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Entrepreneurship Development Unit1 Sharing
Entrepreneurship Development Unit1 Sharing
Development
Compiled by: Dr. Shriram S. Dawkhar,
Sinhgad Institute of Management, Pune
Shriram Dawkhar
Unit 1:Entrepreneurship: SPPU syllabus
1. Entrepreneurship: Concept of Entrepreneur. Intrapreneur,
Entrepreneurship and Manager. Difference between
Entrepreneur and Intrapreneur, Entrepreneur and
Entrepreneurship. Attributes and Characteristics of successful
entrepreneurs. Functions of an Entrepreneur, Classification of
Entrepreneurs. Role of Entrepreneur in Indian Economy,
Developing entrepreneurial culture, Factors influencing
Entrepreneurship Growth - Economic, Non-Economic Factors,
For profit or Not for profit entrepreneurs, Constraints for the
Growth of Entrepreneurial Culture, Entrepreneurship as a
career, Entrepreneurship as a style of management, Emerging
Models of Corporate Entrepreneurship, India’s start up
revolution–Trends, Imperatives, benefits; the players involved
in the ecosystem, Business Incubators-Rural entrepreneurship,
social entrepreneurship, women entrepreneurs, Cases of Tata,
Birlas, Kirloskar and new generation
Shriram Dawkharentrepreneurs in India. (6)
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Entrepreneur
• The word entrepreneur is derived from the French
word ‘enterprendre’ it means “to undertake” and
literally translated means “between-taker” or “go-
between”.
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Entrepreneur
David McClleland: An entrepreneur is a person with a high
need for achievement [N-Ach]. He is energetic and a moderate
risk taker.
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CONCEPT OF ENTERPRENEUR
RISK BEARER
ORGANISER
INNOVATOR
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Entrepreneurship
• Entrepreneurship is the process of creating
something new with value of devoting the
necessary time and effort, assuming the
accompanying financial, psychic and social risk
and receiving the resulting rewards of
monetary and personal satisfaction and
independence.
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INTRAPRENEUR
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“INTERNAL ENTREPRENEURSHIP”
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ENTREPRENEURVS. INTRAPRENEUR
Besides the first five letters, a few thingsdistinguish
entrepreneurs from intrapreneurs.
1.An insider:
• An entrepreneur is generally responsible for creating anew
organization.
• Intrapreneurs works within an existing firm, recognizingerrors
and creating solutions to better thecompany.
2.Risk Taker:
Intrapreneurs question the status quo or authority, but they aren’t
responsible for the fate of the company.
Entrepreneurs have gone out on theirown and are dependent on
their success.
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CHARACTERISTICSOFAN INTRAPRENEUR
Adaptive
Intrapreneurs recognize and learn from mistakes,then
adapt to find newsolutions
Creative
They posses ingenuity, bringing creativity to the
workplace and applying it toeveryday situations
Goes Against theGrain
Innovation is the name of the game, intrapreneursoften
have a rebellious spirit.
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CHARACTERISTICSOFAN INTRAPRENEUR (CONT.)
Internally & ExternallyFocused
They understand the needs of company and customers.
Perspective is essential and they see the world through
many different lenses
Self-Reliant
Like any leader, they must trust their judgment and
ability. Confidence and independence enables them to
convey ideas, even controversial ones
Visionary
A good idea is one thing, but quantifying costs and
benefits, understanding short vs. long-term implications,
and successfully pitching the idea spells success for an
intrapreneur.
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WHAT INTRAPRENEURSHIPDOES:
FOSTERSUCCESS
Internal entrepreneurship helps your companyfoster
success in a number of ways
1. Catches problems before customers do
2. Focuses on the big picture AND small details
3. Invests in your business
4. Challenges conventional thinking
5. Engages employees.
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SUCCESS STORIES
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The terms manager and entrepreneur have different approaches in:
1. Motive: The motive of an entrepreneur is to start a venture by
setting up an enterprise. He understands the venture for his
personal gratification but the main motive of a manager is to
render his services in an enterprise already setup by someone
else.
