INTRODUCTIONThe Indian economy has been witnessing a drastic change since mid -1991, with new policies of economic liberalization, globalization and privatization initiated by the Indian government. India has great entrepreneurial potential. At present, women involvement in economic activities is marked by a low work participation rate, excessive concentration in the unorganized sector and employment in less skilled jobs.Any strategy aimed at economic development will be lop-sided without involving women who constitute half of the world population. Evidence has unequivocally established that entrepreneurial spirit is not a male prerogative. Women entrepreneurship has gained momentum in the last three decades with the increase in the number of women enterprises and their substantive contribution to economic growth. The industrial performance of Asia-Pacific region propelled by Foreign Direct Investment, technological innovations and manufactured exports has brought a wide range of economic and social opportunities to women entrepreneurs.In this dynamic world, women entrepreneurs are an important part of the global quest for sustained economic development and social progress. In India, though women have played a key role in the society, their entrepreneurial ability has not been properly tapped due to the lower status of women in the society. It is only from the Fifth Five Year Plan (1974-78) onwards that their role has been explicitly recognized with a marked shift in the approach from women welfare to women development and empowerment. The development of women entrepreneurship has become an important aspect of our plan priorities. Several policies and programmes are being implemented for the development of women entrepreneurship in India.There is a need for changing the mindset towards women so as to give equal rights as enshrined in the constitution. The progress towards gender equality is slow and is partly due to the failure to attach money to policy commitments. In the words of president APJ Abdul Kalam "empowering women is a prerequisite for creating a good nation, when women are empowered, society with stability is assured. Empowerment of women is essential as their thoughts and their value systems lead to the development of a good family, good society and ultimately a good nation."When a woman is empowered it does not mean that another individual becomes powerless or is having less power. On the contrary, if a women is empowered her competencies towards decision- making will surely influence her family's behavior.In advanced countries, there is a phenomenon of increase in the number of self- employed women after the world war 11. In USA, women own 25% of all business, even though their sales on an average are less than two-fifths of those of other small business. In Canada, women own one-third of small business and in France it is one-fifth.

