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    Challenges Faced by Women Entrepreneurs in the

    Era of Globalization

    Abstract:Although entrepreneurship as an area of research has attracted a great deal of scholarlyattention in recent decades, most of the available studies relate to the entrepreneurial endeavors of men..

    Though the glass ceiling for corporate women has been widely documented, the negligible presence of

    firms owned by women entrepreneurs in the large firm bracket suggests that there may be an iron ceiling

    in operation for women business owners... This paper, based on a pilot study centered on the problems

    and challenges faced by women entrepreneur in the era of globalization and how a women can overcome

    it. .Also about various steps taken by government in order to promote women entrepreneurs Few case

    study is also been included in the paper in order to motivate the women especially planning to be an

    entrepreneur. The research is descriptive and exploratory A study of life history of leading women

    entrepreneurs in India is been examined and analyzed so that the information regarding their problems

    and challenges can be collected. The study is totally based on the secondary data collected from various

    sources. The study will have an important implication in development programmers and public policies.

    Also it throws light on the grey areas of a successful women entrepreneur which will ultimately help in

    providing better platform and horizon to women entrepreneurs. All business owners face certain

    challenges, but women, because of their gender, often have additional challenges and obstacles that their

    male peers are less likely to encounter. Working women who have children experience even more

    demands on time, energy and resources. But this does not mean women are less successful than men, in

    fact, statistics show that women are starting businesses at more than twice the rate of male-majority-

    owned businesses. The growing success rate of women entrepreneurs shows that they are resourceful,

    and able to succeed, despite the odds. After a decade of independence still Indian women are not treated

    as par with man. Also the government sponsored development activities have benefited only a small

    section of women. The large majority of them are still unaffected by change and development activities

    have benefited only a small section of women i.e. the urban middle class women. The reasons have been

    discussed in the paper. It is hoped that the suggestions forwarded in the article will help the

    entrepreneurs in particular and policy-planners.

    Keywords: Globalization, women entrepreneurs, Problems & Challenges, Success rate, Case study,Government Measures)

    Dr. Neha Tomar SinghFaculty, Economics, Bhartiya Vidya Bhavan- Usha &

    Lakshmi Mittal Institute of Management,

    New Delhi, India

    ISSN 2319-9725

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    1. The women Entrepreneurs: an IntroductionWomen Entrepreneurs may be defined as the women or a group of women who initiate,

    organize and operate a business enterprise. Government of India has defined women

    entrepreneurs as an enterprise owned and controlled by a women having a minimum financial

    interest of 51% of the capital and giving at least 51% of employment generated in the

    enterprise to women. Like a male entrepreneurs a women entrepreneur has many functions.

    They should explore the prospects of starting new enterprise; undertake risks, introduction of

    new innovations, coordination administration and control of business and providing effective

    leadership in all aspects of business. During the last two decades, Indian women have entered

    the field of entrepreneurship in greatly increasing numbers. With the emergence and growth

    of their businesses, they have contributed to the global economy and to their surrounding

    communities. The routes women have followed to take leadership roles in business are

    varied. Yet, most women business owners have overcome or worked to avoid obstacles and

    challenges in creating their businesses. The presence of women in the workplace driving

    small and entrepreneurial organizations creates a tremendous impact on employment and

    business environments. Indian women business owners are changing the face of businesses of

    today, both literally and figuratively. The dynamic growth and expansion of women-owned

    businesses is one of the defining trends of the past decade, and all indications are that it will

    continue unabated. For more than a decade, the numbers of women-owned businesses have

    grown at one-and-a-half to two times the rate of all businesses. Even more important, the

    expansion in revenues and employment has far exceeded the growth in numbers.

    2. Push-Pull Factors And Women In Business:Women in business are a recent phenomenon in India. By and large they had confide

    themselves to petty business and tiny cottage industries. Women entrepreneurs engaged in

    business due to push and pull factors which encourage women to have an independent

    occupation and stands on their own legs. A sense towards independent decision-making on

    their life and career is the motivational factor behind this urge. Saddled with household

    chores and domestic responsibilities women want to get independence. Under the influence

    of these factors the women entrepreneurs choose a profession as a challenge and as an urge to

    do some thing new. Such situation is described as pull factors. While in push factors women

    engaged in business activities due to family compulsion and the responsibility is thrust upon

    them.

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    3. The Profile of Some Famous Women Entrepreneurs and Their Enterprises inIndia:

    Indra Nooyi- 4th position- Chief Executivedesignates, Pepsi Co.

    This Madras born woman was a straight A student in her school. Nooyi did her bachelors

    from Madras Christian College and MBA from Indian Institute of Management, Calcutta.

    Nooyi then went to USA and attended Yale University. From Yale, she obtained degree on

    management. This brilliant corporate woman started her career in Boston Consulting Group

    and moved on to Motorola and Asea Brown Boveri. She joined Pepsi Co. in 1994. She turned

    the company into a bold risk taker. In 1998, Pepsi acquired Tropicana. In 1997, Pepsi started

    its own fast food chain. In 2001, she became President of Pepsi Cola. Wall Street Journal

    included her name in their top 50 women to watch in 2005. Fortune magazine declared her

    11th most powerful women in business.

    Vidya Manohar Chhabria95th positionChairman, Jumbo Group

    The wife of late Manohar Rajaram Chhabria, is now leading Jumbo Group, a Dubai based

    $1.5 billion business conglomerate. She became chairperson of the company after the death

    of her husband in 2002. She runs the business with the help of her three daughters. She was

    ranked 38th most powerful women by the Fortune magazine in 2003.

    Anu Aga- Chairperson (former) Thermax Group

    Like Vidya Manohar Chabaria, this woman also became the Chairperson of Thermax

    Engineering after the death of her husband Rohinton Aga. The companys condition was

    critical at that time. Its share price dipped to Rs. 36 from Rs. 400. Anu Aga, the then Director

    of Human Resource, Thermax, was compelled to take charge of the company. In order to

    make the company profitable, she brought a consultant from abroad and restructured the

    company. The strategy worked and the company saw profit again. She stepped down from the

    post of chairperson in 2004. Now, she spends most of her time in social activities. Bombay

    Management Association awarded her Management Woman Achiever of the Year Award

    2002-2003.

