http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12571 Fri, 15 May 2026 12:09:54 GMT 2026-05-15T12:09:54Z http://localhost:8181/xmlui/bitstream/id/95279a4d-847d-47e8-89e3-7e9f263a10ca/ http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12571 http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12744 14th Biennial Conference Report Entrepreneurship in India has gathered pace, making the country one of the top Startup hubs globally. Today people are open to entrepreneurship as a career option. Students for prestigious institutions are opting out of the placement process to set up their own venture. Entrepreneurship has come a long way from family firms to ambitious startups and social enterprises. One potent reason behind increasing faith in this discipline is meaningful research which has promoted changes and has it known to the wide society that the domain abounds with opportunities. Research in the realm of entrepreneurship has been a significant force that illustrated patterns and complexities in this sector, and ensured this in mind, EDII’s Center for Research in Entrepreneurship Education and Development (CREED) has been organizing Biennial Conference on Entrepreneurship for the past 24 years to explore the different facets of entrepreneurship and to provide a platform to Scholars from across the nation and the world to share their finding. During February 25-27, 2021, the Institute hosted the 14th Biennial Conference on Entrepreneurship. Wed, 19 May 2021 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12744 2021-05-19T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12717 Video of the Inaugural Function of the Fourteenth Biennial Conference on Entrepreneurship (February 25-27, 2021) Sun, 28 Feb 2021 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12717 2021-02-28T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12704 Transforming Scheduled Castes (SC) and Scheduled Tribes (ST) Youth in to Entrepreneurs through Entrepreneurship Development Strategy in Gujarat Solanki, Prakash Socioeconomic condition and compulsion for income generation of Scheduled Caste (SC) and Scheduled Tribe (ST) youth is becoming major barriers to transform them in entrepreneur. It means not that they do not want to go for enterprising career option or they do not want to take risk but social limitation, lack of exposure and community behavior pulling them back to take the new initiative. To break the myth and come out form the traditional occupation circle is a challenging issue for SC – ST youth. Ministry of MSME, Govt of India has taken initiative to promote entrepreneurship among SC / ST youth under NSSH scheme. EDII has taken a lead to work with the most challenging segment to put them in economic mainstream. Sensitizing SC / ST youth and other stakeholders for this complex process was addressed in a very systematic manor. Specially designed promotional strategy to attract SC / ST potential entrepreneurs was designed and implemented. Community dynamics and individual behavior plaid an important role in whole process. Programmes were designed very specifically to address all the issues related to transforming SC / ST youth into entrepreneurs. This paper attempts to understand the whole transforming process from a common person to entrepreneurial one. Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini Thu, 25 Feb 2021 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12704 2021-02-25T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12703 Nurturing Green: The Growth Dilemma Tiwari, Shalini Rahul; Pandit, Deepak; Sahay, Arun On 23rd March 2020, Annu Grover was preparing for the board meeting. His venture ‘Nurturing Green Retail Pvt. Ltd’ (NGR) had come a long way since it started in 2009. It had started as a B2B company with corporate gifting of plants and had also entered the B2C channels by moving into retailing of potted plants. As a B2C company, it was positioned as a provider and consultant to households for air-freshening plants. It had experimented with a few business models during the last decade and had learned from each. NGR had a presence in 65 stores in north and south of India (including one store owned by the company). NGR was estimated to earn a revenue of INR 30 crores by March-end 2020. For the next financial year, he was working on a plan that would increase the revenue to INR 50 million. However, the news of COVID – 19 pandemic was pouring in from all over the world, and countries were imposing a lockdown. India was also slated to observe a 21-day complete lockdown from March 25th onwards. It was expected that the lockdown could even last for a few months. This would impact the operations of NGR and the entire supply chain. Moreover, Annu was seeking to raise more funds for business expansion. Under such circumstances, it would not only be challenging to raise money but also to earn money from the existing business. Fourteenth Biennial Conference on Entrepreneurship/ Edited by Rajeev Sharma, Sunil Shukla, Amit Kumar Dwivedi & Ganapathi Batthini Thu, 25 Feb 2021 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/12703 2021-02-25T00:00:00Z