HISTORYBefore the 20th century, women were operating businesses as a way of supplementing income. In many cases, they were trying to avoid poverty or making up for the loss of a spouse. The ventures that these women undertook were not known as entrepreneurial at the time; many of them usually had to bow to their domestic responsibilities. The termentrepreneuris used to describe individuals who have ideas for products and/or services that they turn into a working business. In earlier times, this term was reserved for men. Women became more involved in the business world only when the idea of women in business became palatable to the general public. However, this does not mean that there were no female entrepreneurs until that time. In the 17th century, Dutch Colonists who came to what is now known as New York City, operated under a matriarchal society. In this society, many women inherited money and lands and, through this inheritance, became business owners. One of the most successful women from this time wasMargaret Hardenbrook Philipse, who was a merchant, ship owner, and also involved in the trading of goods. During the mid 18th century, it was popular for women to own certain businesses like brothels, alehouses, taverns, and retail shops, among others. Most of these businesses were not perceived with good reputations, because it was considered shameful for women to be in these positions. Society at the time frowned upon women involved in such businesses because they took from the women's supposed gentle and frail nature. During the 18th and 19th centuries, more women came out from under the oppression of societys limits and began to emerge into the public eye. Despite the frowns of society, women like Rebecca Lukens flourished. In 1825, Lukens took her family business of ironworks and turned it into a profit-generating steel business.In the 1900s, due to a more progressive way of thinking and the rise of feminism, female entrepreneurs began to be a widely accepted term and although these women entrepreneurs serviced mostly women consumers, they were making great strides. Women gained the right to vote in 1920 and two years later, Clara and Lillian Westrop started the institution of Womens Savings & Loan as a way of teaching women how to be smart with their money. As each change in society happened, female entrepreneurs were there, becoming more influential. With the boom of the textile industry and the development of the railroad and telegraph system, women like Madame C. J. Walker took advantage of the time and was able to market her hair care products in a successful way, becoming the 1st African American female millionaire. Carrie Crawford Smith was the owner of an employment agency opened in 1918 and, like Madame C. J. Walker, she sought to provide help to many women by giving them opportunities to work.During the Great Depression, some of the opportunities afforded to women took a backseat and society seemed to reverse its views, reverting to more traditional roles. This seemed to affect women working in business. However, it served as a push to those involved in the entrepreneurial world. More women began starting their own businesses, looking to survive during this time of hardship. In 1938, Hattie Moseley Austin, who had begun to sell chicken and biscuits after her husband died, opened Hatties Chicken Shack in Saratoga Springs, NY.During WWII, many women entered the workforce, filling jobs that men had left behind. Women of their own accord took these jobs as a patriotic duty along with others who started businesses of their own. Some of these women included Pauline Trigere, who came to New York from Paris in 1937 and started a tailoring business that later turned into a high-end fashion house. Estee Lauder at the time was also working on the idea for her beauty products and officially launched in 1946, a year after the war ended. When the war ended, many women still had to maintain their place in the business world because most of the men who returned were injured.The Federation of Business and Professional Womens Clubs were a source of encouragement to women entrepreneurs. They often would hold workshops with already established entrepreneurs, such asElizabeth Arden, giving advice. When the 1950s came, women found themselves surrounded by messages everywhere, stating what their role should be. Domesticity was the overall concern and theme that was highly stressed during this time, and women were juggling, trying to combine the home and their career.From the 1960s to the late '70s, another change came about when divorce rates rose and many women were forced back into the role of being a sole provider. This of course pushed them back into the working world, where they were not well received. When the recession hit, many of these women were the first to be without work. Once again, the entrepreneurial endeavors of women came to the rescue as an effort of asserting themselves and aiding other women in being a part of the workforce. Mary Kay Ash and Ruth Fertel of Ruths Chris Steak House were part of that movement.The 1980s and '90s were a time of reaping the benefits from the hard work of women who worked tirelessly for their rightful place in the workforce as employees and entrepreneurs. Martha Stewart and Vera Bradley were among the 25 percent women who owned businesses. The public was also becoming more receptive and encouraging to these women entrepreneurs, acknowledging the valuable contribution they were making to the economy. The National Association of Women Business Owners helped to push Congress to pass The Womens Business Ownership Act in 1988, which would end discrimination in lending and also get rid of laws that required married women to acquire their husbands signature for all loans. In addition, the Act also gave women-owned businesses a chance to compete for government contracts.Another monumental moment for women in business was the appointment of Susan Engeleiter as head of the Small Business Administration in 1989. In the late '80s and throughout the '90s, there was more of a focus on networking opportunities in the world of female entrepreneurs. There were many opportunities that came about to help those who were interested in starting up their own businesses. Support groups, organizations for educating the female entrepreneur, and other opportunities like seminars and help with financing came from many different sources, such as the Womens Business Development Center and Count Me In. Despite all these advances, the female entrepreneurs still fell behind when compared to their male counterparts.As the '90s came in, the availability of computers and the increasing popularity of the internet gave a much needed boost to women in business. This technology allowed them to be more prevalent in the business world and showcase their skills to their competitors. Even still, with the added popularity of women in business, the availability of technology, the support from different organizations, female entrepreneurs today are still fighting. The economic downturn of 2008 did not serve to help them in their quest. With the continual attention given to female entrepreneurs and the educational programs afforded to women who seek to start out with their own business ventures, there is much information and help available. Since 2000, there has been an increase in small and big ventures by women, including one of their biggest obstacles--financing.

