INTRODUCTION

The Indian economy has been witnessing a drastic change since mid -1991,
with new policies of economic liberalization, globalization and privatization
initiated by the Indian government. India has great entrepreneurial potential.
At present, women involvement in economic activities is marked by a low
work participation rate, excessive concentration in the unorganized sector
and employment in less skilled jobs.
Any strategy aimed at economic development will be lop-sided without
involving women who constitute half of the world population. Evidence has
unequivocally

established

that

entrepreneurial

spirit

is

not

male

prerogative. Women entrepreneurship has gained momentum in the last

three decades with the increase in the number of women enterprises and
their

substantive

contribution

to

economic

growth.

The

industrial

performance of Asia-Pacific region propelled by Foreign Direct Investment,

technological innovations and manufactured exports has brought a wide
range of economic and social opportunities to women entrepreneurs.
In this dynamic world, women entrepreneurs are an important part of the
global quest for sustained economic development and social progress. In
India, though women have played a key role in the society, their
entrepreneurial ability has not been properly tapped due to the lower status
of women in the society. It is only from the Fifth Five Year Plan (1974-78)
onwards that their role has been explicitly recognized with a marked shift in
the

approach

from

women

welfare

to

women

development

and

empowerment. The development of women entrepreneurship has become an

important aspect of our plan priorities. Several policies and programmes are
being implemented for the development of women entrepreneurship in
India.

There is a need for changing the mindset towards women so as to give equal
rights as enshrined in the constitution. The progress towards gender equality
is slow and is partly due to the failure to attach money to policy
commitments. In the words of president APJ Abdul Kalam "empowering
women is a prerequisite for creating a good nation, when women are
empowered, society with stability is assured. Empowerment of women is
essential as their thoughts and their value systems lead to the development
of a good family, good society and ultimately a good nation."
When a woman is empowered it does not mean that another individual
becomes powerless or is having less power. On the contrary, if a women is
empowered her competencies towards decision- making will surely influence
her family's behavior.
In advanced countries, there is a phenomenon of increase in the number of
self- employed women after the world war 11. In USA, women own 25% of all
business, even though their sales on an average are less than two-fifths of
those of other small business. In Canada, women own one-third of small business and
in France it is one-fifth.

HISTORY
Before the 20th century, women were operating businesses as a way of
supplementing income. In many cases, they were trying to avoid poverty or
making up for the loss of a spouse. The ventures that these women
undertook were not known as entrepreneurial at the time; many of them
usually

had

to

bow

to

their

domestic

responsibilities.

The

term entrepreneur is used to describe individuals who have ideas for

products and/or services that they turn into a working business. In earlier
times, this term was reserved for men.

Women became more involved in the business world only when the idea of
women in business became palatable to the general public. However, this
does not mean that there were no female entrepreneurs until that time. In
the 17th century, Dutch Colonists who came to what is now known as New
York City, operated under a matriarchal society. In this society, many women
inherited money and lands and, through this inheritance, became business
owners. One of the most successful women from this time was Margaret
Hardenbrook Philipse, who was a merchant, ship owner, and also involved in
the trading of goods.
During the mid 18th century, it was popular for women to own certain
businesses like brothels, alehouses, taverns, and retail shops, among others.
Most of these businesses were not perceived with good reputations, because
it was considered shameful for women to be in these positions. Society at the
time frowned upon women involved in such businesses because they took
from the women's supposed gentle and frail nature. During the 18th and
19th centuries, more women came out from under the oppression of
societys limits and began to emerge into the public eye. Despite the frowns
of society, women like Rebecca Lukens flourished. In 1825, Lukens took her
family business of ironworks and turned it into a profit-generating steel
business.
In the 1900s, due to a more progressive way of thinking and the rise of
feminism, female entrepreneurs began to be a widely accepted term and
although these women entrepreneurs serviced mostly women consumers,
they were making great strides. Women gained the right to vote in 1920 and
two years later, Clara and Lillian Westrop started the institution of Womens
Savings & Loan as a way of teaching women how to be smart with their
money. As each change in society happened, female entrepreneurs were
there, becoming more influential. With the boom of the textile industry and
the development of the railroad and telegraph system, women like Madame

