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RAAJDHANI ENGINEERING COLLEGE
BHUBANESWAR GROWTH OF ENTREPRENEURSHIP IN
INDIA AN ENTREPRENEURSHIP PROJECT REPORT SUBMITTED IN PARTIAL
FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF
BACHELOR OF TECHNOLOGY IN
MECHANICAL ENGINEERING BIJU PATNAIK UNIVERSITY OF TECHNOLOGY (BPUT), Odisha
SUBMITTED BY:-
SATYA PRAKASH DAS
REGD.NO:-1101294340
Under The Guidance Of
Prof. S.K PATEL
CERTIFICATE
This is to certify that this report entitled “GROWTH OF ENTREPRENEURSHIP IN INDIA” submitted here with is an authentic record of the entrepreneurship project done by SATYA PRAKASH DAS bearing Regd.No.1101294340 of 8th semester under our guidance in partial fulfilment of the requirements for the award of Bachelor of Technology in MECHANICAL ENGINEERING from Biju Patnaik University of Technology during the academic year 2015.
Prof. S.K Patel Prof. Kailash Mohapatra
Guide HOD (Mech.)
ACKNOWLEDGEMENT
I thank my teachers, mentor and friends to help and support me in this report. I hereby wish to express my gratitude to our Principal Prof. Dr. Bimal Sarangi for providing us all facilities. I also express my sincere gratitude to Prof. Kailash Mohapatra, Head of Department of Mechanical Engineering, for his guidance and support to shape this paper in a systematic way. I am also greatly indebted to my guide Prof. S.K Patel, for his valuable suggestions in the preparation of the paper. In addition I would thank all faculty members of MECHANICAL Department and all my friends for their suggestions and constructive criticism. The various information and sources I used during my report completion find place in my report.
Satya Prakash Das 4th Year, 8th Semester
Dept. Of Mechanical Engineering
REC, BBSR
CONTENT
SL.NO. TOPICS PG.NO.
1. INTRODUCTION…………………………………………....1
2. ENTREPRENEURSHIP…….………………………….......1-2
3. SCOPE OF ENTREPRENEURSHIP DEVELOPMENT IN
INDIA………………...…………………………………..….2-3
4. CHARACTERISTICS OF AN ENTREPRENEURSHIP……..3
5. TOP COMPANIES IN INDIA…...............................................4
6. RELIANCE INDUSTRIED LIMITED……………………...4-9
7. OIL NATURAL GAS CORPORATION LIMITED…..…...9-11
8. STATE BANK OF INDIA……………………………..…11-13
9. INDIAN OIL….……………...…………………………....13-16
10. ICICI BANK.…………….…………………………..…....16-18
11. SMALL SCALE INDUSTRIES…………………….....….18-22
12. BPO……………….…………………………………….....22-23
13. CONCLUSION…………………………………………….....24
14. REFERENCES…………….……………………………….....25
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Introduction
India is a very young nation – just over 67 years of independence – setting out on a path of
sustained economic growth for decades to come.
We already have over a billion fellow Indians. Within the next 20 years, we will have 400
million people below the age of 35 years – more than the entire population of United States.
Each person in this bold new generation will be in the prime of his her life, striving for a better
tomorrow- creating in the process, new growth opportunities, for budding entrepreneurs!
On the most conservative basis, our domestic consumption, in virtually any sector, has the
potential to a least double, or treble, from current levels- perhaps just to catch up with a country
like china.
Then there is entire global opportunity, across diverse sector internationally, the ‘Made in
India’ tag is now an increasing respected brand, valued for quality, reliability and
competitiveness.
Truly, with the economic reforms in the country, with the virtual removal of all trade barriers,
the world is now our market and opportunity.
The pursuit of the opportunity requires an indomitable spirit of entrepreneurship:
Entrepreneurship is often a difficult undertaking as a vast of majority of new business fail.
Entrepenunial activities are substantially different depending upon type of organization that is
being started. It ranges in scale from solo projects (even involving the entrepreneur only part
time) to major undertakings creating many job opportunities. Many high profile entrepreneurial
ventures seek venture capital or angel funding in order to raise capital to build the business.
Angel investors generally seek returns of 20-30% and more extensive involvement in the
business.
ENTREPRENEURSHIP Entrepreneurships neither science nor an art. It is the practice. It has a knowledge base.
Entrepreneurship is the practice of starting new organizations or revitalizing mature
organizations, particularly new businesses generally in response to identified opportunities.
Entrepreneurship is a creative human act involving the mobilization of resources from one level
of productive use to a higher level of use. "It is the process by which the individual pursue
opportunities without regard to resources currently controlled. “Entrepreneurship involves a
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willingness to take responsibility and ability to put mind to a task and see it through from
inception to completion. Another ingredient of entrepreneurship is sensing opportunities, while
others see chaos, contradiction, and confusion. Essence of Entrepreneurship is going against
time with maturity and serving as a change agent.
SCOPE OF ENTREPRENEURSHIPDEVELOPMENT IN INDIA In India there is a dearth of quality people in industry, which demands high level of
entrepreneurship development programme throughout the country for the growth of Indian
economy. The scope of entrepreneurship development in country like India is tremendous.
Especially since there is widespread concern that the acceleration in GDP growth in the post
reforms period has not been accompanied by a commensurate expansion in employment.