CONCEPTConcept of Entrepreneur The word ' entrepreneur' derives from the French word "Entreprendre" (to undertake) .in the early 16thCentury it was applied to persons engaged in military expeditions, and extend to cover construction and civil engineering activities in the 17thcentury, but during the 18thcentury , the word 'entrepreneur' was used to refer to economic activities. Many authors have defined 'entrepreneur' differently. Generally, an entrepreneur is a person who combines capital and labour for production. According to Cantillion "entrepreneur is the agent who buys means of production at certain prices, in order to sell at prices that are certain at the moment at which he commits himself to his cost". According to P.F Drucker an Entrepreneur is one who always(1) searches for change (2) responds to it (3) exploits it as an opportunity." Concept of Women Entrepreneurship Entrepreneurship is an economic activity which is undertaken by an individual or group of individuals. Entrepreneurship can be defined as the making of a new combination of already existing materials and forces; that entrepreneurship throws up as innovations, as opposed to inventions and that no one is entrepreneur forever, only when he or she is actually doing the innovative activity . Women entrepreneurship is the process where women organise all the factors of production, undertake risks, and provide employment to others. The definition of women entrepreneurship has never been differentiated on the basis of sex and hence could be extended to women entrepreneurs without any restrictions. According to Medha Dubhashi Vinze, a woman entrepreneur is a person who is an enterprising individual with an eye for opportunities and an uncanny vision, commercial acumen, with tremendous perseverance and above all a person who is willing to take risks with the unknown because of the adventurous spirit she possesses . Thus, a woman entrepreneur is one who starts business and manages it independently and tactfully, takes all the risks, faces the challenges boldly with an iron will to succeed. Women entrepreneurship is an economic activity of those women who think of a business enterprise, initiate it, organize and combine the factors of production, operate the enterprise and undertake risks and handle economic uncertainty involved in running a business enterprise.

Categories of Women Entrepreneurs

Women in organized & unorganized sector Women in traditional & modern industries Women in urban & rural areas Women in large scale and small scale industries. Single women and joint venture.

Categories of Women Entrepreneurs in Practice in India

First Category Established in big cities Having higher level technical & professional qualifications Non traditional Items Sound financial positions

Second Category Established in cities and towns Having sufficient education Both traditional and non traditional items Undertaking women services-kindergarten, crches, beauty parlors, health clinic etc

Third Category Illiterate women Financially week Involved in family business such as Agriculture, Horticulture, Animal Husbandry, Dairy, Fisheries, Agro Forestry, Handloom, Power loom etc.

Supportive Measures for Women's Economic Activities and Entrepreneurship

Direct & Indirect financial support Yojna schemes and programmes Technological training and awards Federations and associations

Direct & Indirect Financial Support

Nationalized banks State finance corporation State industrial development corporation District industries centers Differential rate schemes Mahila Udyug Needhi scheme Small Industries Development Bank of India (SIDBI) State Small Industrial Development Corporations (SSIDCs) Yojna Schemes and Programme

Nehru Rojgar Yojna Jacamar Rojgar Yojna TRYSEM DWACRA

Technological Training and Awards

Stree Shakti Package by SBI Entrepreneurship Development Institute of India Trade Related Entrepreneurship Assistance and Development (TREAD) National Institute of Small Business Extension Training (NSIBET) Women's University of Mumbai

Federations and Associations

National Alliance of Young Entrepreneurs (NAYE) India Council of Women Entrepreneurs, New Delhi Self Employed Women's Association (SEWA) Association of Women Entrepreneurs of Karnataka (AWEK) World Association of Women Entrepreneurs (WAWE) Associated Country Women of the World (ACWW)

Women Entrepreneurship in IndiaStatesNo of UnitsRegisteredNo. of WomenEntrepreneursPercentage

Tamil Nadu9618293030.36

Uttar Pradesh7980318039.84

Kerala5487213538.91

Punjab4791161833.77

Maharastra4339139432.12

Gujrat3872153839.72

Karnatka3822102626.84

Madhya Pradesh296784228.38

Other States & UTS14576418528.71

Total57,45218,84832.82

Women Work ParticipationCountryPercentage

India (1970-1971)14.2

India (1980-1981)19.7

India (1990-1991)22.3

India (2000-2001)31.6

USA45

UK43

Indonesia40

Sri Lanka35

Brazil35

Some examples

Mahila Grih Udyog 7 ladies started in 1959: Lizzat Pappad

LakmeSimon Tata

Shipping coorporationMrs. Sumati Morarji

ExportsMs. Nina Mehrotra

Herbal HeritageMs. Shahnaz Hussain Balaji films- Ekta Kapoor

Kiran Mazumdar- Bio-technology

Problems of Women Entrepreneurs in India

Women in India are faced many problems to get ahead their life in business. A few problems can be detailed as:

1. The greatest deterrent to women entrepreneurs is that they are women. A kind of patriarchal male dominant social order is the building block to them in their way towards business success. Male members think it a big risk financing the ventures run by women.

