Description
Why entrepreneurship education? What is Entrepreneurship? Who is an entrepreneur? Relation between entrepreneurship and innovation nWhy study entrepreneurship at graduate/post graduate levels?
Entrepreneurship and Project Management
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Contents
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Why entrepreneurship education? What is Entrepreneurship? Who is an entrepreneur? Relation between entrepreneurship and innovation Why study entrepreneurship at graduate/post graduate levels?
Why entrepreneurship education?
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Entrepreneurs are not "born"…they "become" through the experiences of their lives Entrepreneurs have a great diversity of personal characteristics, the common one: being willing to take a risk in return for a profit. Anyone can be an entrepreneur at any time of one's life. Entrepreneurship Education enables employees to be more successful as a result of understanding the operations of a business and the problems of their boss. Entrepreneurs are found in every occupation or career cluster.
Foundation for the entrepreneurship education
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Although there is no educational degree requirement to become an entrepreneur, it is helpful to develop good support skills including communications, interpersonal abilities, economic understanding, digital skills, marketing, management, and math/finance skills. Entrepreneurship education opportunities are important at all levels of education, from experiences for elementary school children through skill development for existing entrepreneurs. The definition of "entrepreneurship success" varies with reaching the goals of the individual, from part-time income to fast-growing corporate structures.
A Lifelong Learning Process
Risk or Opportunity?
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Only 1 in 7 of those businesses that "disappear" actually "fail" Of those who actually failed, n 53% became owners of another business n 73.2% said they plan to start a business in the future What are some of the reasons businesses disappear? n Sold the idea to another person or company n Found a better idea for a business n Invented a different type of product n Moved the business to another state or country n The market for this type of business disappeared or became too competitive n Preferred to work for someone else instead n Owner died or became disabled n Actually failed/went bankrupt Remember......NOT ALL CHANGE MEANS FAILURE IF YOU MISS AN OPPORTUNITY... . . . IT MIGHT EVEN BE A BIGGER FAILURE
All Aspects of the Industry
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Nature of Small Business Types of Ownership Global Markets Business Opportunities The Business Plan Financing the Business Legal Issues Location Operations Marketing Analysis Promotion, Selling Pricing Strategy Human Resources Financial Analysis Customer Credit Risk Management Help for the Entrepreneur
Entrepreneurship
Entrepreneurship may be defined as searching and discovering opportunities; innovating new methods / techniques / products /processes / markets; collecting and investing financial resources; mobilising, motivating and coordinating other productive resources; taking ultimate responsibility for management and providing leadership.
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Entrepreneurship
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Entrepreneurship is an economic, technological and social - cultural phenomenon It is reflection of economic activities in an economy
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Level of investment Employment generation Capacity building Economic growth
Entrepreneurship
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It depends upon technology and it boosts technology
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Direct link between technology and innovation and investment Each promotes the other: together they form a virtuous circle and lack of either creates a void in the circle.
Technology
Investment
Innovation
Entrepreneurship
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Significantly affected by social and cultural environment.
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In every society masses seek employment for certain returns and only few dare to create employment. Many societies are entrepreneurial by nature; while some are very risk aversive.
Who can be an entrepreneur?
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Achievement oriented Hard working Non-conformist Strong leader Tough minded Self-confident Risk-taker Flexible Goal-setter Enthusiastic Optimistic Resourceful Independent
Who can be an entrepreneur?
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ENTREPRENEURS BEHAVE DIFFERENTLY BECAUSE THEY... Risk their own money Must find customers to survive Organize their own work Are vulnerable to economic change Have income that varies with market success Make all the final decisions Need a wide range of management skills Handle diverse activities at the same time Depend on their own ability to market and sell Work longer hours...at least at first Are open to change as a necessity of existence
Key Ingredients For Entrepreneurship
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Personal characteristics Technical know-how Marketable idea Contacts for assistance Financial resources Potential customers Supportive lifestyle Leadership experience Personal motivation
Types of Entrepreneurs
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Self-Employed Team Builders Inventors Pattern Multipliers Economy of Scale Operators Acquirers Speculators Internal Entrepreneurs Step siai
Entrepreneurship: Theoretical Evolution
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Early concepts
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Cantillon (1755)
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First to use the term ‘entrepreneurship’ Explained entrepreneur as ‘speculative Middlemen’ Primary cause and bearer of uncertainty In an uncertain world entrepreneur provides ‘responsible direction to economic life’
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Knight (1921)
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Early concepts
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Knight divided economically active population on basis of specialised income and nature of income.
Category Function
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Income
Entrepreneurs (few in number)
Buys inputs at fixed nResidual income nUncertain profit price nSells output at uncertain price Provides productive Guaranteed fixed services to income/wages entrepreneur
Labour (Masses)
Early concepts
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Schumpeter (1934)
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Macro economic perspective Entrepreneur induces economic change and responds to market opportunities emerging from such change Disturbs economy’s circular flow of income and establishes new equilibrium Innovator reaps supernormal profits until imitators enter and force price-cost conformity
Early concepts
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Both Knight and Schumpeter treat entrepreneur as change agent and innovator and give importance to ‘uncertainty’ which is immeasurable. Innovation, new opportunities and uncertainty are chief motivators to the few who are ‘willing and able’ to exploit them
Market facilitator
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Casson (1982, 1990)
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Entrepreneur is one who specialises in judgmental decisions about the coordination of scarce resources.
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Either by being better informed Or by having greater insight
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There are obstacles associated with introduction of any form of innovation and the corresponding market making activities require to overcome them. These market making activities need considerable efforts while payoffs are uncertain.
Market facilitator
Obstacles to market
No contact between buyer and seller
Market making activities
Contact making via search and advertisement
No knowledge of reciprocal wants Communication of specification of trade to each party No agreement over price No confidence that goods correspond to specifications Negotiation Monitoring (screening quality, measuring quantity, timing delivery)
No confidence that restitution will enforcement be made for default
Market facilitator
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Realistic possibilities of entrepreneurship when:
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Individuals have least risk averse attitude Have access to highly specialised information Access to financial, human and other resources Market credibility/family support Adequate technical and negotiating skills
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All these not randomly distributed or found in many individuals Not necessarily owner-manager (small scale) firm.
Governance structure
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Coase (1937)
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High transaction costs involved in making markets hence firm could act as least cost coordinator of factor inputs. Certain types of transactions offer greater scope of opportunism than others. Efficiency in terms of nature and costs of organising transactions vary with different organisational arrangements.
