Beruflich Dokumente
Kultur Dokumente
Affiliated to
ACKNOWLEDGEMENT
First and foremost, I thank the Almighty God,my parents,teachers and friends.
This project bears imprint of all those who have directly or indirectly
helped and extended their kind support in completing this project.
At the time of making this project I express my sincere gratitude to
all of them.
I express my profound gratitude to my project guide Prof., my
College
Dean
Mr.NEHERUJI
for
their
constant
guidance
and
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STUDENTS DECLARATION
I, Mr.Sunil B hereby declare that the Project Work titled STUDY ON
ENTREPRENEUR MANAGEMENT IN INDIA is the original work of
mine and submitted to the South Asian University in partial fulfillment
of requirements for the award of Master of Business Administration in
Entrepreneurship Management.
Date
Signature of student
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INTRODUCTION
India is a very young nation just over 61 years since independence setting out
on a path of sustained economic growth, for decades to come.
We already have over a billion fellow Indians. Within the next 20 years, we will
have 400 million people below the age of 35 years more than the entire
population of the United States! Each person, in this bold new generation, will be
in the prime of his or her life, striving for a better tomorrow creating, in the
process, new growth opportunities, for budding entrepreneurs!
On the most conservative basis, our domestic consumption, in virtually any sector,
has the potential to at least double, or treble, from current levels perhaps, just to
catch up with a country like China.
Then, there is the entire global opportunity, across diverse sectors internationally,
the "Made in India" tag is now an increasingly respected brand, valued for quality,
reliability, and competitiveness.
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Truly, with economic reforms in the country, and with the virtual removal of all
trade barriers, the world is now our market and our opportunity.
The pursuit of these opportunities requires an indomitable spirit of
entrepreneurship.
Entrepreneurship is often a difficult undertaking, as a vast majority of new
businesses fail. Entrepreneurial activities are substantially different depending on
the type of organization that is being started. Entrepreneurship ranges in scale from
solo projects (even involving the entrepreneur only part-time) to major
undertakings creating many job opportunities. Many "high-profile" entrepreneurial
ventures seek venture capital or angel funding in order to raise capital to build the
business. Angel investors generally seek returns of 20-30% and more extensive
involvement in the business
ENTREPRENEURSHIP
Definition
Entrepreneurship is neither science nor an art . It is the practice. It has a
knowledge base .
-- Peter Drucker
Entrepreneurship is the practice of starting new organizations or revitalizing
mature organizations, particularly new businesses generally in response to
identified opportunities.
Entrepreneurship is a creative human act involving the mobilization of resources
from one level of productive use to a higher level of use. "It is the process by
which the individual pursue opportunities without regard to resources currently
controlled."
Entrepreneurship involves a willingness to take responsibility and ability to put
mind to a task and see it through from inception to completion. Another ingredient
of entrepreneurship is sensing opportunities, while others see chaos, contradiction,
and confusion. Essence of Entrepreneurship is going against time with maturity
and serving as a change agent.
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SCOPE OF ENTREPRENEURSHIP
DEVELOPMENT IN INDIA
In India there is a dearth of quality people in industry, which demands high level of
entrepreneurship development programme through out the country for the growth
of Indian economy.
The scope of entrepreneurship development in country like India is tremendous.
Especially since there is widespread concern that the acceleration in GDP growth
in the post reforms period has not been accompanied by a commensurate
expansion in employment. Results of the 57th round of the National Sample
Survey Organization (NSSO) show that unemployment figures in 2003-04 were as
high as 8.9 million. Incidentally, one million more Indian joined the rank of the
unemployed between 2005-06 & 2007-08. The rising unemployment rate (9.2%
2008 est.) in India has resulted in growing frustration among the youth. In addition
there is always problem of underemployment. As a result, increasing the
entrepreneurial activities in the country is the only solace. Incidentally, both the
reports prepared by Planning Commission to generate employment opportunities
for 10 crore people over the next ten years have strongly recommended selfemployment as a way-out for teaming unemployed youth.