2. The financial institutions are skeptical about the entrepreneurial abilities of women. The bankers consider women loonies as higher risk than men loonies. The bankers put unrealistic and unreasonable securities to get loan to women entrepreneurs. According to a report by the United Nations Industrial Development Organization (UNIDO), "despite evidence that women's loan repayment rates are higher than men's, women still face more difficulties in obtaining credit," often due to discriminatory attitudes of banks and informal lending groups (UNIDO, 1995b).

3. Entrepreneurs usually require financial assistance of some kind to launch their ventures - be it a formal bank loan or money from a savings account. Women in developing nations have little access to funds, due to the fact that they are concentrated in poor rural communities with few opportunities to borrow money (Starcher, 1996; UNIDO, 1995a). The women entrepreneurs are suffering from inadequate financial resources and working capital. The women entrepreneurs lack access to external funds due to their inability to provide tangible security. Very few women have the tangible property in hand.

4. Women's family obligations also bar them from becoming successful entrepreneurs in both developed and developing nations. "Having primary responsibility for children, home and older dependent family members, few women can devote all their time and energies to their business" .The financial institutions discourage women entrepreneurs on the belief that they can at any time leave their business and become housewives again. The result is that they are forced to rely on their own savings, and loan from relatives and family friends.

5. Indian women give more emphasis to family ties and relationships. Married women have to make a fine balance between business and home. More over the business success is depends on the support the family members extended to women in the business process and management. The interest of the family members is a determinant factor in the realization of women folk business aspirations.

6. Another argument is that women entrepreneurs have low-level management skills. They have to depend on office staffs and intermediaries, to get things done, especially, the marketing and sales side of business. Here there is more probability for business fallacies like the intermediaries take major part of the surplus or profit. Marketing means mobility and confidence in dealing with the external world, both of which women have been discouraged from developing by social conditioning. Even when they are otherwise in control of an enterprise, they often depend on males of the family in this area.

7. The male - female competition is another factor, which develop hurdles to women entrepreneurs in the business management process. Despite the fact that women entrepreneurs are good in keeping their service prompt and delivery in time, due to lack of organizational skills compared to male entrepreneurs women have to face constraints from competition. The confidence to travel across day and night and even different regions and states are less found in women compared to male entrepreneurs. This shows the low level freedom of expression and freedom of mobility of the women entrepreneurs.

8. Knowledge of alternative source of raw materials availability and high negotiation skills are the basic requirement to run a business. Getting the raw materials from different souse with discount prices is the factor that determines the profit margin. Lack of knowledge of availability of the raw materials and low-level negotiation and bargaining skills are the factors, which affect women entrepreneur's business adventures.

9. Knowledge of latest technological changes, know how, and education level of the person are significant factor that affect business. The literacy rate of women in India is found at low level compared to male population. Many women in developing nations lack the education needed to spur successful entrepreneurship. They are ignorant of new technologies or unskilled in their use, and often unable to do research and gain the necessary training (UNIDO, 1995b, p.1). Although great advances are being made in technology, many women's illiteracy, structural difficulties, and lack of access to technical training prevent the technology from being beneficial or even available to females ("Women Entrepreneurs in Poorest Countries," 2001). According to The Economist, this lack of knowledge and the continuing treatment of women as second-class citizens keep them in a pervasive cycle of poverty ("The Female Poverty Trap," 2001). The studies indicates that uneducated women don't have the knowledge of measurement and basic accounting.