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Williamson (1979, 1981, 1985)
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Governance structure
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Scope of opportunism and the most appropriate organisational forms for controlling it related to three attributes:
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Asset specificity Uncertainty frequency
Asset specificity
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Highly specialised: no alternative use available
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Thinly traded Investment locked in; irreversible
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Owner of the asset gains additional advantage by being first mover
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Market opportunity created
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Entrepreneur requires to internalise the asset to minimise opportunism
Uncertainty
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Due to bounded rationality Inability to make detailed plans Difficulty in drawing, implementing and monitoring a contingency plan Flexible and evolving structure to control opportunism
Frequency
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Greater the frequency of transaction greater the need for monitoring Investment in sophisticated monitoring and control system Objective is to reduce bargaining cost
Individual characteristics
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McClelland (1961)
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Need for achievement Desire for independence Opportunistic, adventurous, ideas person, innovator with a tendency to adopt a broad financial strategy
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Bolton Report (1971)
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Chell (1991)
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Change Agent
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Peter Drucker (1970)
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Entrepreneur create some thing new, something different Change or translate values for uncertain returns
Socio-economic Background
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Burrows and Curran (1991): many background factors responsible
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Findings show following results
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Age groups of 35-44 and post 65 more likely to be entrepreneur Family background Ethnic origin Social marginalisation
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Somehow impact of education not certain as it works with many other factors, like employment alternatives and industrial sector needs.
Situational factors
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Mason (1991); Storey and Strange (1992)
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Personal characteristics and socio-economic background determine latent entrepreneurship Environment opportunities/constraints critical in turning this latency into reality Basic economy of a region is important
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Labour market prospects Public policy measures Industrialisation
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Unemployed workers are pushed into self employment Prosperous persons are pulled into self employment by opportunities The economic potential and ability to generate significant employment opportunities of ‘push’ entrepreneurs will be different from created by ‘pull’ factors.
New concepts
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Intrapreneur Social entrepreneur Edupreneur Academic Entrepreneur Endeavour entrepreneur
Intrapreneurship
ANJU SINGH ANJULA RANI
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What is Intrapreneurship? Intrapreneur Vs Entrepreneur. Intrapreneurship Environment. Why should organizations embrace Intrapreneurs ? Intrapreneurial Activity. How does Business benefit? How do Intrapreneurs benefit?
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Definition
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Intrapreneurship is the practice of using entrepreneurial skills without taking on the risks or accountability associated with entrepreneurial activities. Intrapreneurs are employees who work within a business in an entrepreneurial capacity, creating innovative new products and processes for the organization.
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Intrapreneur
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In an article in The Economist in 1976, Norman Macrae predicted a number of trends in business one of them being "that dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves". During eighties, Gifford and Elizabeth Pinchot were developing their concept of intra-corporate entrepreneur. They coined the word intrapreneur giving credit for their thinking to the 1976 article by Macrae.
Intrapreneur
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An intrapreneur is an entrepreneur within a large firm. An intrapreneur would initially have to risk something of value - a portion of their salary, for instance. The intrapreneur could then sell the completed project for both cash bonuses and intra-capital which could be used to develop future projects.
10 commandments for Intrapreneurs
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Do any job needed to make your project work regardless of your job description. Share credit wisely. Remember, it is easier to ask for forgiveness than permission. Come to work each day willing to be fired. Ask for advice before asking for resources. Follow your intuition about people; build a team of the best. Build a quiet coalition for your idea; early publicity triggers the corporate immune system. Never bet on a race unless you are running in it. Be true to your goals, but realistic about ways to
Intrapreneur Vs Entrepreneur
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Funding
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company/organization often has capital to fund the project intrapreneurs do not have to worry about finding the talent to get tasks performed intrapreneurs can use the branding of the company/organization to get their ideas to take root
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Manpower
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Branding
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Intrapreneurship Environment
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New ideas encouraged Allow employees to take risks without fear of reprisals Trial and error encouraged. Failure ok! Resources available and accessible Long time horizon Appropriate reward system Sponsors and champions available Support of top management
Why should organizations embrace Intrapreneurs ?
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Innovation To create and bring into use profitable new products, processes, services, and ways of doing business.
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Creation of new or alternative products Opening of a new market Capture of new sources of supply
Intrapreneurial Activity
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Spotting ways to improve service Save time, money, or make life easier Visualizing variations of current products / services Realizing new communication avenues with customers Enhancing the quality New ways to get the job done quicker or smarter
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How does Business benefit?
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Firms create competitive advantages by discovering new and better ways to compete in an industry and bringing them to market. An enterprise that does not daily innovate inevitably ages and declines Even in a successful business the disease of bureaucracy and complacency is dangerous Best way to retain talented staff.
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How do Intrapreneurs benefit?
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Flexibility Less restrictions but supportive environment Recognition Their ideas are vehicles towards advancement Increased value to organization - increased PAYCHECK
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Companies that get it
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Kinetic India
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Zing Ipod Orkut Google News
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Apple
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Google
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References
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www.ourlifexp.com/life-xperiences/what-is-intrapr www.en.wikipedia.org/wiki/Intrapreneurship www.smallbusinessnotes.com/choosing/intrapren “Intrapreneurs, the toast of corporate innovation”, SANDHYA IYER,The Times of India, 19 Feb 2004
SOCIAL ENTREPRENEURSHIP
A FIRST HAND ACCOUNT
JogAshish Chowdhury Achyut Mishra
WHAT IS SOCIAL ENTREPRENEURSHIP ?
Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide scale change. n Social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps.
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Social Entrepreneurs
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Entrepreneurs are innovative, highlymotivated, and critical thinkers. When these attributes are combined with the drive to solve social problems, a Social Entrepreneur is born. Social entrepreneurs and social enterprises share a commitment to furthering a social mission and improving society. Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems.
Social Entrepreneur
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Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps. Some of the basic definitional issues that remain include the choice of for-profit / nonprofit structure, the necessity of earned-income strategies among nonprofits, and the degree to which social entrepreneurs/enterprises can manage the toughest social and environmental issues.
THE DIFFERENCE LIES HERE……………
Social entrepreneurship is
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about applying practical, innovative and sustainable approaches to benefit society in general, with an emphasis on those who are marginalized and poor. ·a term that captures a unique approach to economic and social problems, an approach that cuts across sectors and disciplines. ·grounded in certain values and processes that are common to each social entrepreneur, independent of whether his/ her area of focus has been education, health, welfare reform, human rights, workers' rights, environment, economic development, agriculture, etc., or whether the organizations they set up are non-profit or for-profit entities
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SOCIAL ENTREPRENEUR SHOULD belief in the innate capacity of all people to an unwavering HAVE…
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contribute meaningfully to economic and social development a driving passion to make that happen.
