This document provides information about an entrepreneurship course, including its objectives, course assignments, project evaluation criteria, and sessions. The course aims to develop an understanding of entrepreneurship through examples and a project. Students will be divided into groups to develop and pitch a value-creating idea. The pitch should not exceed 10 slides and address the idea, problem/need addressed, implementation plan, competition, and financials. Students' work will be evaluated based on participation, attendance, presentation of slides, content, and the final presentation. Sessions will include videos and discussions on the concept of entrepreneurship and the entrepreneurial cycle and support system.

1. Anilesh Seth
Ideator, Co Founder & CEO, KROW
www.krow.in
Strategic Advisor to the Qatalys Group of Companies
Mentor at the KYRON incubator
Visiting Faculty at CMR IT Exec MBA program
Ex-CEO/MD: LGSI, Qatalys & Supervalu India
www.slideshare.net/anilesh
http://In.linkedin.com/in/anileshseth
anileshseth@hotmail.com

2. Objectives of the programme
• To develop an understanding of the concept of
entrepreneurship in different contexts with a common
outcome based objective
• To develop an appreciation of entrepreneurship through
examples and a project
• To create an understanding of the ecosystem that exists
• To understand and imbibe some critical aspects of
managing the entrepreneurial journey
• And finally, to create an entrepreneurial mindset that can
be applied in pretty much any situation

3. Course assignment
• The class will be divided into two groups – A and B
• Each group needs to identify a value-creating idea and pitch it
to potential investors/decision makers in the last session of
this course
• Group leaders will be identified upfront
• Each group will present its assignment in the form of a PPT
not to exceed 10 slides (not including any title slides, content
slides or thank you slides). This limit is important and will play
a role in your gradation
• The ppt should address at least the following: The idea, what
problem it is solving or what need it is addressing, whose
problem or need it is addressing, an implementation plan,
competition if relevant, associated financials, impact

4. Project evaluation
Parameter Weightage
Group leader’s assessment on
participation by individual team
members
30%
Class participation and attendance 20%
No of slides 10%
Content and final presentation 40%

5. Session 1: So what is
entrepreneurship?
https://www.youtube.com/watch?v=a10Vg50Pzkk
Dr. Steve Gedeon of Ryerson University
Entrepreneur
16th century : military expeditions carried out
by Frenchmen were called “entrepreneurs”.
Derived from FRENCH “Entreprendre”

6. So what is entrepreneurship?
Viewpoint
• Seeing opportunities
• Bringing about change
Viewpoint
• Organizing a business
venture
• Assuming the risk for it
Seeing opportunities – within or outside – assuming ownership – assuming risk
Creating value! Creating Impact!

7. Entrepreneurship according to Peter
Drucker
“An entrepreneur
searches for change,
responds to it and exploits
opportunities. Innovation
is a specific tool of an
entrepreneur hence an
effective entrepreneur
converts a source into a
resource.” http://en.wikipedia.org/wiki/Entrepreneur

8. Types of entrepreneurship
Political
Social
Intrepreneurial
Commercial
- Founding a new party
- Founding a new political project
- Lobbies
Create & sustain
social value
- An “inside” entrepreneur
- Reduced risks
Wealth creation

9. Types and examples of
entrepreneurship
RESIDENT’S ASSOCIATIONS
NOT FOR PROFIT - TIE
IIT ALUMNI CLUB
OLD AGE HOME
AAM ADMI PARTY
VINOBA BHAVE
COOPERATIVES – LIJJAT PAPD
(SRI MAHILA GRIHA UDYOG)
NEXT WEALTH
BIHANI
(IMPACT ENTREPRENEURS)
APPLE
MICROMAX
BIG BASKET
REDBUS
GOLI VADA PAV
AIR DECCAN
KINGFISHER AIRLINES
WIPRO
(scion of established
business)
KEN KUTARAGI
(intrapreneurship)
YANTRA
(corp incubated)
DCM TOYOTA
(corp diversification)
AZIM PREMJI FOUNDATION E CHOUPAL