Results of the 57th round of the National Sample Survey Organization (NSSO) show that
unemployment figures in 2003-04 were as high as8.9 million. Incidentally, one million more
Indian joined the rank of the unemployed between 2005-06 & 2007-08. The rising
unemployment rate (9.2%2008 est.) in India has resulted in growing frustration among the
youth. In addition there is always problem of underemployment. As a result, increasing the
entrepreneurial activities in the country is the only solace. Incidentally, both there ports
prepared by Planning Commission to generate employment opportunities or 10 crore people
over the next ten years have strongly recommended self-employment as a way-out for teaming
unemployed youth. We have all the requisite technical and knowledge base to take up the
entrepreneurial challenge. The success of Indian entrepreneurs in Silicon Valley is evident as
proof. The only thing that is lacking is confidence and mental preparation. We are more of a
reactive kind of a people. We need to get out of the sand become more proactive. What is more
important than the skill and knowledge base is the courage to take the plunge. Our problem is
we do not stretch ourselves. However, it is appreciative that the current generations of youthdo
Not have hang-ups about the previous legacy and are willing to experiment. These are the
people who will bring about entrepreneurship in India. At present, there are various
organizations at the country level & state level offering support to entrepreneurs in various
ways. The Govt. of India & various State Govt.have been implementing various schemes &
programs aimed at nurturing entrepreneurship over last four decades. For example, MCED in
Maharashtra provides systematic training, dissemination of the information & data regarding
all aspects of entrepreneurship & conducting research in entrepreneurship. Then there are
various Govt. sponsored scheme for the budding entrepreneurs. Recognizing the importance of
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the entrepreneur development in economic growth& employment generation, Maharashtra
Economic Development Council (MEDC) has identified entrepreneurial development as the
one of the focus area for Council activities two years ago. Various Chambers of Commerce &
apex institutions have started organizing seminars & workshops to promote entrepreneurship.
Incidentally, various management colleges have incorporated entrepreneurship as part of their
curriculum. This is indeed a good development. This shows the commitment of the Govt. &
the various organizations towards developing entrepreneurial qualities in the individuals.
CHARACTERISTICS OF AN ENTREPRENEURSHIP Future Perspective
Entrepreneurship as in the past will determine technical innovations, status of social institutions
and political management systems. On the basis of these factors, we can expect the future to
be a place where basic needs will remain and only the wants will change. India will overcome
the barriers of infrastructure; we will also visualize a strong manufacturing and agricultural
sector. Entrepreneurs and not managers will be in demand, as only they will be equipped.
The focus of entrepreneurial energy will shift from achieving volume sales to fulfill a specific
requirement. Governance will become more transparent and will be willing to accept changes
necessary for growth and development. More autonomy will become the basis of all issues.
The future will see Entrepreneurship as the key driver of economic development Technological
obsolescence will become order of the day and there will be more space for leisure. New
businesses will be credited with providing variety of new jobs in the economy. New and small
business will also develop more than their share of product and service innovation. At one end
we will see the technological upheavals in quick succession and on the other end there will be
social value systems and cultural issues undergoing slow but dynamic transformations.
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TOP COMPANIES IN INDIA
Reliance Industries Limited
This is the largest private sector conglomerate in India founded by Dhirubhai Amabani with an
annual turnover of about US$ 35.9.This Fortune Global 500company have its businesses in
materials and energy value chain. It enjoys the position of the global leadership and is also the
largest producer of yarn and fibre in the world. It ranks among the top ten producers across the
globe in major petrochemical products. The primary subsidiaries of the company are Reliance
Retail Limited and Reliance Petroleum Limited along with Reliance Industrial Infrastructure
Limited.
Dhirubhai Ambani
A proud son of this glorious state of Gujarat, and a man with long ties with this wonderful city
of Ahmedabad, was the greatest example of this spirit of entrepreneurship! In a short span of
less than 25 years, and without even the benefit of a formal education, Dhirubhai Ambani built
Reliance, a first generation enterprise, into one of the world’s 200 most profitable companies!
He started out in life, working as a mere petrol pump attendant in Aden, Yemen. He had no
technical knowledge, of any of the businesses he wished to create in India
Products & Brands The Company expanded into textiles in 1975. Since its initial public offering in1977, the
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Company has expanded rapidly and integrated backwards into other industry sectors, most
notably the production of petrochemicals and the refining of crude oil. The Company now has
operations that span from the exploration and production of oil and gas to the manufacture of
petroleum products, polyester products, polyester intermediates, plastics, polymer
intermediates, chemicals and synthetic textiles and fabrics. The Company from time to time
seeks to further diversify into other industries. In January 2006, the Company approved a plan
to establish a retail business through a subsidiary Reliance Retail Limited that will operate,
among other things, supermarkets, convenience stores and specialty stores across India. The
Company approved initial expenditure of US$ 750 million to fund the initial stages of this plan.
The Company's subsidiary Reliance Jamnagar Infrastructure Limited is currently establishing
infrastructure facilities such as roads and buildings for the proposed Special Economic Zone
(SEZ) at Jamnagar, Gujarat. The Company's major products and brands, from oil and gas to
textiles are tightly integrated and benefit from synergies across the Company. Central to the
Company's operations is its vertical backward integration strategy; raw materials such as PTA,
MEG, ethylene, propylene and normal paraffin that were previously imported at a higher cost
and subject to import duties are now sourced from within the Company. This has had a positive
effect on the Company's operating margins and interest costs and decreased the Company's
exposure to the cyclicality of markets and raw material prices. The Company believes that this
strategy is also important in maintaining a domestic market leadership position in its major
product lines and in providing a competitive advantage. The Company's operations can be
classified into four segments namely:
• Petroleum Refining and Marketing business
• Petrochemicals business
• Oil and Gas Exploration & Production business
The Company's refinery at Jamnagar is the third largest refinery at a single location in the
world. The Company is:
The world's largest producer of Polyester Fibre and Yarn
• 4th largest producer of Paraxylene (PX) and Purified TerepthalicAcid (PTA)
• 6th largest producer of Mono Ethylene Glycol (MEG)
7th largest producer of Polypropylene (PP) Milestones
• Starting as a small textile company, Reliance has in its journey crossed several
milestones to become a Fortune 500 company in less than 3decades.
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Growth through Recognition Reliance has merited a series of awards and recognitions for excellence for businesses and
operations 2007-2008
• Shri Mukesh Ambani was awarded the Defence India Excellence Award2007. The
Award is a salute to those who have made the country proud.
