Page 1

INTRODUCTION
Women entrepreneurs may be defined as a woman or a group of women who initiate,
organize and operate a business enterprise. Women are expected to innovate, initiate or adopt
a business activity to be called women entrepreneurs.
In the Indian context, participation of women as Industrial Entrepreneurs, however, is
comparatively a recent phenomenon commencing from 70s onwards. There are more than
2, 95,680 women entrepreneurs claiming 11.2% of the total 2.64 million entrepreneurs in
India. The majorities are concentrated in low-paid, low-skilled, low technology and low-
productivity jobs in rural and unorganized sector.
DEFINITION OF WOMEN ENTREPRENURS
1. Joseph Schumpeter
Women who innovate, imitate or adopt a business activity are called women
entrepreneurs
2. The Government of India has defined a women Entrepreneur as an enterprise owned
and controlled by a woman having a minimum financial interest of 51% of the capital
and giving at least 51% of the employment generated in the enterprise to women
However, this definition has come in for severe criticism on the condition of employing
more than 50% women workers.
TYPES OF WOMEN ENTREPRENEURS
1. Chance entrepreneurs: These entrepreneurs start business without any preparation,
clear goals or plans.
They happen to grab opportunities when they come across.

2. Natural entrepreneurs: The entrepreneurs take business as a profession on their own
by self planning or motivated through profit factor and also keeping themselves busy.

Page 2


3. Created entrepreneurs: Educated, motivated, and well placed women are
encouraged to become entrepreneurs.
4. Forced entrepreneurs: The women who are compelled by circumstances like death
of father or husband, with responsibilities falling on them to take up or continue the
existing business.
5. Benami entrepreneurs: Those who act as faade for business of their husband or
brother.
FEATURES OF WOMEN ENTREPRENEURS
The entrepreneurial traits of women entrepreneurs are as follows:-
1. Imagination: - it refers to the imaginative approach or original ideas with competitive
market. Well planned approach is needed to examine the existing situation and to
identify the entrepreneurial opportunities.
2. Attribute to work hard: - enterprising women have further ability to work hard. The
imaginative ideas have to come to a fair play. Hard work is needed to build up an
enterprise.
3. Persistence: - women entrepreneurs must have an intension to fulfill their dreams
they have to make a dream translated into an enterprise. They persisted in getting
loans from financial institution another inputs.
4. Ability and desire to take risk: - the desire refers to the willingness to take risk
ability to the proficiency in planning making forecast, estimates and calculations
profits are the reward of the risk.
5. Value of self fulfillment of money: - generally women entrepreneurs are not driven
by the desire to make money. Self fulfillment seems to be women entrepreneurs basic
motivating force since women have creative urge in them.

Page 3


6. Sense of responsibility: - women entrepreneur feel a deep sense of personal
responsibility for the outcome of ventures they start.
7. High level of optimism: - women entrepreneurs generally succeed in their venture
due to their confidence in their ability and high level of optimism.
8. Tolerance for ambiguity: - women entrepreneurs have high degree of patience and
tolerance for ambiguous and risky situation.
9. Flexibility: - due to feminine nature, women entrepreneurs have their ability to adapt
to the changing demands of their customers and their business.

PROBLEMS OF WOMEN ENTREPRENEURS IN INDIA:-
1. No Independence: The first problem of a women entrepreneur is that of her being a
woman. She is considered subordinate to male in all walks of life. The basic ingredients
such as independence and authority required for a successful entrepreneur are no adequate
for women in India
2. Lack of self confidence: Women do not have self confidence in their own abilities
which is partly due to cultural environment. This is because of family reluctance to
provide them funds for their venture. Banks are reluctant to fund their project due to no
collateral securities on their name and a very few development agencies come forward to
give them help.
3. Male dominated society: An important barrier to the empowerment of women through
enterprise is the male chauvinism prevalent socio-cultural attitudes and beliefs are not
conducive to the blossoming of women as entrepreneurs. Male child is still preferred to a
female child right from their birth. The constitution of India speaks about sex equality but
still today women are considered as abala i.e. weak, passive and home oriented and as a