    Kiran Mazumdar-ShawBiocon

    She is the first female master brewer and the richest woman in India. Her father was a master

    brewer and he encouraged her to get into this profession. Shaw obtained her Honors degree in

    Zoology from Bangalore University. Then she went to Ballarat University to study brewery.

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    Her first job was in Carlton & United Beverages in 1974, as a trainee brewer. She started her

    firm Biocon India in 1978 in her garage. When she applied for loan to the banks, she was

    turned down. At that time, biotechnology was not known in India and she was a female and

    her company did not have much assets.

    With her hard work and determination she overcome all these obstacles and turned Biocon

    into the biggest biopharmaceutical firm in India.

    Simone TataManaging Director (former) Lakme

    With her visions, she changed a small unknown cosmetics company, one of the subsidiaries

    of Tata Oil Mills, into one of the leading cosmetic companies of India. Lakme changed the

    face of Indian fashion and cosmetics forever. For her success, Simone N. Tata is also known

    as Cosmetic Czarina of India. Simone joined Lakme in 1961 and became Chairperson in

    1982. The company is now sold to Hindustan Liver. Simone is now heading Trent Limited

    another subsidiary of the Tata Company.

    Indu Jain- Chairperson (former) The Times Group

    Indu Jain has many identities: spiritualist, entrepreneur, humanist, educationalist, great lover

    of art and culture. She was the Chairman of The Times Group, the biggest and the most

    powerful media house in India. The company was bought from a British group. Now, her two

    sons Samir and Vineet are running the company. Among the major products of the company,

    The Times of India, the largest selling English daily newspaper of the world. In 2000, Jain

    delivered speech at the Millennium World Peace Summit of Religious and Spiritual Leaders.

    Iyoti Naik

    Business: Shri Mahila Gram Udyog Lijjat Papad

    Purpose: Empowers women by providing them with employment opportunities.

    Anyone who knows anything about India has heard of or tried poppadums--the crackling,

    savory crisps that accompany main courses. And one brand that has made poppadums or

    papad an international success is Shri Mahila Gram Udyog. It started when a group of seven

    women casually got together one afternoon in 1959 to roll out papads on the terrace of a

    south Bombay house. They were quick to notice the potential of what they had begun, and

    production started under the name Lijjat Papad. Company President Jyoti Naik has led the

    women's cooperative to become one of India's most successful business ventures. Shri Mahila

    Gram Udyog has diversified into bakery products, detergents, spices and flour. It has built an

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    image as one of trusted homemade products of the finest quality at very reasonable prices.

    The company now has 62 authorized branches across the country and, with only women

    members, is being seen as the best village industry institution in India.

    Shahnaz Husain

    Purpose: Ayurvedic herbal care and cure Shahnaz Husain, who started India's first

    professional herbal salon in the balcony of her house in Delhi in 1971, now reigns over an

    Ayurvedic beauty care empire. Husain, who has worked with eminent names such as Helena

    Rubinstein, Christine Valmy, Swarzkopf and Lancome, realized early on how much damage

    chemical cosmetics can cause. Her customized beauty care based on the concept of "herbal

    care and cure" found instant appreciation, and the enterprise grew.

    4. Challenges Faced By Women Entrepreneur:Women owned businesses are highly increasing in the economies of almost all countries. The

    hidden entrepreneurial potentials of women have gradually been changing with the growing

    sensitivity to the role and economic status in the society. Skill, knowledge and adaptability in

    business are the main reasons for women to emerge into business ventures. Women

    Entrepreneur is a person who accepts challenging role to meet her personal needs and

    become economically independent. A strong desire to do something positive is an inbuilt

    quality of entrepreneurial women, who is capable of contributing values in both family and

    social life. With the advent of media, women are aware of their own traits, rights and also the

    work situations.. The challenges and opportunities provided to the women of digital era are

    growing rapidly that the job seekers are turning into job creators. They are flourishing as

    designers, interior decorators, exporters, publishers, garment manufacturers and still

    exploring new avenues of economic participation. In India, although women constitute the

    majority of the total population, the entrepreneurial world is still a male dominated one.

    Women in advanced nations are recognized and are more prominent in the business world.

    But the Indian women entrepreneurs are facing some major challenges like

    a. Lack Of Confidence In general, women lack confidence in their strength andcompetence. The family members and the society are reluctant to stand beside their

    entrepreneurial growth. To a certain extent, this situation is changing among Indian

    women and yet to face a tremendous change to increase the rate of growth in

    entrepreneurship.

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    b. Socio-Cultural Barriers Womens family and personal obligations are sometimes agreat barrier for succeeding in business career. Only few women are able to manage

    both home and business efficiently, devoting enough time to perform all their

    responsibilities in priority.

    c. Market-Oriented Risks Stiff competition in the market and lack of mobility ofwomen make the dependence of women entrepreneurs on middleman indispensable.

    Many business women find it difficult to capture the market and make their products

    popular. They are not fully aware of the changing market conditions and hence can

    effectively utilize the services of media and internet.

    d. Motivational Factors Self motivation can be realized through a mind set for asuccessful business, attitude to take up risk and behavior towards the business society

    by shouldering the social responsibilities. Other factors are family support,

    Government policies, financial assistance from public and private institutions and also

    the environment suitable for women to establish business units.

    e. Knowledge In Business Administration Women must be educated and trainedconstantly to acquire the skills and knowledge in all the functional areas of business

    management. This can facilitate women to excel in decision making process and

    develop a good business network.

    f. Awareness About The Financial Assistance Various institutions in the financialsector extend their maximum support in the form of incentives, loans, schemes etc.

    Even then every woman entrepreneur may not be aware of all the assistance provided

    by the institutions. So the sincere efforts taken towards women entrepreneurs may not

    reach the entrepreneurs in rural and backward areas.

    g. Exposed To The Training Programs - Training programs and workshops for everytype of entrepreneur is available through the social and welfare associations, based on

    duration, skill and the purpose of the training program. Such programs are really

    useful to new, rural and young entrepreneurs who want to set up a small and medium

    scale unit on their own.

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    h. Identifying The Available Resources Women are hesitant to find out the access tocater their needs in the financial and marketing areas. In spite of the mushrooming

    growth of associations, institutions, and the schemes from the government side,

    women are not enterprising and dynamic to optimize the resources in the form of

    reserves, assets mankind or business volunteers.