2. Status: An entrepreneur is the owner of the enterprise
whereas a manager is an employee
3. Risk Bearing: An entrepreneur being the owner of the
enterprise assumes all risks and uncertainty involved in
running the enterprise whereas a manager does not bear any
risk
4. Objective: Entrepreneur’s objective is to innovate and create
and he acts as a change agent whereas a manager’s objective is
to supervise and create routines and to implement the
entrepreneur’s plans and ideas
5. Rewards: The reward of an entrepreneur is the profit which is
highly uncertain whereas the manager gets a salary as the
reward for his service which is fixed
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Entrepreneur and Entrepreneurship
Entrepreneur Entrepreneurship
Person Process
Visualizer Vision
Organizer Organization
Decision maker Decision Making
Innovator Innovation
Risk bearer Risk bearing
Motivator Motivation
Creator Creation
Leader Leadership
Manager Management
Initiator Initiation
Planner Planning
Technician Technology
Communicator Communication
Administrator Administration
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Functions of Entrepreneur
• Innovation.
- The unexpected success or failure or any unexpected outside event.
- Innovation based on process need.
- Changes in industry and market structure.
- Demographics changes.
- New knowledge.
• Risk and uncertainty bearing.
• Organization building.
- Perception of market opportunities.
- Gaining command over scarce resources.
- Purchasing inputs.
- Marketing the products.
- Dealing with bureaucrats.
- Managing human relations within the firm.
- Managing customer and supplier relations.
- Managing finance.
- Managing production.
- Acquiring and overseeing assembly of the factory.
- Upgrading process and product.
- Introducing new production techniques andproducts.
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Type of Entrepreneur
Classification according to type of business.
• Business Entrepreneurs.
• Trading Entrepreneurs.
• Industrial Entrepreneurs.
• Corporate Entrepreneurs.
• Agricultural Entrepreneurs.
Classification according to use of technology.
• Technical entrepreneur.
• Professional entrepreneur.
• Non-technical entrepreneur.
• High-tech entrepreneur. Shriram Dawkhar
Type of Entrepreneur
Classification according to motivation ofentrepreneur.
• Pure entrepreneur.
• Induced entrepreneur.
• Motivated entrepreneur.
• Spontaneous entrepreneur.
Classification according to growth.
• Growth entrepreneur.
• Super growth entrepreneur.
Classification according to stages of development.
• First generation entrepreneur.
• Modern entrepreneur.
• Classical entrepreneur.
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Entrepreneur and Entrepreneurship
Entrepreneur Entrepreneurship
Person Process
Visualizer Vision
Organizer Organization
Decision maker Decision Making
Innovator Innovation
Risk bearer Risk bearing
Motivator Motivation
Creator Creation
Leader Leadership
Manager Management
Initiator Initiation
Planner Planning
Technician Technology
Communicator Communication
Administrator Administration
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FUNCTIONS OF AN ENTREPRENEUR
There has been a great deal of confusion and contradiction in
literature on the functions of an entrepreneur.
FUNCTIONS
1. Innovations: J.Schumpeter has made substantial contribution
to the literature of entrepreneurship. The process of
innovations may be in the form of:
a) Introduction of a new product.
b) Use of new methods of production.
c) Opening of a new market.
d) The conquest of new source of supply of raw material.
e) A new form of organisation.
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2. Risk-taking: Richard cantillon states that entrepreneur is an
agent who buys means of production at certain prices and sells
them at uncertain prices.
The entrepreneur performs the function of reducing uncertainty in
his plan of investment and expansion of the enterprise.
J.b. Say also stresses risk-taking as the specific function of an
entrepreneur.
3. Decision Maker: Entrepreneur as a decision maker describes
the following functions of an entrepreneur.
a) The determination of objectives of an enterprise and the
change of those objectives as conditions required or made
advantageous,
b) The development of an organisation including efficient
relations with subordinates and all employees,
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c) Securing adequate financial resources,the relations with
existing and potential
Investors,
d) The acquisition of efficient technological equipment and
the revision of it as new machinery appears,
e)The development of a market for the products and the
devising of new products to meet or anticipate consumer’s
demand,
f) The maintenance of good relations with public authorities
and with society at large.