C. J. Walker took advantage of the time and was able to market her hair care
products in a successful way, becoming the 1st African American female
millionaire. Carrie Crawford Smith was the owner of an employment agency
opened in 1918 and, like Madame C. J. Walker, she sought to provide help to
many women by giving them opportunities to work.
During the Great Depression, some of the opportunities afforded to women
took a backseat and society seemed to reverse its views, reverting to more
traditional roles. This seemed to affect women working in business. However,
it served as a push to those involved in the entrepreneurial world. More
women began starting their own businesses, looking to survive during this
time of hardship. In 1938, Hattie Moseley Austin, who had begun to sell
chicken and biscuits after her husband died, opened Hatties Chicken Shack
in Saratoga Springs, NY.
During WWII, many women entered the workforce, filling jobs that men had
left behind. Women of their own accord took these jobs as a patriotic duty
along with others who started businesses of their own. Some of these women
included Pauline Trigere, who came to New York from Paris in 1937 and
started a tailoring business that later turned into a high-end fashion house.
Estee Lauder at the time was also working on the idea for her beauty
products and officially launched in 1946, a year after the war ended. When
the war ended, many women still had to maintain their place in the business
world because most of the men who returned were injured.
The Federation of Business and Professional Womens Clubs were a source of
encouragement to women entrepreneurs. They often would hold workshops
with already established entrepreneurs, such as Elizabeth Arden, giving
advice. When the 1950s came, women found themselves surrounded by
messages everywhere, stating what their role should be. Domesticity was
the overall concern and theme that was highly stressed during this time, and
women were juggling, trying to combine the home and their career.

From the 1960s to the late '70s, another change came about when divorce
rates rose and many women were forced back into the role of being a sole
provider. This of course pushed them back into the working world, where
they were not well received. When the recession hit, many of these women
were the first to be without work. Once again, the entrepreneurial endeavors
of women came to the rescue as an effort of asserting themselves and aiding
other women in being a part of the workforce. Mary Kay Ash and Ruth Fertel
of Ruths Chris Steak House were part of that movement.
The 1980s and '90s were a time of reaping the benefits from the hard work
of women who worked tirelessly for their rightful place in the workforce as
employees and entrepreneurs. Martha Stewart and Vera Bradley were among
the 25 percent women who owned businesses. The public was also becoming
more

receptive

and

encouraging

to

these

women

entrepreneurs,

acknowledging the valuable contribution they were making to the economy.

The National Association of Women Business Owners helped to push
Congress to pass The Womens Business Ownership Act in 1988, which would
end discrimination in lending and also get rid of laws that required married
women to acquire their husbands signature for all loans. In addition, the Act
also gave women-owned businesses a chance to compete for government
contracts.
Another monumental moment for women in business was the appointment of
Susan Engeleiter as head of the Small Business Administration in 1989. In
the late '80s and throughout the '90s, there was more of a focus on
networking opportunities in the world of female entrepreneurs. There were
many opportunities that came about to help those who were interested in
starting up their own businesses. Support groups, organizations for
educating the female entrepreneur, and other opportunities like seminars
and help with financing came from many different sources, such as the
Womens Business Development Center and Count Me In. Despite all these

advances, the female entrepreneurs still fell behind when compared to their
male counterparts.
As the '90s came in, the availability of computers and the increasing
popularity of the internet gave a much needed boost to women in business.
This technology allowed them to be more prevalent in the business world
and showcase their skills to their competitors. Even still, with the added
popularity of women in business, the availability of technology, the support
from different organizations, female entrepreneurs today are still fighting.
The economic downturn of 2008 did not serve to help them in their quest.
With the continual attention given to female entrepreneurs and the
educational programs afforded to women who seek to start out with their
own business ventures, there is much information and help available. Since
2000, there has been an increase in small and big ventures by women,
including one of their biggest obstacles--financing.

CONCEPT
Concept of Entrepreneur
The word ' entrepreneur' derives from the French word "Entreprendre" (to
undertake) .in the early 16th Century it was applied to persons engaged in
military expeditions, and extend to cover construction and civil engineering
activities in the 17th century, but during the 18th century , the word
'entrepreneur' was used to refer to economic activities. Many authors have
defined 'entrepreneur' differently. Generally, an entrepreneur is a person

who combines capital and labour for production. According to Cantillion

"entrepreneur is the agent who buys means of production at certain prices,
in order to sell at prices that are certain at the moment at which he commits
himself to his cost".
According to P.F Drucker an Entrepreneur is one who always
(1) searches for change
(2) responds to it
(3) exploits it as an opportunity."