    5. Problems of Women Entrepreneurs in India:Women in India are faced many problems to get ahead their life in business. A few problems

    can be detailed as;

    i. The greatest deterrent to women entrepreneurs is that they are women. A kind ofpatriarchal male dominant social order is the building block to them in their way

    towards business success. Male members think it a big risk financing the ventures run

    by women.

    ii. The financial institutions are skeptical about the entrepreneurial abilities of women.The bankers consider women loonies as higher risk than men loonies. The bankers put

    unrealistic and unreasonable securities to get loan to women entrepreneurs. According

    to a report by the United Nations Industrial Development Organization (UNIDO),

    "despite evidence that womans loan repayment rates are higher than men's, women

    still face more difficulties in obtaining credit," often due to discriminatory attitudes of

    banks and informal lending groups (UNIDO, 1995b).

    iii. Entrepreneurs usually require financial assistance of some kind to launch theirventures - be it a formal bank loan or money from a savings account. Women in

    developing nations have little access to funds, due to the fact that they are

    concentrated in poor rural communities with few opportunities to borrow money

    (Starcher, 1996; UNIDO, 1995a). The women entrepreneurs are suffering from

    inadequate financial resources and working capital. The women entrepreneurs lack

    access to external funds due to their inability to provide tangible security. Very few

    women have the tangible property in hand.

    iv. Women's family obligations also bar them from becoming successful entrepreneurs inboth developed and developing nations. "Having primary responsibility for children,

    home and older dependent family members, few women can devote all their time and

    energies to their business" (Starcher, 1996, p. 8). The financial institutions discouragewomen entrepreneurs on the belief that they can at any time leave their business and

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    become housewives again. The result is that they are forced to rely on their own

    savings, and loan from relatives and family friends.

    v. Indian women give more emphasis to family ties and relationships. Married womenhave to make a fine balance between business and home. More over the business

    success is depends on the support the family members extended to women in the

    business process and management. The interest of the family members is a

    determinant factor in the realization of women folk business aspirations.

    vi. Women entrepreneurs have low-level management skills. They have to depend onoffice staffs and intermediaries, to get things done, especially, the marketing and sales

    side of business. Here there is more probability for business fallacies like the

    intermediaries take major part of the surplus or profit. Marketing means mobility and

    confidence in dealing with the external world, both of which women have been

    discouraged from developing by social conditioning. Even when they are otherwise in

    control of an enterprise, they often depend on males of the family in this area.

    vii. The male - female competition is another factor, which develop hurdles to womenentrepreneurs in the business management process. Despite the fact that women

    entrepreneurs are good in keeping their service prompt and delivery in time, due to

    lack of organizational skills compared to male entrepreneurs women have to face

    constraints from competition. The confidence to travel across day and night and even

    different regions and states are less found in women compared to male entrepreneurs.

    This shows the low level freedom of expression and freedom of mobility of the

    women entrepreneurs.

    viii. Knowledge of alternative source of raw materials availability and high negotiationskills are the basic requirement to run a business. Getting the raw materials from

    different souse with discount prices is the factor that determines the profit margin.

    Lack of knowledge of availability of the raw materials and low-level negotiation and

    bargaining skills are the factors, which affect women entrepreneur's business

    adventures.

    ix. Knowledge of latest technological changes, know how, and education level of theperson are significant factor that affect business. The literacy rate of women in India

    is found at low level compared to male population. Many women in developing

    nations lack the education needed to spur successful entrepreneurship. They are

    ignorant of new technologies or unskilled in their use, and often unable to do research

    and gain the necessary training (UNIDO, 1995b, p.1). Although great advances are

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    being made in technology, many women's illiteracy, structural difficulties, and lack of

    access to technical training prevent the technology from being beneficial or even

    available to females ("Women Entrepreneurs in Poorest Countries," 2001).

    x. Low-level risk taking attitude is another factor affecting women folk decision to getinto business. Low-level education provides low-level self-confidence and self-

    reliance to the women folk to engage in business, which is continuous risk taking and

    strategic cession making profession. Investing money, maintaining the operations and

    ploughing back money for surplus generation requires high risk taking attitude,

    courage and confidence. Though the risk tolerance ability of the women folk in day-

    to-day life is high compared to male members, while in business it is found opposite

    to that.

    xi. Achievement motivation of the women folk found less compared to male members.The low level of education and confidence leads to low level achievement and

    advancement motivation among women folk to engage in business operations and

    running a business concern.

    xii. Finally high production cost of some business operations adversely affects thedevelopment of women entrepreneurs. The installation of new machineries during

    expansion of the productive capacity and like similar factors dissuades the women

    entrepreneurs from venturing into new areas.

    6. How Women Can Overcome Business Challenges:Women often have life skills and natural abilities that are useful in businesses. Women tend

    to be great net workers, have inherent skills for negotiating, and the ability to multi-task.

    Single mothers are often good at delegating and budgeting; skills that they rely on to manage

    their families.

    Specific strategies to help women entrepreneurs succeed include:

    Consider satisfying as women owned business Understand the power of internet Learn new ways to balance work and life Get inspiration and advice from other women succeeding in business Create a strong Network

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    7. How to Develop Women Entrepreneurs:Right efforts on from all areas are required in the development of women entrepreneurs and

    their greater participation in the entrepreneurial activities. Following efforts can be taken into

    account for effective development of women entrepreneurs.

    i. Consider women as specific target group for all developmental programs.ii. Better educational facilities and schemes should be extended to women folk from

    government part.

    iii. Adequate training program on management skills to be provided to womencommunity.

    iv. Encourage women's participation in decision-making.v. Vocational training to be extended to women community that enables them to

    understand the production process and production management.

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

    vii. Training on professional competence and leadership skill to be extended to womenentrepreneurs.

    viii. Training and counseling on a large scale of existing women entrepreneurs to removepsychological causes like lack of self-confidence and fear of success.

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

    entrepreneurs.

    x. Continuous monitoring and improvement of training programs.xi. Activities in which women are trained should focus on their marketability and

    profitability.

    xii. Making provision of marketing and sales assistance from government part.xiii. To encourage more passive women entrepreneurs the Women training program

    should be organized that taught to recognize her own psychological needs and

    express them.