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4. Organisation and Management: Marshall recognised organisation
and management of the enterprise as the important functions of an
entrepreneur.
When the organisation grows bigger, the entrepreneur effectively
delegates authority and finds responsibility at various levels of
management. The network of decision making becomes more
complex.
The functions of organisation and management includes:
a) Planning of an enterprise,
b) Co-ordination, administration and control,
c) Routine type of supervision.
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Attributes and Characteristics of successful Entrepreneur
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FACTOR AFFECTING
ENTRREPRENEURSHIP
GROWTH
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Entrepreneurial Growth
Economic
Factors
Entrepreneurial
Growth
Non-
Economic
Government
Factors
Action
•Social
Condition
•Psychological
Factors
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From a strictly economic viewpoint, it can be said that the same factors which
promote economic development account for the emergence
of
entrepreneurship also.
Capital
Economic Labour
Factors Raw
Materials
Market
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Development of entrepreneurship is not a
spontaneous one but a dependent of
phenomenon of economic, social, political,
psychological factors supporting conditions
to entrepreneurship development
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Economic Factor
-Economic environment exercises the most direct
and immediate influence on entrepreneurship.
Capital
- factors of production
- Increase in capital investment in viable
projects results in increase in profits
- too gets a boost with the easy availability of
funds for investment
- Bank loan
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Labor
-Easy availability of right type of workers also effect
entrepreneurship
-The quality rather than quantity of labor influences
the emergence and growth of entrepreneurship.
-low-cost labor
Raw Materials
-In the absence of raw materials, neither any enterprise
can be established nor can an entrepreneur be
emerged
-basic ingredients required for production
-Shortage of raw material can adversely affect
entrepreneurial environment.
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Market
- The role and importance of market and
marketing is very important for the growth of
entrepreneurship
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Infrastructure
-Expansion of entrepreneurship presupposes
properly developed communication and
transportation facilities
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Non Economic Factor
Social Factors
Caste Factor/Family Background
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Education
-Education enables one to understand the outside
world and equips him with the basic knowledge
and skills to deal with day-to-day problems.
-Certain societies encourage innovations
Cultural Value
-Entrepreneurial growth requires proper motives
like acquisition of prestige and attainment of
social status.
-strength of these motives depends upon the
culture of the society.
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Psychological Factors
1. Need Achievement
- Need for achievement (N-Ach) refers to an individual's desire
for significant accomplishment, mastering of skills, control, or
high standards.
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Status Respect/Attitude of the Society
-There are several other researchers who have
tried to understand the psychological roots
of entrepreneurship
-Motives:
Other psychological theories of
entrepreneurship stress the motives or
goals of the entrepreneur.
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Stages of EntrepreneurialProcess
• Conducting Opportunity Analysis.
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Components of Culture
Values
Rules of Conduct
Vocabulary
Methodology
Rituals
Myths and Stores
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Barriers to Entrepreneurship Culture
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What is Corporate
Entrepreneurship?
Corporate entrepreneurship is the term used to
describe entrepreneurial behaviour in an established,
larger organisation. It can be defined as:
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The Opportunist Model
All companies begin as opportunists. Without any designated organizational ownership
or resources, corporate entrepreneurship proceeds (if it does at all) based on the efforts
and serendipity of intrepid “project champions” — people who toil against the odds,
creating new businesses often in spite of the corporation.
So when trauma surgeon Dana Mears had an idea for minimally invasive surgery for hip
replacements, he presented and explored it informally with Zimmer manager Kevin
Gregg. The two then got the go-ahead from top management (including CEO Ray Elliot),
who approved the use of company resources for concept development and
experimentation.