• Shri Mukesh Ambani was conferred the Indian of the Year Award by NDTV. This is
India’s most prestigious award for outstanding contribution towards the betterment of
the nation. Shri Mukesh Ambani received the coveted award in the Business Category.
• Shri Mukesh Ambani was conferred the Outstanding Business Leader of the Year
Award by CNBC TV18.
• Shri Mukesh Ambani was awarded the Business Leadership Award 2007 by NDTV
Profit.
• Shri Mukesh Ambani was conferred the Leadership Award for Global Vision by the
United States India Business Council.
• Shri Mukesh Ambani was elected to be a member of the Honorary • On invitation to Shri Mukesh Ambani, Reliance Industries Limited became a Council
Member of World Business Council for Sustainable Development (WBCSD) in July
2007. Presently, Shri Mukesh Ambani is the only Indian CEO who is Council Member
of WBCSD.
Corporate Ranking and Ratings:
Reliance featured in the Fortune Global 500 list of ‘World’s Largest Corporations’ for the
fourth consecutive year.
• Ranked 269th in 2007 having moved up 73 places from the previous year.
• Featured as one of the world’s Top 200 companies in terms of Profits. Among the top
25 climbers for two years in a row. Featured among top 50 companies with the biggest
increase in Revenues. Ranked 26th within the refining industry. Reliance is ranked
182nd in the FT Global 500 (up from previous year’s 284thrank).Petroleum Federation
of India conferred the “Refinery of the Year Award - 2007”to Jamnagar Manufacturing
Division
Exports “The Plastics Export Promotion Council - PLEXCOUNCIL Export Award” in the category of
Plastic Polymers for the year 2006-2007 was awarded to Reliance being the largest exporter in
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this category.
Health, Safety and Environment Jamnagar Manufacturing Division was conferred the “Golden Peacock Award for
Occupational Health & Safety - 2007” by Institute of Directors. Jamnagar Manufacturing
Division was conferred the “ICC Award for Water Resource Management in Chemical
Industry”. Hoshiarpur Manufacturing Division bagged the First Prize in “Safety in Punjab”,
organized by Punjab Safety Council. Nagothane Manufacturing Division received the “Shrishti
G-Cube Award for Good Green Governance” from Minister for Commerce and Industry, on
World Earth Day.
Training and Development Jamnagar Refinery was adjudged the winner of the “Golden Peacock National Training Award
-2007”.Patalganga Manufacturing Division won the “ASTD (American Society for Training &
Development) Excellence in Practice Award” for innovative practice titled Learning
Function’s role as Business partner: Empowering people with Knowledge to achieve Business
Goals. Reliance won the CNBC TV-18 instituted Jobstreet.com Jobseekers’ Employer of
Choice Award.
Energy Excellence Exploration & Production (E&P) Division won “The Infra line Energy Excellenc eAwards
2007: Hydrocarbon Columbus Award for Excellence in Petroleum Exploration”.Patalganga
Manufacturing Division won the First Prize in “Energy Conservation in State of Maharashtra”
organized by Maharashtra Energy Development Agency(MEDA).Jamnagar Manufacturing
Division won the “Oil & Gas Conservation Award-2007” from the Centre for High
Technology, Ministry of Power & Natural Gas for the excellent performance in
reduction/elimination of steam leaks in the plant. Jamnagar Manufacturing Division was the
recipient of the “Infra line EnergyAward-2007” by Ministry of Power. Hazira Manufacturing
Division won the Government of India Energy Conservation Award (2007) conferred by the
Bureau of energy efficiency and Ministry of Power. Hazira Manufacturing Division was
adjudged “Excellent Energy Efficient Unit” at Energy Summit - 2007 by CII. Vadodara
Manufacturing Division received the CII award for “Excellence in Energy Management -
2007” as energy efficient unit. This division also received the 2nd prize in “National Energy
Conservation Award - 2007” from Bureau of Energy efficiency, Ministry of Power,
Government of India. The Company’s manufacturing divisions at Vadodara and Hazira were
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Honoured with CII-National award for excellence in water management - 2007 as water
efficient unit in “Within the fence” category. Additionally, Hazira Manufacturing Division was
honored as water efficient unit “Beyond the Fence” category.
Quality For the first time ever, globally, a petrochemical company bagged the “Deming Prize for
Management Quality”. “The Quality Control Award for Operations Business Unit 2007” was
awarded to the Hazira Manufacturing Division for Outstanding Performance by Practicing
Total Quality Management.“ QUALTECH PRIZE 2007”, which recognizes extraordinary
results in improvement and innovation, was won by Hazira Manufacturing Division for its
Small Group Activity Project. Vadodara Manufacturing Division’s Polypropylene-IV (PP-IV)
plant was conferred the “ Spheripol Process Operability Award-2006” for the highest
operability rate with an on stream factor 98.97% by M/s. BASELL, Italy. Allahabad
Manufacturing Division won the “Excellent Category Award” at National Convention of
Quality Circle (NCQC) - 07.
Six-Sigma Lean Six sigma project on “Reducing retention time of caustic soda lye tankers at Jamnagar”
won the 1st prize in the national level competition held by Indian Statistical Institute (ISI).
Patalganga Manufacturing Division’s Six Sigma Project on Improve Transfer Efficiency for
Automatic winders in PFY won the 2nd Prize for “Best design for Six Sigma Project in
International Six Sigma Competition” organized by IQPC(International Quality and
Productivity center). Barabanki Manufacturing Division won the 3rd prize in “All India Six
Sigma casestudy contest 2008” for the Case study on “Reduction of waste of Plant 2 from16%
to 8%”.Hoshiarpur Manufacturing Division won the 2nd prize in “Six Sigma competitionat
National Level” organized by ISI and Quality Council of India (in manufacturing category),
while Dhenkanal and Barabanki Manufacturing Divisions won the 3rd prize. adodara
Manufacturing Division’s Six Sigma project won the 1st prize as the“ Best Six Sigma project”
at National level by CII.
