first woman to join the Indian Police

Service (IPS) in 1972, and was last posted as

Director General, BPR&D (Bureau of Police

Research and Development, Ministry of Home

Affairs). She retired from IPS in December, 2007,

after taking voluntary retirement. She is the

Host/Presiding TV judge of the popular TV series "Aap ki Katchehri (Hindi phrase

literally meaning "Your court").This TV program is broadcast on the Indian TV

Channel 'Star Plus'. In this program Indian families approach her TV court and

explain their problems to her. She then offers Legal advice and sometimes monetary

help to solve the problem. This program is classified as an EDUtainment program

because it attempts to simplify and explain legal procedures and Indian law to the

viewers.

During her service, she was also the Inspector General Prisons of Tihar Jail, -

one of world's largest prison complexes, with over 10,000 inmates, from 1993 to1995, and her prison reforms policies lead to her winning, the 1994 Ramon

Magsaysay Award. Subsequently, she has founded two NGOs in India: Navjyoti for

welfare and preventive policing in 1987 and India Vision Foundation for prison

reforms, drug abuse prevention, child welfare in 1994.

In 2007, she applied for seeking voluntary retirement from service, and the

application was accepted by the government.

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Early life:

Kiran Bedi was born in Amritsar, Punjab state, India. She is the second of the

four daughters of her parents, Prakash Lal Peshawaria and Prem Lata Peshawaria. She

did her schooling from the Sacred Heart Convent School, Amritsar, where she joined

the National Cadet Corps (NCC). She also took up tennis, a passion she inherited

from her father, a tennis player. Later, she obtained herB.A. in English (Hons.) from

the Government College for Women, Amritsar. She then earned a Masters degree in

Political Sciencefrom Punjab University, Chandigarh, topping the University.

Career:

She began her career as a Lecturer in Political Science (1970-72) at Khalsa

College for Women in Amritsar. In July 1972, she joined the Indian Police Service.

On her web site, she states that she joined the police service "because of my urge to

be outstanding".

She served in a number of tough assignments ranging from Traffic

Commissoner of New Delhi, Deputy Inspector General of Police in insurgency prone

Mizoram, Advisor to the Lieutanent Governor of Chandigarh, Director General of

Narcotics Control Bureau and also on a United Nations deputation, where she becamethe Civilian Police Advisor in the United Nations peacekeeping department, and for

which she was awarded with the UN medal. She is popularly referred to as Crane

Bedi for towing the Prime MinisterIndira Gandhi's car for a parking violation (the

PM was on tour of United States then).

Kiran Bedi influenced several decisions of the Indian Police Service,

particularly in the areas of control overnarcotics, traffic management, and VIP

security. During her stint as the Inspector General of Prisons, Tihar Jail (Delhi) (1993-

1995), she instituted a number of reforms in the management of the prison, and

initiated a number of measures such as detoxification programs, yoga, vipassana

meditation, redressing of complaints by prisoners and literacy programs. For this she

not only won the 1994 Ramon Magsaysay Award, but was also awarded the

'Jawaharlal Nehru Fellowship', to write about the work done at Tihar Jail. She was last

appointed as Director General of India's Bureau of Police Research and Development.

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http://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Amritsarhttp://en.wikipedia.org/wiki/Amritsarhttp://en.wikipedia.org/wiki/National_Cadet_Corps_(India)http://en.wikipedia.org/wiki/National_Cadet_Corps_(India)http://en.wikipedia.org/wiki/Bachelor_of_Artshttp://en.wikipedia.org/wiki/English_languagehttp://en.wikipedia.org/wiki/Political_Sciencehttp://en.wikipedia.org/wiki/Political_Sciencehttp://en.wikipedia.org/wiki/Panjab_University,_Chandigarhhttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/Lecturerhttp://en.wikipedia.org/wiki/Indian_Police_Servicehttp://en.wikipedia.org/wiki/Indian_Police_Servicehttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Indira_Gandhihttp://en.wikipedia.org/wiki/Indira_Gandhihttp://en.wikipedia.org/wiki/Narcotichttp://en.wikipedia.org/wiki/Narcotichttp://en.wikipedia.org/w/index.php?title=Traffic_(locational)&action=edit&redlink=1http://en.wikipedia.org/wiki/Tihar_Jailhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Amritsarhttp://en.wikipedia.org/wiki/National_Cadet_Corps_(India)http://en.wikipedia.org/wiki/Bachelor_of_Artshttp://en.wikipedia.org/wiki/English_languagehttp://en.wikipedia.org/wiki/Political_Sciencehttp://en.wikipedia.org/wiki/Panjab_University,_Chandigarhhttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/Lecturerhttp://en.wikipedia.org/wiki/Indian_Police_Servicehttp://en.wikipedia.org/wiki/Chandigarhhttp://en.wikipedia.org/wiki/United_Nationshttp://en.wikipedia.org/wiki/Indira_Gandhihttp://en.wikipedia.org/wiki/Narcotichttp://en.wikipedia.org/w/index.php?title=Traffic_(locational)&action=edit&redlink=1http://en.wikipedia.org/wiki/Tihar_Jailhttp://en.wikipedia.org/wiki/Punjab,_India


