ENTREPRENEURSHIP MANAGEMENT

BY ASHOK KUMAR WADHWANI

ALLIANCE Entrepreneurship Management – Module 3

 MODULE 3:
IDENTIFICATION OF BUSINESS OPPORTUNITY

ALLIANCE Entrepreneurship Management – Module 3

TYPE OF ENTERPRISES / INDUSTRIES
MICRO SCALE ENTERPRISE / INDUSTRY:
• CAPITAL INVESTMENT:
• FOR MANUFACTURING: NOT MORE THAN 25 LAKH
• FOR SERVICE INDUSTRY: NOT MORE THAN 10 LAKH

SMALL SCALE ENTERPRISE / INDUSTRY

• CAPITAL INVESTMENT:
• FOR MANUFACTURING: MORE THAN 25 LAKH BUT NOT TO EXCEED 5 CRORE
• FOR SERVICE INDUSTRY: MORE THAN 10 LAKH BUT NOT TO EXCEED 2 CRORE

MEDIUM SCALE ENTERPRISE / INDUSTRY

• CAPITAL INVESTMENT:
• FOR MANUFACTURING: MORE THAN 5 CRORE BUT NOT TO EXCEED 10 CRORE
• FOR SERVICE INDUSTRY: MORE THAN 2 CRORE BUT NOT TO EXCEED 5 CRORE
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ALLIANCE Entrepreneurship Management – Module 3

MSMEs (MICRO, SMALL & MEDIUM ENTERPRISES
MANUFACTURING SECTOR
ENTERPRISES INVESTMENT IN PLANT AND MACHINERY
Micro Enterprises Not more than 25 Lakh
Small Enterprises More than 25 Lakh but not to exceed 5 Crore
Medium Enterprises For Manufacturing: More than 5 crore but not to exceed
10 Crore
SERVICE SECTOR
ENTERPRISES INVESTMENT IN EQUIPMENTS
Micro Enterprises For Service Industry: Not more than 10 Lakh
Small Enterprises For Service Industry: More than 10 Lakh but not to
exceed 2 Crore
Medium Enterprises More than 2 crore but not to exceed 5 Crore

ALLIANCE Entrepreneurship Management – Module 3

 CONSTITUENTS OF BUSINESS ENVIRONMENT
SOCIETAL TRENDS: AGEING DEMOGRAPHICS, HEALTH AND
FITNESS GROWTH, LIFESTYLE, SOCIAL IMPACT, SOCIAL MEDIA.
Economic
TECHNOLOGY TRENDS: SMART PHONE TECHNOLOGY, E- Factor
COMMERCE, INTERNET ADVANCES, DRONES.
ECONOMIC TRENDS: INCOME, INFLATION, RISING FUEL Technological
Social Factor
Factor
COSTS, DEMAND SUPPLY, EMPLOYMENT.
POLITICAL TRENDS: INCREASED REGULATIONS, TERRORISM,
DEBT, FREE TRADE AGREEMENTS. Political
Legal Factor
Factor
ENVIRONMENTAL TRENDS: GLOBAL WARMING, DROUGHT,
INCREASED SEVERITY OF STORMS, POLLUTION AND ANY Environmental
OTHER NATURAL CALAMITIES. Factor

LEGAL: LEGAL SYSTEM AND PROCESS FOR SETTING UP

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BUSINESS
ALLIANCE Entrepreneurship Management – Module 3
PROCESS FROM IDEA GENERATION TO IMPLEMENTATION PHASE
MONITORING THE
IMPLEMENT THE STRATEGY FORMULATION ACTIVITIES BY ADOPTING
INNOVATIVE ACTIVITY AND ADOPTION SOLUTIONS FOR PROBLEMS

Analyses the strategy for Monitors the activities

innovative idea
Identifying opportunity
Generating idea Risk assessment Corrective actions if required
Assessment and detail
analysis of market, market
Risk taking is profitable or not Observes progress
share, target customers and
expectations and growth
prospects. If it is adoptable innovative If gets +ve results then
Feasibility idea then start mobilising and strengthens process, if –ve
Resources co-ordinating related various results then either stops or
activities. restructures.