Technology, R&D and Innovation Vadodra Manufacturing Division’s R&D bagged an award from Indian Institute of Chemical
Engineers for Excellence in Process / Product Development for the work on “Eco friendly
Process for Acetonitrile Recovery”. DSIR National Award for R&D Efforts in Industry (2007)”
was conferred on Hazira Manufacturing Division for the Cyclehexane Recovery Project.
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Fired heaters won the “Best Innovative Project” from CII. Reliance bagged the “Innovation
Award at Tech Converge 2007” for innovative developments in short-cut fibres. Hazira
Manufacturing Division won the “Golden Peacock Innovation Award -2007” for its
Cyclohexane Recovery Process.
Information Technology CIO of the Year Award” for the best IT-enabled organization in India for the Year 2007.Ones
to Watch - CIO - USA Award”, for figuring among the top 20 organizations fostering
excellence in IT team. The skoch Challenger Award” conferred for the best IT Head (managing
the most IT enabled organization) of the Year 2007.Best IT Implementation Award”, by PC
Quest for Knowledge Management Systems portal (KMS).CIO Excellence Award” for
Chemical Industry Information Technology Forum for exemplary Information
Social Initiatives Hazira Manufacturing Division won the “Golden Peacock Global Award for Corporate Social
Responsibility” - 2008.
Oil and Natural Gas Corporation Limited
(ONGC) (in corporated on June 23,1993) is an Indian public sector petroleum company. It is
a Fortune Global 500 company ranked 335th, and contributes 77% of India's crude oil
production and81% of India's natural gas production. It is the highest profit making corporation
in India. It was set up as a commission on August 14, 1956. Indian government holds 74.14%
equity stake in this company. ONGC is one of Asia's largest and most active companies
involved in exploration and production of oil. It is involved in exploring for and exploiting
hydrocarbons in26 sedimentary basins of India. It produces about 30% of India's crude oil
requirement. It owns and operates more than 11,000 kilometers of pipelines inIndia. Until
recently (March 2007) it was the largest company in terms of market capin India. This company
is awarded as the Best Oil and Gas company in Asia. It is the lone contributor of about 84%
India's oil and gas. This company is not only among the leading Indian companies but also a
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leading company of oil and gas. The highest profit making corporate of India is ONGC. It has
77% share in the crude oil production of India. The company's main activity is to explore,
refine, produce, market and transport crude oil, natural gas etc.
FOUNDATION In August 1956, the Oil and Natural Gas Commission was formed. Raised from mere
Directorate status to Commission, it had enhanced powers. In 1959, these powers were further
enhanced by converting the commission into a statutory body by an act of Indian Parliament.
MILE STONE Columbia University-ISB joint survey finds ONGC top Indian multinational by foreign assets
April 20, 2009ONGC advances to 152nd in Forbes Global 2000 metrics April 19, 2009 ONGC
receives ‘Leading Oil & Gas Corporate of the Year’ Award April 16, 2009 ONGC receives
Dalal Street Investment Journal Award for Highest Profit among PSUs March 25,
2009INTERNATIONAL RANKINGSONGC has been ranked at 198 by the Forbes Magazine
in their Forbes Global 2000 list for the year 2007 .ONGC has featured in the 2008 list of
Fortune Global 500companies at position335, a climb of 34 positions from rank of 369 in
2007.ONGC is ranked as Asia’s best Oil & Gas company, as per a recent survey conducted by
US-based magazine ‘Global Finance2nd biggest E&P company (and 1st in terms of profits), as
per the Platts Energy Business Technology (EBT) Survey 2004Ranks 24th among Global
Energy Companies by Market Capitalization in PFC Energy 50 (December 2004).Economic
Times 500, Business Today 500, Business Baron 500 and BusinessWeek recognizes ONGC as
most valuable Indian corporate, by Market Capitalization, Net Worth and Net Profits.
Global Ranking ONGC ranks as the Numero Uno Oil & Gas Exploration& Production (E&P) Company in Asia,
as per Platts 250Global Energy Companies List for the year 2007 based on assets, revenues,
profits and return on invested capital (ROIC) (September 2007).ONGC ranks 20th among the
Global publicly-listed Energy companies as per ‘PFC Energy 50” (Jan 2008)ONGC is the only
Company from India in the Fortune Magazine’s list of the World’s Most Admired Companies
2007.
ONGC ranked 335th position as per Fortune Global 500 2008 list; up from 369thrank last year,
based on revenues, profits, assets and shareholder’s equity. ONGC maintains top rank in terms
of profits among seven companies from India in the list.
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STRATEGIC VISION: 2001-2020 To focus on core business of E&P, ONGC has set strategic objectives of: Doubling reserves
(i.e. accreting 6 billion tonnes of O+OEG).Improving average recovery from 28 per cent to 40
percent. Tie-up 20 MMTPA of equity Hydrocarbon from abroad. The focus of management
will be to monetise the assets as well as to assetise the money.
Represents India’s Energy Security ONGC has single-handedly scripted India’s hydrocarbon saga by: Establishing 6.61 billion
tonnes of In-place hydrocarbon reserves with more than 300 discoveries of oil and gas; in fact,
6 out of the 7 producing basins have been discovered by ONGC: out of these In-place
hydrocarbons in domestic cacreages, Ultimate Reserves are 2.36 Billion Metric tonnes (BMT)
of Oil Plus Oil Equivalent Gas (O+OEG).Cumulatively producing 788.273 Million Metric
Tonnes (MMT) of crude and 463Billion Cubic Meters (BCM) of Natural Gas, from 111 fields.
Type Public (BSE, NSE: SBI) & (LSE: SBID)
Founded Calcutta, 1806 (as Bank of Calcutta)
Headquarters Corporate Centre, Madam Cama Road, Mumbai400 021 India
Key people Om Prakash Bhatt, Chairman
Industry Banking, Insurance Capital Markets and allied industries
Products Loans, Credit Cards, Savings, Investment vehicles, SBI Life
(Insurance) etc.