We have all the requisite technical and knowledge base to take up the
entrepreneurial challenge. The success of Indian entrepreneurs in Silicon Valley is
evident as proof. The only thing that is lacking is confidence and mental
preparation. We are more of a reactive kind of a people. We need to get out of this
and become more proactive. What is more important than the skill and knowledge
base is the courage to take the plunge. Our problem is we do not stretch ourselves.
However, it is appreciative that the current generations of youth do not have hangups about the previous legacy and are willing to experiment. These are the people
who will bring about entrepreneurship in India.
At present, there are various organizations at the country level & state level
offering support to entrepreneurs in various ways. The Govt. of India & various
State Govts. have been implementing various schemes & programs aimed at
nurturing entrepreneurship over last four decades. For example, MCED in
Maharashtra provides systematic training, dissemination of the information & data
regarding all aspects of entrepreneurship & conducting research in
entrepreneurship. Then there are various Govt. sponsored scheme for the budding
entrepreneurs.
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CHARACTERISTICS OF AN ENTREPRENEURSHIP
Future Perspective
Entrepreneurship as in the past will determine technical innovations, status of
social institutions and political management systems. On the basis of these factors,
we can expect the future to be a place where basic needs will remain and only the
wants will change. India will overcome the barriers of infrastructure; we will also
visualize a strong manufacturing and agricultural sector.
Entrepreneurs and not managers will be in demand, as only they will be equipped
to find order in chaos. The focus of entrepreneurial energy will shift from
achieving volume sales to fulfill a specific requirement. Governance will become
more transparent and will be willing to accept changes necessary for growth and
development. More autonomy will become the basis of all issues.
The future will see Entrepreneurship as the key driver of economic development
Technological obsolescence will become order of the day and there will be more
space for leisure. New businesses will be credited with providing variety of new
jobs in the economy. New and small business will also develop more than their
share of product and service innovation. At one end we will see the technological
upheavals in quick succession and on the other end there will be social value
systems and cultural issues undergoing slow but dynamic transformations.
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Dhirubhai Ambani
A proud son of this glorious state of Gujarat, and a man with long ties with this
wonderful city of Ahmedabad, was the greatest example of this spirit of
entrepreneurship!
In a short span of less than 25 years, and without even the benefit of a formal
education, Dhirubhai Ambani built Reliance, a first generation enterprise, into one
of the worlds 200 most profitable companies!
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He started out in life, working as a mere petrol pump attendant in Aden, Yemen. He
had no technical knowledge, of any of the businesses he wished to create in India.
Products & Brands
The Company expanded into textiles in 1975. Since its initial public offering in
1977, the Company has expanded rapidly and integrated backwards into other
industry sectors, most notably the production of petrochemicals and the refining of
crude oil.
The Company now has operations that span from the exploration and production
of oil and gas to the manufacture of petroleum products, polyester products,
polyester intermediates, plastics, polymer intermediates, chemicals and synthetic
textiles and fabrics.
The Company from time to time seeks to further diversify into other industries. In
January 2006, the Company approved a plan to establish a retail business through a
subsidiary Reliance Retail Limited that will operate, among other things,
supermarkets, convenience stores and specialty stores across India. The Company
approved initial expenditure of US$ 750 million to fund the initial stages of this
plan.
The Company's subsidiary Reliance Jamnagar Infrastructure Limited is currently
establishing infrastructure facilities such as roads and buildings for the proposed
Special Economic Zone (SEZ) at Jamnagar, Gujarat.
The Company's major products and brands, from oil and gas to textiles are tightly
integrated and benefit from synergies across the Company. Central to the
Company's operations is its vertical backward integration strategy; raw materials
such as PTA, MEG, ethylene, propylene and normal paraffin that were previously
imported at a higher cost and subject to import duties are now sourced from within
the Company. This has had a positive effect on the Company's operating margins
and interest costs and decreased the Company's exposure to the cyclicality of
markets and raw material prices. The Company believes that this strategy is also
important in maintaining a domestic market leadership position in its major
product lines and in providing a competitive advantage.
The Company's operations can be classified into four segments namely:
Petrochemicals business
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Others
Milestones
2007-2008
Shri Mukesh Ambani was awarded the Defence India Excellence Award
2007. The Award is a salute to those who have made the country proud.
Shri Mukesh Ambani was conferred the Indian of the Year Award by NDTV.