ALLIANCE Entrepreneurship Management – Module 3

ENTREPRENEURIAL CREATIVITY - DEVELOPING ENTREPRENEURIAL CAPACITY
• TO SEE OPPORTUNITIES, ENTREPRENEURS BLEND IMAGINATIVE AND CREATIVE THINKING WITH A SYSTEMATIC,
LOGICAL PROCESS ABILITY. THIS COMBINATION IS A KEY TO SUCCESSFUL INNOVATION.
• AN ENTREPRENEUR WILL ANALYZE A PROBLEM FROM EVERY POSSIBLE ANGLE:
• WHAT IS THE PROBLEM? WHOM DOES IT AFFECT? HOW DOES IT AFFECT THEM?
• WHAT COSTS ARE INVOLVED?
• CAN IT BE SOLVED? WOULD THE MARKETPLACE PAY FOR A SOLUTION?

• PHASE 1: BACKGROUND OR KNOWLEDGE

ACCUMULATION
• PHASE 2: THE MIND INCUBATION
PROCESS
• PHASE 3: THE IDEA EXPERIENCE
• PHASE 4: EVALUATION AND
IMPLEMENTATION 7

ALLIANCE Entrepreneurship Management – Module 3

ENTREPRENEURIAL CREATIVITY - DEVELOPING ENTREPRENEURIAL CAPACITY
PHASE 1: BACKGROUND OR KNOWLEDGE ACCUMULATION
• SUCCESSFUL CREATIVITY IN OUR ENTREPRENEURIAL CONTEXT - INVESTIGATION AND
INFORMATION GATHERING.
• INVOLVES EXTENSIVE READING, CONVERSATIONS WITH OTHERS WORKING IN THE FIELD, ATTENDING
PROFESSIONAL MEETINGS AND WORKSHOPS.

• PEOPLE PRACTICE THE CREATIVE SEARCH FOR BACKGROUND KNOWLEDGE IN SEVERAL WAYS :
(1)READ IN A VARIETY OF FIELDS
(2)JOIN PROFESSIONAL GROUPS AND ASSOCIATIONS
(3)ATTEND PROFESSIONAL MEETINGS AND SEMINARS
(4)TRAVEL TO NEW PLACES
(5)TALK TO ANYONE AND EVERYONE ABOUT YOUR SUBJECT
(6)SCAN MAGAZINES, NEWSPAPERS AND JOURNALS FOR ARTICLES RELATED TO THE SUBJECT
(7)DEVELOP A SUBJECT LIBRARY FOR FUTURE REFERENCE
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(8)RECORD USEFUL INFORMATION AND DEVOTE TIME TO PURSUE NATURAL CURIOSITIES

ALLIANCE Entrepreneurship Management – Module 3

ENTREPRENEURIAL CREATIVITY - DEVELOPING ENTREPRENEURIAL CAPACITY
PHASE 2: THE MIND INCUBATION PROCESS
• INCUBATION PROCESS OFTEN OCCURS WHILE ENGAGED IN ACTIVITIES TOTALLY UNRELATED TO
THE SUBJECT OR PROBLEM.
• SOME OF THE MOST HELPFUL STEPS TO INDUCE INCUBATION ARE:
(1)ENGAGE IN ROUTINE, ‘MINDLESS’ ACTIVITIES (CUTTING THE GRASS, PAINTING OR CLEANING
THE HOUSE, GOING FOR A WALK)
(2)EXERCISE REGULARLY
(3)PLAY (SPORTS, BOARD GAMES, PUZZLES)
(4)THINK ABOUT THE PROJECT OR PROBLEM BEFORE FALLING ASLEEP
(5)SIT BACK AND RELAX ON A REGULAR BASIS

ALLIANCE Entrepreneurship Management – Module 3

ENTREPRENEURIAL CREATIVITY - DEVELOPING ENTREPRENEURIAL CAPACITY
PHASE 3: THE IDEA EXPERIENCE
• NEW AND INNOVATIVE IDEAS OFTEN EMERGE WHILE THE PERSON IS BUSY DOING SOMETHING UNRELATED TO
THE ENTERPRISE, VENTURE (FOR EXAMPLE, TAKING A SHOWER, DRIVING ON A HIGHWAY, LEAFING THROUGH A
NEWSPAPER).