Revenue US$11.95 billion (2008)
Net income US$503 million (2008)
Total assets US$127 billion
It is the largest Indian bank and one of the leading companies in India. It offers banking services
through its wide network in India and overseas. With more than 16,000 branches it accounts
for the largest bank branch network in India. It offers services like the Mobile Banking, Internet
Banking, Demat Services, ATM Services, Corporate Banking, Merchant Banking, Agricultural
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Banking, online services like online educational loan, online SME loan and many others. The
bank has 52 branches, agencies or offices in 32 countries. It has branches of the parent in
Colombo, Dhaka, Frankfurt, Hong Kong, Johannesburg, London and environs,Los Angeles,
Malein the Maldives, Muscat, New York ,Osaka, Sydney, and Tokyo. It has offshore banking
units in the Bahamas, Bahrain, and Singapore, and representative offices in Bhutan and Cape
Town. SBI operates several foreign subsidiaries or affiliates. In 1990 it established an offshore
bank, State Bank of India (Mauritius). It has two subsidiaries in North America, State Bank of
India (California), and State Bank of India (Canada). In 1982, the bank established its
California subsidiary, which now has seven branches. The Canadian subsidiary was also
established in 1982 and also has seven branches, four in the greater Torontoarea, and three in
British Columbia. In Nigeria, it operates as INMB Bank . This bank was established in 1981as
the Indo-Nigerian Merchant Bank and received permission in 2002 to commence retail
banking. It now has five branches in Nigeria. In Nepal SBI owns 50% of Nepal SBI Bank,
which has branches throughout the country. In Moscow SBI owns 60% of Commercial Bank
of India, with Canara Bank owning the rest. In Indonesiait owns 76% of PT Bank Indo
Monex.State Bank of India already has a branch in Shanghai and plans to open one up in
Tianjin.
History The roots of the State Bank of India rest in the first decade of 19thcentury, when the Bank of
Calcutta, later renamed the Bank of Bengal, was established on2 June 1806. The Bank of
Bengal and two other Presidency banks, namely, the Bank of Bombay (incorporated on15 April
1840) and the Bank of Madras(incorporated on1 July 1843). All three Presidency banks were
incorporated as joint stock companies, and were the result of the royal charters.,. The
Presidency banks amalgamated on27 January 1921, and the reorganized banking entity took as
its name Imperial Bank of India. The Imperial Bank of India continued to remain a joint stock
company. Pursuant to the provisions of the State Bank of India Act (1955), the Reserve Bank
of India, which is India's central bank , acquired a controlling interest in the Imperial Bank of
India. On30 April 1955the Imperial Bank of India became the State Bank of India. Offices of
the Bank of Bengal In 1959 the Government passed the State Bank of India (Subsidiary Banks)
Act, enabling the State Bank of India to take over eight former State-associated banks as its
subsidiaries. On Sept 13, 2008, State Bank of Saurashtra, one of its Associate Banks, merged
with State Bank of India.
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ASSOCIATE BANKS State Bank of Indore, State Bank of Bikaner & Jaipur, State Bank of Hyderabad State Bank of
Mysore, State Bank of Patiala, State Bank of Travan core Group companies SBI Capital
Markets Ltd SBI Mutual Fund(A Trust)SBI Factors and Commercial Services Ltd SBI DFHI
Ltd SBI Cards and Payment Services Pvt Ltd SBI Life Insurance Co. Ltd- Bancassurance (Life
Insurance) SBI Funds Management Pvt Ltd SBI Canada.
INDIAN OIL
Mr. Sarthak Behuria
Mr. Sarthak Behuria chairman
Type PSU (Trading on BSE & NSE)
Founded 1964 Headquarters New Delhi, India
Key people Sarthak Behuria, Chairman
Industry Petroleum products Petrol, Diesel, Kerosene, LPG, Petrochemicals
Revenue र 2474.79 billion or $61.7 Billion (2007-2008)
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Net income US$ 1.96 billion (2007) 12.9% from 2006
Total assets US$ 26.2 billion (2007)
Total equity US$ 10.87 billion (2007)
Employees 36,217 (2006)
It is a public sector Indian Petroleum company and also the largest commercial enterprise in
India. This company ranks 116 on the list of the Fortune Global 500 list in the year 2008.It
operates the widest and the largest network of fuel stations in India which is about 17,606. Auto
LPG Dispensing Stations are started by the company and it helps reach Indane Cooking Gas to
47.5 million households. The company's products are diesel, petrol, Servo Lubricants etc.
It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil Corporation was formed
in 1964, with the merger of Indian Refineries Ltd. Indian Oil and its subsidiaries account for a
47% share in the petroleum products market, 40% share in refining capacity and
67%downstream sector pipelines capacity in India. The Indian Oil Group of Companies owns
and operates 10 of India's 19 refineries with a combined refining capacity of 60.2 million metric
tons per year.
Products Indian Oil's product range covers petrol, diesel, LPG, auto LPG, aviation turbine fuel,
lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra Premium branded petrol, Xtra Mile
high speed diesel, Servo lubricants, Indane LPG, Auto gas LPG, Indian Oil Aviation are some
of its prominent brands. Recently Indian Oil has also introduced a new business line of
supplying LNG (Liquefied natural gas) by the cryogenic transportation. The branding called
"LNG at Doorstep". LNG headquarters are located in scope complex, Lodhi Road Delhi.
REFINERIES • Digboi Refinery, in Upper Assam, is India's oldest refinery and was commissioned in
1901. Originally a part of Assam Oil Company, it became part of Indian Oil in 1981.
Its original refining capacity had been 0.5MMTPA since 1901. Modernization project
of this refinery has been completed and the refinery now has an increased capacity of
0.65 MMTPA.
• Guwahati Refinery the first public sector refinery of the country, was built with
Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Nehru, the first
Prime Minister of India, on1 January 1962.