Concept of Women Entrepreneurship

Entrepreneurship is an economic activity which is undertaken by an
individual or group of individuals. Entrepreneurship can be defined as the
making of a new combination of already existing materials and forces; that
entrepreneurship throws up as innovations, as opposed to inventions and
that no one is entrepreneur forever, only when he or she is actually doing the
innovative activity . Women entrepreneurship is the process where women

organise all the factors of production, undertake risks, and provide

employment to others. The definition of women entrepreneurship has never
been differentiated on the basis of sex and hence could be extended to
women entrepreneurs without any restrictions. According to Medha Dubhashi
Vinze, a woman entrepreneur is a person who is an enterprising individual
with an eye for opportunities and an uncanny vision, commercial acumen,
with tremendous perseverance and above all a person who is willing to take
risks with the unknown because of the adventurous spirit she possesses .
Thus, a woman entrepreneur is one who starts business and manages it
independently and tactfully, takes all the risks, faces the challenges boldly
with an iron will to succeed. Women entrepreneurship is an economic activity
of those women who think of a business enterprise, initiate it, organize and
combine the factors of production, operate the enterprise and undertake
risks and handle economic uncertainty involved in running a business
enterprise.

Categories of Women Entrepreneurs

 Women in organized & unorganized sector

Women in traditional & modern industries
Women in urban & rural areas
Women in large scale and small scale industries.
Single women and joint venture.
Categories of Women Entrepreneurs in Practice in India
First Category
Established in big cities
Having higher level technical & professional qualifications
Non traditional Items
Sound financial positions
Second Category
Established in cities and towns
Having sufficient education
Both traditional and non traditional items
Undertaking women services-kindergarten, crches, beauty parlors, health
clinic etc
Third Category
Illiterate women
Financially week
Involved in family business such as Agriculture, Horticulture, Animal
Husbandry, Dairy, Fisheries, Agro Forestry, Handloom, Power loom etc.

Supportive Measures for Women's Economic Activities and

Entrepreneurship

 Direct & Indirect financial support

Yojna schemes and programmes
Technological training and awards
Federations and associations
Direct & Indirect Financial Support
Nationalized banks
State finance corporation
State industrial development corporation
District industries centers
Differential rate schemes
Mahila Udyug Needhi scheme
Small Industries Development Bank of India (SIDBI)
State Small Industrial Development Corporations (SSIDCs)
Yojna Schemes and Programme
Nehru Rojgar Yojna
Jacamar Rojgar Yojna
TRYSEM
DWACRA

Technological Training and Awards

 Stree Shakti Package by SBI

Entrepreneurship Development Institute of India
Trade Related Entrepreneurship Assistance and Development (TREAD)
National Institute of Small Business Extension Training (NSIBET)
Women's University of Mumbai
Federations and Associations
National Alliance of Young Entrepreneurs (NAYE)
India Council of Women Entrepreneurs, New Delhi
Self Employed Women's Association (SEWA)
Association of Women Entrepreneurs of Karnataka (AWEK)
World Association of Women Entrepreneurs (WAWE)
Associated Country Women of the World (ACWW)

Women Entrepreneurship in India

States

No

of

Units No.

of

Women Percentage

Registere

Entrepreneur

Tamil Nadu

9618

2930

30.36

Uttar Pradesh

7980

3180

39.84

Kerala

5487

2135

38.91

Punjab

4791

1618

33.77

Maharastra

4339

1394

32.12

Gujrat

3872

1538

39.72

Karnatka

3822

1026

26.84

Madhya Pradesh

2967

842

28.38

Other States & UTS

14576

4185

28.71

Total

57,452

18,848

32.82

Women Work Participation

Country

Percentage

India (1970-1971)

14.2

India (1980-1981)

19.7

India (1990-1991)

22.3

India (2000-2001)

