http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/856 Fri, 15 May 2026 12:04:27 GMT 2026-05-15T12:04:27Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/946 Gender Constraints in Business Start ups: Some Learning Sengupta, Nabarun Empowerment of women through enterprise establishment and self employment is a time tested model. NGOs and Government agencies have seen this model as one that could help women become economically self reliant. The economic regeneration project, initiated after the 2001 earthquake in Kutch and Saurashtra, saw the establishment of businesses by both men and women. However, the women entrepreneurs had to confront and overcome constraints which were rooted in gender disparities. The enterprises they established were small in size, mostly located within their four walls, were mostly seen to be an extension of their reproductive role and also did not challenge the gender stereotypes. Data obtained during the project were subjected to some simple analysis. The analyses indicate that women experienced certain constraints more than men. The data also reveal poor support of the formal institutional lenders. Women could not obtain the support of these banks even though they showed higher start ups. Wed, 09 Feb 2005 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/946 2005-02-09T00:00:00Z 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. Wed, 09 Feb 2005 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/945 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. Wed, 09 Feb 2005 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/944 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. Wed, 09 Feb 2005 00:00:00 GMT http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/943 2005-02-09T00:00:00Z