• THIS PHASE CONTINUES AFTER INCUBATION PROCESS, IT IS OFTEN DIFFICULT TO DETERMINE WHEN THE
INCUBATION PROCESS ENDS AND THE IDEA EXPERIENCE PHASE BEGINS, MANY PEOPLE ARE UNAWARE OF
MOVING FROM PHASE 2 TO PHASE 3.
• HERE ARE SOME WAYS TO SPEED UP THE IDEA EXPERIENCE:
(1)DAYDREAM AND FANTASIZE ABOUT YOUR PROJECT
(2)PRACTICE YOUR HOBBIES
(3)WORK IN A COMFORTABLE ENVIRONMENT (FOR EXAMPLE, AT HOME INSTEAD OF THE OFFICE)
(4)PUT THE PROBLEM ON THE BACK BURNER (REDUCED PRIORITY)
(5)KEEP A NOTEBOOK AT YOUR BEDSIDE TO RECORD LATE-NIGHT OR EARLY-MORNING IDEAS
(6)TAKE BREAKS WHILE WORKING 10

ALLIANCE Entrepreneurship Management – Module 3

ENTREPRENEURIAL CREATIVITY - DEVELOPING ENTREPRENEURIAL CAPACITY
PHASE 4: EVALUATION AND
IMPLEMENTATION
THIS IS THE MOST DIFFICULT STEP OF A CREATIVE
ENDEAVOR AND REQUIRES A GREAT DEAL OF
COURAGE, SELF-DISCIPLINE AND DETERMINATION.
SUCCESSFUL ENTREPRENEURS CAN IDENTIFY IDEAS
THAT ARE WORKABLE AND THAT THEY HAVE THE
SKILLS TO IMPLEMENT. MORE IMPORTANT, THEY DO
NOT GIVE UP WHEN THEY RUN INTO TEMPORARY
OBSTACLES. OFTEN THEY WILL FAIL SEVERAL TIMES
BEFORE THEY SUCCESSFULLY DEVELOP THEIR BEST
IDEAS. IN SOME CASES ENTREPRENEURS WILL TAKE
THE IDEA IN AN ENTIRELY DIFFERENT DIRECTION OR
WILL DISCOVER A NEW AND MORE WORKABLE
IDEA WHILE STRUGGLING TO IMPLEMENT THE
ORIGINAL IDEA.
ALLIANCE Entrepreneurship Management – Module 3
SOME OF THE MOST USEFUL SUGGESTIONS FOR CARRYING
OUT THIS PHASE ARE:
(1)INCREASE YOUR ENERGY LEVEL WITH PROPER EXERCISE, DIET
AND REST
(2)EDUCATE YOURSELF IN THE BUSINESS PLANNING PROCESS
AND ALL FACETS OF BUSINESS
(3)TEST YOUR IDEAS WITH KNOWLEDGEABLE PEOPLE
(4)TAKE NOTICE OF YOUR INTUITIVE HUNCHES AND FEELINGS
(5)EDUCATE YOURSELF IN THE SELLING PROCESS
(6)LEARN ABOUT ORGANIZATIONAL POLICIES AND PRACTICES
(7)SEEK ADVICE FROM OTHERS (FOR EXAMPLE, FRIENDS, EXPERTS)
(8)VIEW THE PROBLEMS YOU ENCOUNTER WHILE IMPLEMENTING
YOUR IDEAS AS CHALLENGES TO BE OVERCOME
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 CREATING THE RIGHT SETTING FOR CREATIVITY
FOLLOWING ARE SOME IMPORTANT CHARACTERISTICS OF WHAT FACTORS ARE IMPORTANT:
• TRUSTFUL MANAGEMENT THAT DOES NOT OVER-CONTROL EMPLOYEES
• OPEN CHANNELS OF COMMUNICATION AMONG ALL BUSINESS MEMBERS
• CONSIDERABLE CONTACT AND COMMUNICATION WITH OUTSIDERS
• LARGE VARIETY OF PERSONALITY TYPES
• WILLINGNESS TO ACCEPT CHANGE
• EXPERIMENTING WITH NEW IDEAS
• LITTLE FEAR OF NEGATIVE CONSEQUENCES FOR MAKING A MISTAKE
• THE SELECTION AND PROMOTION OF EMPLOYEES ON THE BASIS OF MERIT
• THE USE OF TECHNIQUES THAT ENCOURAGE IDEAS, INCLUDING SUGGESTION SYSTEMS AND
BRAINSTORMING
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ALLIANCE Entrepreneurship Management – Module 3