• Barauni Refinery in Bihar, was built in collaboration with Russia and Romania. It was
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Commissioned in 1964 with a capacity of 1 MMTPA. Its capacity today is 6 MMTPA.
• Gujarat Refinery at Koyali in Gujarat in Western India, is Indian Oils largest refinery.
The refinery was commissioned in 1965. It also houses the first hydrocracking unit of
the country. Its present capacity is 13.70 MMTPA.
• Haldia Refinery is the only coastal refinery of the Corporation, situated 136 km
downstream of Kolkata in the Purba Medinipur (East Midnapore) district. It was
commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been increased
to 5.8 MMTPA
• Mathura Refinery was commissioned in 1982 as the sixth refinery in the fold of Indian
Oil and with an original capacity of 6.0 MMTPA. Located strategically between the
historic cities of Delhi and Agra, the capacity of Mathura refinery was increased to 7.5
MMTPA.
• Panipat Refinery is the seventh refinery of Indian Oil. The original refinery with 6
MMTPA capacity was built and commissioned in 1998. Panipat Refinery has doubled
its refining capacity from 6 MMT/yr to 12MMTPA with the commissioning of its
Expansion Project.
GROUP COMPANIES AND JOINT VENTURES • Indian Oil (Mauritius) Ltd.
• Lanka IOC PLC - Group company for Sri Lanka retail and storage operations which is
listed on Colombo's stock exchange. It was locked into a bitter subsidy payment dispute
with Sri Lanka's Government which has since been resolved.
• IOC Middle East FZE
• Chennai Petroleum Corporation Ltd.
• Bongaigoan Refinery and Petrochemicals Ltd.
• Green Gas Ltd. - joint venture with Gas Authority of India or city-wide gas distribution
networks.
• Indo Cat Pvt. Ltd., with Inter cat, USA, for manufacturing 15,000 tonnes per annum of
FCC (fluidized catalytic cracking) catalysts & additives in India, for catering to rising
global demand.
• Numerous exploration and production ventures with Oil India Ltd., Oil and Natural Gas
Corporation.
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INTERNATIONAL RANKINGS Indian Oil is the highest ranked Indian company in the prestigious Fortune Global 500listing,
the 116 th position (in 2008) based on fiscal 2007 performance. It is also the 18th largest
petroleum company in the world and the number one petroleum trading company among the
National Oil Companies in the Asia-Pacific region. IOCL was featured on the 2008Forbes
Global 2000at position 303.
AWARDS & ACCREDITATIONS
LOYALTY PROGRAMS
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators. Currently it has 1
million customer base. XTRAREWARDS is a recently launched loyalty program for retail
customers where customers can earn reward points on their purchases.
COMPETITORS Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan
Petroleum. Both are state-controlled, like Indian Oil Corporation. There are two private
competitors, Reliance Petroleum and Essar Oil.
ICICI BANK
Type Private BSE& NSE: ICICI, NYSE:IBN
Founded 1955 (as Industrial Credit and Investment Corporation of India)
Headquarters ICICI Bank Ltd. ICICI Bank Towers, Bandra Kurla, Mumbai,India
Key people N Vaghul,K.V. Kamath,Chanda Kochhar , V Vaidyanathan, Madhabi
Puri
Industry Banking, Insurance Capital, Markets and allied industries
Products Loans, Credit Cards, Savings, Investment vehicles Insurance etc.
Revenue USD5.79 billion
Total assets Rs.3,997.95 billion (US$ 100 billion) at March 31, 2008.
Website www.icicibank.com
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The largest private sector bank in the sector of market capitalization in India is ICICI Bank and
the second largest bank in assets. The wide network of the bank has 1399 branches, 49 regional
processing centres,22 regional offices and more than 4,485 ATMs. It provides the banking
services like Personal banking, Corporate Net Banking, NRI, Internet Banking, 24-hr Customer
Care and many other banking facilities.
History of ICICI 1955 The Industrial Credit and Investment Corporation of India Limited (ICICI) was
incorporated at the initiative of World Bank, the Government of India and representatives of
Indian industry, with the objective of creating a development financial institution for providing
medium-term and long-term project financing to Indian businesses.2000 CI established
Banking Corporation as a banking subsidiary. Formerly Industrial Credit and Investment
Corporation of India. Later, ICICI Banking Corporation was renamed as 'ICICI Bank Limited'.
ICICI founded a separate legal entity, ICICI Bank, to undertake normal banking operations -
taking deposits, credit cards,
Car loans etc.
In 2001 CI acquired Bank of Madura (est. 1943). Bank of Madura was a Chettiar bank, and
had acquired Chettinad Mercantile Bank (est. 1933) and Illanji Bank (established 1904) in the
1960s.
In 2002 The Boards of Directors of ICICI and ICICI Bank approved the reverse merger of
ICICI, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, into
ICICI Bank. After receiving all necessary regulatory approvals, ICICI integrated the group's
financing and banking operations, both wholesale and retail, into a single entity.
Also in 2002, ICICI Bank bought the Shimla and Darjeeling branches that Standard Chartered
Bank had inherited when it acquired Grind lays Bank. ICICI started its international expansion
by opening representative offices in New York and London.
2003 ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in the UK it
established an alliance with Lloyds TSB. It also opened an Offshore Banking Unit (OBU) in
Singapore and representative offices in Dubai and Shanghai.
2004 ICICI opens a rep office in Bangladesh to tap the extensive trade between that country,
India and South Africa.
2005 ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with about US$4mn
in assets, head office in Balabanovoin the Kaluga region, and with a branch in Moscow. ICICI
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Renamed the bank ICICI Bank Eurasia. Also, ICICI established a branch in Dubai International
Financial Centre and in Hong Kong.
2006 ICICI Bank UK opened a branch in Antwerp, in Belgium. ICICI opened representative
offices in Bangkok Jakarta, and Kuala Lumpur.