This is Indias most prestigious award for outstanding contribution towards the
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betterment of the nation. Shri Mukesh Ambani received the coveted award in the
Business Category.
Shri Mukesh Ambani was conferred the Outstanding Business Leader of the
Year Award by CNBC TV18.
Shri Mukesh Ambani was awarded the Business Leadership Award 2007 by
NDTV Profit.
Shri Mukesh Ambani was conferred the Leadership Award for Global Vision
by the United States India Business Council.
Ranked 269th in 2007 having moved up 73 places from the previous year.
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Hazira Manufacturing Division won the Golden Peacock Innovation Award 2007 for its Cyclohexane Recovery Process.
Information Technology
CIO of the Year Award for the best IT-enabled organization in India for the Year
2007.
Ones to Watch - CIO - USA Award, for figuring among the top 20 organizations
fostering excellence in IT team.
The Skoch Challenger Award conferred for the best IT Head (managing the most
IT enabled organization) of the Year 2007.
Best IT Implementation Award, by PC Quest for Knowledge Management
Systems portal (KMS).
CIO Excellence Award for Chemical Industry Information Technology Forum
for exemplary Information
Social Initiatives
Hazira Manufacturing Division won the Golden Peacock Global Award for
Corporate Social Responsibility - 2008.
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Oil and Natural Gas Corporation Limited (ONGC) (incorporated on June 23,
1993) is an Indian public sector petroleum company. It is a Fortune Global 500 company
ranked 335th, and contributes 77% of India's crude oil production and 81% of India's
natural gas production. It is the highest profit making corporation in India. It was set
up as a commission on August 14, 1956. Indian government holds 74.14% equity stake
in this company.
ONGC is one of Asia's largest and most active companies involved in exploration
and production of oil. It is involved in exploring for and exploiting hydrocarbons
in 26 sedimentary basins of India. It produces about 30% of India's crude oil
requirement. It owns and operates more than 11,000 kilometers of pipelines in
India. Until recently (March 2007) it was the largest company in terms of market cap
in India.
This company is awarded as the Best Oil and Gas company in Asia. It is the lone
contributor of about 84% India's oil and gas. This company is not only among the
leading Indian companies but also a leading company of oil and gas. The highest
profit making corporate of India is ONGC. It has 77% share in the crude oil
production of India. The company's main activity is to explore,refine, produce,
market and transport crude oil, natural gas etc.
FOUNDATION
In August 1956, the Oil and Natural Gas Commission was formed. Raised
from mere Directorate status to Commission, it had enhanced powers. In 1959,
these powers were further enhanced by converting the commission into a statutory
body by an act of Indian Parliament.
MILE STONE
Columbia University-ISB joint survey finds ONGC top Indian multinational
by foreign assets
April 20, 2009
ONGC advances to 152nd in Forbes Global 2000 metrics
April 19, 2009
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ONGC receives Leading Oil & Gas Corporate of the Year Award
INTERNATIONAL RANKINGS
ONGC has been ranked at 198 by the Forbes Magazine in their Forbes Global 2000 list
for the year 2007 .
ONGC has featured in the 2008 list of Fortune Global 500 companies at position 335, a
climb of 34 positions from rank of 369 in 2007.
ONGC is ranked as Asias best Oil & Gas company, as per a recent survey
conducted by US-based magazine Global Finance
2nd biggest E&P company (and 1st in terms of profits), as per the Platts Energy
Business Technology (EBT) Survey 2004
Ranks 24th among Global Energy Companies by Market Capitalization in PFC
Energy 50 (December 2004).
Economic Times 500, Business Today 500, Business Baron 500 and Business
Week recognizes ONGC as most valuable Indian corporate, by Market
Capitalization, Net Worth and Net ProfitS.
Global Ranking
ONGC ranks as the Numero Uno Oil & Gas Exploration & Production (E&P)
Company in Asia, as per Platts 250 Global Energy Companies List for the year
2007 based on assets, revenues, profits and return on
invested capital (ROIC) (September 2007).