 SOURCES OF INNOVATIVE IDEAS
POTENTIAL ENTREPRENEURS WILL NEED DETERMINATION,
PERSISTENCE AND ALERTNESS, IN DIFFERING MEASURES, TO TAKE
ADVANTAGE OF IDEAS THAT CREATE THE OPPORTUNITIES FOUND
IN THE EXTERNAL AND INTERNAL ENVIRONMENTS IN WHICH
THEY LIVE. THESE CHARACTERISTICS WILL ALLOW AN
ENTREPRENEUR TO CREATE AN OPPORTUNITY FROM AN IDEA
THAT OTHERS MAY IGNORE FOR LACK OF WILL, GIVE UP OR
SIMPLY DO NOT SEE OR RECOGNIZE.
SOME OF THE MOST EFFECTIVE SOURCES OF
ENTREPRENEURIAL OPPORTUNITIES.
• TRENDS: TRENDS SIGNAL SHIFTS IN THE CURRENT PARADIGM
(OR THINKING) OF THE MAJOR POPULATION. OBSERVING
TRENDS CLOSELY WILL ENABLE AN ENTREPRENEUR TO
POSITION AN IDEA FITTING WITH THE TREND AND
RECOGNIZE A POTENTIAL OPPORTUNITY. TRENDS NEED TO BE
OBSERVED IN SOCIETY, TECHNOLOGY, ECONOMY AND
GOVERNMENT.
ALLIANCE Entrepreneurship Management – Module 3
• FOLLOWING ARE SOME EXAMPLES OF SUCH
TRENDS:
• SOCIETAL TRENDS: AGEING DEMOGRAPHICS,
HEALTH AND FITNESS GROWTH, LIFESTYLE,
SOCIAL IMPACT, SOCIAL MEDIA.
• TECHNOLOGY TRENDS: SMART PHONE
TECHNOLOGY, E-COMMERCE, INTERNET
ADVANCES, DRONES.
• ECONOMIC TRENDS: INFLATION, RISING FUEL
COSTS, DEMAND SUPPLY, EMPLOYMENT.
• POLITICAL TRENDS: INCREASED REGULATIONS,
TERRORISM, DEBT, FREE TRADE AGREEMENTS.
• ENVIRONMENTAL TRENDS: GLOBAL
WARMING, DROUGHT, INCREASED SEVERITY OF
STORMS, POLLUTION AND ANY OTHER
NATURAL CALAMITIES.
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 SOURCES OF INNOVATIVE IDEAS
• UNEXPECTED OCCURRENCES:
• THESE ARE SUCCESSES OR FAILURES, BECAUSE THEY WERE UNANTICIPATED OR UNPLANNED, OFTEN END UP
PROVING TO BE A MAJOR INNOVATIVE SURPRISE TO THE BUSINESS.
• FOR EXAMPLE, ALEXANDER FLEMING WAS SURPRISED TO NOTE THAT A CONTAMINATION OF A BACTERIAL PLATE CULTURE
SUPPRESSED THE GROWTH OF HIS BACTERIA. HE IDENTIFIED THE CONTAMINATION AS PENICILLIN MOULD. LATER,
AUSTRALIAN SCIENTIST HOWARD FLOREY DREW ON FLEMING’S OBSERVATION TO CREATE THE INDUSTRIAL-SCALE
MANUFACTURE OF PENICILLIN.

• INCONGRUITIES:
• THESE OCCUR WHENEVER A DIFFERENCE EXISTS BETWEEN EXPECTATIONS AND REALITY. INNOVATION IS
THE CREATION OF SOLUTIONS TO INCONGRUITIES.
• FOR EXAMPLE (NINTENDO AND SONY’S PLAYSTATION) : IN THE 1980S KEN KUTARAGI WAS WATCHING HIS DAUGHTER
PLAYING WITH A NINTENDO ENTERTAINMENT SYSTEM WHICH PRODUCED POOR QUALITY SOUND AND RELIED ON A
MAGNETIC TAPE DRIVE AND WONDERED WHY SUCH A GOOD GAME HAD SUCH TERRIBLE SOUND. KEN KNEW FROM HIS
RESEARCH WITH SONY THAT HE COULD DEVELOP A BETTER PRODUCT FOR NINTENDO. ATTENTIVENESS TO THIS
INCONGRUITY LED NINTENDO TO CONTRACT SONY FOR ITS NEXT GENERATION MACHINE THAT INCORPORATED BETTER
SOUND AND FLOPPY DISK TECHNOLOGY. EVENTUALLY THIS LED TO THE DEVELOPMENT OF SONY’S PLAYSTATION
PRODUCT RANGE WHICH WAS A KEY PILLAR IN SONY’S PROFITABILITY FOR MANY YEARS.
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ALLIANCE Entrepreneurship Management – Module 3