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In May 2005, she was awarded an honorary degree ofDoctor of Law In recognition of

her humanitarian approach to prison reforms and policing.

On 27 November 2007, she had expressed her wish to take Voluntary

Retirement from job to take up new challenges in life. On 25 December 2007,

Government of India decided to relieve Bedi, who was holding the post of the director

general of Bureau of Police Research and Development, from her duties immediately.

"Yes Madam, Sir" a documentary of Kiran Bedi's life, directed by Australian Megan

Doneman, premiered at the Toronto International Film Festival September 5, 2008.

After retirement Kiran Bedi launched a new website, www.saferindia.com , on

January 3, 2007. The motto of this website is to help people whose complaints are not

accepted by the local police. This project is undertaken by the non-profit, voluntary

and non-government organisaton, India Vision Foundation

Kiran Bedi now hosts the TV show Aap Ki Kachehri Kiran Ke Saath on Star

Plus. she has done a lot of help to so many people through this show.

Contributions

Navajyoti (which literally means New Enlightenment), set up in 1987, and

India Vision Foundation, set up in 1994, are the two major voluntary organizations

established by her with the objectives of improving the condition of the drug addicts

and the poor people. Her efforts have won national and international recognition, and

her organizations were awarded the Serge Soitiroff Memorial Award for drug abuse

prevention by the United Nations.

She also started one site named www.saferindia.com to log complaint

regarding any crime if the police at the concerned area denies to accept complaint.

Then the NGO behind this site mails complaint to the DGP of concerned area. This

mail can also be used as the legal document in case of filing a case in the court of

judgement.

She has written her autobiography, 'I Dare. It's Always Possible', which was

released in 1998.

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Personal life

Kiran Bedi married Brij Bedi in 1972, the year she started her career in the

Indian Police Service (IPS), and three years later, in 1975, they had daughter Saina.

Among her other three siblings, Shashi is settled in Canada, Reeta is a Tennis player

and writer, and Anu is also Tennis player.

Awards

Kiran Bedi has received a number of Awards, including the following:

Presidents Gallantry Award (1979)

Women of the Year Award (1980)

Asia Region Award for Drug Prevention and Control (1991)

Magsaysay Award (1994) for Government Service

Mahila Shiromani Award (1995)

Father Machismo Humanitarian Award (1995)

Lion of the Year (1995)

Joseph Beuys Award (1997)

Pride of India (1999)

Mother Teresa Memorial National Award for Social Justice (2005)

Books on Kiran Bedi

I Dare! biography of Kiran Bedi by Parmesh Dangwal.

Kiran Bedi The Kindly Baton, by Dr Meenakshi Saksena,

"Government@net" by Sandeep Srivastava and Parminder Jeet Singh.

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http://en.wikipedia.org/wiki/Magsaysay_Awardhttp://en.wikipedia.org/wiki/Magsaysay_Award


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JOURNEY OF SWETA MANGAL

Sweta Mangal, CEO of Dial 1298/108 for

Ambulance, an Indian emergency service, left a solid

corporate career track a few years back to run a start-up

social enterprise. What motivated her to take this risk?

Speaking with Sweta makes it evident that her views have

been strongly shaped by her experiences growing up as

part of a socially-oriented and entrepreneurial family.

Swetas mother runs a foundation in their home

state of Rajasthan. The family also supports the Mangal-Newton school, where poorer students from surrounding villages learn alongside

students from more affluent backgrounds. Her brother is the schools principal, and

Sweta visits often to oversee operations.