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a practical but innovative stance to a social problem, often using market principles and forces, coupled with dogged determination, that allows them to break away from constraints imposed by ideology or field of discipline, and pushes them to take risks that others wouldn't dare. a zeal to measure and monitor their impact. Entrepreneurs have high standards, particularly in relation to their own organization’s efforts and in response to the communities with which they engage. Data, both quantitative and qualitative, are their key tools, guiding continuous feedback and improvement. bureaucracies. They cannot sit back and wait for change a healthy impatience. Social entrepreneurs don’t do well in
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happen – they are the change drivers.
HISTORY
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The terms social entrepreneur and social entrepreneurship were first used in the literature on social change in the 1960 and 1970s . It came into widespread use in the 1980s and 1990s, promoted by Bill Drayton the founder of Ashoka: Innovators for the Public and others such as Charles Leadbeater . From the 1950s to the 1990s Michael Young was a leading promoter of social enterprise and in the 1980s was described by Professor Daniel Bell at Harvard as 'the world's most successful entrepreneur of
Social Entrepreneurship
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Greg Dees is often considered the father of Social Entrepreneurship as an academic subject. Courses in Social Entrepreneurship, particularly those that tell stories of especially charismatic leaders, are very popular on campus. Social Entrepreneurship coursework and extracurricular activities are rarely connected to the mainstream, for-profit, business training of the rest of the MBA program.
Social Entrepreneurship
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Obstacles that social entrepreneurship faces in education: “Business schools still view social entrepreneurship as a practice, not a discipline; it is the same difficulty that entrepreneurship was faced with when it began. There is not enough academic research out there right now; there needs to be more in order to advance the credibility of social entrepreneurship as an academic field.” What brings students into the classroom: “It’s not just the use of earned income…it’s that the organizations we focus on are engaged in innovative, creative ways to tackle social problems; what attracts students is the innovation and…the willingness to look across sector boundaries for creative solutions. What they’re interested in is using their business skills to solve social problems.”
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HOW SOCIAL ENTERPRISE WORK ?
LIVE EXAMPLES Barefoot College Tilonia, Ajmer
COLLEGE, TILONIA, Roy, with the Began in 1972 by Mr. Bunker conviction that solutions to rural problems RAJASTHAN lie within the community.
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Benefits the poorest of the poor who have no alternatives. • Believes in the system of non-certification to its students. • Serves a population of over 1,25,000 people both in immediate as well as distant areas.
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MAIN AREAS OF ACTION
Drinking water. n Rainwater harvesting n Solar power n Night schools n Health centers n Environment n Housing n Income generation n Traditional media
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TILONIA : THE LENSE SPEAKS …………..
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THE ENTERPRISE MODEL AT TILONIA
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Every economic activity is focused towards self sustainability. The entire village is powered by solar powered systems. department of barefoot today trains international students from underdeveloped nations. Village schools are independent of Govt. initiatives & extremely successful. Barefoot students are also providing consultancy services to global organizations like McKinsey, KPMG, World Bank The village houses three retail malls. A huge electronics training etc. Regularly organize Village Enterprise Parliaments to solve problems & strategize for future. International acclaim for the model of self sustainability Generous funding by global organizations likeWorld Bank, UNDP, Deutsche Welthungerhilfe (Germany), Asian Development Bank & Govt. of India, African nations, south American nations etc.
NAANDI FOUNDATION
ANDHRA PRADESH
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Founded in 1998 with work in mainly 3 broad sectors: Child Rights, Safe Drinking Water and Sustainable Livelihoods. Works on different PPP projects in challenging avenues. Are active in Andhra Pradesh, Chattisgarh, Rajasthan, Maharashtra, Punjab, Orissa, Nagaland. Working with small & marginal farmers in tribal & rural areas for better yield of produce through organic farming. Puts up community tanks in regions with extreme water scarcity. Provides Mid- Day meals to more than 300 districts across various states.
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WORLDS BIGGEST KITCHEN
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Nandi Foundation, Hyderabad has the worlds biggest kitchen facility in the world. Prepares mid-day meals for six lakh students across various districts of Andhra Pradesh. The kitchens use hi-tech infrastructure contributed by donations and government support for PPP projects. Use technologies like GPS, NETRA etc to work out the entire logistics, transportation and distribution of the food to the schools. Each truck reaches 13 schools with 50 containers within 12.30 p.m. everyday. Uses eco-friendly Steam Technology to prepare the food.
THE ROAD AHEAD ………..
Enterprise Led Development is the mantra to solve all the present existential crisis faced by the underdeveloped nations today. n Thus, the future presents enormous oppurtunities for the development of society through self sustainable enterprise models.
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REFERENCES
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"The
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Social Entrepreneur Bill Drayton". US News & World Report (2005-10-31). Retrieved on January 25, 2009 'The Rise of the Social Entrepreneur, Demos, London, 1996 "The Nobel Peace Prize 2006". Nobel Foundation (2006). Retrieved on January 25, 2009. "Business-Social Ventures Reaching for Major Impact". Changemakers (11-2003). Retrieved on January 25, 2009 Marianne Bray, For Rural Women, Land Means Hope, CNN.com, 2005-10-03. Retrieved on January 25, 2009 Sheila Kinkade, Christina Macy, Our Time Is Now: Young People Changing the World, ISBN 0977231909 "25 Entrepreneurs who are changing the world". Retrieved on January 25, 2009
E- Entrepreneurship
PresentersMamta Wadhwa Ashish kumar
E-entrepreneur
An
e-entrepreneur
is defined as an individual
willing to take the risk of investing time and money in an electronic business that has the potential to make a profit or incur a loss.
E-Entrepreneurship: Fact file
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In the early 1990s, electronic data interchange was standardized and companies could reliably complete transactions among themselves. In 1992, CompuServe offered online retail products to its customers. Netscape arrived on the scene in 1994 and provided users with a simple and colorful browser with which to surf the Internet.
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E-Entrepreneurship (Virtual Business)
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Does not have a material space designed to receive customers Transacts most of its business online Can deal with customers from any location that offers Internet capability
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Shift in the orientation …….