ONGC ranks 20th among the Global publicly-listed
Energy companies as per PFC Energy 50 (Jan 2008)
ONGC is the only Company from India in the Fortune
Magazines list of the Worlds Most Admired Companies
2007.
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ONGC ranked 335th position as per Fortune Global 500 2008 list; up from 369th
rank last year, based on revenues, profits, assets and shareholders equity. ONGC
maintains top rank in terms of profits among seven
companies from India in the list.
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463
Type
Founded
Corporate Centre,
Headquarters Madam Cama Road,
Mumbai 400 021 India
Key people
Industry
Banking
Insurance
Capital Markets and allied industries
Products
Revenue
Net income
Total assets
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SBI owns 50% of Nepal SBI Bank, which has branches throughout the
country. In Moscow SBI owns 60% of Commercial Bank of India, with
Canara Bank owning the rest. In Indonesia it owns 76% of PT Bank
Indo Monex.
State Bank of India already has a branch in Shanghai and plans to open
one up in Tianjin
History
The roots of the State Bank of India rest in the first decade of 19th
century, when the Bank of Calcutta, later renamed the Bank of Bengal,
was established on 2 June 1806. The Bank of Bengal and two other
Presidency banks, namely, the Bank of Bombay (incorporated on 15
April 1840) and the Bank of Madras (incorporated on 1 July 1843). All
three Presidency banks were incorporated as joint stock companies, and
were the result of the royal charters. These three banks received the
exclusive right to issue paper currency in 1861 with the Paper Currency
Act, a right they retained until the formation of the Reserve Bank of
India. The Presidency banks amalgamated on 27 January 1921, and the
reorganized banking entity took as its name Imperial Bank of India. The
Imperial Bank of India continued to remain a joint stock company.
Pursuant to the provisions of the State Bank of India Act (1955), the
Reserve Bank of India, which is India's central bank, acquired a
controlling interest in the Imperial Bank of India. On 30 April 1955 the
Imperial Bank of India became the State Bank of India.
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Type
Founded
1964
Net income
Total assets
~36,217 (2006)
Page 23
the Fortune Global 500 list in the year 2008.It operates the widest and
the largest network of fuel stations in India which is about 17,606.Auto
LPG Dispensing Stations are started by the company and it helps reach
Indane Cooking Gas to 47.5 million households. The company's
products are diesel, petrol , Servo Lubricants etc.
It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil
Corporation was formed in 1964, with the merger of Indian Refineries
Ltd. Indian Oil and its subsidiaries account for a 47% share in the
petroleum products market, 40% share in refining capacity and 67%
downstream sector pipelines capacity in India. The Indian Oil Group of
Companies owns and operates 10 of India's 19 refineries with a
combined refining capacity of 60.2 million metric tons per year.
Products
Indian Oil's product range covers petrol, diesel, LPG, auto LPG, aviation
turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra
Premium branded petrol, Xtra Mile high speed diesel, Servo lubricants,
Indane LPG, Autogas LPG, Indian Oil Aviation are some of its
prominent brands.
Recently Indian Oil has also introduced a new business line of supplying
LNG(Liquefied natural gas) by the cryogenic transportation. The
branding called "LNG at Doorstep". Lng headquarters are located in
scope complex, Lodhi Road Delhi
REFINERIES
Digboi Refinery,
Guwahati Refinery,
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Gujarat Refinery,
Haldia Refinery
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Green Gas Ltd. - joint venture with Gas Authority of India for city-wide gas
distribution networks.
Indo Cat Pvt. Ltd., with Intercat, USA, for manufacturing 15,000 tonnes per
annum of FCC (fluidised catalytic cracking) catalysts & additives in India,
for catering to rising global demand.
Numerous exploration and production ventures with Oil India Ltd., Oil and Natural
Gas Corporation
INTERNATIONAL RANKINGS
Indian Oil is the highest ranked Indian company in the prestigious Fortune
Global 500 listing, the 116th position(in 2008) based on fiscal 2007 performance. It is
also the 18th largest petroleum company in the world and the number one
petroleum trading company among the National Oil Companies in the Asia-Pacific
region. IOCL was featured on the 2008 Forbes Global 2000 at position 303.