31.6

USA

45

UK

43

Indonesia

40

Sri Lanka

35

Brazil

35

Some examples
Mahila Grih Udyog
7 ladies started in 1959: Lizzat Pappad
Lakme
Simon Tata
Shipping coorporation
Mrs. Sumati Morarji
Exports
Ms. Nina Mehrotra
Herbal Heritage
Ms. Shahnaz Hussain
Balaji films
- Ekta Kapoor
Kiran Mazumdar
- Bio-technology

Problems of Women Entrepreneurs in India

Women in India are faced many problems to get ahead their life in business.
A few problems can be detailed as:
1. The greatest deterrent to women entrepreneurs is that they are women. A
kind of patriarchal male dominant social order is the building block to them
in their way towards business success. Male members think it a big risk
financing the ventures run by women.
2. The financial institutions are skeptical about the entrepreneurial abilities of
women. The bankers consider women loonies as higher risk than men
loonies. The bankers put unrealistic and unreasonable securities to get loan
to women entrepreneurs. According to a report by the United Nations
Industrial Development Organization (UNIDO), "despite evidence that
women's loan repayment rates are higher than men's, women still face more
difficulties in obtaining credit," often due to discriminatory attitudes of banks
and informal lending groups (UNIDO, 1995b).
3. Entrepreneurs usually require financial assistance of some kind to launch
their ventures - be it a formal bank loan or money from a savings account.
Women in developing nations have little access to funds, due to the fact that
they are concentrated in poor rural communities with few opportunities to
borrow money (Starcher, 1996; UNIDO, 1995a). The women entrepreneurs
are suffering from inadequate financial resources and working capital. The
women entrepreneurs lack access to external funds due to their inability to

provide tangible security. Very few women have the tangible property in
hand.

4. Women's family obligations also bar them from becoming successful

entrepreneurs in both developed and developing nations. "Having primary
responsibility for children, home and older dependent family members, few
women can devote all their time and energies to their business" .The
financial institutions discourage women entrepreneurs on the belief that they
can at any time leave their business and become housewives again. The
result is that they are forced to rely on their own savings, and loan from
relatives and family friends.
5. Indian women give more emphasis to family ties and relationships. Married
women have to make a fine balance between business and home. More over
the business success is depends on the support the family members
extended to women in the business process and management. The interest
of the family members is a determinant factor in the realization of women
folk business aspirations.
6. Another argument is that women entrepreneurs have low-level
management skills. They have to depend on office staffs and intermediaries,
to get things done, especially, the marketing and sales side of business. Here
there is more probability for business fallacies like the intermediaries take
major part of the surplus or profit. Marketing means mobility and confidence
in dealing with the external world, both of which women have been
discouraged from developing by social conditioning. Even when they are
otherwise in control of an enterprise, they often depend on males of the
family in this area.

7. The male - female competition is another factor, which develop hurdles to

women entrepreneurs in the business management process. Despite the fact
that women entrepreneurs are good in keeping their service prompt and
delivery in time, due to lack of organizational skills compared to male
entrepreneurs women have to face constraints from competition. The
confidence to travel across day and night and even different regions and
states are less found in women compared to male entrepreneurs. This shows
the low level freedom of expression and freedom of mobility of the women
entrepreneurs.
8. Knowledge of alternative source of raw materials availability and high
negotiation skills are the basic requirement to run a business. Getting the
raw materials from different souse with discount prices is the factor that
determines the profit margin. Lack of knowledge of availability of the raw
materials and low-level negotiation and bargaining skills are the factors,
which affect women entrepreneur's business adventures.
9. Knowledge of latest technological changes, know how, and education level
of the person are significant factor that affect business. The literacy rate of
women in India is found at low level compared to male population. Many
women in developing nations lack the education needed to spur successful
entrepreneurship. They are ignorant of new technologies or unskilled in their
use, and often unable to do research and gain the necessary training
(UNIDO, 1995b, p.1). Although great advances are being made in technology,
many women's illiteracy, structural difficulties, and lack of access to
technical training prevent the technology from being beneficial or even
available to females ("Women Entrepreneurs in Poorest Countries," 2001).
According to The Economist, this lack of knowledge and the continuing
treatment of women as second-class citizens keep them in a pervasive cycle
of poverty ("The Female Poverty Trap," 2001). The studies indicates that

uneducated women don't have the knowledge of measurement and basic

accounting.
10. Low-level risk taking attitude is another factor affecting women folk
decision to get into business. Low-level education provides low-level selfconfidence and self-reliance to the women folk to engage in business, which
is continuous risk taking and strategic cession making profession. Investing
money, maintaining the operations and ploughing back money for surplus
generation requires high risk taking attitude, courage and confidence.
Though the risk tolerance ability of the women folk in day-to-day life is high
compared to male members, while in business it is found opposite to that.