10. What are entrepreneurial traits?
What is entrepreneurial leadership?

11. What are entrepreneurial traits?
What is entrepreneurial leadership?
Entrepreneurial
Leadership:
“Achieve a
common goal” or
“See an
opportunity”
Innovator
Risk
Optimizer
Ownership
Manages
Change
Leader of
people

12. Entrepreneurship in turbulent times
• When the times are good, is risk taking at an
all time high? Or when the times are bad?
• Recessionary situations restrict opportunities
in the wage/salary sector
• Higher local unemployment rates are found to
increase the probability that individuals start
businesses
http://ftp.iza.org/dp5725.pdf

13. Managing in a turnaround
environment
CASELET:
• Supervalu Inc is an over 140 year old company in the grocery business – both
retailing and supply chain. With major strengths in supply chain, it acquired several
retail brands along the way and to make it one of the top grocery retailers in the US, it
acquired Albertsons in 2006 which practically doubled its revenues to around 40
Billion
• 2007 onwards saw the US responding to the first signs of recession and therefore
reduced consumer spending
• With margins under pressure and the need to service debt, SUPERVALU was facing
challenges – not the least of which was managing change in a post acquisition
scenario
• The then CEO (Jeff Noddle) retired in 2009 and a new CEO (Craig Herkert) was
appointed
• In 2013, Supervalu announced the sale of the earlier acquired Albertsons stores and
a new CEO (Sam Duncan) was appointed
• In 2013 Supervalu announced annual sales of 17.1 Billion dollars and a net loss from
continuing operations
Is this an example of where an entrepreneurial style of leadership is required?

14. Getting under the skin of the
entrepreneurial struggle
• So what is really important?
I, Me, Myself
The Team
The Plan
The Value Proposition
Customer Acquisition
Competition

15. I, Me, Myself
• This isn't about ego! Its about conviction
• Its about sacrifices – and majorly so for the family!
• Its about turning on a dime
• Its about being in it for the long haul
• Its about synergies
• Its not about “being right”
• Its about really really hard work
ITS NOT ABOUT MONEY (well it is, but if you have
the above, you’ll find a way)

16. The team……
Mentor/Coach
Co-Founder
Advisor
Core Team
Developers
Marketing
Sales
etc
At what point do you need each role?
The needs will change
Why do you need each role?

17. Map your needs. Be clear about why you
need some roles
Role When Why Short/Long
Mentor/Coach Idea - Confidence
- Bounce off ideas
- Network
- Help find
investors
- Help find talent
The type of person
you are looking for
may change over
time
Co-Founder Idea? - More the merrier
- Share the risk
and reward
- Builds
confidence
- Synergistic
Advisor Seed/Funding stage - Approach
investors
- Resume building
May be in place just
for this specific
objective
Core team Idea/Seed - Take on key
responsibilities
Ideally long term –
but be prepared that
your own idea of the
right person may
change
Other team members Seed and beyond - Need based skills There will be peaks
and troughs – these
tends to be skills that
are more abundantly
available
Mapping what
you think you need
will force you think
deeply
This step is crucial
as it enables you
to devise a plan to
attract the right
people
Note: this is an example only and is not meant to be prescriptive

18. So how do you convince someone to
join you….an unknown startup….?
Prestige/VisionMoney
Motivators
Abundant
skills
Tough to find
Rare/Industry
figure
Wealth
Your strategy will depend upon a combination of:
- Who you are looking for
- What motivates that person
- Is it a long term or a short term need

19. A different combination of motivators
will therefore need to be configured
Role Your
conviction
Vision Importance
accorded
Wealth
building
opportunity
Technical
thrill
Aggressive
stock plus
some
money
Some stock,
mostly
money
Mostly
money
Mentor/Coa
ch
Co-Founder
Advisor
Core team
Other team
members
Note: this is an example only and is not meant to be prescriptive

20. What can you leverage?
What you have going for you
• Your vision
• Your conviction
• Your network
• Your business plan and
willingness to part with
stock to create wealth
building options for those
willing to invest in you
and your idea
What you may not have
• Upfront cash
• Upfront company
valuation

21. What you have far outweighs what
you don’t……..
And remember, if you sell to their families,
you have a high probability of a sale!