The new medical approach required innovations in training, so the company established
the Zimmer Institute, and by 2006 more than 6,000 surgeons were being trained there in
a dozen different types of minimally invasive surgical procedures. The resulting
improvement in patient outcomes (and hence lower total costs) has led to some private
insurers paying a premium for certain Zimmer procedures. Today, that new business has
helped Zimmer achieve superior overall growth despite severe industry pricing pressure.
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The Enabler Model:
The basic premise of the enabler model is that
employees across an organization will be willing to
develop new concepts if they are given adequate
support.
Dedicating resources and processes (but without any
formal organizational ownership) enables teams to
pursue opportunities on their own insofar as they fit the
organization’s strategic frame.
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India’s start up revolution
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Start up India
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2. Indian start-ups are going global
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Funding is concentrated in just three urban areas
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Mobile apps for stat ups to get registered within the day.
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Government
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Business
Incubators
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According to Khadi and Village Industries Commission (KVIC)
“Village Industry or a rural industry means.
• Industry located in rural areas
• Population of which doesn’t exceed 10000
• Which produces any goods or renders any services
• With or without the use of power and
• In which the fixed capital investment per head of a worker
does not exceed 1000 rupees”.
ACCORDING TO THE INDUSTRY:
• Agro Based Enterprises: These include direct sale or processing
of agro products such as jaggery, sugar industries, pickles, oil
processing from oil seeds, fruit juice, diary products, spices, etc.
• Forest Based Industries: Such industries include wood products,
beedi making, coir industry, bamboo products, honey making, eating
plates from leaves.
• Mineral based Industry: Such industries include cement industries,
stone crushing, wall coating powders etc.
• Textile Industry: These include weaving, spinning, colouring, bleaching.
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Social Business Vs Profit maximizing business
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Amul
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“A women Entrepreneur is one who accepts challenging
role to meet her
personal needs and become economically
independent.”
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Definition :
“ An enterprise owned and controlled by women
having a minimum financial interest of 51% of
capital and giving at least 51% of employment
generated in the enterprise to women.”
“Women who think of a business enterprise,
initiate it, organize and combine the factors of
production, operate the enterprise and undertake
risk and handle economic uncertainty involved in
running a business enterprise.”
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But the Indian women entrepreneurs are
facing some major constraints like –
a) Lack of confidence – In general, women lack confidence in their
strength and competence. The family members and the society are
reluctant to stand beside their entrepreneurial growth. To a certain
extent, this situation is changing among Indian women and yet to
face a tremendous change to increase the rate of growth in
entrepreneurship.
b) Socio-cultural barriers – Women’s family and personal obligations
are sometimes a great barrier for succeeding in business career.
Only few women are able to manage both home and business
efficiently, devoting enough time to perform all their responsibilities
in priority.
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Conti….
c) Market-oriented risks – Stiff competition in the market and lack
of mobility of women make the dependence of women
entrepreneurs on middleman indispensable. Many business women
find it difficult to capture the market and make their products
popular. They are not fully aware of the changing market conditions
and hence can effectively utilize the services of media and internet.
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Shahnaz Hussain :
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Shahnaz Husain
Shehnaz Hussain Herbals- one of the largest herbal manufacturer in the
world
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Ekta Kapoor
Most dynamic young achiever in the Country
Creative Director of Balaji Telefilms
Queen of Indian Television industry-’Saas Bahu Serials’
Hands on manager
Best Entrepreneur in 2001
Inexperience was her biggest challenge
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Ekta Kapoor, creative head of Balajji Telefilms, is the
daughter of actor Jeetendra, and sister of actor Tushar Kapoor.
She has been synonymous with the rage of soap operas on Indian
TV, after her most famous venture 'Kyunki Saas Bhi Kabhi Bahu
Thi', which started airing on STAR Plus in 2000. Ekta dominates
Indian television, producing more than eight television soaps. At
the 6th Indian Telly Awards 2006, she bagged the Hall of Fame
award for her contributions. Most of her creations begin with the
letter'K' due to her superstition that it brings her good luck.