11. Achievement motivation of the women folk found less compared to

male members. The low level of education and confidence leads to low level
achievement and advancement motivation among women folk to engage in
business operations and running a business concern.
12. Finally high production cost of some business operations adversely
affects the development of women entrepreneurs. The installation of new
machineries during expansion of the productive capacity and like similar
factors dissuades the women entrepreneurs from venturing into new areas.

Ways to Develop Women Entrepreneurs

Right efforts on from all areas are required in the development of women
entrepreneurs and their greater participation in the entrepreneurial activities.
Following efforts can be taken into account for effective development of
women entrepreneurs.
1. Consider women as specific target group for all developmental
programmers.
2. Better educational facilities and schemes should be extended to women
folk from government part.

3. Adequate training programme on management skills to be provided to

women community.
4. Encourage women's participation in decision-making.
5. Vocational training to be extended to women community that enables
them to understand the production process and production management.
6. Skill development to be done in women's polytechnics and industrial
training institutes. Skills are put to work in training-cum-production
workshops.
7. Training on professional competence and leadership skill to be extended to
women entrepreneurs.
8. Training and counselling on a large scale of existing women entrepreneurs
to remove psychological causes like lack of self-confidence and fear of
success.
9. Counseling through the aid of committed NGOs, psychologists, managerial
experts and technical personnel should be provided to existing and emerging
women entrepreneurs.
10. Continuous monitoring and improvement of training programmers.
11. Activities in which women are trained should focus on their marketability
and profitability.
12. Making provision of marketing and sales assistance from government
part.

13. To encourage more passive women entrepreneurs the Women training

programme should be organised that taught to recognize her own
psychological needs and express them.
14. State finance corporations and financing institutions should permit by
statute to extend purely trade related finance to women entrepreneurs.
15. Women's development corporations have to gain access to open-ended
financing.
16. The financial institutions should provide more working capital assistance
both for small scale venture and large scale ventures.
17. Making provision of micro credit system and enterprise credit system to
the women entrepreneurs at local level.
18. Repeated gender sensitization programmers should be held to train
financiers to treat women with dignity and respect as persons in their own
right.
19. Infrastructure, in the form of industrial plots and sheds, to set up
industries is to be provided by state run agencies.
20. Industrial estates could also provide marketing outlets for the display and
sale of products made by women.
21. A Women Entrepreneur's Guidance Cell set up to handle the various
problems of women entrepreneurs all over the state.
22. District Industries Centers and Single Window Agencies should make use
of assisting women in their trade and business guidance.

23. Programmers for encouraging entrepreneurship among women are to be

extended at local level.
24. Training in entrepreneurial attitudes should start at the high school level
through well-designed courses, which build confidence through behavioral
games.
25. More governmental schemes to motivate women entrepreneurs to
engage in small scale and large-scale business ventures.
26. Involvement of Non Governmental Organizations in women entrepreneurial
training program and counseling.

WOMAN ENTREPRENEUR- EKTA KAPOOR

Ekta Kapoor is an Indian TV and film producer. She is the Joint Managing
Director and Creative Director of Balaji Telefilms, her production company.
Ekta Kapoor is the daughter of actor Jeetendra and Shobha Kapoor. Her
brother Tusshar Kapoor is also a Bollywood actor. She did her schooling
at Bombay Scottish School, Mahim and attended college at Mithibai College.
Ekta Kapoor is credited with therevamping of Indias television landscape.
She pioneered an entire genre of television content, heralding Indias
satellite television boom. Balajis shows have been channel drivers for most
broadcasters. As the creative force behind the Companys success, she
believes in a hands-on approach in day-to-day creative direction of each TV
show and film. Routinely putting in 16-18 hours each day, she moves ahead
with Indias rapidly metamorphosing TV climate. She has expanded her
unmatched creative vision to motion pictures and new media verticals.
Under her creative guidance, Balaji has won almost every major TV award.
Her stellar work in creating a large content conglomerate at a young age
garnered her several distinguished awards, including The Economic Times