22. Some maxims….
• Your strongest selling point is your vision and conviction
• Ensure a match of objectives……and values……
• Be clear about short term vs long term roles – why give stock for short term
roles or non-critical ones?
• Remember stocks are difficult to value – sell the value on vision…but also
remember that stocks don’t pay bills. Some people need to do that
• Look at family background – does the person have a “cover”?
• Don’t hire for skill alone – value fit must be there. Be clear : are you looking
for a thinker + doer or only a doer. Would you part with stock for just a doer?
• Be prepared to invest a fair amount of time in recalibrating everyone's
commitment – and in reinforcing and in adjusting the formula for the right
person
• Build relationships with the family – the start up must be an extended family;
share the joys and sorrows of life in general
• Involve the wider company – don’t get closeted with a coterie and leave the
rest out
• Communicate, communicate, communicate – in various media, whenever
you get an opportunity - visibility motivates across the board
And finally its all about execution…..

23. Session 2: The entrepreneurial
cycle and support system
Ideate
Bounce
off
Team
set up
Initial
capital
Validate
Fund
Scale
Realize
value
- The process of ideation/refinement is ongoing
- Value realization is very subjective – for commercial enterprises some would say
it is synonymous with the promoters “cashing” out; for a VC, for the company to
go IPO or get acquired

24. Commercial value realization examples
Company Established Exit Bought by Consideration
REDBUS 2006 Acquisition Goibibo (2013) 600-700 crores
JobsAhead.com Acquisition Monster
Worldwide Inc
40 crores
Indiaworld
1994
Acquisition Sify 500 crores
Spectramind 2000 Acquisition Wipro 460 crores
Indiagames 1999 Acquisition UTV
later acquired by
Disney
65 crores
500 crores
Makemytrip 2000 IPO 2010 502 million
Just dial 1997 IPO 2013 4,700 crores
But how do you measure social value?

25. Examples of start ups that have modified
their direction
Name of company More info Changes
makemytrip http://en.wikipedia.org/wiki/Makemytrip
#History_and_Growth
Founded in 2000 it started by providing
air travel options for the US-India
corridor for Indians. Today it provides
additionally holiday solutions and is a
big player in India
redbus Brick and mortar outlets.
paypal http://chargify.com/blog/6-companies-
that-succeeded-by-changing-their-
business-model/
Cryptography company to means of
transmitting money via PDAs to online
payment system
YouTube http://mashable.com/2011/07/08/startup
s-change-direction/
Started as a dating site called "Tune In
Hook Up,“ & morphed to simply sharing
videos online
MingleBox http://www.nextbigwhat.com/indian-
startups-that-pivoted-successfully-297/
Started as a social network &
transformed into an educational content
company
Flipkart http://www.nextbigwhat.com/indian-
startups-that-pivoted-successfully-297/
Moved from selling books to everything

27. The role of Government policy in India
• Complex and outdated labour
laws
• Too many windows for
registration
• Monies locked in service tax, tds
refunds
• ….trade license, environment,
shops and establishments,
various taxes …various laws
• High level of taxation
• Difficult to obtain finance: issue of
credit worthiness
• Labour pool not very motivated to
join startups due to the above
issues
• Confusion around taxation of
share premium
http://taxmantra.com/five-things-indian-government-can-do-for-start-up-eco-system.html/
www.msmes.com
http://www.nasscom.in/nasscom-partners-government-karnataka-inaugurate-first-coworking-facility-bangalore-startup-warehous
• With accelerating
inflation and dipping
growth,
entrepreneurship is
the way to go to
contribute to
employment and
growth in the
economy
• The MSMEs ministry
needs to view this as
an opportunity
• Legislation needs to
favour risk taking