Page 4


result less capable than men. This consideration acts as a stumbling block in their strife
for equal status with men in the pursuit of economic activity.
4. Lack of family encouragement: Very few women get encouragement from their family
to start a business in India. It is mainly a women duty to look after the children and other
members of the family. Thus family bonding spares a little time for the women to take up
entrepreneurial activity. Women brought up in homes which are not restrictive in their
outlook trend to be innovative. Independent and dynamic and are likely to become
successful entrepreneurs.
5. Discrimination in upbringing: Right from early childhood, girl child is taught not to be
aggressive or independent. They are discouraged to move out from the family and take up
their business. Conservative attitude of the family members makes the women weak and
passive in their approach. Decisions are taken for them by others.
6. Low mobility: Women in general are less mobile due to social-cultural barriers. The
dual responsibility that women entrepreneurs have to cope up with is making a success of
their enterprise and looking after the home and cooking restricts their mobility.
7. Lack of education: In India around 60% of women are still illiterate. Illiteracy is the
root cause of socio-economic problems. Due to the lack of education and that too
qualitative education, women are not aware of business, technology and market
knowledge. Lack of education causes low achievement motivation among women. Thus,
lack of education creates problems for women in the setting up and running of business
enterprises.
8. Role conflict: Entrepreneurship needs a high level of commitment, devotion and
dedication. Women taking on the mantle of entrepreneurship suffer from stress and strain
caused by role overload and role conflict as they strive simultaneously to cope up with
their multiple roles of being a mother, wife, homemaker etc.

Page 5


9. Family ties: In India it is mainly a womens duty to look after the children and other
members of the family. Man plays only a secondary role. In case of married women, she
has to strike a balance between her business and family. Her total involvement in family
leaves little or no energy and time to devote for business support and approval of husband
is a necessary condition for womens entry into business. Accordingly, the educational
level and family background of husbands positively influence womens entry into
business activities.
10. Problem of access to finance: Women entrepreneurs are lacking access to institutional
finance due to absence of tangible security and credit in the market. Women do not have
property in their names. Most of the women enterprises suffer from sickness due to lack
of finance.
11. Stiff competition: Women entrepreneurs face stiff competition from organized industries
due to the absence of any kind of organizational set up by women entrepreneurs. As a
result of this a competition leads to the closure of women enterprises.
12. Marketing problem: Marketing is a problem faced by women entrepreneurs due to the
following reasons:
i. Competition has become intensified due to the introduction of wide variety of
products. This poses a serious threat to the survival of small entrepreneurs who
depend on low level technology.
ii. Due to lack of storage facilities, entrepreneurs, mostly of the low stay-capacity
engaged in seasonal and agro-based products are forced to sell their products to
middlemen at lower price. The middlemen get a considerable amount of margin that
should go to women entrepreneurs.
iii. The fast mushrooming of the small units creates inter competition within the small
scale units themselves.

Page 6


iv. Sufficient arrangements are not made to market the products of women
entrepreneurs.
v. Competition from MNCs.
13. Social attitudes: The biggest problem of a women entrepreneur is the social attitude and
the conditions in which she has to live and work. Women do not get equal treatment in a
male dominated society. Wherever she goes, she faces discrimination. It is believed that
skill imparted to a girl is lost when she gets married. She has to face hostile reactions
from her male colleagues. The male ego stands in the way of success of women
entrepreneurs. Thus, the rigid social attitudes prevent a woman from being a successful
entrepreneur.
14. Low need for achievement: For success in business, there is a need for achievement.
Generally, a woman will not have strong need for achievement. Every women suffers
from the painful feeling that she is forced to depends on others in her life. Till marriage
she is dependent on her parents. After marriage, she is dependent on her husband. In the
old age she is dependent on her sons. Her pre-conceived nations about her role in life
inhibit achievement and independence.

REMEDIES/STRATEGIES TO SOLVE THE PROBLEMS OF WOMEN
ENTREPRENEURS
The Following measures may be taken to solve the problems faced by women
entrepreneurs in India:
1. In banks and public financial institutions, special cell may be opened for providing
easy finance to women entrepreneurs. These cells should be manned by women
officers and women clerks. Further, finance may be provided at concessional interest
rates.