(Businesswoman of the Year 2002), Ernst & Young (Entrepreneur of the Year
2001) and the American Biographical Institute (Woman of the Year 2001),
among others. She was also placed at the No. 3 position among 50 Most
Influential Women in the Indian marketing, advertising and media
ecosystems by IMPACT magazine. She has produced numerous soap opera,
television series and movies. Her soap operas include, Hum Paanch,Kyunki
Saas Bhi Kabhi Bahu Thi, Kahaani Ghar Ghar Kii, Kasautii Zindagii
Kay, Kkavyanjali , Kabhii Sautan Kabhii Sahelii, Kahiin to Hoga, Kis Desh Mein
Hai Meraa Dil, Kasamh Se, Kkusum, Kutumb,Bandini, Kitani Mohabbat
Hai, Tere Liye, Pyaar Kii Ye Ek Kahaani,ParichayNayee Zindagi Kay Sapno
Ka, Gumrah End Of Innocence,Kya Hua Tera Vaada,Pavitra Rishta,Bade
Acche Lagte Hain and many others. She is currently producing, Jodha
Akbar,Pavitra Bandhan,Meri Aashiqui Tumse Hi,Kumkum BhagyaandYe Hai
Mohabbatein.
She ventured into Bollywood movie production in 2001 beginning with Kyo
Kii... Main Jhuth Nahin Bolta. Kucch To Hai and Krishna Cottage based on
supernatural themes followed in 2003 and 2004. Kyaa Kool Hai Hum starred
her brother Tusshar Kapoor. She then went on to co-produce Shootout at
Lokhandwala with Sanjay Gupta. Mission Istanbul and EMI Liya Hai Toh
Chukana Padhega in collaboration with Sunil Shetty followed. In 2010 to 2014
she released Love Sex aur Dhokha, Once Upon a Time in Mumbaai, Shor in
the City, Ragini MMS, Kyaa Super Kool Hai Hum, The Dirty Picture.Ek Thi
Daayan, Shootout at Wadala, Lootera, Once Upon a Time In Mumbaai
Dobara, Kuku Mathur Ki Jhand Ho Gayi, Ragini MMS 2, Shaadi Ke Side
Effects, Milan Talkies,Main Tera Hero.

HER WORKS

BALAJI TELEFILMS LIMITED

Balaji Telefilms Ltd. is one of the largest production houses across India,
South Asia, South East Asia and the Middle East delivering Hindi and regional
content. Ruling the roost in content production in the TV and films space,
Balaji was incorporated as a Private Limited company under the Companies
Act 1956 on November 10, 1994 as Balaji Telefilms Private Limited. Balaji
was converted into a Public Limited Company on February 28, 2000 and
subsequently thename was changed to Balaji Telefilms Limited with effect
from April 19, 2000. They are listed on the BSE with a BSE Code of 532382
and the NSE with an NSE Code of BALAJITELE. The main business of the
Company is Production, Distribution, Exhibition of television serials and films
etc.
Promoted by Mr. Jeetendra Kapoor, Mrs. Shobha Kapoor, Ms. Ekta Kapoor and
Mr. Tusshar Kapoor, it have consistently strengthened their creative and

production skills and built relationships across the entertainment industry,

while identifying new avenues and markets.