28. Examples of labour laws in India
• Workman’s Compensation Act (1923)
• Trade Unions Act of 19226
• Payment of Wages Act of 1936
• Minimum Wages Act of 1948
• Industrial Employment (Standing orders) act of 1946
• Industrial Disputes Act of 1947
• Minimum Wages Act of 1948
• Industries (Regulation and Development Act) of 1951
• Employees Provident Fund and Misc Provisions Act of 1952
• Maternity Benefit Act of 1961
• Payment of Bonus Act of 1965
• Payment of Gratutiy Act of 1972

29. The fallout……
• The complex laws and lack of transparency and
the perception that monies are locked in
government taxes can prompt shortcuts … can
this result in “under-reporting”?
• Ignorance/clarity about labour and other laws
can prompt shortcuts and may result in defaults
that may not even be known
However there are still great examples of successful entrepreneurial ventures – Air Deccan,
Infosys, Biocon etc. Isn't that what Entrepreneurship is about? Finding ways to unlock value?

30. Examples of Governmental support
– DST (Department of Science and Technology)
• Estd 1971
• http://www.dst.gov.in/
– KITVEN (Karnataka Information Technology Venture Capital Fund
• Estd 1999
• State and central govt FIs backed VCF
• www.kitven.com
– CVCFL (Canbank Venture Capital Fund Ltd)
• http://www.10000startups.com/
– SIDBI (Small Industries Development Bank of India)
• Estd 1990
• http://sidbi.in/
– Startup Warehouse (NASSCOM and Karnatak Government Initiative)
• 2013
• http://www.10000startups.com/

31. Business Incubators
Business incubators are organizations geared toward speeding up the growth and
success of start-up and early stage companies.
– Some are located in an actual physical
– Others operate on a virtual basis.
– Incubators sometimes call themselves accelerators instead, often when
they’re geared toward jumpstarting businesses that are more developed.
– Many have potential capital to invest, or links to potential funding sources.
One of the most prominent incubators is the Y Combinator (http://ycombinator.com/
based out of Mountain View, CA)
– Founded in March 2005, since then over 550 companies have been funded
such as Scribd, reddit, Airbnb, Dropbox, Disqus and Heroku
– Twice a year they invest a small amount of money in a large number of start
ups and invite them to Silicon Valley to undergo a 3 months acceleration
program
What's the difference between an incubation and an acceleration programme?

32. Business Incubators in India
Name Location Details URL
The Hatch Gurgaon and
Chandigarh
The Hatch has both physical and virtual
incubators and accelerator programs. The
incubator program is 52 week long and
included 13 weeks of accelerator program.
https://angel.co/hatch-
incubator
Technology
Business
Incubator, IIT Delhi
Delhi Some of the startups that have come out of
IIT Delhi’s incubator include VirtualWire,
which works with wireless technologies and
Mechartes Researchers Private Limited,
which provides engineering solutions.
http://www.fitt-
iitd.org/tbiu.aspx
Amity Technology
Incubator
Noida Amity Innovation Incubator offers a range
of incubation services to nourish
entrepreneurial talent such as - Business
Planning, Company formation, Legal & IPR
assistance, Managerial Support,
Technology Support,....
http://amity.edu/aii/index
.html

33. Business Incubators in India..cont’d
Name Location Details URL
Microsoft
Accelerator
Bangalore 4 months of accelerator program with
intake of two batches – summer
batch(applications start in Nov) and winter
batch(applications start in May).
http://www.microsoft.co
m/en-in/accelerator/
NSRCEL, IIM
Bangalore
IIM
Bangalore
Support included subsidized facilities like
office space, power and infrastructure and
services like finance, legal, HR etc. Offers
seed funds under DIT TIDE scheme.
http://www.nsrcel.org/
The Morpheus Chandigarh Morpheus Startup Accelerator focuses on
“super-early stage startups” in a program
for 4 months. The accelerator has a
strong network of over 100+ graduated
companies from previous portfolio
http://themorpheus.com/
TLabs Delhi A startup accelerator by Times Internet
Limited. Investment of Rs. 10 Lacs for
10% equity.
http://tlabs.in/