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Kiran Mazumdar Shaw
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Sulajja Firodia Motwani, Joint Managing Director of Kinetic
Engineering Ltd., is in-charge of the company's overall business
developmental activities. She is also the Director of Kinetic Motor Company
Limited and Kinetic Marketing Services Limited. A fitness freak and avid
sports enthusiast, she even played badminton at the national level. The
magazine 'India Today' has honoured her with the title of business 'Face of
the Millennium'. She was ranked among the top 25 business entrepreneurs of
the country, and was also presented with the Society Young Achiever's Award
for Business in 2002. The same year, she was chosen as the 'Global Leader of
Tomorrow' by the World Economic Forum.
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Indra Krishnamurthy Nooyi, chairman and executive officer of PepsiCo,
was according to Forbes magazine's 2006 poll, the fourth most powerful woman
in the world. She was also named the #1 Most Powerful Woman in Business in
2006 by Fortune magazine. She got her bachelor's degree from Madras Christian
College in 1974, entered the Business Diploma programme at the Indian Institute
of Management, Calcutta, and later moved to the USto attend the Yale School of
Management. Nooyi serves on the board of directors of several organizations,
including Motorola, the Federal Reserve Bank of New York, the International
Rescue Committee, and the Lincoln Center for the PerformingArts.
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Ritu Kumar :
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Lila Poonawalla: Serum Institute, Pune
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Some More
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KIRLOSKAR GROUP
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KIRLOSKAR GROUP
Type Private
Industry Conglomerate
Employees ~18,000
Website http://www.kirloskar.com
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Introduction
The Kirloskar group of companies was one of the earliest
industrial groups in the engineering industry in India.The company
exports to over 70 countries.
Kirloskar Brothers Ltd established in 1888, is India's largest
maker of pumps and valves and also undertakes construction
projects through its subsidiary Kirloskar Construction And
Engineers Ltd.
The group is headed by Sanjay Kirloskar .The company under
Shantanurao Lakshmanrao Kirloskar achieved one of the highest
growth rates in Indian history, with 32,401% growth of assets from
1950–1991. Shriram Dawkhar
The first product of Kirloskar Brothers.
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Group History
Cycle Works at Kirloskarwadi - 1888 – Kirloskar Brothers’ first enterprise
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Products
• Pumps
• Engines
• Compressers
• Screw & Centrifugal Chillers
• Valves
• Pig Iron Construction
• Transmissions
• Submarine pipelines construction
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Companies
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Achivements
•The National Record 2011 award by Limca Book of
Records for not losing a
single man-day due to labour unrest in the past 50
years.
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Kirloskar Group – Financials
6000
8200 9000
3000 4774
6000
3652
0
2006 2007 2008 2009 2010
600 842
700
300 500
422
348
0
2006 2007 2008 2009 2010
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PUMP’S
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Kirloskar Brothers Ltd.
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KIRLOSKAR GROUP- Enriching Lives 12
KBL - Major Sectors Catered To
Projects &
Engg. Pumps
Industrial
Pumps
Agricultural &
Domestic
Pumps
Valves
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13
International Subsidiaries
KIRLOSKAR BROTHERS INTERNATIONAL B.V. (2008)
SPP Pumps • Leading market presence in Fire
Pump
Limited • Packages business
– UK • Lowest life cycle cost pump range
(2003) Assembly units in USA and South
Kirloskar Brothers • ASfarliecsa and Packaging of centrifugal
pumps
Europe BV –The
with focus on European markets
Netherlands
(2008)
Kirloskar Brothers • Sales and Packaging of
(Thailand) Limited centrifugal pumps
with focus on South East Asian
(2r009)
markets
• Manufacturing and Sales of
high head
Pumps Limited
multi-Stage pumps, Rubber
South Africa
lined slurry pumps and white
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metal lined bearings
KIRLOSKAR OIL ENGINES LTD.
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Kirloskar Oil Engines Ltd.
Engine
Bearings &
Smallest : 3 hp Valves
Diesel engines
ranging from
3 hp to 11000 hp.