Page 7


2. Women entrepreneurs should be encouraged and assisted to set up co-operatives in
order to eliminate middlemen. These co-operatives will pool the inputs of women
entrepreneurs and sell them on remunerative prices.
3. Scarce and imported raw materials may be made available to women entrepreneurs
on priority basis.
4. Steps may be taken to make family members aware of the potential of girls and their
due role in society. There must be change in the negative social attitudes towards
women.
5. Honest and sincere attempts should be undertaken by the government and social
organization to increase female literacy.
6. In rural areas, self-employment opportunities should be developed for helping
woman.
7. Marketing facilities for the purpose of buying and selling both raw materials and
finished goods should be provided in easy reach.
8. Facilities for training and development should be made available to women
entrepreneurs. Family members do not like woman to go to distant places fort
training. Therefore, mobile training centres should be arranged. Additional facilities
like stipend, good hygienic crches, transport facilities etc. should be offered to
attract woman to training centres.
9. Woman entrepreneurs should be treated a separate target group for all EDPs.
10. Institutional support system should be designed to suit the requirements of women
entrepreneur.
11. Government should try to involve women entrepreneurs in decision making process
meant for entrepreneurship development.


Page 8


SPECIAL SCHEME FOR WOMEN ENTREPRENEURS
1. Seed capital scheme: In order to start own business this scheme is undertaken by the
government. Government provides funds @ 10% to unemployed youths and women. The
seed capital provided is 10% to 15% of the cost of the project. The percentages of seed
capital are 22.5% for backward class candidates.
The woman is treated unemployed even if their husbands are doing business or service.
Qualification is they should have passed at least VIIth standard and should be between
18-50 years of age. The maximum seed capital available is 5 lacks. For a partnership firm
the contribution of unemployed should be more than 75%. The seed capital granted is to
be repaid within the period of 7 years. More details in this regard are provided by District
Industries Centre.
2. National Equity Fund: This scheme is implemented by National Bank or State Finance
Corporation. There is no condition of age or education under this scheme. Loan is granted
for industrial or service oriented business purpose. It is expected that the candidate should
contribute minimum 10% of total cost of the project. 15% of the project cost is granted by
the bank towards capital @ 10% equity fund as loan. 75% of project cost is granted by
bank in the form of loan. District Industries Centre, Corporation or Nationalized Banks
can be contacted for further details.
3. Prime Ministers Employment Guarantee Scheme, Central Governments Scheme
for Educated Unemployed: This scheme is sponsored by Central Government. The age
limit of applicant is 35 years and minimum education is std. 10th. Under this scheme 95%
of loan is granted by bank. 15% subsidy is available. Rs. 15000 for business purpose, Rs.
25000 for service industry and Rs. 35000 for the purpose of individual loan is granted.
The candidate is not expected to contribute his share. 15% of subsidy is directly remitted
to bank by central government. This scheme has been revised from April 1999.

Page 9


4. Women Industries Fund Scheme: Under this scheme women entrepreneurs get 15%
seed capital of the total cost of the project for starting a new business. The seed capital
money is restricted to Rs. 1 lac. The cost of project should not exceed Rs. 10 lacks. It is
expected that women entrepreneurs should contribute at least 10% of total project cost. In
case of partnership firms/ private limited company the contribution of women
entrepreneurs should be minimum 51% of the total limited company the contribution this
facility an application must be made to nationalized bank or State Finance Corporation.
5. Single Window Scheme: To facilitate women entrepreneurs in getting term loan and
working capital from one and the same institution, the Small Industries Development
Bank of India has started this scheme. It is applicable to both, male and female
entrepreneurs. This scheme is applicable to the project where total expenses are up to 20
lacks. The loan is to be repaid within the period of 10 years. Entrepreneurs share in the
project should be 25%.
The scheme is implemented through Finance Corporation. Team loan and working capital
is also provided by the corporation. Bank has to take the responsibility of working capital
within 3 years.
6. Joint Loan scheme: Under this scheme, the artisans living in rural areas, where the
population is upto 5 lacks get the loans to purchase instruments and working capital
financial assistance is available cent per cent upto Rs. 50000 with minimum rate of
interest. Loan granted is to be repaid within the period within the period of 8 years. There
is no restriction of age or educational qualification of the candidate.
7. District Industries Centre Scheme: The main objective of this scheme is to start
industries in rural areas where the population is less than 1 lacks. The industries with an
investment in machinery not exceeding Rs. 2 lacks are eligible for financial assistance
under this scheme 20% of 2 lacks for general category and 30% in case of backward