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Earlier product characteristics decide whether product is successful or not. Either cost leadership/ quality leadership. Emergence of availability leadership and demand leadership…… Information economy
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Key areas for E- Entrepreneurship
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Financial services Entertainment Health care Education Government
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Resource based view and E-Entrepreneurship
Resources can be
- Physical Resources RReputational OOrganizational F Financial I Intellectual T - Technological
More on E-Entrepreneurship…
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Value pricingWhat is the value of information to the consumer? Versioning- Product Differentiation Intellectual Property- Protection Lock –in – Switching cost to the consumers
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Network and positive feedback Cooperation and Compatibility
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E-Business models
B2B – Business to Business
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B2B is a term commonly used to describe commerce transactions between businesses like the one between a manufacturer and a wholesaler or a wholesaler and a retailer i.e. both the buyer and the seller are business entity. It was originally coined to describe the electronic communications between businesses or enterprises. Example: India Mart
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B2C – Business to Consumer
Business-to-Consumer (B2C, sometimes also called Business-to-Customer) describes activities of businesses serving end consumers with products and/or services though internet.
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Example- Amazon.com, eToys.com, CDnow.com
B2C – Business to Consumer
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Portal Models n Horizontal portals – general search engines
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Broad range of topics, shallow depth Links to various malls, stores, auctions, sources Altavista.com, Hotbot.com, Yahoo.com, Google
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Vertical portals – specialist:- TRhubnet.com is an international business place where professionals and business people from around the world can meet on line to track down useful information and to create new business opportunities
Bricks-and-clicks model
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Bricks-and-clicks is a business model by which a company integrates both offline (bricks) and online (clicks) presences. It is also known as click-andmortar or clicks-and-bricks.
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For example, an electronics store may allow the user to order online, but pick up their order immediately at a local store, which the user finds using locator software. Conversely, a furniture store may have displays at a local store from which a customer can order an item electronically for delivery.
Google
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Google Inc. is an American public corporation, earning revenue from advertising related to its internet search, e-mail, online mapping, office productivity, social networking and video sharing services as well as selling advertising-free versions of the same technologies. The Google headquarters, the Gooleplex, is located in Mountain View, California. As of December 31, 2008, the company has 20,222 full-time employees.
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Founder : Larry Page
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Born: March 26, 1973 (age 35) Lansing, Michigan Occupation: Co-Founder & President of Products of Google Inc. Net worth: $15.8 billion USD (2008)
Founder: Sergey Mikhailovich Brin
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Born: August 21, 1973 Moscow, Soviet Union Occupation Computer scientist, technology innovator, entrepreneur Employer: Google, Inc., Mountain View, California Title: Co-founder and President Salary USD $1 (2008) Net worth: US$18.7 billion
Business concept
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Advertising..
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99% of Google's revenue is derived from its advertising programs. Works on cost per click and cost per view scheme.
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Software products..
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Google web search engine Gmail Google Video desktop applications-Google Desktop, Picasa, Google Earth etc.
Dell Computers (Round Rock, Texas, USA)
Dell, Incorporation is a computer hardware manufacturer and distributor. The company is one of the world's largest computer distributors in terms of both quantity of units sold and gross income, and one of the United States' largest corporations. From 1999 until 2006 Dell delivered more complete computer systems worldwide per quarter than any other PC manufacturer.
Founder of Dell Computers
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Born - February 23, 1965 (1965-02-23) (age 43) Houston, Texas, U.S. Occupation - CEO and founder, Dell, Inc.
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Business Concept
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Delivering the Best Possible Customer Experience Focus On the Best Solution, not the Best Technology Teaching Innovative Thinking Getting Feedback from Customers and Suppliers Sustainable Competitive Advantage
References
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BOOK
Dollinger J. Marc, Entrepreneurship(strategies and resources),2003, Pearson education, Delhi, pg (177-203)
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WEBSITES
“E-Entrepreneurs”http://www.itu.int/ITUD/ict_stories/themes/entrepreneurship.html accessed on 27-01-09 “E-Entrepreneurs”http://www.scribd.com/doc/2896198/ entrepreneurship accessed on 27-01-09 “E- Entrepreneurship”http://www.ebusinesslehrstuhl.de/inhalte/beteilig/pdf/322_340.pdf accessed on 27-
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Cont…
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“Dell computers”http://en.wikipedia.org/wiki/Dell/ accessed on 2701-09 “Dell computers”http://www.dell.com/ accessed on 27-01-09 “Google”http://en.wikipedia.org/wiki/History_of_Google/ accessed on 27-01-09 “Google”http://www.google.com/corporate/execs.html/ accessed on 27-01-09 “business models” www.it.uom.gr/teaching/distrubutedSite/platoAcadiau_ca/Slides/EComm_Models.ppt - accessed on 27-01-09 “ brick and click” en.wikipedia.org/wiki/Bricks_and_clicks - 24kaccessed on 27-01-09
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EDUPRENEURS
ROLI SRIVASTAVA(07MB35) SWATI AGRAWAL(07MB28)
Edupreneur or Educational Entrepreneur
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Edupreneur is a person within a school/organization who takes hands on responsibility in creating and developing a program, product, service, and/or technology for the enhancement of learning consistent with the stated goals of and supported by that organization. Edupreneur acts as a means to both improve the learning opportunities for students and simultaneously to encourage creative teachers to stay within the system.
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Examples
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Founders of
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are Edupreneurs
Private schools Private colleges Coaching institutes
Anwar- Edupreneur of Hyderabad
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Runs four schools for children of slum dwellers - children of mechanics, laborers, farmers, truck drivers Is constructing a school specially for girls Spends two hours every morning talking to parents about their children’s performance
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Contd…
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Students’ report cards have graphs depicting their performance and pictorial depictions so that illiterate parents monitor their children’s progress Problems faced
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constant struggle with public bureaucrats to obtain legal recognition scarce resources common fee defaults (a significant fraction of participating parents are poor)
K.R.Maalathi- Edupreneur of Chennai
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Owner of KRM Training and Consultancy Services Pvt. Ltd., an education and business consultancy firm, established in 2004 Has helped put up schools like Monarch International School (estd. June 2008) at Coimbatore, Lords’ International School, Chennai (estd. 2006) Is director of franchisee of Kip McGrath World Wide Education Centre (KMWEC) in Tamil
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Guides school managements in:
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Drafting vision and mission statements Framing school policy Designing campuses Drafting curriculums Meeting staffing and training needs Completing board affiliation procedures Drawing up institutional promotion strategies
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Now aims to improve primary education by
doc_150637123.pptx
Why entrepreneurship education? What is Entrepreneurship? Who is an entrepreneur? Relation between entrepreneurship and innovation nWhy study entrepreneurship at graduate/post graduate levels?