10. Low-level risk taking attitude is another factor affecting women folk decision to get into business. Low-level education provides low-level self-confidence and self-reliance to the women folk to engage in business, which is continuous risk taking and strategic cession making profession. Investing money, maintaining the operations and ploughing back money for surplus generation requires high risk taking attitude, courage and confidence. Though the risk tolerance ability of the women folk in day-to-day life is high compared to male members, while in business it is found opposite to that.

11. Achievement motivation of the women folk found less compared to male members. The low level of education and confidence leads to low level achievement and advancement motivation among women folk to engage in business operations and running a business concern.

12. Finally high production cost of some business operations adversely affects the development of women entrepreneurs. The installation of new machineries during expansion of the productive capacity and like similar factors dissuades the women entrepreneurs from venturing into new areas.

Ways to Develop Women Entrepreneurs

Right efforts on from all areas are required in the development of women entrepreneurs and their greater participation in the entrepreneurial activities. Following efforts can be taken into account for effective development of women entrepreneurs.

1. Consider women as specific target group for all developmental programmers.

2. Better educational facilities and schemes should be extended to women folk from government part.

3. Adequate training programme on management skills to be provided to women community.

4. Encourage women's participation in decision-making.

5. Vocational training to be extended to women community that enables them to understand the production process and production management.

6. Skill development to be done in women's polytechnics and industrial training institutes. Skills are put to work in training-cum-production workshops.

7. Training on professional competence and leadership skill to be extended to women entrepreneurs.

8. Training and counselling on a large scale of existing women entrepreneurs to remove psychological causes like lack of self-confidence and fear of success.

9. Counseling through the aid of committed NGOs, psychologists, managerial experts and technical personnel should be provided to existing and emerging women entrepreneurs.

10. Continuous monitoring and improvement of training programmers.

11. Activities in which women are trained should focus on their marketability and profitability.

12. Making provision of marketing and sales assistance from government part.

13. To encourage more passive women entrepreneurs the Women training programme should be organised that taught to recognize her own psychological needs and express them.

14. State finance corporations and financing institutions should permit by statute to extend purely trade related finance to women entrepreneurs.

15. Women's development corporations have to gain access to open-ended financing.

16. The financial institutions should provide more working capital assistance both for small scale venture and large scale ventures.

17. Making provision of micro credit system and enterprise credit system to the women entrepreneurs at local level.

18. Repeated gender sensitization programmers should be held to train financiers to treat women with dignity and respect as persons in their own right.

19. Infrastructure, in the form of industrial plots and sheds, to set up industries is to be provided by state run agencies.

20. Industrial estates could also provide marketing outlets for the display and sale of products made by women.

21. A Women Entrepreneur's Guidance Cell set up to handle the various problems of women entrepreneurs all over the state.

22. District Industries Centers and Single Window Agencies should make use of assisting women in their trade and business guidance.

23. Programmers for encouraging entrepreneurship among women are to be extended at local level.

24. Training in entrepreneurial attitudes should start at the high school level through well-designed courses, which build confidence through behavioral games.

25. More governmental schemes to motivate women entrepreneurs to engage in small scale and large-scale business ventures.

26. Involvement of Non Governmental Organizations in women entrepreneurial training program and counseling.

WOMAN ENTREPRENEUR- EKTA KAPOOR

Ekta Kapooris anIndianTV and film producer. She is the Joint Managing Director and Creative Director ofBalaji Telefilms, her production company.Ekta Kapoor is the daughter of actorJeetendraandShobha Kapoor. Her brotherTusshar Kapooris also aBollywoodactor.She did her schooling atBombay Scottish School, Mahimand attended college atMithibai College. Ekta Kapoor is credited with therevamping of Indias television landscape. She pioneered an entire genre of television content, heralding Indias satellite television boom. Balajis shows have been channel drivers for most broadcasters. As the creative force behind the Companys success, she believes in a hands-on approach in day-to-day creative direction of each TV show and film. Routinely putting in 16-18 hours each day, she moves ahead with Indias rapidly metamorphosing TV climate. She has expanded her unmatched creative vision to motion pictures and new media verticals.