Biggest : 11,000 hp
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KOEL Customers
Exc-Loaders
Compactors
Fork-lift Trucks
Excavators
Assorted
Cellular
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KIRLOSKAR PNEUMATIC CO. LTD.
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KPCL Products
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KPCL Customers
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KPCL - Major sectors catered to
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KIRLOSKAR FERROUS INDUSTRIES LTD.
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25
KFIL Products and Location
Factory
Products
Pigging
operation
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KFIL Product Applications
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KCPL Products
➢ More than 200,000 TR chillers sold in the
last seven years
➢ Catering to Industrial and commercial
sectors
➢ Preferred supplier status with Taj Group
of Hotels, ISRO and Nuclear Power Corp.
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Global Presence - 70+ countries
Overseas Customers Manufacturing Overseas Offices
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Across 6 Continents
Suriname Zimbabwe
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ManufacturingFacilities–OutsideIndia
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2013 This is a proprie a cument kar Brothers Limited
KIRLOSKAR GROUP
MISSION
(Sanjay C. Kirloskar)
Shriram Dawkhar Chairman & Managing Director
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Tata Group is an Indian
multinational
conglomerate company
headquartered in the
Bombay House in
Mumbai, India.
Operations in more than 80
countries across six
continents; exports to 80 Bombay House, the head office of Tata Group
nations. Shriram Dawkhar
Current Chairman
of the Tata
Group is Ratan
Tata, who took
over from J.R.D.
Tata in 1991
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Continue……..
JRDTATA
Shriram Dawkhar NAVALTATA
Deep rooted history
FOUNDATION
1868-1931
Ratan Tata
CONSOLIDATION
1932-89
EXPANSION
1990 onwards
Sir Dorab Tata, the eldest son of Jamsetji became the chairman of
the group after his fathers death in 1904. Under him, the group
ventured into steel production (1905) and hydroelectric power
generation(1910).
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Cont………
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Different groups of tata
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TATA GROUP
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➢ COMSUMER PRODUCTS:- Tata Salt, Tata sky.
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Mergers andAcquisitions
2007 Tata Steel purchased a 100% stake in the Corus group at 608 pence share in all cash
deal.
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2008: Jaguar and land rover Brands
February 2000 – Tetley Tea Company, $407million
March 2004 – Daewoo Commercial Vehicle Company, $102 million
August2004 – NatSteel's Steel business, $292 million
November 2004 – Tyco Global Network,$130 million
July 2005 – Teleglobe International Holdings, $239 million
October 2005 – Good EarthCorporation
December 2005 – Millennium Steel,Thailand, $167 million
December 2005 – Brunner Mond Chemicals, $120 million
June 2006 – Eight O'Clock Coffee, $220 million
November 2006 – Ritz Carlton Boston, $170 million
Jan 2007 – Corus Group, $12billion
March 2007 – PT Kaltim Prima Coal (KPC) (Bumi Resources),$1.1billion
April 2007 – Campton Place Hotel, San Francisco, $60 million
January 2008 – Imacid Chemical Company, Morocco[12]
February 2008 – General Chemical Industrial Products, $1billion
March 2008 – Jaguar Cars and Land Rover, $2.3 billion
March 2008 – ServiplemSA, Spain
April 2008 – Comoplesa LebreroSA, Spain
May 2008 – Piaggio Aero Industries S.p.A., Italy
June 2008 – China Enterprise Communications,China
June 2008 – Neotel, SouthAfrica
October 2008 – Miljo Grenland / Innovasjon, Norway
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AWARDS AND RECOGNATION
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In May 2008 Mr. Tata made it to the Time magazine's
2008 list of the World's 100 most influential people.
The international brand consultancy BrandFinance
has ranked the $68-billion conglomerate, Tata
Group, as 50th most valuable brand in the world.
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Philanthropy : Tata Group
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The Tata Group has donated a Rs. 220 crore
($50 million) to the prestigious Harvard Business
School (HBS) to build an academic and a residential
building on the institute’s campus in Boston,
Massachusetts. The new building will be called the
Tata Hall and used for the institute’s executive
education programmes. The amount is the largest
from an international donor in the business school's
102-year-old existence.