Entrepreneurship and Project Management
Click to edit Master subtitle style
Contents
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Why entrepreneurship education? What is Entrepreneurship? Who is an entrepreneur? Relation between entrepreneurship and innovation Why study entrepreneurship at graduate/post graduate levels?
Why entrepreneurship education?
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Entrepreneurs are not "born"…they "become" through the experiences of their lives Entrepreneurs have a great diversity of personal characteristics, the common one: being willing to take a risk in return for a profit. Anyone can be an entrepreneur at any time of one's life. Entrepreneurship Education enables employees to be more successful as a result of understanding the operations of a business and the problems of their boss. Entrepreneurs are found in every occupation or career cluster.
Foundation for the entrepreneurship education
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Although there is no educational degree requirement to become an entrepreneur, it is helpful to develop good support skills including communications, interpersonal abilities, economic understanding, digital skills, marketing, management, and math/finance skills. Entrepreneurship education opportunities are important at all levels of education, from experiences for elementary school children through skill development for existing entrepreneurs. The definition of "entrepreneurship success" varies with reaching the goals of the individual, from part-time income to fast-growing corporate structures.
A Lifelong Learning Process
Risk or Opportunity?
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Only 1 in 7 of those businesses that "disappear" actually "fail" Of those who actually failed, n 53% became owners of another business n 73.2% said they plan to start a business in the future What are some of the reasons businesses disappear? n Sold the idea to another person or company n Found a better idea for a business n Invented a different type of product n Moved the business to another state or country n The market for this type of business disappeared or became too competitive n Preferred to work for someone else instead n Owner died or became disabled n Actually failed/went bankrupt Remember......NOT ALL CHANGE MEANS FAILURE IF YOU MISS AN OPPORTUNITY... . . . IT MIGHT EVEN BE A BIGGER FAILURE
All Aspects of the Industry
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Nature of Small Business Types of Ownership Global Markets Business Opportunities The Business Plan Financing the Business Legal Issues Location Operations Marketing Analysis Promotion, Selling Pricing Strategy Human Resources Financial Analysis Customer Credit Risk Management Help for the Entrepreneur
Entrepreneurship
Entrepreneurship may be defined as searching and discovering opportunities; innovating new methods / techniques / products /processes / markets; collecting and investing financial resources; mobilising, motivating and coordinating other productive resources; taking ultimate responsibility for management and providing leadership.
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Entrepreneurship
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Entrepreneurship is an economic, technological and social - cultural phenomenon It is reflection of economic activities in an economy
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Level of investment Employment generation Capacity building Economic growth
Entrepreneurship
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It depends upon technology and it boosts technology
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Direct link between technology and innovation and investment Each promotes the other: together they form a virtuous circle and lack of either creates a void in the circle.
Technology
Investment
Innovation
Entrepreneurship
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Significantly affected by social and cultural environment.
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In every society masses seek employment for certain returns and only few dare to create employment. Many societies are entrepreneurial by nature; while some are very risk aversive.
Who can be an entrepreneur?
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Achievement oriented Hard working Non-conformist Strong leader Tough minded Self-confident Risk-taker Flexible Goal-setter Enthusiastic Optimistic Resourceful Independent
Who can be an entrepreneur?
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ENTREPRENEURS BEHAVE DIFFERENTLY BECAUSE THEY... Risk their own money Must find customers to survive Organize their own work Are vulnerable to economic change Have income that varies with market success Make all the final decisions Need a wide range of management skills Handle diverse activities at the same time Depend on their own ability to market and sell Work longer hours...at least at first Are open to change as a necessity of existence
Key Ingredients For Entrepreneurship
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Personal characteristics Technical know-how Marketable idea Contacts for assistance Financial resources Potential customers Supportive lifestyle Leadership experience Personal motivation
Types of Entrepreneurs
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Self-Employed Team Builders Inventors Pattern Multipliers Economy of Scale Operators Acquirers Speculators Internal Entrepreneurs Step siai
Entrepreneurship: Theoretical Evolution
Click to edit Master subtitle style
Early concepts
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Cantillon (1755)
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First to use the term ‘entrepreneurship’ Explained entrepreneur as ‘speculative Middlemen’ Primary cause and bearer of uncertainty In an uncertain world entrepreneur provides ‘responsible direction to economic life’
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Knight (1921)
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Early concepts
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Knight divided economically active population on basis of specialised income and nature of income.
Category Function
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Income
Entrepreneurs (few in number)
Buys inputs at fixed nResidual income nUncertain profit price nSells output at uncertain price Provides productive Guaranteed fixed services to income/wages entrepreneur
Labour (Masses)
Early concepts
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Schumpeter (1934)
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Macro economic perspective Entrepreneur induces economic change and responds to market opportunities emerging from such change Disturbs economy’s circular flow of income and establishes new equilibrium Innovator reaps supernormal profits until imitators enter and force price-cost conformity
Early concepts
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Both Knight and Schumpeter treat entrepreneur as change agent and innovator and give importance to ‘uncertainty’ which is immeasurable. Innovation, new opportunities and uncertainty are chief motivators to the few who are ‘willing and able’ to exploit them
Market facilitator
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Casson (1982, 1990)
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Entrepreneur is one who specialises in judgmental decisions about the coordination of scarce resources.
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Either by being better informed Or by having greater insight
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There are obstacles associated with introduction of any form of innovation and the corresponding market making activities require to overcome them. These market making activities need considerable efforts while payoffs are uncertain.
Market facilitator
Obstacles to market
No contact between buyer and seller
Market making activities
Contact making via search and advertisement
No knowledge of reciprocal wants Communication of specification of trade to each party No agreement over price No confidence that goods correspond to specifications Negotiation Monitoring (screening quality, measuring quantity, timing delivery)
No confidence that restitution will enforcement be made for default
Market facilitator
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Realistic possibilities of entrepreneurship when:
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Individuals have least risk averse attitude Have access to highly specialised information Access to financial, human and other resources Market credibility/family support Adequate technical and negotiating skills
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All these not randomly distributed or found in many individuals Not necessarily owner-manager (small scale) firm.
Governance structure
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Coase (1937)
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High transaction costs involved in making markets hence firm could act as least cost coordinator of factor inputs. Certain types of transactions offer greater scope of opportunism than others. Efficiency in terms of nature and costs of organising transactions vary with different organisational arrangements.