Its dominance in TV soaps can be dated back to the early 1990s. Under the
canny eye of their promoter Ekta Kapoor, a handful of serials based on social
themes gave way to high voltage family dramas. Indian TV was never to be
the same again. So successful was this strategy that Ekta Kapoor became a
household name. While 'Mano Ya Na Mano' a fiction thriller which was aired
on Zee TV in the year 1995 was their first show, the first big hit they we
produced was a comedy show "Hum Paanch" about a couple with five
daughters. It ran for 5 years and turned out to be a huge success. After that,
they produced numerous hit shows such as "Itihaas", "Koshish... EkAasha" ,
"Koi AaneKoHai" , "Kkusum ... EkAamLadki Ki Kahani", KkutumbKarma,
Kaaun, Kanyadaan, GharEkMandir, Bandhanetc. catering to the Hindi
speaking audience and 'PavitraBandham', KulaaVillaakku, 'Pasamalargal',
Anubandham', 'Itihaasaa' etc. in regional languages. The golden period
began in 2000 with the launch of the three shows on Star Plus, namely,
"Kyunkii... Saas Bhi Kabhi Bahu Thi", "Kahaani Ghar Ghar Kii" and "Kasautii
Zindagii Kay". Such was the popularity of their shows in 2002 that 22 out of
top 25 serials were produced by them. As a result Star TV(Newscorp), one of
the biggest media companies in the world acquired a 25.99% stake in the
company in 2005.
Even as they made rapid strides in the Hindi market they realised the
potential for the growing demand in regional content. Their first regional
program, Kudumbam was produced in 1998 by us and aired on Sun TV. This
laid the foundation for Balaji in becoming a prolific content producer down

South in languages such as Telugu, Kannada, Malyalam and Tamil. Some of

the hit shows produced by them in south were Kudumbam ,KulaaVillaakku ,
Kasthuree in Tamil , Kavyanjali in Malayalam and Pavithrabandham,
Kalisundhamra in Telugu . Additionally, they also produced shows
internationally for ARY in Dubai (Khwaish) and Maharaja TV in Sri Lanka.
Today having produced over 15,000 hours of television content, they are one
of the leading providers of television entertainment in India. Moreover, they
have evolved from being a pure-play TV content provider into one that
produces content for the big screen too. At present they are producing
television software for all major channels being aired in the country which
include Doordarshan (Pavitra Bandhan), Star Plus (YehHaiMohabbatein), Zee
TV ( Jodha Akbar , PavitraRishta , KumKumBhagya) , Sony TV (Bade Ache
Lagtehai),Colors (Meri Aashiqui Tum Se Hi) , Life Ok , Channel V India
(Gumraah) , MTV India(Webbed)etc.
The success in the television market is attributed to understanding the pulse
of the masses, anticipating viewer and channel preferences and creating
programs which are in tune with the changing times. They have also moved
towards HD programming to enhance viewing experience for our customers.
Their state of the art infrastructure includes production sets, resources,
manpower and editing machines
Through a healthy pipeline of film releases and new TV shows, they strive to
consistently deliver top-quality content catering to a diversified audience
across genres in India. They are well positioned to capitalise on the highgrowth Indian domestic Media and Entertainment (M&E) industry.

BALAJI MOTION PICTURES LIMITED

Balaji Motion Pictures Ltd. (BMPL) is the youngest and fastest growing entity
in the Balaji fold and has become synonymous with commercial cutting edge
cinematic content supported by intensive and innovative marketing.
While Balaji Films Group was set up in 2001 and KyoKii... Main Jhuth Nahin
Bolta, (2001) was the first film produced , Balaji Motion Pictures Limited was
formally incorporated as a subsidiary on March 9, 2007. Today, with a
number of award- winning and acclaimed box office blockbusters, we have
firmly established our position among the top 5 Indian motion picture studios
in the business.
After the release of first film in 2001, we produced KucchToHai, Krishna
Cottage and Koi Aap Sa in 2003, 2004 and 2005 respectively. In 2005, they
produced and released Kyaa Kool Hai Hum which made it to the top three
films of 2005; and also pioneered the wave of adult comedies. In 2007,
Shootout at Lokhandwala co-produced with Sanjay Gupta was the first film
under the BMPL banner.The film was critically acclaimed as well as a