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✓ Its TATA every where !!!
✓ ‘TATA’ in your life!!!
✓ What makes you lick your fingertips, but of course
TATASALT.
✓ What makes your costumes neat and clean?
TATASHUDH. ( Cement)
✓ What gives a foundation to your dreams?
TATAFINANCE.
✓ What makes you feelfresh?
TATAHAMAM.
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✓ What helps you to prosper?
TATAYELLOW PAGES.
✓ What/Who increases your valuabletreasure?
TATA McGraw-HILL PUBLISHERS.
✓ The producer of MISS WORLD & MISS UNIVERSE from INDIA
TATALAKME.
✓ What beeps next to your heart?
TATACELLULAR.
✓ What makes the world within your reach?
TATATELE.
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✓ What makes you more relaxed other than your wife/spouse?
TAJRESORTS.
✓ What keeps you on the move?
TATA ENGINEERING & LOCOMOTIVE.
✓ What protects you from disease?
TATAPHARMA.
✓ What makes you punctual?
TITAN.
✓ Who gives you a roof over your head?
TATAHOUSING.
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Case Study on Aditya Birla Group
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Introduction about Aditya Birla
group
Shriram Dawkhar
ITRODUCTION
TYPE Private
INDUSTRY Conglomerate
FOUNDED 1857
FOUNDER Ghanshyam Das Birla
HEADQUATER Mumbai, Maharashtra
KEYPEOPLE Kumar MangalaBirla(Chairman)
REVENUE US$ 40 BILLION(2012)
EMPLOYEE 136,000(2012)
Shriram Dawkhar
HISTORY Birla group
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SECTOR
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M A JOR SECTORS
CEMENT
Companies- Grasim, Ultratech Cement Ltd
NON FERROUSMETALS
Companies- Hindalc Industries Ltd., Noveli Inc., Aditya Birla Minerals
Ltd,etc
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TEXTILE
Companies-Aditya Birla Nuvo, Grasim, Thai Acrylic Fiber
TELECOMMUNICATION
Companies-Idea cellular limited
CHEMICALS
Companies-Aditya Birla chemical limited(Thailand) & Thai Peroxideco.
• Brands- Polyphos, Epotech, Birol ex, Ecare etc
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INSULATORS
Companies-Aditya Birla Insulator Pvt. Limited
AGRIBUSINESS
Companies-Aditya Birla Nuvo
FINANCIALSERVICES
Companies-Birla a Sun Life Insurance Company Ltd , Aditya Birla Finance
Ltd.
Brands-Financial Services
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MINING
Companies- Essel Mining and Industries Ltd
Brands- Iron Ore
GARMENTS
Companies-Aditya Birla Nuvo
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RETAIL
Companies-Aditya Birla Retail Limited
Brands- more. (Supermarket)
CARBANBLACK
Companies- Aditya Birla Nuvo
IT-ITES
Companies-Aditya Birla Minacs Worldwide Limited
Brands- I T- ITes
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key products and brands capacities country
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COMPANY: IDEA CELLULAR LTD.
Idea
more.
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PRODUCTS
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LOCATION
Operating countries
Australia, Austria, Bahrain, Bangladesh, Brazil, Canada, China,
Egypt, France, Germany, Hungary, India, Indonesia, Italy, Japan,
Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines,
Poland, Singapore, Spain, Sri Lanka, Sweden, Switzerland,
Tanzania, Thailand, UAE, UK, USAand Vietnam.
Shriram Dawkhar
Shriram Dawkhar
About k.M.Birla
❖ Kumar Mangalam Birla is a chaiman
of aditya birla who is son of A.V.Birla.
❖ K.M.Birla done C.A and MBAfrom
london business school, at theage
of 28 taken responsibility towards
business having total revenue of
INR 15,000 crores with assets of INR
16,000 crores.It had a strength of
75,000employees and 6,00,000 shareholders.