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Williamson (1979, 1981, 1985)
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Governance structure
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Scope of opportunism and the most appropriate organisational forms for controlling it related to three attributes:
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Asset specificity Uncertainty frequency
Asset specificity
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Highly specialised: no alternative use available
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Thinly traded Investment locked in; irreversible
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Owner of the asset gains additional advantage by being first mover
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Market opportunity created
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Entrepreneur requires to internalise the asset to minimise opportunism
Uncertainty
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Due to bounded rationality Inability to make detailed plans Difficulty in drawing, implementing and monitoring a contingency plan Flexible and evolving structure to control opportunism
Frequency
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Greater the frequency of transaction greater the need for monitoring Investment in sophisticated monitoring and control system Objective is to reduce bargaining cost
Individual characteristics
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McClelland (1961)
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Need for achievement Desire for independence Opportunistic, adventurous, ideas person, innovator with a tendency to adopt a broad financial strategy
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Bolton Report (1971)
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Chell (1991)
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Change Agent
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Peter Drucker (1970)
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Entrepreneur create some thing new, something different Change or translate values for uncertain returns
Socio-economic Background
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Burrows and Curran (1991): many background factors responsible
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Findings show following results
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Age groups of 35-44 and post 65 more likely to be entrepreneur Family background Ethnic origin Social marginalisation
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Somehow impact of education not certain as it works with many other factors, like employment alternatives and industrial sector needs.
Situational factors
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Mason (1991); Storey and Strange (1992)
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Personal characteristics and socio-economic background determine latent entrepreneurship Environment opportunities/constraints critical in turning this latency into reality Basic economy of a region is important
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Labour market prospects Public policy measures Industrialisation
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Unemployed workers are pushed into self employment Prosperous persons are pulled into self employment by opportunities The economic potential and ability to generate significant employment opportunities of ‘push’ entrepreneurs will be different from created by ‘pull’ factors.
New concepts
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Intrapreneur Social entrepreneur Edupreneur Academic Entrepreneur Endeavour entrepreneur
Intrapreneurship
ANJU SINGH ANJULA RANI
Contents
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What is Intrapreneurship? Intrapreneur Vs Entrepreneur. Intrapreneurship Environment. Why should organizations embrace Intrapreneurs ? Intrapreneurial Activity. How does Business benefit? How do Intrapreneurs benefit?
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Definition
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Intrapreneurship is the practice of using entrepreneurial skills without taking on the risks or accountability associated with entrepreneurial activities. Intrapreneurs are employees who work within a business in an entrepreneurial capacity, creating innovative new products and processes for the organization.
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Intrapreneur
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In an article in The Economist in 1976, Norman Macrae predicted a number of trends in business one of them being "that dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves". During eighties, Gifford and Elizabeth Pinchot were developing their concept of intra-corporate entrepreneur. They coined the word intrapreneur giving credit for their thinking to the 1976 article by Macrae.
Intrapreneur
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An intrapreneur is an entrepreneur within a large firm. An intrapreneur would initially have to risk something of value - a portion of their salary, for instance. The intrapreneur could then sell the completed project for both cash bonuses and intra-capital which could be used to develop future projects.
10 commandments for Intrapreneurs
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Do any job needed to make your project work regardless of your job description. Share credit wisely. Remember, it is easier to ask for forgiveness than permission. Come to work each day willing to be fired. Ask for advice before asking for resources. Follow your intuition about people; build a team of the best. Build a quiet coalition for your idea; early publicity triggers the corporate immune system. Never bet on a race unless you are running in it. Be true to your goals, but realistic about ways to
Intrapreneur Vs Entrepreneur
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Funding
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company/organization often has capital to fund the project intrapreneurs do not have to worry about finding the talent to get tasks performed intrapreneurs can use the branding of the company/organization to get their ideas to take root
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Manpower
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Branding
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Intrapreneurship Environment
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New ideas encouraged Allow employees to take risks without fear of reprisals Trial and error encouraged. Failure ok! Resources available and accessible Long time horizon Appropriate reward system Sponsors and champions available Support of top management
Why should organizations embrace Intrapreneurs ?
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Innovation To create and bring into use profitable new products, processes, services, and ways of doing business.
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Creation of new or alternative products Opening of a new market Capture of new sources of supply
Intrapreneurial Activity
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Spotting ways to improve service Save time, money, or make life easier Visualizing variations of current products / services Realizing new communication avenues with customers Enhancing the quality New ways to get the job done quicker or smarter
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How does Business benefit?
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Firms create competitive advantages by discovering new and better ways to compete in an industry and bringing them to market. An enterprise that does not daily innovate inevitably ages and declines Even in a successful business the disease of bureaucracy and complacency is dangerous Best way to retain talented staff.
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How do Intrapreneurs benefit?
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Flexibility Less restrictions but supportive environment Recognition Their ideas are vehicles towards advancement Increased value to organization - increased PAYCHECK
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Companies that get it
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Kinetic India
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Zing Ipod Orkut Google News
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Apple
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References
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www.ourlifexp.com/life-xperiences/what-is-intrapr www.en.wikipedia.org/wiki/Intrapreneurship www.smallbusinessnotes.com/choosing/intrapren “Intrapreneurs, the toast of corporate innovation”, SANDHYA IYER,The Times of India, 19 Feb 2004
SOCIAL ENTREPRENEURSHIP
A FIRST HAND ACCOUNT
JogAshish Chowdhury Achyut Mishra
WHAT IS SOCIAL ENTREPRENEURSHIP ?
Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide scale change. n Social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps.
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Social Entrepreneurs
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Entrepreneurs are innovative, highlymotivated, and critical thinkers. When these attributes are combined with the drive to solve social problems, a Social Entrepreneur is born. Social entrepreneurs and social enterprises share a commitment to furthering a social mission and improving society. Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems.
Social Entrepreneur
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Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to take new leaps. Some of the basic definitional issues that remain include the choice of for-profit / nonprofit structure, the necessity of earned-income strategies among nonprofits, and the degree to which social entrepreneurs/enterprises can manage the toughest social and environmental issues.
THE DIFFERENCE LIES HERE……………
Social entrepreneurship is
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about applying practical, innovative and sustainable approaches to benefit society in general, with an emphasis on those who are marginalized and poor. ·a term that captures a unique approach to economic and social problems, an approach that cuts across sectors and disciplines. ·grounded in certain values and processes that are common to each social entrepreneur, independent of whether his/ her area of focus has been education, health, welfare reform, human rights, workers' rights, environment, economic development, agriculture, etc., or whether the organizations they set up are non-profit or for-profit entities
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SOCIAL ENTREPRENEUR SHOULD belief in the innate capacity of all people to an unwavering HAVE…
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contribute meaningfully to economic and social development a driving passion to make that happen.