Date
17.02.2009
14.02.2009
02.01.2009
16.12.2008
24.11.2008
Page 26
08.10.2008
24.09.2008
22.09.2008
22.09.2008
11.09.2008
09.09.2008
05.09.2008
07.07.2008
01.07.2008
25.01.2008
22.01.2008
15.01.2008
Page 27
Entrepreneurship Management
18.10.2007
04.10.2007
24.09.2007
10.09.2007
10.09.2007
06.09.2007
24.08.2007
24.08.2007
23.08.2007
01.06.2007
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LOYALTY PROGRAMS
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators.
Currently it has 1 million customer base. XTRAREWARDS is a recently launched
loyalty program for retail customers where customers can earn reward points on
their purchases.
COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat
Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil
Corporation. There are two private competitors, Reliance Petroleum and Essar Oil
Type
Founded
Headquarte
rs
Private
BSE
Key people
Industry
Banking
Insurance
Capital Markets
Products
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Revenue
Total
assets
Website
History of ICICI
1955 The Industrial Credit and Investment Corporation of India Limited
(ICICI) was incorporated at the initiative of World Bank, the
Government of India and representatives of Indian industry, with the
objective of creating a development financial institution for providing
medium-term and long-term project financing to Indian businesses.
2000 CI established Banking Corporation as a banking
subsidiary.formerly Industrial Credit and Investment Corporation of
India. Later, ICICI Banking Corporation was renamed as 'ICICI Bank
Limited'. ICICI founded a separate legal entity, ICICI Bank, to undertake
normal banking operations - taking deposits, credit cards, car loans etc.
In 2001 CI acquired Bank of Madura (est. 1943). Bank of Madura was a Chettiar
bank, and had acquired Chettinad Mercantile Bank (est. 1933) and Illanji Bank
(established 1904) in the 1960s.
In 2002The Boards of Directors of ICICI and ICICI Bank approved the reverse
merger of ICICI, ICICI Personal Financial Services Limited and ICICI Capital
Services Limited, into ICICI Bank. After receiving all necessary regulatory
Entrepreneurship Management
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approvals, ICICI integrated the group's financing and banking operations, both
wholesale and retail, into a single entity.
Also in 2002, ICICI Bank bought the Shimla and Darjeeling branches that Standard
Chartered Bank had inherited when it acquired Grindlays Bank.
ICICI started its international expansion by opening representative offices in New
York and London.
2003 ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in
the UK it established an alliance with Lloyds TSB.
It also opened an Offshore Banking Unit (OBU) in Singapore and representative
offices in Dubai and Shanghai.
2004 ICICI opens a rep office in Bangladesh to tap the extensive trade between
that country, India and South Africa.
2005 ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with
about US$4mn in assets, head office in Balabanovo in the Kaluga region, and with a
branch in Moscow. ICICI renamed the bank ICICI Bank Eurasia.
Also, ICICI established a branch in Dubai International Financial Centre and in Hong
Kong.
2006 ICICI Bank UK opened a branch in Antwerp, in Belgium. ICICI opened
representative offices in Bangkok, Jakarta, and Kuala Lumpur.
2007 ICICI amalgamated Sangli Bank, which was headquartered in Sangli, in
Maharashtra State, and which had 158 branches in Maharashtra and another 31 in
Karnataka State. Sangli Bank had been founded in 1916 and was particularly strong
in rural areas.
ICICI also received permission from the government of Qatar to open a branch in
Doha.
ICICI Bank Eurasia opened a second branch, this time in St. Petersburg.
2008 The US Federal Reserve permitted ICICI to convert its representative office in
New York into a branch.
ICICI also established a branch in Frankfurt.
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Page 32
YEARS
DEFINITIO
N GIVEN
BY
SSI UNIT
ANCILLAR
Y UNIT
EMPLOYEMEN
T CRITERION
1950
Fiscal
commission
__
__
10-50 workers
1955
SSI board
Capital
investment
upto Rs.
5lacks.