commercial hit . It was followed in 2008 by C Kkompany. In the same year

Balaji co-produced Mission Istanbul and EMI Liya Hai Toh Chukana Padega
with Popcorn Entertainment .In 2008, Balaji acquired the domestic
distribution rights of BhoolBhulaiyaa , Darling and Sarkar Raj. All the and
helped Balaji enter a new vertical of business.
In 2010, Balaji launched a sub-brand ALT Entertainment (details below) for
new-age cinema with alternate sensibilities . Love Sex AurDhokha was the
first movie produced by Alt. In the same year, Balaji released Once Upon a
Time in Mumbaai, which was among the most acclaimed hits of the year. The
success of these films marked Balajis entry in the films business.
This was followed in FY 2012-13 by Kyaa Super Kool Hain Hum a sequel to
the erstwhile 2007 hit Kya Kool Hain Hum which surpassed expectations and
became a box-office winner.
In FY2014, Balaji scaled output substantially with diverse subjects and
genres, cementing Balaji position as a film company to reckon with. The 6
movies produced and released during 2013/14 were Ek Thi Daayan, Shootout
at Wadala, Lootera, Once Upon a Time in Mumbai Dobaara, ShaadiKe Side
Effects and Ragini MMS-2. It being the only studio with the highest industry
turnover in FY2014 despite being the youngest in the business. Balaji also
successfully undertook distribution of some of movies in limited territories,
giving the confidence to be across the value chain, from production to
distribution. Going forward, to aim to further scale up their already healthy
and steady pipeline of movies.
During FY2015, till date Balaji have released Main Tera Hero , Kuku Mathur Ki
Jhand Ho Gayi and Ek Villain. A host of other projects are being planned for
FY2015 and FY 2016.Over a period of time Balaji have built a diversified film
library which would provide stable and recurring future cash flows. The

library, in future, would help them exploit old content on new and emerging
platforms as well.

ALT Entertainment

With four releases, 2011-12 saw the rapid emergence of Alt Entertainment,
its alternate brand, which stands for new-age cinema with alternate
sensibilities. Shor in the City, an urban drama, emerged as the most
acclaimed film of the year, while Ragini MMS, a paranormal thriller made on
a shoe-string budget was a big hit. Alts foray into regional cinema with its
maiden State Award-winning Marathi co- production, Taryanche Bait,
received an overwhelming response and set new box office records.
The year ended on a crescendo with the runaway success of The Dirty
Picture, one of the most acclaimed, celebrated and discussed films of Indian
cinema.
During FY 2014 Ek Thi Daayan and Ragini MMS2were launched from the ALT
stable.
Going forward ALT will continue in the space of commercial alternate cinema
while the parent brand will create and produce content aimed at a more
universal and mainstream audience. We believe that there is a tremendous

scope and demand for the cutting edge content produced by ALT given the
changing market landscape and audience profile and tastes.

BOLT MEDIA LIMITED

BOLT Media Limited (BOLT), a wholly owned subsidiary of Balaji Telefilms

Limited (BTL) was incorporated in November, 2012. BOLT was set upto
independently create and produce cutting edge TV concepts across
mainstream and regional television. BOLT proposes to cover genres like
youth, humour, neo- mythology, reality, scripted reality, factual
entertainment besides exploring branded content like digital brand solutions
and short form programming. With a diversified team comprising of creative
and production personnel from across the spectrum of TV, films, Ad films, onair promotions in place, we are confident inexecuting projects across a
diversified spectrum.
BOLT has tied up with some well-regarded International players to line
produce international IP in India. In addition, we will offer creative or line
production expertise to other production houses including regional content.
We benefit in terms of access to BTL's infrastructure which includes studio
floors, state of the art equipment and post production facilities.
Since its inception BOLT has successfully completed the production of eight
brand customization ad-films for a leading food brand. Further, we completed
a new advertisement for a leading personal care brand. Additionally, two

episodes for EkThiNaayika and 7 part series of MujhePankh De Do for Life OK

were produced by BOLT. Yeh Mera India a music video and promo campaign
with Salim-Suleiman for Animal Planet was done by us.We also commissioned
two serials Dharma-Kshetra and Rakht for EPIC Television Networks
Private Limited. Probable month of Channel launch is August, 2014. We
recently completed two new shows i.e. YehJawani Ta Ra Ri for Star TV and
Love By Chance for Bindaas (GENX Entertainment Ltd).

CONCLUSION
Entrepreneurship among women, no doubt improves the wealth of the
nation in general and of the family in particular. Women today are more
willing to take up activities that were once considered the preserve of men,
and have proved that they are second to no one with respect to contribution
to the growth of the economy. Women entrepreneurship must be moulded
properly with entrepreneurial traits and skills to meet the changes in trends,
challenges global markets and also be competent enough to sustain and
strive for excellence in the entrepreneurial arena.

BIBLOGRAPHY
www.google.com
www.wikipedia.com
www.balajitelefilms.com
www.balajimotionpictures.com