 SOURCES OF INNOVATIVE IDEAS
• PROCESS NEEDS:
• THESE OCCUR WHEN AN ANSWER TO A PARTICULAR NEED IS REQUIRED. VENTURE CAPITALISTS OFTEN REFER TO
THESE AS ‘PAIN’ THAT EXISTS IN THE MARKETPLACE. THE ENTREPRENEUR MUST RECOGNIZE AN INNOVATIVE
SOLUTION, OR ‘PAINKILLER’.
• EXAMPLES INCLUDE THE CREATION OF NEW MEDICAL DEVICES, HEALTH FOODS, PHARMACEUTICALS, AND ECO-SUSTAINABLE
GREEN MANUFACTURING.

• INDUSTRY AND MARKET CHANGES:

• CONTINUAL SHIFTS IN THE MARKETPLACE OCCUR, CAUSED BY DEVELOPMENTS SUCH AS CONSUMER ATTITUDES,
ADVANCEMENTS IN TECHNOLOGY, INDUSTRY GROWTH AND THE LIKE.
• AN EXAMPLE IS FOUND IN THE HEALTHCARE INDUSTRY WHERE HOSPITAL CARE HAS UNDERGONE RADICAL CHANGE AND
WHERE HOME HEALTHCARE AND PREVENTIVE MEDICINE HAVE REPLACED HOSPITALIZATION AND SURGERY AS PRIMARY FOCUS
AREAS.

• DEMOGRAPHICS:
• THESE ARISE FROM TREND CHANGES IN POPULATION, EDUCATION, INCOME CHANGES, AGE, OCCUPATIONS, GEOGRAPHIC
LOCATIONS AND SIMILAR FACTORS. DEMOGRAPHIC SHIFTS ARE IMPORTANT AND OFTEN PROVIDE NEW ENTREPRENEURIAL
OPPORTUNITIES.
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ALLIANCE Entrepreneurship Management – Module 3

 SOURCES OF INNOVATIVE IDEAS
• PERCEPTUAL CHANGES:
• THESE CHANGES OCCUR IN PEOPLE’S INTERPRETATION OF FACTS AND CONCEPTS. PERCEPTION CAN CAUSE
MAJOR SHIFTS IN IDEAS TO TAKE PLACE.
• FOR EXAMPLE: THE INCREASINGLY POPULAR PERCEIVED NEED TO BE HEALTHY AND PHYSICALLY FIT HAS CREATED A DEMAND
FOR BOTH HEALTH FOODS AND HEALTH FACILITIES.

• KNOWLEDGE-BASED CONCEPTS:
• THESE ARE THE BASIS FOR THE CREATION OR DEVELOPMENT OF SOMETHING BRAND NEW. INVENTIONS
ARE KNOWLEDGE-BASED; THEY ARE THE PRODUCT OF NEW THINKING, NEW METHODS AND NEW
KNOWLEDGE. SUCH INNOVATIONS OFTEN REQUIRE THE LONGEST TIME PERIOD BETWEEN INITIATION AND
MARKET IMPLEMENTATION BECAUSE OF THE NEED FOR TESTING AND MODIFICATION.
• FOR EXAMPLE: TODAY’S SMART PHONE TECHNOLOGY HAS ADVANCED TO TRANSFORM THE MOBILE PHONE INTO A CAMERA,
INTERNET ACCESS RESOURCE AND MUSIC PROVIDER. THIS HAS REVOLUTIONIZED THE WAY WE USE DIFFERENT TECHNOLOGIES
TODAY. THESE CONCEPTS WERE NOT THOUGHT POSSIBLE TEN OR SO YEARS AGO.