2007 ICICI amalgamated Sangli Bank which was headquartered in Sangli, in Maharashtra
State, and which had 158 branches in Maharashtra and another 31 in Karnataka State. Sangli
Bank had been founded in 1916 and was particularly strong in rural areas. ICICI also received
permission from the government of Qatar to open a branch in Doha. ICICI Bank Eurasia opened
a second branch, this time in St. Petersburg.
2008 The US Federal Reserve permitted ICICI to convert its representative office in New York
into a branch. ICICI also established a branch in Frankfurt.
SMALL SCALE INDUSTRIES
The concept of Small Scale industry varies from one to another country and one time to other
in the same country, depending upon the pattern and stage of development , government policy
and administrative set up of the particular country.
Small business forms an important sector of the Indian economy. SSI accounted 40% of the
value added by the whole manufacturing sector, and 80% of the employment. SSI also
contributed to the extent of 42 % with regards to exports.
Aims and objectives Imparting greater vitality and growth impetus to the Micro, Small and Medium Enterprises
(MSME) in terms of output, employment and exports and instilling a competitive culture based
on heightened technology awareness. "The Micro, Small and Medium Enterprises (MSME)
sector has been recognized as engine of growth all over the world. Many countries of the world
19
have established a SME Development Agency as the nodal agency to coordinate and oversee
all Government interventions in respect of the development of this sector. In the case of India,
also Medium establishment has for the first time been defined in terms of separate Act,
governing promotion and development of Micro, Small and Medium Enterprises (MSME) i.e.
Micro, Small and Medium Enterprises (MSME) development Act, 2006 (which has come into
force from 02nd Oct, 2006) the Office of Development Commissioner (Micro, Small and
Medium Enterprises) functions as the nodal Development Agency under the Ministry of Micro,
Small and Medium Enterprises(MSME).Office of Development Commissioner (SSI) was
established in 1954 on the basis of the recommendations of the Ford Foundation. Over the
years, it has seen its role evolve into an agency for advocacy, hand holding and facilitation for
the small industries sector. It has over 70 offices and 21 autonomous bodies under its
management. These autonomous bodies include Tool Rooms, Training Institutions and Project-
cum-Process Development Centers. Office of the Development Commissioner (MSME)
provides a wide spectrum of services to the Micro, Small and Medium Industrial sector. These
include facilities for testing, tool menting, training for entrepreneurship development,
preparation of project and product profiles, technical and managerial consultancy, assistance
for exports, pollution and energy audits etc. Office of the Development Commissioner
(MSME) provides economic information services and advises Government in policy
formulation for the promotion and development of SSIs. The field offices also work as effective
links between the Central and the State Governments. Consequent to the increased
globalization of the Indian economy, MSMEs are required to face new challenges. Office of
the Development Commissioner (MSME) has recognized the changed environment and is
currently focusing on providing support in the fields of credit, marketing, technology and
infrastructure to MSMEs. Global trends and national developments have accentuated Office of
the Development Commissioner (MSME)'s role as a catalyst of growth of MSMEs in the
country
INTRODUCTION The Small Scale Industry Sector has emerged as India's engine of growth in the New
Millennium. By the end of March 2000, the SSI sector accounted for nearly40 per cent of gross
value of output in the manufacturing sector and 35 per cent of total exports from the country.
Through over 32 lakh units, the sector provided employment to about 18 million people.1.2
The ongoing programme of Economic Reforms based upon the principle of liberalization,
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the emergence of World Trade Organization (WTO),have brought certain challenges and
several new opportunities before the SSI Sector. The most important challenge faced by the
sector is that of growing competition both globally and domestically. At the same time sector
has also been facing some problems which relate to credit, infrastructure, technology,
marketing, delayed payment hassles on account of so many rules and regulations etc. In order
to enable this sector to avail the opportunities and play its role as an engine of growth, it is
essential to address to these problems effectively and urgently. With a view to provide more
focused attention on the development of SSI, government of India created a new Ministry of
Small Scale Industries & Agro andrur al Industries in October 1999. Immediately after the
formation of the Ministry, a Mission for the Millennium giving a blue print for small scale and
village industries was announced. To carve out a road map for this sector in the New
Millennium, the Hon'ble Prime Minister constituted a Group of Ministers under the
Chairmanship of Shri L.K.Advani the Home Minister of India in June 2000.The background
material for the consideration of the Group of Ministers was provided by the Interim Report of
the S.P. Gupta Study Team constituted by the Planning Commission.1.4 The Group of
Ministers considered the recommendations and came out with a Comprehensive Policy
Package for the Small Scale and Tiny Sector which was announced by the Hon'ble Prime
Minister Shri Atal Bihari Vajpayee at first ever National Conference on the Small Scale
Industries organized by the Ministry of SSI & ARI at Vigyan Bhavan, New Delhi on 30th
August 2000. Package were announced by the Hon'ble Prime Minister on 30th August 2000,
some others including the Tiny Sector Policy Package were announced by the Ministry of
SSI&ARI on 31st August 2000 in the meeting of the SSI Board.
SMALL SCALE SECTOR Policy Support The investment limit for the Tiny Sector will continue to be Rs.25 lakhs.
The investment limit for the SSI sector will continue to be at Rs.1 crore.
The Ministry of SSI & ARI will bring out a specific list of hi-tech and export to rented
industries which would require the investment limit to be raised up to Rs.5 crores to admit of
suitable technology up gradation and to enable them to maintain their competitive edge.
The Limited Partnership Act will be drafted quickly and got enacted. Attempt will be made to
bring the Bill before the next session of the Parliament.
FISCAL SUPPORT To improve the competitiveness of Small Scale Sector, the exemption for excise duty limit
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Raised from Rs.50 lakhs to Rs.1 crore.
CREDIT SUPPORT The composite loans limit raised from Rs.10 lakhs to Rs.25 lakhs.
The Small Scale Service and Business (Industry Related) Enterprises (SSSBEs) with a
maximum investment of Rs.10 lakhs will qualify for priority lending.