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

    xv. Women's development corporations have to gain access to open-ended financing.xvi. The financial institutions should provide more working capital assistance both for

    small scale venture and large scale ventures.

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    xvii. Making provision of micro credit system and enterprise credit system to the womenentrepreneurs at local level.

    xviii. Repeated gender sensitization program should be held to train financiers to treatwomen with dignity and respect as persons in their own right.

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

    xx. Industrial estates could also provide marketing outlets for the display and sale ofproducts made by women.

    xxi. A Women Entrepreneur's Guidance Cell set up to handle the various problems ofwomen entrepreneurs all over the state.

    xxii. District Industries Centers and Single Window Agencies should make use ofassisting women in their trade and business guidance.

    xxiii. Program for encouraging entrepreneurship among women are to be extended atlocal level.

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

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

    8. Government Policies For Women Entrepreneurship In India:The growth and development of women entrepreneurs required to be accelerated because

    entrepreneurial development is not possible without the participation of women.

    Therefore, a congenial environment is needed to be created to enable women to participate

    actively in the entrepreneurial activities. There is a need of Government, non-Government,

    promotional and regulatory agencies to come forward and play the supportive role in

    promoting the women entrepreneur in India.

    The Government of India has also formulated various training and development cum

    employment generations programs for the women to start their ventures. These programmes

    are as follows:

    8.1 Steps Taken In Seventh Five-Year Plan:

    In the seventh five-year plan, a special chapter on the Integration of women in development

    was introduced by Government with following suggestion:

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    i. Specific Target Group:It was suggested to treat women as a specific target groups in all major development

    programs of the country.

    ii. Arranging Training Facilities:It is also suggested in the chapter to devise and diversify vocational training facilities

    for women to suit their changing needs and skills.

    iii. Developing New Equipments:Efforts should be made to increase their efficiency and productivity through

    appropriate technologies, equipments and practices.

    iv. Marketing Assistance:It was suggested to provide the required assistance for marketing the products

    produced by women entrepreneurs.

    v. Decision-Making Process:It was also suggested to involve the women in decision-making process.

    8.2 Steps Taken By Government During Eight Five-Year Plan:

    The Government of India devised special programs to increases employment and income-

    generating activities for women in rural areas. The following plans are lunched during the

    Eight-Five Year Plan:

    i. Prime Minister Rojgar Yojana and EDPs were introduced to develop entrepreneurialqualities among rural women.

    ii. Women in agriculture scheme was introduced to train women farmers having smalland marginal holdings in agriculture and allied activities.

    iii. To generate more employment opportunities for women KVIC took special measuresin remote areas.

    iv. Women co-operatives schemes were formed to help women in agro-based industrieslike dairy farming, poultry, animal husbandry, horticulture etc. with full financial

    support from the Government.

    v. Several other schemes like integrated Rural Development Programs (IRDP), Trainingof Rural youth for Self employment (TRYSEM) etc. were started to alleviated

    poverty.30-40% reservation is provided to women under these schemes.

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    8.3 Steps taken by Government during Ninth Five-Year Plan:

    Economic development and growth is not achieved fully without the development of women

    entrepreneurs. The Government of India has introduced the following schemes for promoting

    women entrepreneurship because the future of small scale industries depends upon the

    women-entrepreneurs:

    i. Trade Related Entrepreneurship Assistance and Development (TREAD) scheme waslunched by Ministry of Small Industries to develop women entrepreneurs in rural,

    semi-urban and urban areas by developing entrepreneurial qualities.

    ii. Women Comkp0onent Plant, a special strategy adop0ted by Government to provideassistance to women entrepreneurs.

    iii. Swarna Jayanti Gram Swarozgar Yojana and Swaran Jayanti Sekhari Rozgar Yojanawere introduced by government to provide reservations for women and encouraging

    them to start their ventures.

    iv. New schemes named Women Development Corporations were introduced bygovernment to help women entrepreneurs in arranging credit and marketing facilities.

    v. State Industrial and Development Bank of India (SIDBI) has introduced followingschemes to assist the women entrepreneurs. These schemes are:

    a.Mahila Udyam Nidhib.Micro Cordite Scheme for Womenc.Mahila Vikas Nidhid.Women Entrepreneurial Development Programmese.Marketing Development Fund for Women

    8.4 Consortium Of Women Entrepreneurs Of India Provides A Platform To Assist

    The Women Entrepreneurs To Develop New, Creative And Innovative

    Techniques Of Production, Finance And Marketing:

    There are different bodies such as NGOs, voluntary organizations, Self-help groups,

    institutions and individual enterprises from rural and urban areas which collectively help the

    women entrepreneurs in their activities.

    8.5 Training Programmes:

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    The following training schemes specially for the self employment of women are introduced

    by government:

    i. Support for Training and Employment Programme of Women (STEP).ii. Development of Women and Children in Rural Areas (DWCRA).

    iii. Small Industry Service Institutes (SISIs)iv. State Financial Corporationsv. National Small Industries Corporations

    vi. District Industrial Centres (DICs)

    8.6 Mahila Vikas Nidhi:

    SIDBI has developed this fund for the entrepreneurial development of women especially in

    rural areas. Under Mahila Vikas Nidhi grants loan to women are given to start their venture in

    the field like spinning, weaving, knitting, embroidery products, block printing, handlooms

    handicrafts, bamboo products etc.

    8.7 Rashtriya Mahila Kosh:

    In 1993, Rashtriya Mahila Kosh was set up to grant micro credit to pore women at reasonable

    rates of interest with very low transaction costs and simple procedures.

    8.8 Women Entrepreneur Associations

    The efforts of government and its different agencies are supplemented by NGOs and

    associations that are playing an equally important role in facilitating women empowerment.

    List of various women associations in India is provided in the table below.