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ALLIANCE Entrepreneurship Management – Module 3

 SOURCES OF INNOVATIVE IDEAS
SOURCE EXAMPLES
Unexpected occurrences Apple Computer, Klingon language from Star Trek, Penicillin,
WikiLeaks
Incongruities Overnight package delivery, PlayStation, steel mini-mills and
roll-on, roll-off container shipping
Process needs Sugar-free products, caffeine-free coffee, microwave ovens,
nicotine patches
Industry and market changes Healthcare industry – changing to home healthcare, online
retailing of things in manufacturing
Demographic changes Retirement communities, new ethnic communities
Perceptual changes The growing concern for fitness and body image, same sex
marriage
Knowledge-based concepts Smart phone technology, pharmaceutical industry, robotics
and drones 17

ALLIANCE Entrepreneurship Management – Module 3

 METHODS IDEA GENERATION
• METHODS FOR GENERATING IDEAS:
• FOCUS GROUPS
• BRAINSTORMING
• PROBLEM INVENTORY ANALYSIS

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ALLIANCE Entrepreneurship Management – Module 3

 METHODS OF GENERATING IDEAS
• FOCUS GROUPS
• CONSISTING OF 6-12 MEMBERS FOCUSING ON NEW PRODUCT IDEA OR
PROBLEM IN THE SOCIETY
• FOCUS GROUP IS FACILITATED BY MODERATOR TO HAVE OPEN IN DEPTH
DISCUSSION
• DISCUSSION OF A GROUP CAN BE DIRECTIVE OR NON-DIRECTIVE
• COMMENTS FROM OTHER MEMBERS TO STIMULATE GROUP DISCUSSION AND
CONCEPTUALIZE AND DEVELOP NEW PRODUCT IDEA TO MEET MARKET
REQUIREMENTS
• FOCUS GROUP NOT ONLY GENERATE NEW IDEAS BUT SCREENS THE IDEA ALSO
TO COME UP WITH THE MOST EXCELLENT IDEA TO BE PURSUED AS AN VENTURE
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ALLIANCE Entrepreneurship Management – Module 3

 METHODS OF GENERATING IDEAS
• BRAINSTORMING
• BRAINSTORMING TECHNIQUE WAS DEVELOPED BY ALEX OSBORN IN 1938 IN AN
AMERICAN COMPANY FOR ENCOURAGING CREATIVE THINKING IN GROUP OF 6 TO 8
PEOPLE
• BRAINSTORMING MEANS USING THE BRAIN TO STORM THE ISSUE/PROBLEM
• ULTIMATELY GENERATES A NUMBER OF IDEAS TO BE CONSIDERED FOR DEALING WITH THE
ISSUE/PROBLEM
• THE FOLLOWING GUIDELINES TO BE FOLLOWED TO MAKE BRAINSTORMING EXERCISE
MORE EFFECTIVE
• GENERATE AS MANY IDEAS AS POSSIBLE
• BE CREATIVE AND IMAGINATIVE
• EXTEND OR COMBINE EARLIER IDEAS
• WITHHOLD CRITICISM OF OTHERS’ IDEAS 20

ALLIANCE Entrepreneurship Management – Module 3

 METHODS OF GENERATING IDEAS
• PROBLEM INVENTORY ANALYSIS
• IDENTIFIES PROBLEM OF PRODUCT/SERVICE AND THEN GENERATES IDEAS
• IN THIS METHOD, UNDERSTAND A SET OF IDENTIFIED PROBLEMS OF A PRODUCT
AND THEN ARRIVE AT NEW PRODUCT IDEA.
• THE RESULT DERIVED FROM THIS METHOD TO BE CAREFULLY SCREENED AND
EVALUATED BECAUSE THEY MAY NOT ACTUALLY REFLECT A GENUINE BUSINESS
OPPORTUNITY.
• EXAMPLE: ANY PACKAGING RELATED PROBLEMS TO FIT INTO SHELF BUT THAT
MAY NOT REALLY IMPACT THE PURCHASING BEHAVIOUR OF CONSUMERS

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ALLIANCE Entrepreneurship Management – Module 3

 REFERENCES:
1. KURATKO, D.F. “ENTREPRENEURSHIP: A SOUTH-ASIAN PERSPECTIVE,” CENGAGE
LEARNING.
2. DAVID H. HOLT “ENTREPRENEURSHIP: NEW VENTURE CREATION”, PEARSON.
3. ENTREPRENEURSHIP DEVELOPMENT BY VASANT DESAI
4. ENTREPRENEURIAL DEVELOPMENT BY DR. S. S. KHANKA

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ALLIANCE Entrepreneurship Management – Module 3