In the National Equity Fund Scheme, the project cost limit will be raised from Rs.25 lakhs to
Rs.50 lakhs. The soft loan limit will be retained at 25 per cent of the project cost subject to a
maximum of Rs.10 lakhs per project. Assistance under the NEF will be provided at a service
charge of 5 per cent per annum.
The eligibility limit for coverage under the recently launched (August 2000) Credit Guarantee
Scheme has been revised to Rs.25 lakhs from the present limit of Rs.10 lakhs.
The Department of Economic Affairs will appoint a Task Force to suggest revitalization
/restructuring of the State Finance Corporations.
The Nayak Committee's recommendations regarding provision of 20 per cent of the projected
turnover as working capital is being recommended to the financial institutions and banks.
Infrastructural Support The Integrated Infrastructure Development (IID) Scheme will progressively cover all areas in
the country with 50 per cent reservation for rural areas.
Regarding upgrading the Industrial Estates, which are languishing, the Ministry of SSI & ARI
will draw up a detailed scheme for the consideration of the Planning Commission.
A Plan Scheme for Cluster Development will be drawn up.
The funds available under the non-lapsable pool for the North-East will be used for Industrial
Infrastructure Development, setting up of incubation centers, for Cluster Development and for
setting up of IIDs in the North-East including Sikkim.
Technological Support and Quality Improvement Capital Subsidy of 12 per cent for investment in technology in select sectors. An
interministerial Committee of Experts will be set up to define the scope of technology up
gradation and sectorial priorities.
To encourage Total Quality Management, the Scheme of granting Rs.75,000/- to each unit for
opting ISO-9000 Certification will continue for the next six years i.e. till the end of the 10th
plan.
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Setting up of incubation Centers in Sunrise Industries will be supported.
The TBSE set up by SIDBI will be strengthened so that it functions effectively as a Technology
Bank. It will be properly networked with NSIC, SIDO (SENETProgramme) and APCTT.
SIDO, SIDBI and NSIC will jointly prepare a Compendium of available technologies for the
R&D institutions in India and abroad and circulate it among the industry associations for the
dissemination of the latest technology related information.
Commercial Banks are being requested to develop Schemes to encourage investment in
technology up gradation and harmonise the same with SIDBI.
One time Capital Grant of 50% will be given to Small Scale Associations which wish to
develop and operate Testing Laboratories, provided they are of international standard.
Marketing Support SIDO will have a Market Development Assistance (MDA) Programme, similar to one
obtaining in the Ministry of Commerce & Industry. It will be a Plan Scheme.
The Vendor Development Programme, Buyer-Seller Meets and Exhibitions will lt take place
more often and at dispersed locations.8.0 Streamlining Inspections/Rules and Regulations
To minimize harassment to Small Scale Sector a Group will be set up to recommend within 3
months, means of streamlining inspections. This will include repeal of laws and regulations
applicable to the sector that have since become redundant.
Self-certification will be progressively encouraged in lieu of inspections, which should be
prescribed under the three following conditions’ On receipt of specific complaint;l Selection
of unit for sample check (Say 10 per cent of total units); andl For audit and safety purposes.
BPO (BUSINESS OUTSOURSING PROCESSING)
DEFINITION Business process outsourcing (BPO) is a form of outsourcing that involves the contracting of
the operations and responsibilities of a specific business functions (or processes) to a third-
party service provider. Originally, this was associated with manufacturing firms, such as Coca
Cola that outsourced large segments of its supply chain.. In the contemporary context, it is
primarily used to refer to the outsourcing of services. BPO is typically categorized into back
office outsourcing -which includes internal business functions such as human resources or
finance and accounting, and front office outsourcing - which includes customer-related services
such as contact center services.
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Industry size/ Growth India has revenues of 10.9 billion USD from offshore BPO and 30 billion USD from IT and
total BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO Industry,
but a commanding 63% share of the offshore component. This 63% is a drop from the 70%
offshore share that India enjoyed last year, despite the industry growing 38% in India last year,
other locations like Eastern Europe, Philippines, Morocco, Egypt and South Africa have
emerged to take a share of the market. Chinas also trying to grow from a very small base in
this industry. However, while the BPO industry is expected to continue to grow in India, its
market share of the offshore piece is expected to decline. Important centers in India are
Bangalore, Hyderabad, Mumbai, Pune, Chennai and New Delhi.
The top five Indian BPO exporters for 2006-2007 according to NASSCOM are:-
Gen pact
WNS Global Services
Trans works Information Services
IBM Daksh
TCS
HCL
WIPRO
Dell BPO
According to McKinsey, the global "addressable" BPO market is worth $122 -$154 billion, of
which: 35-40 retail banking, 25-35 insurance, 10-12travel/hospitality, 10-12 auto, 8-10
telecoms, 8 pharma, 10-15 others and 20-25 is finance, accounting and HR. Moreover, they
estimate that 8% of that capacity was utilized as of 2006.
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CONCLUSION The entrepreneur with his vision and ability to bear risk can transform the economic scene of
the country. They play a vital role in initiating and sustaining the process of economic
development of a nation. The overall aim of an entrepreneurial development programme is to
stimulate a person for adopting entrepreneurship as a career and to make him able to identify
and exploit the opportunities successfully for new ventures. Practical and cost effective
programs need to be developed to address their needs because self-employed people will
represent important segment in economic revitalization. Entrepreneurship development is the
key factor to fight against unemployment, poverty and to prepare ourselves for globalization
in order to achieve overall Indian economic-progress.
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REFERENCES 1. Entrepreneurial Development by S.S. Khanka
2. Dynamics of Entrepreneurial Development and Management Millennium Edition
Vasant Desai
3. http://www.articlesbase.com/entrepreneurship-articles/
4. http://knowledgeportal.in/
5. http://dobato.blogspot.com/2006/02/scope-of-entrepreneurship-development.html
6. http://www.thehindubusinessline.com/
7. http://papers.ssrn.com/sol3/
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