34. Name Location Details URL
Kyron Bangalore Lalit Ahuja, John Cook and Larry Glaeser. $50
million accelerator with $100,000 in seed
funding for a 10 % equity in the startup. Plans
to invest in two batches of 10 startups each
year and to incubate 125 companies
http://kyron.me/home.php
Venture
Nursery
Mumbai A physical business accelerator program
called BOOTCAMP is run for 13 weeks,
minimum twice a year. Maximum of 8 starts
are selected at a time
http://venturenursery.com/
Start-up
village
Kerala Public Private Partnership with Govt. of
Kerala. Rs.100 cr for 1,000 student startups
over a span of 10 years.
http://www.startupvillage.in/
http://inc42.com/magazine/resources/50-amazing-startup-incubators-and-
accelerators-in-india/
Business Incubators in India..cont’d

35. Angels
• An angel investor or angel (also known as
a business angel or informal investor) is an
individual who provides capital for a business start-
up, usually in exchange for convertible debt
or ownership equity
• Angels tend to access investment opportunities
either through their own network or through Angel
funds

36. Examples of Angel Funds in India
Name Location Details URL
Chennai Angels Chennai Seed Funding for start ups in Tamil Nadu. http://www.chennai.tie.org/
Indian Angel Network New Delhi India’s first Angel network with successful
entrepreneurs and high profile CEOs interested
in investing in early stage businesses across
India.
http://www.indianangelnetwork.
com/
Mumbai Angels Mumbai Platform to start up and very early stage
companies; helps in bringing them face to face
with investors, mentoring, inputs on strategy.
http://www.mumbaiangels.com/
TIE Entrepreneurship
Acceleration
Program
Bangalore Ecosystem of Angels, Investors and VCs to
provide Series A round of financing for Start
ups.
http://www.bangalore.tie.org/
Hyderabad Angles Hyderabad http://hyderabadangels.in/
Harvard Angels Bangalore Vision is to provide the next generation of
India's most promising entrepreneurs with the
right level of financial capital, strategic guidance
and mentorship and in many cases, deep
technical advice.
http://www.hbsalumniangels.co
m/article.html?aid=137
Examples of Angel Investors include: Kanwal Rekhi, NS Raghavan, K Ganesh

37. Seed Funds
The seed stage is the setup stage where a person or a
venture approaches an Angel or an early stage fund (like
an Angel fund or an early stage VC for funding the
idea/product

38. Name Location Details URL
Blume Ventures Mumbai Blume Ventures provides seed
funds to early-stage tech-
focused/tech-enabled ventures
http://www.blumevent
ures.com/
Angel Prime Bangalore It provides startup capital to
companies operating in India
and seeks to invest in mobile
payment, e-commerce and
smartphone application services
sectors
http://www.angelprim
e.com/
SRI Capital Hyderabad SRI Capital investment include
e-commerce platform Shopo.in,
education services startup
Edutor Technologies and fast
food chain Big Dosa, among
others.
http://sricapital.in/
Examples of early stage funds

39. Examples of early stage
funds..cont’d
Name Location Details URL
Ixora
Ventures
Delhi Invests $25,000-$500,000 in early stage
companies. The fund appears to be
sector agnostic
http://www.ixoraventu
res.com/
Blu Sky
Venture Fund
Bangalore It invests both in offline as well as online
entities. The company is looking to
invest in one company per quarter. The
ticket size and per-stage funding
depends on the requirements of
startups.
https://www.bluemoun
taincapital.com/
IndiaQuotient Mumbai It invests in companies operating in
consumer-facing businesses targeting
mass markets. The sectors include food,
fashion, education and healthcare.
http://indiaquotient.in/