Under her creative guidance, Balaji has won almost every major TV award. Her stellar work in creating a large content conglomerate at a young age garnered her several distinguished awards, including The Economic Times (Businesswoman of the Year 2002), Ernst & Young (Entrepreneur of the Year 2001) and the American Biographical Institute (Woman of the Year 2001), among others. She was also placed at the No. 3 position among 50 Most Influential Women in the Indian marketing, advertising and media ecosystems by IMPACT magazine. She has produced numeroussoap opera, televisionseries and movies. Her soap operas include,Hum Paanch,Kyunki Saas Bhi Kabhi Bahu Thi,Kahaani Ghar Ghar Kii,Kasautii Zindagii Kay,Kkavyanjali,Kabhii Sautan Kabhii Sahelii,Kahiin to Hoga,Kis Desh Mein Hai Meraa Dil,Kasamh Se,Kkusum,Kutumb,Bandini,Kitani Mohabbat Hai,Tere Liye,Pyaar Kii Ye Ek Kahaani,ParichayNayee Zindagi Kay Sapno Ka,Gumrah End Of Innocence,Kya Hua Tera Vaada,Pavitra Rishta,Bade Acche Lagte Hainand many others. She is currently producing,Jodha Akbar,Pavitra Bandhan,Meri Aashiqui Tumse Hi,Kumkum BhagyaandYe Hai Mohabbatein.She ventured intoBollywoodmovie production in 2001 beginning with Kyo Kii... Main Jhuth Nahin Bolta.Kucch To HaiandKrishna Cottage based on supernatural themes followed in 2003 and 2004.Kyaa Kool Hai Humstarred her brotherTusshar Kapoor. She then went on to co-produceShootout at LokhandwalawithSanjay Gupta.Mission IstanbulandEMI Liya Hai Toh Chukana Padhegain collaboration withSunil Shettyfollowed. In 2010 to 2014 she releasedLove Sex aur Dhokha,Once Upon a Time in Mumbaai,Shor in the City,Ragini MMS,Kyaa Super Kool Hai Hum,The Dirty Picture.Ek Thi Daayan,Shootout at Wadala,Lootera,Once Upon a Time In Mumbaai Dobara,Kuku Mathur Ki Jhand Ho Gayi,Ragini MMS 2,Shaadi Ke Side Effects,Milan Talkies,Main Tera Hero.

HER WORKS

BALAJITELEFILMS LIMITED

Balaji Telefilms Ltd. is one of the largest production houses across India, South Asia, South East Asia and the Middle East delivering Hindi and regional content. Ruling the roost in content production in the TV and films space, Balaji was incorporated as a Private Limited company under the Companies Act 1956 on November 10, 1994 as Balaji Telefilms Private Limited. Balaji was converted into a Public Limited Company on February 28, 2000 and subsequently thename was changed to Balaji Telefilms Limited with effect from April 19, 2000. They are listed on the BSE with a BSE Code of 532382 and the NSE with an NSE Code of BALAJITELE. The main business of the Company is Production, Distribution, Exhibition of television serials and films etc.

Promoted by Mr. Jeetendra Kapoor, Mrs. Shobha Kapoor, Ms. Ekta Kapoor and Mr. Tusshar Kapoor, it have consistently strengthened their creative and production skills and built relationships across the entertainment industry, while identifying new avenues and markets.

Its dominance in TV soaps can be dated back to the early 1990s. Under the canny eye of their promoter Ekta Kapoor, a handful of serials based on social themes gave way to high voltage family dramas. Indian TV was never to be the same again. So successful was this strategy that Ekta Kapoor became a household name. While 'Mano Ya Na Mano' a fiction thriller which was aired on Zee TV in the year 1995 was their first show, the first big hit they we produced was a comedy show "Hum Paanch" about a couple with five daughters. It ran for 5 years and turned out to be a huge success. After that, they produced numerous hit shows such as "Itihaas", "Koshish... EkAasha" , "Koi AaneKoHai" , "Kkusum ... EkAamLadki Ki Kahani", KkutumbKarma, Kaaun, Kanyadaan, GharEkMandir, Bandhanetc. catering to the Hindi speaking audience and 'PavitraBandham', KulaaVillaakku, 'Pasamalargal', Anubandham', 'Itihaasaa' etc. in regional languages. The golden period began in 2000 with the launch of the three shows on Star Plus, namely, "Kyunkii... Saas Bhi Kabhi Bahu Thi", "Kahaani Ghar Ghar Kii" and "Kasautii Zindagii Kay". Such was the popularity of their shows in 2002 that 22 out of top 25 serials were produced by them. As a result Star TV(Newscorp), one of the biggest media companies in the world acquired a 25.99% stake in the company in 2005.