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a practical but innovative stance to a social problem, often using market principles and forces, coupled with dogged determination, that allows them to break away from constraints imposed by ideology or field of discipline, and pushes them to take risks that others wouldn't dare. a zeal to measure and monitor their impact. Entrepreneurs have high standards, particularly in relation to their own organization’s efforts and in response to the communities with which they engage. Data, both quantitative and qualitative, are their key tools, guiding continuous feedback and improvement. bureaucracies. They cannot sit back and wait for change a healthy impatience. Social entrepreneurs don’t do well in
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happen – they are the change drivers.
HISTORY
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The terms social entrepreneur and social entrepreneurship were first used in the literature on social change in the 1960 and 1970s . It came into widespread use in the 1980s and 1990s, promoted by Bill Drayton the founder of Ashoka: Innovators for the Public and others such as Charles Leadbeater . From the 1950s to the 1990s Michael Young was a leading promoter of social enterprise and in the 1980s was described by Professor Daniel Bell at Harvard as 'the world's most successful entrepreneur of
Social Entrepreneurship
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Greg Dees is often considered the father of Social Entrepreneurship as an academic subject. Courses in Social Entrepreneurship, particularly those that tell stories of especially charismatic leaders, are very popular on campus. Social Entrepreneurship coursework and extracurricular activities are rarely connected to the mainstream, for-profit, business training of the rest of the MBA program.
Social Entrepreneurship
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Obstacles that social entrepreneurship faces in education: “Business schools still view social entrepreneurship as a practice, not a discipline; it is the same difficulty that entrepreneurship was faced with when it began. There is not enough academic research out there right now; there needs to be more in order to advance the credibility of social entrepreneurship as an academic field.” What brings students into the classroom: “It’s not just the use of earned income…it’s that the organizations we focus on are engaged in innovative, creative ways to tackle social problems; what attracts students is the innovation and…the willingness to look across sector boundaries for creative solutions. What they’re interested in is using their business skills to solve social problems.”
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HOW SOCIAL ENTERPRISE WORK ?
LIVE EXAMPLES Barefoot College Tilonia, Ajmer
COLLEGE, TILONIA, Roy, with the Began in 1972 by Mr. Bunker conviction that solutions to rural problems RAJASTHAN lie within the community.
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Benefits the poorest of the poor who have no alternatives. • Believes in the system of non-certification to its students. • Serves a population of over 1,25,000 people both in immediate as well as distant areas.
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MAIN AREAS OF ACTION
Drinking water. n Rainwater harvesting n Solar power n Night schools n Health centers n Environment n Housing n Income generation n Traditional media
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TILONIA : THE LENSE SPEAKS …………..
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THE ENTERPRISE MODEL AT TILONIA
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Every economic activity is focused towards self sustainability. The entire village is powered by solar powered systems. department of barefoot today trains international students from underdeveloped nations. Village schools are independent of Govt. initiatives & extremely successful. Barefoot students are also providing consultancy services to global organizations like McKinsey, KPMG, World Bank The village houses three retail malls. A huge electronics training etc. Regularly organize Village Enterprise Parliaments to solve problems & strategize for future. International acclaim for the model of self sustainability Generous funding by global organizations likeWorld Bank, UNDP, Deutsche Welthungerhilfe (Germany), Asian Development Bank & Govt. of India, African nations, south American nations etc.
NAANDI FOUNDATION
ANDHRA PRADESH
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Founded in 1998 with work in mainly 3 broad sectors: Child Rights, Safe Drinking Water and Sustainable Livelihoods. Works on different PPP projects in challenging avenues. Are active in Andhra Pradesh, Chattisgarh, Rajasthan, Maharashtra, Punjab, Orissa, Nagaland. Working with small & marginal farmers in tribal & rural areas for better yield of produce through organic farming. Puts up community tanks in regions with extreme water scarcity. Provides Mid- Day meals to more than 300 districts across various states.
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WORLDS BIGGEST KITCHEN
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Nandi Foundation, Hyderabad has the worlds biggest kitchen facility in the world. Prepares mid-day meals for six lakh students across various districts of Andhra Pradesh. The kitchens use hi-tech infrastructure contributed by donations and government support for PPP projects. Use technologies like GPS, NETRA etc to work out the entire logistics, transportation and distribution of the food to the schools. Each truck reaches 13 schools with 50 containers within 12.30 p.m. everyday. Uses eco-friendly Steam Technology to prepare the food.
THE ROAD AHEAD ………..
Enterprise Led Development is the mantra to solve all the present existential crisis faced by the underdeveloped nations today. n Thus, the future presents enormous oppurtunities for the development of society through self sustainable enterprise models.
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REFERENCES
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"The
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Social Entrepreneur Bill Drayton". US News & World Report (2005-10-31). Retrieved on January 25, 2009 'The Rise of the Social Entrepreneur, Demos, London, 1996 "The Nobel Peace Prize 2006". Nobel Foundation (2006). Retrieved on January 25, 2009. "Business-Social Ventures Reaching for Major Impact". Changemakers (11-2003). Retrieved on January 25, 2009 Marianne Bray, For Rural Women, Land Means Hope, CNN.com, 2005-10-03. Retrieved on January 25, 2009 Sheila Kinkade, Christina Macy, Our Time Is Now: Young People Changing the World, ISBN 0977231909 "25 Entrepreneurs who are changing the world". Retrieved on January 25, 2009
E- Entrepreneurship
PresentersMamta Wadhwa Ashish kumar
E-entrepreneur
An
e-entrepreneur
is defined as an individual
willing to take the risk of investing time and money in an electronic business that has the potential to make a profit or incur a loss.
E-Entrepreneurship: Fact file
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In the early 1990s, electronic data interchange was standardized and companies could reliably complete transactions among themselves. In 1992, CompuServe offered online retail products to its customers. Netscape arrived on the scene in 1994 and provided users with a simple and colorful browser with which to surf the Internet.
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E-Entrepreneurship (Virtual Business)
n
Does not have a material space designed to receive customers Transacts most of its business online Can deal with customers from any location that offers Internet capability
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Shift in the orientation …….
