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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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
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