40. Examples of early stage
funds..cont’d
Name Location Details URL
KAE capital Mumbai Kae Capital invests in early stage
companies which bring about
innovative solutions for the existing
gaps in the markets, all backed by
a great team capable to execute
and build a large business.
http://www.kae-
capital.com/
Catamaran Bangalore It is venture capital firm
specializing in startups, early
stage, mezzaine stage, and late
stage investments. The firm seeks
to invest globally with a focus in
India.
http://www.catamar
anventures.com/
http://techcircle.vccircle.com/2013/05/30/10-new-early-stage-investors-for-indian-
tech-startups/

41. Venture Capitalists
• Any individual or institution that provide funds as well as value in the form
of networking and possibly board membership.
• Types of rounds typically funded by VC organizations are:
– Series A :
• The first round of financing undergone for a new business venture
after seed capital.
– Series B:
• The second round of financing for a business.
• Generally take place when the company has accomplished certain
milestones in developing its business.
– Series C:
• The third round of financing once the company proves its mettle.
• For capturing major market share, acquisition or to develop more
products and services.
• Different VCs may focus on different stages (means different levels of risk)
and some may tend to focus on narrow spaces/sectors

42. Examples of VCs in India
Name Location Stage/Sectoral focus URL
Helion
Ventures
Partners
Delhi, Bangalore It invests in early to mid-stage companies in India in sectors
such as Outsourcing, Internet, Mobile, Technology Products,
Retail, Education and Financial Services.
http://helionvc.com/
Sequoia
Capital
Bangalore, Mumbai The firm seeks to invest in all sectors with a focus on services
including financial services, healthcare, internet, outsourcing,
retail, wireless, energy etc
http://www.sequoia
cap.com/india/
Intel capital
India
Bangalore, Mumbai,
New Delhi
Intel Capital invests in a broad range of companies offering
hardware, software, and services targeting enterprise, home,
mobility, health, consumer Internet, semiconductor
manufacturing and cleantech.
http://www.intelcapi
tal.com/
IDG ventures Bangalore, Delhi Target sectors include:
Digital Consumer – Internet, Mobile, Media and Technology
Enabled Consumer Services
Enterprise Software – SaaS, Software Products and Enterprise
services
Engineering – Medical Devices, Clean-tech and IP-led
Businesses
http://www.idgvcind
ia.com/
Inventus
capital
Bangalore They focus on financing early stage companies with some
customer validation in the following areas
Internet, Mobile, Cloud/Software
Services
http://www.inventus
cap.com/
Venture
capital
Chennai, Hyderabad Focuses on life sciences, technology and emerging sectors and
manages a $300-million (Rs 1,634.7 crore) fund
http://www.venture
ast.net/index.php

43. Additional resources
• TIE (www.tie.org)
– TiE (The Indus Entrepreneurs) is a global nonprofit dedicated to fostering
entrepreneurship. TiE has 61 chapters in 17 countries, with a total membership
exceeding 15,000.
– TiE's sponsors include nearly every venture capital firm in Silicon Valley.
• NEN (http://nenonline.org/ ) focuses on fostering entrepreneurship in colleges
NEN focuses on fostering entrepreneurship in colleges
– Is a non-profit initiative by the Wadhwani Foundation.
– The NEN was co-founded by five of India's premier academic institutions:
• IIT Bombay,
• IIM Ahmedabad,
• S P Jain Institute Bombay,
• Institute of Bioinformatics and Applied Biotechnology (IBAB), Bangalore
• BITS Pilani
• Venture intelligence database (http://www.ventureintelligence.in/products.htm
– Launched in 2002
– Leading source of information and analysis on privae equity, venture capital and
M&A in India

44. References
• The High Performance Entrepreneur – Subroto
Bagchi
• Simply fly – Captain G. R. Gopinath
• Social Media Marketing - Times Business Series
• The 4-Hour Workweek – Timothy Ferriss
• Entrepreneurship: Successfully Launching New
Ventures – Bruce R Barringer and Duane Ireland
• Entrepreneurship – Robert Hisrich, Michael
Peters and Dean Shepherd

45. Thank you!