1960
Ministry of
commerce &
industry
CI upto
Rs.5 lcks.
SAME
employement
criterion dropped
1975
Govt. Of
India (GOI)
CI up to
Rs. 15
Rs.10 lacks.
-do-
1980
GOI
uptoRs. 20
lacks.
Rs.25
-do-
1985
GOI
uptoRs. 35
lack
Rs. 45
-do-
1991
GOI
uptoRs. 60
lcks.
Rs. 75
-do-
1997
GOI
Upto Rs.3
crore
Not defined
-do-
2000
GOI
uptoRs. 1
crore
-do-
-do-
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development of SSIs. The field offices also work as effective links between the Central
and the State Governments.
INTRODUCTION
1.1 The Small Scale Industry Sector has emerged as India's engine of growth in the
New Millennium. By the end of March 2000, the SSI sector accounted for nearly
40 per cent of gross value of output in the manufacturing sector and 35 per cent of
total exports from the country. Through over 32 lakh units,
the sector provided employment to about 18 million people.
1.2 The on going programme of Economic Reforms based upon the principle of
liberalisation, globalisation and privatisation and the changes at the international
economic scene including the emergence of World Trade Organisation (WTO),
have brought certain schallenges and several new opportunities before the SSI
Sector. The most important challenge faced by the sector is that of growing
competition both globally and domestically.
At the sametime sector has also been facing some problems which relate to credit,
infrastructure, technology, marketing, delayed payment hassels on account of so
many rules and regulations etc.
In order to enable this sector to avail the opportunities and play its role as an
engine of growth, it is essential to address to these problems effectively and
urgently.
1.3 With a view to provide more focused attention on the development of SSI
,government of India created a new Ministry of Small Scale Industries & Agro an
drur al Industries in October 1999. Immediately after the formation of the Ministry,
a Mission for the Millennium giving a blue print for small scale and village
industries was announced.
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To carve out a road map for this sector in the New Millennium, the Hon'ble Prime
Minister constituted a Group of Ministers under the Chairmanship of Shri L.K.
Advani the Home Minister of India in June 2000.
The background material for the consideration of the Group of Ministers was
provided by the Interim Report of the S.P. Gupta Study Team constituted by the
Planning Commission.
1.4 The Group of Ministers considered the recommendations and came out with a
Comprehensive Policy Package for the Small Scale and Tiny Sector which was
announced by the Hon'ble Prime Minister Shri Atal Bihari Vajpayee at first ever
National Conference on the Small Scale Industries organised by the Ministry of
SSI & ARI at Vigyan Bhavan, New Delhi on 30th August 2000. Package were
announced by the Hon'ble Prime Minister on 30th August 2000, some others
including the Tiny Sector Policy Package were announced by the Ministry of SSI&
ARI on 31st August 2000 in the meeting of the SSI Board.
Page 36
4.3 In the National Equity Fund Scheme, the project cost limit will be raised from
Rs. 25 lakhs to Rs. 50 lakhs. The soft loan limit will be retained at 25 per cent of
the project cost subject to a maximum of Rs. 10 lakhs per project. Assistance under
the NEF will be provided at a service charge of 5 per cent per annum.
4.4 The eligibility limit for coverage under the recently launched (August 2000)
Credit Guarantee Scheme has been revised to Rs.25 lakhs from the present limit of
Rs. 10 lakhs.
4.5 The Department of Economic Affairs will appoint a Task Force to suggest
revitalisation/restructuring of the State Finance Corporations.
4.6 The Nayak Committee's recommendations regarding provision of 20 per cent
of the projected turnover as working capital is being recommended to the financial
institutions and banks.
5.0 Infrastructural Support
5.1 The Integrated Infrastructure Development (IID) Scheme will progressively
cover all areas in the country with 50 per cent reservation for rural areas.
5.2 Regarding upgrading the Industrial Estates, which are languishing, the Ministry
of SSI & ARI will draw up a detailed scheme for the consideration of the Planning
Commission.
5.3 A Plan Scheme for Cluster Development will be drawn up.
5.4 The funds available under the non-lapsable pool for the North-East will be used
for Industrial Infrastructure Development, setting up of incubation centres, for
Cluster Development and for setting up of IIDs in the North-East including
Sikkim.