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Earlier product characteristics decide whether product is successful or not. Either cost leadership/ quality leadership. Emergence of availability leadership and demand leadership…… Information economy
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Key areas for E- Entrepreneurship
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Financial services Entertainment Health care Education Government
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Resource based view and E-Entrepreneurship
Resources can be
- Physical Resources RReputational OOrganizational F Financial I Intellectual T - TechnologicalMore on E-Entrepreneurship…
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Value pricingWhat is the value of information to the consumer? Versioning- Product Differentiation Intellectual Property- Protection Lock –in – Switching cost to the consumers
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Network and positive feedback Cooperation and Compatibility
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E-Business models
B2B – Business to Business
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B2B is a term commonly used to describe commerce transactions between businesses like the one between a manufacturer and a wholesaler or a wholesaler and a retailer i.e. both the buyer and the seller are business entity. It was originally coined to describe the electronic communications between businesses or enterprises. Example: India Mart
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B2C – Business to Consumer
Business-to-Consumer (B2C, sometimes also called Business-to-Customer) describes activities of businesses serving end consumers with products and/or services though internet.
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Example- Amazon.com, eToys.com, CDnow.com
B2C – Business to Consumer
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Portal Models n Horizontal portals – general search engines
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Broad range of topics, shallow depth Links to various malls, stores, auctions, sources Altavista.com, Hotbot.com, Yahoo.com, Google
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Vertical portals – specialist:- TRhubnet.com is an international business place where professionals and business people from around the world can meet on line to track down useful information and to create new business opportunities
Bricks-and-clicks model
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Bricks-and-clicks is a business model by which a company integrates both offline (bricks) and online (clicks) presences. It is also known as click-andmortar or clicks-and-bricks.
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For example, an electronics store may allow the user to order online, but pick up their order immediately at a local store, which the user finds using locator software. Conversely, a furniture store may have displays at a local store from which a customer can order an item electronically for delivery.
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Google Inc. is an American public corporation, earning revenue from advertising related to its internet search, e-mail, online mapping, office productivity, social networking and video sharing services as well as selling advertising-free versions of the same technologies. The Google headquarters, the Gooleplex, is located in Mountain View, California. As of December 31, 2008, the company has 20,222 full-time employees.
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Founder : Larry Page
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Born: March 26, 1973 (age 35) Lansing, Michigan Occupation: Co-Founder & President of Products of Google Inc. Net worth: $15.8 billion USD (2008)
Founder: Sergey Mikhailovich Brin
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Born: August 21, 1973 Moscow, Soviet Union Occupation Computer scientist, technology innovator, entrepreneur Employer: Google, Inc., Mountain View, California Title: Co-founder and President Salary USD $1 (2008) Net worth: US$18.7 billion
Business concept
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Advertising Software products Enterprise products
Advertising..
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99% of Google's revenue is derived from its advertising programs. Works on cost per click and cost per view scheme.
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Software products..
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Google web search engine Gmail Google Video desktop applications-Google Desktop, Picasa, Google Earth etc.
Dell Computers (Round Rock, Texas, USA)
Dell, Incorporation is a computer hardware manufacturer and distributor. The company is one of the world's largest computer distributors in terms of both quantity of units sold and gross income, and one of the United States' largest corporations. From 1999 until 2006 Dell delivered more complete computer systems worldwide per quarter than any other PC manufacturer.
Founder of Dell Computers
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Born - February 23, 1965 (1965-02-23) (age 43) Houston, Texas, U.S. Occupation - CEO and founder, Dell, Inc.
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Business Concept
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Delivering the Best Possible Customer Experience Focus On the Best Solution, not the Best Technology Teaching Innovative Thinking Getting Feedback from Customers and Suppliers Sustainable Competitive Advantage
References
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BOOK
Dollinger J. Marc, Entrepreneurship(strategies and resources),2003, Pearson education, Delhi, pg (177-203)
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WEBSITES
“E-Entrepreneurs”http://www.itu.int/ITUD/ict_stories/themes/entrepreneurship.html accessed on 27-01-09 “E-Entrepreneurs”http://www.scribd.com/doc/2896198/ entrepreneurship accessed on 27-01-09 “E- Entrepreneurship”http://www.ebusinesslehrstuhl.de/inhalte/beteilig/pdf/322_340.pdf accessed on 27-
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Cont…
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“Dell computers”http://en.wikipedia.org/wiki/Dell/ accessed on 2701-09 “Dell computers”http://www.dell.com/ accessed on 27-01-09 “Google”http://en.wikipedia.org/wiki/History_of_Google/ accessed on 27-01-09 “Google”http://www.google.com/corporate/execs.html/ accessed on 27-01-09 “business models” www.it.uom.gr/teaching/distrubutedSite/platoAcadiau_ca/Slides/EComm_Models.ppt - accessed on 27-01-09 “ brick and click” en.wikipedia.org/wiki/Bricks_and_clicks - 24kaccessed on 27-01-09
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EDUPRENEURS
ROLI SRIVASTAVA(07MB35) SWATI AGRAWAL(07MB28)
Edupreneur or Educational Entrepreneur
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Edupreneur is a person within a school/organization who takes hands on responsibility in creating and developing a program, product, service, and/or technology for the enhancement of learning consistent with the stated goals of and supported by that organization. Edupreneur acts as a means to both improve the learning opportunities for students and simultaneously to encourage creative teachers to stay within the system.
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Examples
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Founders of
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are Edupreneurs
Private schools Private colleges Coaching institutes
Anwar- Edupreneur of Hyderabad
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Runs four schools for children of slum dwellers - children of mechanics, laborers, farmers, truck drivers Is constructing a school specially for girls Spends two hours every morning talking to parents about their children’s performance
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Contd…
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Students’ report cards have graphs depicting their performance and pictorial depictions so that illiterate parents monitor their children’s progress Problems faced
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constant struggle with public bureaucrats to obtain legal recognition scarce resources common fee defaults (a significant fraction of participating parents are poor)
K.R.Maalathi- Edupreneur of Chennai
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Owner of KRM Training and Consultancy Services Pvt. Ltd., an education and business consultancy firm, established in 2004 Has helped put up schools like Monarch International School (estd. June 2008) at Coimbatore, Lords’ International School, Chennai (estd. 2006) Is director of franchisee of Kip McGrath World Wide Education Centre (KMWEC) in Tamil
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Contd…
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Guides school managements in:
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Drafting vision and mission statements Framing school policy Designing campuses Drafting curriculums Meeting staffing and training needs Completing board affiliation procedures Drawing up institutional promotion strategies
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Now aims to improve primary education by
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