Even as they made rapid strides in the Hindi market they realised the potential for the growing demand in regional content. Their first regional program, Kudumbam was produced in 1998 by us and aired on Sun TV. This laid the foundation for Balaji in becoming a prolific content producer down South in languages such as Telugu, Kannada, Malyalam and Tamil. Some of the hit shows produced by them in south were Kudumbam ,KulaaVillaakku , Kasthuree in Tamil , Kavyanjali in Malayalam and Pavithrabandham, Kalisundhamra in Telugu . Additionally, they also produced shows internationally for ARY in Dubai (Khwaish) and Maharaja TV in Sri Lanka.

Today having produced over 15,000 hours of television content, they are one of the leading providers of television entertainment in India. Moreover, they have evolved from being a pure-play TV content provider into one that produces content for the big screen too. At present they are producing television software for all major channels being aired in the country which include Doordarshan (Pavitra Bandhan), Star Plus (YehHaiMohabbatein), Zee TV ( Jodha Akbar , PavitraRishta , KumKumBhagya) , Sony TV (Bade Ache Lagtehai),Colors (Meri Aashiqui Tum Se Hi) , Life Ok , Channel V India (Gumraah) , MTV India(Webbed)etc.

The success in the television market is attributed to understanding the pulse of the masses, anticipating viewer and channel preferences and creating programs which are in tune with the changing times. They have also moved towards HD programming to enhance viewing experience for our customers. Their state of the art infrastructure includes production sets, resources, manpower and editing machines

Through a healthy pipeline of film releases and new TV shows, they strive to consistently deliver top-quality content catering to a diversified audience across genres in India. They are well positioned to capitalise on the high-growth Indian domestic Media and Entertainment (M&E) industry.

BALAJIMOTION PICTURES LIMITED Balaji Motion Pictures Ltd. (BMPL) is the youngest and fastest growing entity in the Balaji fold and has become synonymous with commercial cutting edge cinematic content supported by intensive and innovative marketing.

While Balaji Films Group was set up in 2001 and KyoKii... Main Jhuth Nahin Bolta, (2001) was the first film produced , Balaji Motion Pictures Limited was formally incorporated as a subsidiary on March 9, 2007. Today, with a number of award- winning and acclaimed box office blockbusters, we have firmly established our position among the top 5 Indian motion picture studios in the business.

After the release of first film in 2001, we produced KucchToHai, Krishna Cottage and Koi Aap Sa in 2003, 2004 and 2005 respectively. In 2005, they produced and released Kyaa Kool Hai Hum which made it to the top three films of 2005; and also pioneered the wave of adult comedies. In 2007, Shootout at Lokhandwala co-produced with Sanjay Gupta was the first film under the BMPL banner.The film was critically acclaimed as well as a commercial hit . It was followed in 2008 by C Kkompany. In the same year Balaji co-produced Mission Istanbul and EMI Liya Hai Toh Chukana Padega with Popcorn Entertainment .In 2008, Balaji acquired the domestic distribution rights of BhoolBhulaiyaa , Darling and Sarkar Raj. All the and helped Balaji enter a new vertical of business.

In 2010, Balaji launched a sub-brand ALT Entertainment (details below) for new-age cinema with alternate sensibilities . Love Sex AurDhokha was the first movie produced by Alt. In the same year, Balaji released Once Upon a Time in Mumbaai, which was among the most acclaimed hits of the year. The success of these films marked Balajis entry in the films business.