    8.8.1 Details Of Women Entrepreneur Associations In India

    S.no

    .Association Name Website

    1Federation of Indian Women Entrepreneurs

    (FIWE)http://www.fiwe.org/

    2 Consortium of Women Entrepreneurs(CWEI) http://www.cwei.org/

    3Association of Lady Entrepreneurs of Andhra

    Pradeshhttp://www.aleap.org/index.html

    http://www.fiwe.org/http://www.cwei.org/http://www.aleap.org/index.htmlhttp://www.aleap.org/index.htmlhttp://www.aleap.org/index.htmlhttp://www.cwei.org/http://www.fiwe.org/
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    4Association of Women Entrepreneurs of

    Karnataka (AWAKE)http://awakeindia.org.in/

    5 Self-Employed Women's Association (SEWA) http://www.sewa.org/

    6Women Entrepreneurs Promotion Association

    (WEPA)Click here for Profile

    7The Marketing Organisation of Women

    Enterprises (MOOWES)Click here for Profile

    8Bihar Mahila Udyog SanghBihar Mahila Udyog

    Sangh

    http://www.biharmahilaudyogsan

    gh.com/

    9Mahakaushal Association of Woman

    Entrepreneurs (MAWE)http://www.maweindia.com/

    10SAARC Chamber Women Entrepreneurship

    Council

    http://www.scwec.com/index.ht

    m

    11Women Entrepreneurs Association of Tamil Nadu

    (WEAT)Click here for Profile

    12 TiE Stree Shakti (TSS) http://www.tiestreeshakti.org/

    13 Women Empowerment Corporation http://www.wecindia.org

    9. The Essential Entrepreneurial Functions Of A Women Entrepreneur:To be an entrepreneur is not that easy. A successfu8l entrepreneur must be a person with

    technical competence, initiative, good judgment, intelligence, leadership qualities, self-

    confidence, energy, attitude, creativity, fairness, honesty, tactfulness and emotional stability.

    The followings are the important characteristics of an entrepreneur.

    9.1 Calculated Risk-Taker:

    The entrepreneur has the ability to take calculated risks. He has to take risk to achieve pre-

    determined business objective. A risk situation involves potential gain or loss.

    The greater is the risk involved, the greater is the chances of loss. He avoids low-risk

    involved; the grater is the chances of loss.

    http://awakeindia.org.in/http://awakeindia.org.in/http://www.sewa.org/http://www.chennaibizz.com/Chennai/ViewDetails.asp?CId=8078&CName=Social%2BServices%2FNGOshttp://www.chennaibizz.com/Chennai/ViewDetails.asp?CId=8078&CName=Social%2BServices%2FNGOshttp://www.karmayog.org/nonmumbaiprofiles/nonmumprodis.asp?r=149&nonnpoproid=1441&state=Tamil%20Nadu&city=Chennaihttp://www.karmayog.org/nonmumbaiprofiles/nonmumprodis.asp?r=149&nonnpoproid=1441&state=Tamil%20Nadu&city=Chennaihttp://www.biharmahilaudyogsangh.com/http://www.biharmahilaudyogsangh.com/http://www.biharmahilaudyogsangh.com/http://www.maweindia.com/?c=homehttp://www.maweindia.com/?c=homehttp://www.scwec.com/index.htmhttp://www.scwec.com/index.htmhttp://www.scwec.com/index.htmhttp://www.ediindia.org/Creed/data%5CN%20Manimekalai.htmhttp://www.ediindia.org/Creed/data%5CN%20Manimekalai.htmhttp://www.tiestreeshakti.org/http://www.wecindia.org/http://www.wecindia.org/http://www.tiestreeshakti.org/http://www.ediindia.org/Creed/data%5CN%20Manimekalai.htmhttp://www.scwec.com/index.htmhttp://www.scwec.com/index.htmhttp://www.maweindia.com/?c=homehttp://www.biharmahilaudyogsangh.com/http://www.biharmahilaudyogsangh.com/http://www.karmayog.org/nonmumbaiprofiles/nonmumprodis.asp?r=149&nonnpoproid=1441&state=Tamil%20Nadu&city=Chennaihttp://www.chennaibizz.com/Chennai/ViewDetails.asp?CId=8078&CName=Social%2BServices%2FNGOshttp://www.sewa.org/http://awakeindia.org.in/
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    He avoids low-risk situation due to lack of challenge and avoids high-risk situation because

    he wants to succeed. He likes achievable challenges. Thus, entrepreneurs are risk-bearing

    agents of production.

    9.2 Innovation:

    The entrepreneur has to play the crucial role of innovator. Innovation ability involves doing

    things in a new and better way. Innovation may take several forms e.g.

    i) Develop0ment of new products

    ii) Adoption of new methods of production

    iii) The creation of a new market

    iv) The conquest of a new source of raw-material

    v) New form of organization of industry.

    Therefore, an entrepreneur conceives new ideas and puts them into effect in the process of

    economic growth and development.

    9.3 Organization Skill:

    An entrepreneur has the capacity of combining together all resources required for starting up

    an enterprise and then to produce goods. The entrepreneur combines the land. Labor and

    capital to produce a product.

    By selling the product in the market, he pays interest on capital, rent on land and wages to

    laborers and what remains left is his/her profit.

    Being a good organizer, an entrepreneur is energetic, resourceful, alert to new opportunities

    and able to adjust according to changing conditions.

    He determines the line of business, expansion and growth of enterprise. As an organizer, he

    performs planning, co-ordination and control functions.

    9.4 Technical Knowledge:

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    Technical knowledge refers to the minute details of the process and technology of

    manufacture and marketing of goods and services, which acquired through interest and hard

    work.

    A successful entrepreneur always keeps himself abreast of the latest changes in the

    technology so as to be a head of others in the competitive environment.

    9.5 Optimistic:

    Entrepreneurs look at the brighter side of the situation and intermittent problems do not

    distract their attention from accomplishment of their goals. They believe that future will be

    favorable and they will be able to clean all the hurdles on their way towards a bright future.

    9.6 Effective Communication Ability:

    The job of entrepreneur involves dealing with people to get his objective accomplished.

    Communication is the nervous system of any organization and the entrepreneur as an

    effective communicator analyses peoples mind, talks in their languages so as to make the

    message clear and understandable and gets them to contribute as per plan.

    9.7 Decision Making:

    Decision making requires selection from amount alternatives and entrepreneurs with their

    analytical ability evaluate the alternatives and come out with the best decision in a given

    situation.

    9.8 Creativity:

    Entrepreneur should be creative. Creativity is the ability to devise and successfully

    implement something new and better. Successful innovations depend upon creativity.

