http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12612 2026-05-15T12:49:24Z 2026-05-15T12:49:24Z Sareen, S B http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12622 2021-03-07T10:19:34Z 2021-02-25T00:00:00Z

Unleashing Science & Technology Entrepreneurship: EDII’s Experiences Sareen, S B Science and Technology Entrepreneurship is a major driver for innovation, economic prosperity as well as job creation. In India, business establishment was traditionally considered to be the domain of few business families or the result of natural inheritance within business communities. However, with the help of proactive government policies and financial support for entrepreneurship, slowly and steadily, entrepreneurship in domain of science and technology is gaining momentum and interest in the country. The National Science and Technology Entrepreneurship Board (NSTEDB), which is the premier govt. institution in the country to promote S&T entrepreneurship, was established in 1982 by the Department of Science & Technology, Government of India with the broad objective of promoting Science & Technology Entrepreneurship, gainful self-employment amongst the Science and Technology (S&T) youth in the Country and to promote knowledge based and innovation driven enterprises. In the year 2008-2009, Entrepreneurship Development Institute of India, a national Resource Institute in the field of entrepreneurship education, research, training and institution building, was entrusted the humungous task of implementing several capacity building programmes (Entrepreneurship Awareness Camp, Entrepreneurship Development Programme, Women Entrepreneurship Development Programme, Technology based Entrepreneurship Development Programme, Faculty Development Programme) by DST-NSTEDB, thereby acting as a National Implementing & Monitoring Agency of DST, and the programmes known under DST NIMAT project. Here in this paper, an attempt has been made to present a detailed insight of this project, its genesis, implementation mechanism and impact made during 10 years of its operation i.e. 2008-2018. Given the encouraging results of this project over the years, there is a huge scope for the flourishment of entrepreneurship in various domains of science and technology in the country. Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini

2021-02-25T00:00:00Z Arora, Aishwarya Panda, Rasananda http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12621 2021-03-07T10:17:40Z 2021-02-25T00:00:00Z

Sustainable Mobility through Entrepreneurship in Science and Technology Arora, Aishwarya; Panda, Rasananda Building a carbon-neutral and climate-resilient future requires the coexistence of economic and environmental activities. Electric and Hybrid Vehicles are the new sustainable ways for clean and efficient mobility solutions. As per the literature available through the NITI Ayog, Bureau of Energy Efficiency, and the Ministry of Power, various policies can foster Electric Vehicles' adaptability (EVs). Through the National Electric Mobility Mission Plan 2020, the Indian government aims to provide sustainable mobility by incentivizing electric and hybrid vehicles in India. Such lowcarbon innovations, coupled with robust infrastructure and technological advancements, can lead to sustainable development in the future. Faster Adoption and Manufacturing of Electric and Hybrid vehicles in India (FAME India) initiative has been taken up by the government since 2015. Unfortunately, the actual numbers did not match the expected rise in the number of EVs in the market. This paper aims to study the failures of PHASE 1 of FAME India. The paper also focuses on applying EVs into the business owing to EV's low variable cost. Therefore, it further expands its application to logistics and supply chain management by integrating information and communication technology. Post-Pandemic, the targets of FAME PHASE II will be affected. The paper will assess the targets, expectations, and application parameters that must be renewed to adapt to present changes. The study will be exploratory to figure out the reasons for the failure of Phase 1. There is a gap in planning and implementing government aids/initiatives and its hybrid vehicles' acceptability. The variables that need to be studied included cost, disposable income, appropriate infrastructure (power, industry for renewal of lithium batteries, charging infrastructure for batteries), durability, and the vehicle's efficiency. The sources of data collection are primarily secondary. With relatively lower gross Domestic Product, an Indian citizens' per capita income is low compared to Western economies. Lesser income leads to lesser affordability to spend on 4- wheeler electric vehicles. Unlike the west, most of India's vehicles belong to the category of two-wheelers and three-wheelers. The discrepancy is basically due to the money-cost involved in it. The dominant cost involved in making an electric vehicle is its battery's cost. With relatively higher fixed costs, the upfront cost to buy an electric vehicle is too high for India's middle-class citizens. The majority of the Indians do not have the purchasing power for this product. Moreover, robust government initiatives fail to convince the buyers to switch from regular vehicles to electric vehicles. The methodology adopted for this study revolves around secondary data gathered through website Paper Presented at 14th Biennial Conference held at EDII, Ahmedabad during 25 ‐ 27 February 2021 reviews, interviews on the web, data on the Ministry of Heavy Industries and public enterprises, and other government sources. There are specialized portals online, like team-bhp, that share buying cars' first-hand experiences to help in critical analysis in adopting electric vehicles. Sustainability is required to march forward towards the next generation, but the question that is required to be answered is, can India do this? Does incentivizing the production boost sales? Is it a business problem that needs to be solved or an ideological issue that needs to be addressed? What should be the Adoption Model in this regard? How can electric and hybrid vehicles be applied in business? Can we adopt the models from the west? Questions like these need to be answered. This paper aims to address these questions that shall bridge the gap between policy implementation and the adoption of the concept of sustainable mobility. Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini

2021-02-25T00:00:00Z Parchure, Narendra Parchure, Sonali http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12620 2021-03-07T10:15:29Z 2021-02-25T00:00:00Z

Entrepreneurship: A Business Plan for Success: A Case Study of a Beach Resort Owner Parchure, Narendra; Parchure, Sonali The concept of entrepreneurship is not new. Entrepreneur is the one who runs a business. Precisely an entrepreneur is the one who starts his own business. He is also a person who organizes, coordinates, operates, and assumes the upcoming risk of a business venture. Entrepreneurship is a creative and innovative response to the environment. Building up an entrepreneurship culture implies inculcating a set of entrepreneurial values, rules and traits that are beneficial to the growth of entrepreneurship. Adam Smith, - father of Political Economy, stated in his book named Wealth of Nation that an entrepreneur is a person who forms an organization for commercial purpose. He is the one who has an unusual foresight to recognize the potential demand of goods and services. Entrepreneurship essentially consists in doing things differently that are generally not done in the ordinary course of business. Entrepreneurship is the activity which leads the entrepreneur to look for opportunities, raise resources, create an organization and provide leadership which may result in success or failure. It can also be encouraged through interactions with successful entrepreneurs who inspire others as role models. The family business is one which has been closely identified with business for at least two generations of a family and the controlling ownership is held by an individual family member and use to manage the company. Many a times we find that enterprises that are locally owned and operated, by one person, is a sole proprietorship. Such enterprises are run by the family. These proprietors may have usually started their enterprises to supplement their family income. Many of them are service based firms and they rely exclusively on the skills of the owner. The businesses that are owned by the family vary widely. They can include retail stores, contracting business, small manufacturing firms and restaurants too. In family business the advantage is that it offers economic independence and it promotes family unity. This research paper focuses the case of a successful entrepreneur of a beach resort in konkan, western ghat area of Maharashtra. The research is based on a case study, which has been developed with the help of personal interview. Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini

2021-02-25T00:00:00Z Soni, Bhavya Soni, Sumedha http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12619 2021-03-07T10:13:18Z 2021-02-25T00:00:00Z

Entrepreneurship and After Life: How Does Job Market Respond to Entrepreneurs Seeking Opportunities After the Death of Their Ventures? Soni, Bhavya; Soni, Sumedha India is undergoing a fundamental shift with entrepreneurship and innovation being primary catalysts. The burgeoning entrepreneurial spirit has undoubtedly created an astounding startup ecosystem in India. So, starting a business has never been easy in India but it has never been easier than now. With such a high entrepreneurial spirit and activated entrepreneurial ecosystem, startups have become a reality. But as a matter of fact, 9 out of 10 entrepreneurial ventures fail within five years of their ignition in India. Failure of these ventures can have deep economic, social, psychological and physical implications for entrepreneurs. This pushes many entrepreneurs to switch their roles from job providers to job seekers in the market. When entrepreneurs shut their shops and join job market as job seekers instead of job providers they may have to face some unique challenges or opportunities on account of their entrepreneurial experience. The job market may respond in a different ways to them and treat their startup experience, mindset and skill set with some incredulity. This may help or hinder their pursuit of jobs in the market. The problem addressed in this research is to identify how does job market respond to these entrepreneurs seeking job opportunities after the death of their ventures? Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini

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