From an early age Sweta recalls her mother integrating social values into their

daily life. For example, older clothes were often collected and dispersed to those less

fortunate. So when the time came to ask her family for the financial and emotional

support to leave her secure, well-paying job to become the CEO of a start-up

ambulance service, Swetas parents did not hesitate to offer support. Their response is

perhaps not what one would expect from an Indian family, where high salaries and

corporate titles are often valued, as well as early marriages for girls. However,

Swetas family has a history of embracing non-traditional values. Sweta herself is part

of the first generation to hold a conventional job for most of her relatives the

entrepreneurial spirit hit early and she recalls a series of family businesses starting

and failing and starting again. In this way, Sweta received an early education in the

process of trial and error.

Leaving a secure job and financial independence for the unknown was not an

easy choice for Sweta. It was not only the diminished finances that worried her, but

also a less certain career path. Despite the personal and professional obstacles, Sweta

admits she has always thrived on challenges. Her strength is in grasping a vision and

working tirelessly towards it to exceed all expectations. She describes it as taking an

idea from position one to ten. Clearly the social entrepreneurial drive present in her

family also runs in her blood.

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The opportunity to become CEO of Dial 1298/108 for Ambulance came

through a good friend. Shaffi Mather, like Sweta, received his post-secondary

education abroad. Upon his return to India, Shaffi experienced a personal medical

emergency that highlighted for him the need for a universal access number for a high-

quality ambulance service in India, much like 911in the US and Canada. Shaffi, and

some friends with a similar outlook, came together in 2001 to launch Dial 1298/108

for Ambulance. The service launched in Mumbai with 10 ambulances in 2005, and

today operates in Mumbai, Kerala and now Patna, with more than 90 ambulances.

Sweta came on as full-time CEO in 2007 and has been instrumental in the growth of

the organizations vision.

From a managerial perspective, there were many early challenges. One of the

first was dealing with the corruption involved in getting the four-digit number

registered. Initially, they applied with the number 1299, but refusing to pay a bribe

to hasten the process meant receiving the number 1298. Instead of fretting, however,

the organization began to advertise the number, 1298.

How has running a growing social enterprise changed her? Sweta says she has

stopped making concrete plans for the future. Instead she has learned to seize and

build upon opportunity when it knocks, even when it means entering unchartered

waters.

Dial 1298 for Ambulance is a private ambulance service operating in Mumbai

and in the states of Kerala and Bihar. Founded in 2004 by a group of socially-focused

entrepreneurs working to remedy the lack of emergency medical services in Bombay,

Dial 1298 now runs close to 100 ambulances 24/7 in Mumbai, Bihar and Kerala in

India, operates a helpline for women in Mumbai, and actively works to increase

knowledge of first aid among the general public.

Ambulance Services

Dial 1298 for Ambulance is an initiative launched in April 2004 to provide

quality Emergency Medical Service in India. Dial 1298 for Ambulance is now

operational in Mumbai, Bihar and Kerala. Dial 1298's Advanced Life Support

Ambulance, manned by a driver, doctor, and helper is equipped with a wide range of

medical equipments to respond to emergencies while Basic Life Support Ambulances

transport patients between hospitals. All of Dial 1298's ambulances are tracked in real

time by a GPS system.

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JOURNEY OF EKTA KAPOOR

Ekta Kapoor was said to be the face and

brain of Balaji Telefilms Limited (BTL), and was

almost solely responsible for the phenomenal success

of most of BTL's serials.

According to Ekta, her childhood was

materially easy but emotionally difficult. As a

child, she was extremely obese and suffered from low

self esteem. She was a poor student and was happy to

get by with the minimum pass marks. Even as a child she was an avid televisionwatcher and spent most of her free time glued to the TV. She felt guilty about letting

her parents down, but was unable to do anything about it.

The turning point in Ekta Kapoors life came in the early 1990s when a non

resident Indian, Ketan Somayya, approached her father and requested him to make

some software for the channel he wanted to start. Ektas father asked her to take up

the responsibility of making the software. Consequently, Ekta Kapoor made six pilots,

of about three episodes each, at a cost of about Rs 0.5 million. The proposed channel,however, did not fare well and had to be sold to Zee TV. Not wanting to waste her

efforts, Ekta Kapoor started looking for other buyers for her pilots.

She was not successful in finding buyers for the first pilots, but her father

came to her rescue and gave her more money to make more pilots. BTL was set up in

1994 by her father. Mano Ya Na Mano, (Believe It or Not) BTLs first serial was

telecast in 1995. This was followed by Dhun Dhamaka (Musical Explosion), a music

based show aired on Doordarshan, which was moderately successful. The first major

success came with Hum Paanch (We Five), a comic sitcom about 5 girls and their

harassed parents, which ran for 5 years on Zee TV.