This was followed in FY 2012-13 by Kyaa Super Kool Hain Hum a sequel to the erstwhile 2007 hit Kya Kool Hain Hum which surpassed expectations and became a box-office winner.

In FY2014, Balaji scaled output substantially with diverse subjects and genres, cementing Balaji position as a film company to reckon with. The 6 movies produced and released during 2013/14 were Ek Thi Daayan, Shootout at Wadala, Lootera, Once Upon a Time in Mumbai Dobaara, ShaadiKe Side Effects and Ragini MMS-2. It being the only studio with the highest industry turnover in FY2014 despite being the youngest in the business. Balaji also successfully undertook distribution of some of movies in limited territories, giving the confidence to be across the value chain, from production to distribution. Going forward, to aim to further scale up their already healthy and steady pipeline of movies.

During FY2015, till date Balaji have released Main Tera Hero , Kuku Mathur Ki Jhand Ho Gayi and Ek Villain. A host of other projects are being planned for FY2015 and FY 2016.Over a period of time Balaji have built a diversified film library which would provide stable and recurring future cash flows. The library, in future, would help them exploit old content on new and emerging platforms as well.

ALT Entertainment

With four releases, 2011-12 saw the rapid emergence of Alt Entertainment, its alternate brand, which stands for new-age cinema with alternate sensibilities. Shor in the City, an urban drama, emerged as the most acclaimed film of the year, while Ragini MMS, a paranormal thriller made on a shoe-string budget was a big hit. Alts foray into regional cinema with its maiden State Award-winning Marathi co- production, Taryanche Bait, received an overwhelming response and set new box office records. The year ended on a crescendo with the runaway success of The Dirty Picture, one of the most acclaimed, celebrated and discussed films of Indian cinema.

During FY 2014 Ek Thi Daayan and Ragini MMS2were launched from the ALT stable.

Going forward ALT will continue in the space of commercial alternate cinema while the parent brand will create and produce content aimed at a more universal and mainstream audience. We believe that there is a tremendous scope and demand for the cutting edge content produced by ALT given the changing market landscape and audience profile and tastes.

BOLTMEDIA LIMITED

BOLT Media Limited (BOLT), a wholly owned subsidiary of Balaji Telefilms Limited (BTL) was incorporated in November, 2012. BOLT was set upto independently create and produce cutting edge TV concepts across mainstream and regional television. BOLT proposes to cover genres like youth, humour, neo- mythology, reality, scripted reality, factual entertainment besides exploring branded content like digital brand solutions and short form programming. With a diversified team comprising of creative and production personnel from across the spectrum of TV, films, Ad films, on-air promotions in place, we are confident inexecuting projects across a diversified spectrum.

BOLT has tied up with some well-regarded International players to line produce international IP in India. In addition, we will offer creative or line production expertise to other production houses including regional content. We benefit in terms of access to BTL's infrastructure which includes studio floors, state of the art equipment and post production facilities.Since its inception BOLT has successfully completed the production of eight brand customization ad-films for a leading food brand. Further, we completed a new advertisement for a leading personal care brand. Additionally, two episodes for EkThiNaayika and 7 part series of MujhePankh De Do for Life OK were produced by BOLT. Yeh Mera India a music video and promo campaign with Salim-Suleiman for Animal Planet was done by us.We also commissioned two serials Dharma-Kshetra and Rakht for EPIC Television Networks Private Limited. Probable month of Channel launch is August, 2014. We recently completed two new shows i.e. YehJawani Ta Ra Ri for Star TV and Love By Chance for Bindaas (GENX Entertainment Ltd).

CONCLUSION Entrepreneurship among women, no doubt improves the wealth of the nation in general and of the family in particular. Women today are more willing to take up activities that were once considered the preserve of men, and have proved that they are second to no one with respect to contribution to the growth of the economy. Women entrepreneurship must be moulded properly with entrepreneurial traits and skills to meet the changes in trends, challenges global markets and also be competent enough to sustain and strive for excellence in the entrepreneurial arena.

BIBLOGRAPHYwww.google.comwww.wikipedia.comwww.balajitelefilms.comwww.balajimotionpictures.com