    Creativity involves innovation or introduction of new product, new method of productions,

    new form of business, different ways of dealing with problems etc.

    9.9 Self-Confident:

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    An entrepreneur must have self-confident. Entrepreneurs must have belief in themselves and

    the ability to achieve their goals. If entrepreneur should have faith in himself then only then

    he can trust others.

    9.10 Human Relation Ability:

    An entrepreneur must to be maintained good relation with his customers to get their loyalty.

    He must maintain good relations with his employees to motivate them to perform their jobs at

    a high level of efficiency.

    An entrepreneur who has the ability to maintain good human relation with customers,

    employees, suppliers, creditors and the community is in the position to run his enterprise

    successfully.

    9.11 Business Secrecy:

    A successful entrepreneur must be able to guard his business secrets from the leakage to trade

    competitors.

    9.12 Clear Objectives:

    Objectives guide the effort and action. A successful entrepreneur should have a clear

    objective about the nature of his business, the nature and type of goods to be produced etc. so

    as to provide purposeful direction.

    An entrepreneur may have the objective to establish the product, to make profit or to provide

    social service.

    9.13 Mental Ability:

    The mental ability. It consists of intelligence and creative thinking to deal with different

    situations. An entrepreneur must be reasonably intelligent.

    Must be able to study different business problems and situations in order to deal with them.

    The entrepreneur should be able to anticipate the business them in profit able business

    opportunities.

    9.14 Visionary:

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    An entrepreneur must be a visionary. Entrepreneurs have a vision for further growth and

    development, commitment to constructive change and energy to achieve results.

    An entrepreneur is the one who can create new ideas, starts his enterprise with these ideas

    and provides added value to society based on their independent initiative.

    9.15 Desire for High Achievement:

    The entrepreneurs have a strong desire to achieve high goals in business.

    9.16 Hard Worker:

    Hard work is the key to the success and there is no substitute for hard work for anentrepreneur. Entrepreneurs work hard consistently and persistently towards the never-ending

    goal of excellence.

    9.17 Socially Responsible:

    An entrepreneur must be socially conscious. His entrepreneurial ability may create jobs for

    others. He may invent new products and new manufacturing methods by doing things in

    never ways.

    All these have social consequences. He should refrain from illegal and social irrespective

    activities.

    9.18 Courage to face Adversities:

    Entrepreneur must have the ability and courage to face the adversities boldly and bravely.

    Entrepreneur must have the faith in himself and attempt to solve the problems even underpressure.

    9.19 Ability to Exploit Opportunities:

    An entrepreneur must be able to exploit new business opportunities to earn maximum profit

    in coming future.

    9.20 Independence:

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    Entrepreneurs develop their own path rather than treading into others footsteps.

    9.21 Foresight:

    The entrepreneurs have a good foresight to know about future business environment. They

    well visualize the likely changes to take place in market, consumer attitude, technologica

    10.The Unexplored Talent Of Young Women:Highly educated, technically sound and professionally qualified women should be

    encouraged for managing their own business, rather than dependent on wage employment

    outlets. The unexplored talents of young women can be identified, trained and used for

    various types of industries to increase the productivity in the industrial sector. A desirable

    environment is necessary for every woman to inculcate entrepreneurial values and involve

    greatly in business dealings. The additional business opportunities that are recently

    approaching for women entrepreneurs are:

    Eco-friendly technology

    Bio-technology

    IT enabled enterprises

    Event Management

    Tourism industry

    Telecommunication

    Plastic materials

    Vermiculture

    Mineral water

    Sericulture Floriculture

    Herbal & health care

    Food, fruits & vegetable processing

    11.The Women Who Makes The Difference:Leadership, cannot be said to be synonymous with politics. Leaders can exist in any sphere,

    in any capacity, and are defined by their ability to inspire and motivate others to achieve great

    heights.

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    Thus when we talk of women leaders in India, along with naming those who have created

    their own space in the political scenario, it is imperative to acknowledge those women, who

    have set up their own endeavours to benefit society at large There are many such women,

    who have led, established and sustained successful social organizations. One leading example

    is Dr Shyama Chona, who founded an NGO Tamana, which aims to promote a better life

    for the mentally challenged and autistic people. She also initiated the start of the Anubhav

    Shiksha Kendra, which brings quality education to disadvantaged children through

    afternoon schools. Both these organizations are highly successful and have benefited many

    through their work.

    Then there is Dr Shelly Batra, who has been working to provide free medical treatment to

    slum dwellers since 1991, which eventually led to the creation of the founder of Operation

    Asha. The organization provides tuberculosis treatment and education services in 1412 slums

    spread over six states. Nikita Ketkar, left a high profile job with the civil services, to start

    Masoom, an organization which aims to improve the quality of night schools. Dr Amita Vyas

    founded the Global India Fund, a non-profit organization committed to inspiring global

    philanthropy by providing secure and transparent giving options to individual and corporate

    donors. Dr Ranjana Kumari, is the Director of Centre for Social Research in Delhi, which is

    one of the most influential and leading institutions working in the field of informed social

    action and action-oriented research, with a focus on gender issues.

    12.Few Case Studies- No.1:12.1 Vishuddi: Pure Form of Success:

    Lata Manohars boutique Vishuddhisituated in Anna Nagar, Chennai is truly unique. It

    does not flaunt arrays of salwars and ready made suits in racks. What strikes one on enteringVishuddhi is its simplicity, charm and warmth of Lata.

    Lata had always wanted to be an entrepreneur and she was motivated to go into business on

    her fathers support and encouragement. At 17 years of age, she enrolled for a course in

    dyeing, printing and block printing with The Weavers Service Centre in Chennai. She

    created a few samples of her own and contacted the export firm Hamosons, way back in

    1982. Mr. Dinakaran of Hamosons was impressed by her work and he in turn contacted his

    boss in Swede

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    n. She was duly impressed and insisted on meeting Lata in person. On meeting her, Lata was

    asked to create a sample of her designs in five meters. She truly gave it her best shot and the

    export firm was truly impressed and fascinated by her work. They ended up placing a huge

    order with her.

    Lata teamed up with a friend of hers and executed the order successfully. Their best efforts

    were rewarded amply when they received a cheque for Rs 16000, which was indeed a tidy

    sum of money in the 80s.Elated and inspired beyond measure, they decided to start a unit of

    their own, with this tidy sum as investment.