BTL came out with an initial public offer (IPO) in October 2000 to set up an

integrated studio in Mumbai and to buy advanced equipment. A day prior to its listing

on BSE, BTL entered into negotiations with Nine Network Entertainment India Pvt.

Ltd. (a wholly-owned subsidiary of Nine Broadcasting India Pvt. Ltd.) for a merger in

the ratio of 65:200 through an all-share deal. The merger was later called off. In its

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first year as a public company, Balaji showed a net profit of Rs 646 million on net

sales of Rs.3.45 billion for the nine month period ending in December 2000.

The initial years in the business were not very easy for Ekta Kapoor. There

were times when she used to have 5 or 6 pilots ready but none of them would get

approval from the channels. People did not take her seriously. Experienced writers

would try to force her to accept sub-standard scripts as they thought she was the

brainless daughter of a moneyed father. She was able to overcome these barriers

through sheer grit and determination.

She worked relentlessly, even foregoing holidays, to make a mark for herself.

Her time was completely occupied with thinking out stories, finalizing scripts,

deciding on sets, costumes, casting, etc.

Her hard work and commitment eventually paid off, and by the early 2000s

she had two highly successful serials, Kyunki Saans Bhi Kabhi Bahu Thi (Because the

Mother-in-law was also a Daughter-in-Law) and Kahani Ghar Ghar Ki (The Story of

Every Home) to her credit. She was called the lady with the Midas touch as she hit

gold with almost all her projects. By the end of 2002, she had about 35 programming

hours per week on television - no mean task for a person in her late 20s. Her hold on

television viewers was very strong. She had shows on almost all channels telecasting

Hindi programs, as well as some on regional channels. BTL became the biggest name

in television and every offering of Ekta Kapoor was lapped up by eager viewers.

Ekta Kapoor believed that her initial failures contributed a lot to her success at

a later stage. As a novice, she made too many presumptions about the tastes of her

audiences. But after her first few projects failed, she became more careful. She started

watching television carefully to analyze the programs that were succeeding and those

that were failing to understand the likes and dislikes of the viewers. She said that her

study of TV programs helped her understand viewers' preferences.

Ekta Kapoor was responsible for introducing a number of changes in Indian

television. She was credited with introducing Indian viewers to daily soaps when

weekly soaps were the order of the day. She felt that weekly serials could not hold the

interest of the audience because of the time gap between episodes. When people

missed an episode, they lost interest and stopped watching the serial altogether. Daily

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serials, however, not only captured and sustained the interest of the viewers, they

were also more remunerative for the producer.

Ekta Kapoor also introduced the genre of family-based serials in India. She

understood that the average Indian was very family oriented and loved to be

surrounded by members of their extended families. She capitalized on this

characteristic by making serials that showed the life of large joint families. People

welcomed this theme as they were fed up with stories about extramarital affairs. They

wanted feel-good serials with which they could identify, and Ekta Kapoor gave them

what they wanted. Most of BTLs serials featured regularly in the top ten programs

and, almost without exception, enjoyed high viewership ratings.

Ekta Kapoor managed to change the concept of prime time television when

she made 10:30 pm a prime time slot. When she chose 10:30 as the slot for KSBKBT,

Ekta Kapoor did not expect the serial to become so popular. Till then, prime time on

television was between 8:00 and 9:30 pm. After that, people had their dinners and

went to bed. But after KSBKBT became popular, people changed their television

viewing habits and 10:30 pm became a high viewership slot.

Since Ekta Kapoor was the creative head of BTL, most of the successes of the

company could be traced back to her. She was a hands-on manager, closely involved

with all aspects of the serials from the concept, to the script, the actors and the sets.

She believed she had a knack for choosing the right faces for the right parts. Since she

felt she understood audience preferences, she maintained full control over the

development of serials.

She paid a lot of attention to detail and monitored all aspects of BTLs serials

for the first few episodes. After she was convinced that her creative team could

manage on its own, she eased off. However, she still kept track of the ratings and

responses. If there was a crisis, like a fall in ratings, she stepped in again. Ekta was

constantly on the look out for new ideas for serials and claimed to source most of her

stories from real life situations or people. She sourced the concept of KSBKBT from a

short story she read in a magazine.

BTL productions were lavishly presented and slickly marketed. Most its new

serials could easily sail through on the basis of its past successes, but Ekta Kapoor

ensured that nothing was left to chance. She advertised constantly to create visibility.