6.0 Technological Support and Quality Improvement
6.1 Capital Subsidy of 12 per cent for investment in technology in select sectors.
An interministerial Committee of Experts will be set up to define the scope of
technology upgradation and sectorial priorities.
6.2 To encourage Total Quality Management, the Scheme of granting Rs.75,000/to each unit for opting ISO-9000 Certification will continue for the next six years
i.e. till the end of the 10th plan.
6.3 Setting up of incubation Centres in Sunrise Industries will be supported.
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6.4 The TBSE set up by SIDBI will be strengthened so that it functions effectively
as a Technology Bank. It will be properly networked with NSIC, SIDO (SENET
Programme) and APCTT.
6.5 SIDO, SIDBI and NSIC will jointly prepare a Compendium of available
technologies for the R&D institutions in India and abroad and circulate it among
the industry associations for the dissemination of the latest technology related
information.
6.6 Commercial Banks are being requested to develop Schemes to encourage
investment in technology upgradation and harmonise the same with SIDBI.
6.7 One time Capital Grant of 50% will be given to Small Scale Associations
which wish to develop and operate Testing Laboratories, provided they are of
international standard.
7.0 Marketing Support
7.1 SIDO will have a Market Development Assistance (MDA) Programme, similar
to one obtaining in the Ministry of Commerce & Industry. It will be a Plan
Scheme.
7.2 The Vendor Development Programme, Buyer-Seller Meets and Exhibitions will
take place more often and at dispersed locations.
8.0 Streamlining Inspections/Rules and Regulations
8.1 To minimise harassment to Small Scale Sector a Group will be set up to
recommend within 3 months, means of streamlining inspections. This will include
repeal of laws and regulations applicable to the sector that have since become
redundant.
8.2 Self-certification will be progressively encouraged in lieu of inspections, which
should be prescribed under the three following conditions:
l On receipt of specific complaint;
l Selection of unit for sample check (Say 10 per cent of total units); and
l For audit and safety purposes.
9.0 Entrepreneurship Development
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9.1 Capacity building in the SSI sector, both for entrepreneurs as well as workers,
will be given top priority. The Ministry of SSI & ARI and Ministry of Labour will
work out the strategy jointly.
10.0 Facilitating Prompt Payment
AWARD
YEAR
PRODUCT
FIRST AWARD
2000
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Sh. Prashant R
GandhiM/s. Samruddhi
Engineering, Survey No.
767/3 Village Vadsar,TalKolal,Distt. Gandhinagar.
(GUJARAT)
SECOND AWARD
2000
THIRD AWARD
2000
Pneumetic Rubber
Fenders, Rubber Buoys
for use in marine
purposes.
SPECIAL AWARD
(WOMEN
ENTREPRENEUR)
2000
SPECIAL AWARD
(SC/ST
ENTREPRENEUR)
2000
2000
2000
Carbonless Computer
stationery and
Peripherals.
SPECIAL
RECOGNITION
AWARD
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Ropar-160055.
(PUNJAB)
Category of Award
1.
First Award
2.
First Award
3.
Third Award
4.
Special Award to
outstanding
woman
Entrepreneurs
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M.No.9820047216
Fax: 022 28320089
E.mail: Savita@hriindia.com
5.
Special Award to
outstanding SC/ST
6.
Special Award to
outstanding NER
(II)
7.
First Award
8.
Second Award
\\
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BPO
BUSINESS OUTSOURSING PROCESSING
DEFINITION
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The top five Indian BPO exporters for 2006-2007 according to NASSCOM are :Genpact,
WNS Global Services,
Transworks Information Services,
IBM
Daksh,
TCS,
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HCL,
WIPRO,
And Dell BPO.
According to McKinsey, the global "addressable" BPO market is worth $122 $154 billion, of which: 35-40 retail banking, 25-35 insurance, 10-12
travel/hospitality, 10-12 auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25 is
finance, accounting and HR. Moreover, they estimate that 8% of that capacity was
utilized as of 2006
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