    Lata set up her own printing and manufacturing unit and designed her own salwar suits. In

    1986, Lata got married and she had to take a year off from work. The next year saw herventuring out again with the manufacture of designer salwar suits, which were marketed

    exclusively to the wholesale market. Kerala was my main market. I concentrated on

    Kottayam, and Ernakulam. I conducted exhibition cum sales all over the state. People used to

    flock to buy my designer suits which were sold under the brand name Shree says a proud

    Lata.

    By 1987, Lata was billing close to one lakh per month from her sale of designer suits. In

    1994, she ventured into exports. I used to do job work for a company where I used to design

    a lot for the European market. W e used to do hand printing, embroideries by machine and

    hand. From 1998-2004, we did extremely well. Some of my designs were used in the Armani

    collection and were featured on FTV, Lata reminisced with pride.

    It was Latas unique idea to paint the corners of silk material with lac, wherein they get

    sealed; stones are then embroidered on to them. With these experiences to aid her, Lata set up

    Vishuddhi.Here, fabrics are designed and sold, customised tailoring undertaken, hand andmachine embroidery done and sarees designed. Block printing orders too are undertaken.

    For a short stint, I have worked with the Indo German Chamber of Commerce. Mr. Claire

    was impressed with my enthusiasm and it was a dream of mine to be able to contribute

    towards buying of our own home and I did it! I was able to pitch in with my own 20 lakh for

    our dream home smiles an elated Lata.

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    She agrees that her work, though slightly on the expensive side, does not compromise on

    quality. At Vishuddhi, materials are stacked tastefully on shelves that are artistically

    designed. Lata weaves her own magic out of these, particularly suited to each client.

    Some of her creations are truly awe inspiring. A simple Kerala sari was magically and

    beautifully transformed into a designer ware. Give her two different pieces of material and

    Lata, with her innate creative spark, designs a designs a beautiful sari out of it. She uses her

    own add-ons and embroidery to embellish and beautify her materials.

    Lata has her own stitching unit with five tailors to help her out. She is adept and proficient at

    designing Western attire and her clientele is spread out over both India and abroad.

    We enjoy redesigning saris, ghagras, and exclusive wedding saris smiles Lata prettily.

    Ladies are welcome to bring in their old silk saris and we rework on them to make them

    exclusive designer wear; you would never recognize your old sari- assures Lata.

    We are duly impressed, Lata is creativity and vitality personified.

    12.2 Case Study-2: Story Of Sarala Bastian Who Set Up A Successful Mushroom Business

    With J ust Rs 15000, To Read The Story:

    At 17, when most girls of her age were set to go to college for higher studies, she got married

    But Sarala Bastian did not wish to just be confined to her house. She wanted to do something

    on her own. She wanted to be independent and carve out an identify for herself. "My father

    gave me the initial capital of Rs 15,000 to start a business in 2004. I started a mushroom farm

    in my backyard," says Sarala. There has been no looking back since. . . Today, she is asuccessful entrepreneur in a field not explored by many. It has been an incredible journey for

    the 32-year-old Sarala. To add to her glory, she has been shortlisted for the prestigious Youth

    Business International (YBI) Entrepreneur of the Year award for 2009. YBI is a UK-based

    network established by Prince Charles to encourage young entrepreneurs. Ghada Ba-ageel of

    Saudi Arabia and Linet Indiazi of Kenya are the other two nominees in the female category

    for this year's award. The award, to be announced on November 16, will comprise a cash

    prize of $1,000, a certificate and a medal.

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    Here's how Sarala transformed herself from a simple housewife into a successful entrepreneur

    with minimum resources at her disposal. Read on.

    The beginning years -I spend my childhood in Coimbatore where my father worked as an

    auditor in the state co-operative society. In school, I also learnt typewriting and shorthand. I

    was married to Sebastian after I passed my class 12 exams. He worked with the ICF (Integral

    Coach Factory).

    I came to Chennai with him. I have two daughters, elder one is 14-years old. My seven year

    old younger daughter is mentally challenged. When she was a baby, she had brain fever and

    life changed for the worst. She is my life, and I am willing to spend all my money to make

    her all right.

    Becoming An Entrepreneur:

    I never faced any financial difficulty and I was happy with what my husband earned. But it

    was my dream to start something on my own, be independent and offer jobs to other needy

    women. I strongly believe that women should not be dependent on men and remain mere

    'doormats'. Every woman should come forward and create an identity for herself. That is why

    95 per cent of my employees are women. My dream is to make all women financially

    independent. The idea to cultivate mushrooms came to my mind as I felt it was a very

    'nutritious' business and had not been attempted by many.

    Funds To Start The Business:

    I got a lot of support from my father. My mother helps me now by taking care of my house

    and my children. Without my mother's support and my husband's cooperation, I would not

    have achieved anything. My father gave me the initial capital of Rs 15,000 to start the

    business in 2004. I started a mushroom farm in my backyard. Before starting mushroom

    farming, I attended training classes at eleven different places, including the agricultural

    college in Coimbatore. I continued with my training because I was never satisfied with the

    knowledge I got from each place. I had so many doubts, I did not get proper answers

    anywhere. Finally, I learnt many things from my own experience. The art of cultivating

    mushrooms It was very difficult to get seeds in those days. I bought one seed for Rs 60 and

    got started. I employed two ladies to help me out in the farm. We keep the seeds in a

    perforated plastic cylinder between layers of cleansed hay. Within 17 days, mushrooms start

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    coming out of the holes in the cylinder. From one cylinder, we get about 2 kg of mushrooms.

    Initial Struggles:

    There was a time when I used to go to the supermarkets and beg them to keep my mushrooms

    in their shops. They used to reluctantly agree after a lot of persuasion. Today, early in the

    morning, they call me and ask me, 'Madam, how many packets would you send today?' It

    takes time for any business to flourish, but ultimately you succeed. Within three months of

    starting my business, I made a profit of Rs 65,000.

    Whatever profit I have made so far, I have put back into the business. More than making

    money, my aim is to expand the business. Besides fresh milky and oyster mushrooms, I also

    sell processed foods like pickles, soup powder, jam, et cetera. I make a turnover of around Rs

    250,000 every month these days. Now, my aim is to inspire more women. So, I meet many

    self-help groups and ask them to do something worthwhile.

