http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/865 2026-05-15T12:46:35Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/945 Strategic Planning in Small Business in India - Ashoka Industries: A Case Study Prasanna, Venkatesh; Manimekalai, N; Nagaraj, D With increase worldwide competition and rapidly changing global market demands, the small and medium-sized enterprises (SMEs) will face continuous challenges. Given the size and structure of existing SSI in India, it is highly doubtful whether they will be able to withstand the competition from the MNCs and TNCs from other countries. They have so far been protected under the umbrella or reservation, concessions, subsidies, incentives, etc. The safety net may be dismantled by 2005 as India had already signed with WTO, which is the only body at the global level to define the rules of trade. As such these enterprises have to depend on a new kind of organizational structures and strategies in order to meet this market demand. A Strategically oriented small firm can meet the competitive forces successfully. Since the WTO, globalisation, liberalization, foreign investment etc. are recent phenomena, not much research has been done on the aspects of SSI in the globalisation era. This study attempts to examine the nature of strategic planning process and its application in small business. To be very specific, what are the challenges that would be faced by SSIs and how would they be faced by SSIs in India. 2005-02-09T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/944 Strategic Leadership in SSI Majumdar, Satyajit The SSI sector especially in manufacturing segment is under severe pressure in the present liberalised business environment. As per the latest Census Report on SSI in India majority of SSI are proprietary firms. The owner -managers of these firms are solely responsible for planning strategies as well as managing the day today operations. Strategy planning in a typical SSI is significantly different from the large organisations. The very design of small business model is based on agility and cost benefits, the burning issues of large organisations. The paper concludes that the strategic processes in SSI take short term view of the market and the customers. On the other hand the SSI have developed competence to work on uncertain conditions, largely to meet the demand fluctuations of their customers. While maintaining this skill they should gradually create focus market and the industry trends. This would further enhance their capability and preparedness to deal with changes. 2005-02-09T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/943 Opportunity Recognition: A Predicting Factor for Entrepreneurial Success Hariharan, K Entrepreneurship is the process of innovation that reallocates resources to new opportunities, often creating new opportunities, through unusual combinations of resources and the skill of risk-taking entrepreneurs. Entrepreneurship is the result of inspired strategy to exploit change. The changes generally are in terms of industrial changes, market changes, demographic changes and social and cultural changes. These changes opened doors for entrepreneurs to find new opportunities. Those who recognize and pursue potential profitable opportunities to conceptualize the venture strategy will prosper and grow and will be rewarded in terms of wealth and personal satisfaction. A crucial requirement in the process of new venture creation is a match between the opportunity, the propensity to enterprise, and the ability to enterprise. Problems in business are important only as they relate to opportunities. A particular enterprise cannot, thus, be fully understood except in terms of its particular opportunities and how well they are exploited. 2005-02-09T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/942 Managing Strategically - The Necessity for Enterprise: To Begin, To Grow, To Restructure, and To Divest Kulkarni, Aaishwarya With the widening economic horizons, beginning from 1991 and open since 2005, there exist innumerable opportunities for entrepreneurship. The entrepreneurship is the process of wealth creation for the prosperity of the owners, growth opportunities for related parties and availability of new products or services for the consumers. In today’s world where quality, mass production, patents, innovative products and services, transnational corporations are the buzz words; the strategic handling of the enterprise has become a necessity. The through SWOT [Strength, Weakness, Opportunities and Threats Analysis] analysis of the business environment specially in context of open world economy, the ways of adaptability of value chain analysis in the business structure, developing lean and suitable organization structure with interwoven adjustability and necessity of innovative handling of the marketing in a strategic manner is the need of the hour. There is no dearth of entrepreneurship talent in India. The requirement is of marching in the right direction for survival, growth and overall development. There is a need to nurture the very beginning as well as the growth in a strategic manner to succeed in value creation for the enterprise. Also the tool of strategic management can be used for a vibrant turnover. 2005-02-09T00:00:00Z