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In fact, she even made some of the characters in her serials praise other serials. For

instance, some of the characters in the serials are shown discussing her other serials or

finishing housework quickly to catch up with them. Her unique style of naming the

serials (all names started with K and all the titles were structured in a strange manner)

also drew the attention of viewers. She was once advised by an astrologer that the

letter K would be lucky for her. As a result, she started naming all her serials with

K. According to Ekta, ninety percent of her serials beginning with that letter have

been successful, so she does not see the need to change the practice.

On the human resources front, Ekta Kapoor seemed to be something of an

autocrat. She yelled at her subordinates as she believed that if she did not shout,

things would not get done. She was also completely indifferent to star status andexpected all the actors in her serials to toe her line. Erring or rebellious actors were

replaced by others, or the character done away with in the serial to dispense with the

actor.

Analysts felt that Ekta Kapoor was able to succeed because of some of the

shrewd business decisions she took. Firstly, she did not depend on any one channel,

but catered to a wide range of channels. This reduced over dependence on one

channel. Secondly, BTL diversified risk by distributing resources between

commissioned and sponsored serials.[6] This ensured a good mix of risk and returns.

Thirdly, the cost of production was kept under control by shooting most of the serials

in BTL's own studios.

In 2001, Kapoor was selected by the Confederation of Indian Industries, (CII)

to head the committee on entertainment. She also received a number of awards in the

early 21st century. Some of the awards are: One of Asia's 50 most Powerful

Communicators, from Asiaweek magazine in 2001; Ernst and Young Entrepreneurof the Year in 2001; Corporate Excellence from Bharat Petroleum in 2002; and

Rajiv Gandhi Award in 2002.

The entrepreneurial style of Ekta Kapoor may smack of authoritarianism, but

analysts felt her refusal to compromise on quality and her attention to detail

contributed greatly to her success. Her perfectionism seemed to have helped make

BTL one of the most powerful television software companies of the 2000s.

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JOURNEY OF SHAHANAZ HUSAIN

Shahnaz Husain (Shahnaz) was another

successful woman entrepreneur of India. She popularized

herbal treatments for beauty and health problems. Her

company, Shahnaz Husain Herbals, was the largest of its

kind in the world and had a strong presence in over 100

countries, from the US to Asia. By 2002, the Shahnaz

Husain Group had over 650 salons around the world,

employing about 4200 people. The net worth of the

Group was $100 mn.

Shahnaz Husain was born into a royal Muslim family which originally came

from Samarkand (in Pakistan) and later held important posts in the princely kingdoms

of Bhopal and Hyderabad before India's independence. Shahnazs father, Justice N.U

Beg, was a progressive man who instilled in her a love for poetry and English

literature. Shahnaz Husain received her schooling in an Irish convent. A western

education coupled with a traditional family background gave Shahnaz Husain wide

exposure and developed her into a well rounded personality. She was married at the

age of 15 and had a child by the next year.When her husband was working in Iran, Shahnaz Husain became interested in

cosmetology. After she began her training, she realized that chemical cosmetics had a

harmful effect on the human body. As a result, she turned her attention towards

ayurveda, the ancient Indian system of medicine, which used natural substances and

extracts to heal and improve the body. Subsequently, she trained extensively in

cosmetic therapy for 10 years in some of the leading institutes of London, Paris, New

York and Copenhagen. On her return to India in 1977 she set up her own salon at herhouse in Delhi with an initial investment of Rs 35000. Instead of offering chemical

treatments like other salons, Shahnaz Husain's salon offered Ayurvedic treatments.

Shahnazs custom made natural products for skin and hair problems quickly became

successful.

Shahnaz Husain pioneered the commercialization of ayurvedic cosmetics.

Until she started her business, ayurveda was practiced in peoples' homes or by local

ayurvedic doctors. The commercialization of ayurveda was relatively unknown in the

1970s when Shahnaz Husain entered the business. Shahnaz Husain capitalized on this

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deficiency. She identified ayurveda as a niche market and catered to it. Her products

gained popularity in India, and her treatments were booked months in advance.

Encouraged by her success in India, Shahnaz Husain started exploring avenues

abroad. She was disturbed by the fact that India was not represented in any of the

international beauty forums. Determined to change the situation, she represented India

for the first time in the CIDESCO beauty congress, where she was appointed

President for the day's proceedings. She used this opportunity to focus the world's

attention on India and ayurveda.