    Working With Jail Inmates:

    Some college students from Oorambakkam (near Chennai) wanted me to teach them

    mushroom cultivation for a project. Later, I found that the students had adopted a village and

    they wanted me to teach the villagers too. I decided to teach them free of cost. I went there

    on my own and taught the villagers. When these college students were planning to train jail

    inmates, I went to meet the female inmates of Puzhal prison in Chennai. Initially, I was a bit

    scared but I spoke to them from my heart and asked them whether they would do the work.

    All of them said they would. I asked them, 'Why did you commit crimes?' They told me it is

    because they didn't have money. I asked why didn't they do some work on their own, like I

    do. I made them promise that they would start a new life, work hard after they come out.

    Only after they promised, I agreed to teach them how to cultivate mushrooms. The process is

    really simple, anyone can do it. You don't have to be educated but you have to be hard

    working. I plan to give them regular work, and I have applied for that. Hereafter they will

    cultivate mushrooms for me. I plan to speak to the men and boys' section also about this new

    business.

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    International Award:

    It was the Bharatiya Yuva Sakthi Trust that has been helping me a lot with business advise

    from the time I started my enterprise. They recommended my name to the Youth Business

    International (YBI) Entrepreneur of the Year award for 2009. They had sent around 50 names

    from India. I am the only Indian shortlisted from the thousands of names they got from all

    over the world. I do not know how to express my happiness. I am the only woman among the

    final list of three candidates.

    Advice to Entrepreneurs:

    My advice to all those budding entrepreneurs is: dream big, have the self confidence and the

    courage to face, both, success and failure. No business will flourish without setbacks. So, be

    ready to face such situations. When my shed collapsed on top of hundreds of mushroom beds,

    I lost Rs 7 lakh (Rs 700,000). Although I had insured my shed, the man who came to make

    the report asked for a commission to write a report in my favour. I refused to pay any bribe.

    Why should I pay any bribe when I was right? So he wrote against me and I did not get

    money from the insurance company. Though I was badly affected, I did not abandon my

    business. Instead I started all over again with a vengeance. I don't have a business role model

    in life; I want to be one myself. I want to do what no woman has done so far, and I want to

    achieve what no woman has achieved so far.

    13.Conclusion:Empowering women entrepreneurs is essential for achieving the goals of sustainable

    development and the bottlenecks hindering their growth must be eradicated to entitle full

    participation in the business. Apart from training programs, Newsletters, mentoring, trade

    fairs and exhibitions also can be a source for entrepreneurial development. As a result, the

    desired outcomes of the business are quickly achieved and more of remunerative business

    opportunities are found. Henceforth, promoting entrepreneurship among women is certainly a

    short-cut to rapid economic growth and development. Let us try to eliminate all forms of

    gender discrimination and thus allow women to be an entrepreneur at par with men

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    Independence brought promise of equality of opportunity in all sphere to the Indian women

    and laws guaranteeing for their equal rights of participation in political process and equal

    opportunities and rights in education and employment were enacted. But unfortunately, the

    government sponsored development activities have benefited only a small section of women.

    The large majority of them are still unaffected by change and development activities have

    benefited only a small section of women i.e. the urban middle class women. The large

    majority of them are still unaffected by change and development. The reasons are well

    sighted in the discussion part of this article. It is hoped that the suggestions forwarded in the

    article will help the entrepreneurs in particular and policy-planners in general to look into this

    problem and develop better schemes, developmental programs and opportunities to the

    women folk to enter into more entrepreneurial ventures. This article here tries to recollect

    some of the successful women entrepreneurs like Ekta Kapoor, Creative Director, Balaji

    Telefilms, Kiran Mazumdar Shaw, CEO, Biocon, Shahnaz Husain and Vimalben M Pawale,

    Ex President, Sri Mahila Griha Udyog Lijjat Papad (SMGULP).

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    References:

    1. Jose P., Ajith Kumar. & Paul T.M., (1994) Entrepreneurship Development, HimalayaPublishing.

    2. Medha Dubhashi Vinze (1987) Women Entrepreneurs In India: A Socio-EconomicStudy of Delhi - 1975-76Mittal Publications, New Delhi.

    3. Renuka V. (2001) Opportunities and challenges for women in business, IndiaTogether, Online Report, Civil Society Information Exchange Pvt. Ltd.

    4. Starcher, D. C. (1996). Women entrepreneurs: Catalysts for transformation. RetrievedJuly 6, 2001: http:// www.ebbf.org/woman.htm10 (c2001269511)

    5. "The female poverty trap." (2001, May 8). The Economist. Retrieved March 14, 2001:http://www.economist.com12 (c2001202213)

    6. S.K.Dhameja-(2002)-Business women-Women entrepreneurs- Opportunities,Performance & Problems.

    7. United Nations Industrial Development Organization (UNIDO). (1995a). "Women,industry and entrepreneurship." Women in Industry Series. Vienna, Austria: author.

    Retrieved July 6, 20001: http://www.unido.org/doc/150401.htmls15 (c2001266816)

    8. United Nations Industrial Development Organization (UNIDO). (1995b). "Women,industry and technology." Women in Industry Series. Vienna, Austria: author.

    Retrieved July 6, 2001: http://www.unido.org/doc/150401.htmls15 (c2001266618).

    9. Women entrepreneurs in poorest countries face formidable challenges, including lackof training, credit, say speakers at Brussels forum" [Press release]. (2001, May 21).

    Retrieved July 6, 2001:http://www.un.org/News/Press/docs/2001/dev2331.doc.html19

    10.http://www.celcee.edu11.http://www.publishyourarticles.net/eng/articles/step-taken-by-government-to-develop-

    women-entrepreneurs-in-india.html

    12.http://smallb.in/%20/fund-your-business%20/additional-benefits-msmes%20/women-entrepreneurship

    13.http://www.publishyourarticles.net14.http://www.smallenterpriseindia.com/index.php?option=com_content&view=article&

    id=298:vishuddi-pure-form-of-success&catid=78:success-stories&Itemid=156

    15.http://thehatch.in/women-entrepreneurship-in-india/16.http://books.google.co.in/books?id=JKNuedQ4n1EC


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