The turning point in her business came when she represented India at the

Festival of India in 1980. Her team was given a counter in the perfumery section of

Selfridges in London. She managed to sell her entire consignment in three days and

also broke the store's record for cosmetics sales for the year. As a result, she was

offered a permanent counter in Selfridges. Shahnaz Husain was also the first Asian

whose products were retailed in the Galeries Lafayette in Paris and to be featured in

the 18-foot shop window of the store. Although it was not easy to enter the highly

competitive western markets and especially difficult to attract attention to the Indian

system of ayurveda, she was able to gain a firm foothold in the markets. Shahnaz

Husain products were carried by many prestigious stores across the world, such as

Harrods and Selfridges in London, the Galeries Lafayette in Paris, Bloomingdales in

New York, the Seiyu chain in Japan, Sultan Stores in the Middle East and other

exclusive outlets in the Middle East, Asia and Africa.

Shahnaz Husain operated on the principle of natural care and cure. Her

company formulated and marketed over 400 ayurvedic products for various health

and beauty problems. Ayurvedic products became popular across the world because

they were natural, well suited to the human skin, and were non toxic. Shahnaz Husain

claimed that her products were completely pure and were formulated in strict

accordance with ayurvedic principles. They were environment friendly and were not

tested on animals. All products went through strict quality control before they were

marketed.

Her products captured the imagination of the world with their promise of

beauty in a natural and harmless way. Shahnaz Husain used natural ingredients like

fruits, flowers, vegetables, herbs, honey, etc., which soothe and heal without causing

any harm. The group had two R&D units and a herb and flower farm near Delhi.

Strict quality control was exercised at every stage of product development, right from

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the raw material stage to the final product. This ensured that the final product lived up

to the promise Shahnaz Husain made of quality and purity.

Shahnaz Husain did not believe in advertising; instead, she relied entirely on

word-of-mouth publicity for her products. She believed that a satisfied customer was

the best form of advertising. Before Shahnaz Husain entered the retail market, her

clinics were the only outlets for her products. By the 1990s, the range and popularity

of Shahnaz Husain's products had increased so much that her products were retailed in

most of the big retail stores in India and abroad.

In 1977, when she had set up a parlor at her home in New Delhi, she had put

up a banner with her qualifications on it. Within days she was booked six months

ahead. She said, I removed the banner and since then I have never advertised. I have

let my products speak for themselves.

By 2000, Shahnaz Husain had over 650 salons in 104 countries around the

world. Using the franchising mode to expand in India and abroad, she built up a large

network of over 600 franchisee and associate clinics around the world. All the

franchisees were required to undergo training in specialized treatments at Shahnaz

Husains school of beauty therapy. After training, all franchisees obtained the right to

use the Shahnaz Husain name and specialized treatments and were given a 30% profit

margin on the sale of products.

Shahnaz Husain believed that an entrepreneur must have a dream and the

commitment to pursue it. She believed that business was not simply about employing

the right management principles. She said, I have often gone beyond pure business

dealings as such, because for me dua (blessings) is important. Shahnaz Husain

believed that a true entrepreneur is a person who has independence of spirit: One

should be innovative, dynamic and willing to try every avenue towards success.

She did not look on her work as a career. It was more like an obsession and the

sole purpose of her existence. All her dreams revolved around her work and she

applied herself to it with complete commitment. According to Shahnaz Husain, a

desire to excel, hard work and relentless determination also go into making an

entrepreneur. She said, to succeed, one must never give up and never stop trying: I

always feel I have another mountain to climb and another frontier to cross. I never rest

on my laurels. She puts in 18 hours of work and channelizes all her energy into her

company. Her commitment and self confidence have made her company one of the

most successful of its kind in the world.

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CONCLUSION

Independence brought promise of equality of opportunity in all

sphere to the Indian women and laws guaranteeing for their equal rights

of participation in political process and equal opportunities and rights in

education and employment were enacted.

But unfortunately, the government sponsored development

activities have benefited only a small section of women. The large

majority of them are still unaffected by change and development

activities have benefited only a small section of women i.e. the urbanmiddle class women. The large majority of them are still unaffected by

change and development and develop better schemes, developmental

programmes and opportunities to the women folk to enter into more

entrepreneurial ventures.

In India there are some of the successful women entrepreneurs like

Ekta Kapoor (Creative Director, Balaji Telefilms), Kiran MazumdarShaw (CEO, Biocon), Shahnaz Husain (beauty icon) and Vimalben M

Pawale, (Ex President, Sri Mahila Griha Udyog Lijjat Papad (SMGULP).

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BIBLOGRAPHY

2003 final entrepreneur

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