Page 10


people are granted as seed capital from the district industries centre. The remaining
amount of loan is granted by financial corporations or banks. The prospective
entrepreneur has to invest rest of the amount. This scheme is sponsored by the
government. The rate of interest on seed capital is 4%. The scheme is implemented by the
district industries centre and the applicant has to apply to them for financial assistance.
8. Training and Extension Services: The programmes for training and extension services
for women entrepreneurs will be organized by IDBI through designed/approved agencies
independently and/or in association with other development agencies like
Entrepreneurship Development Institute of India, Technical Consultancy Organizations
(TCOs), Central/State Social Welfare Broads and KVIC.
Generally, the financial assistance to the training/development agencies would cover
expenditure for items like rental for the training centres, boarding and lodging, course
material, industry/market visits, consultancy, post-training follow-up and escort services.
The total amount of subsidy from IDBI for such services would be a maximum of Rs.
10000 per beneficiary.
9. Scheme for Re-finance Assistance to Women Entrepreneurs: The assistance under the
scheme will be available on the following terms and conditions.
a. Eligibility: all projects in SSI sector (including cottage, village and tiny industries)
promoted and managed by women entrepreneurs will be eligible for assistance under
the scheme.
b. Promotes Contribution: the minimum promoters contribution would be 12.5% of
project cost of r the units set up in category A backward districts and 15% of the
project cost in all other cases, irrespective of location.
c. Debt-equity Ratio: 3:1

Page 11


d. Rate of interest: 9% per annum on IDBI refinance, corresponding rate on the loans
of the primary lenders not to exceed 12.5%p.a.
e. Period of Loan: the loan will be repayable over a period not exceeding 10 years,
including a moratorium of 2 years.
f. Security: primary lenders may stipulate such security for the loan as they may deem
appropriate. However, no collateral security need be obtained.
g. Guarantee Cover: where applicable, loans to women entrepreneurs may be covered
under the Credit Guarantee Scheme of DICGC.

CURRENT STATUS OF WOMEN ENTREPRENEURS
States No of Units
Registered
No. of Women
Entrepreneurs
Percentage
Tamil Nadu 9618 2930 30.36
Uttar Pradesh 7980 3180 39.84
Kerala 5487 2135 38.91
Punjab 4791 1618 33.77
Maharashtra 4339 1394 32.12
Gujarat 3872 1538 39.72
Karnataka 3822 1026 26.84
Madhya Pradesh 2967 842 28.38
Other States &
UTS
14576 4185 28.71
Total 57,452 18,848 32.82



Page 12


CASE STUDIES
KIRAN MAZUMDAR SHAW: Chairman & Managing Director of Biocon Ltd

Kiran Mazumdar Shaw is the Chairman & Managing Director of Biocon Ltd, India's biggest
biotechnology company. In 2004, she became India's richest woman.

Kiran Mazumdar Shaw was born on March 23, 1953 in Bangalore. She had her schooling at
Bishop Cotton Girls School and Mount Carmel College at Bangalore. After doing completing
her B.Sc. in Zoology from Bangalore University in 1973, she went to Ballarat University in
Melbourne, Australia and qualified as a master brewer.

Kiran Mazumdar Shaw started her professional career as trainee brewer in Carlton & United
Beverages in 1974. In 1978, she joined as Trainee Manager with Biocon Biochemicals
Limited in Ireland. In the same year, Kiran Mazumdar Shaw founded Biocon India in
collaboration with Biocon Biochemicals Limited, with a capital of Rs.10,000. She initially
faced many problems regarding funds for her business. Banks were hesitant to give loan to
her as biotechnology was a totally new field at that point of time and she was a woman
entrepreneur, which was a rare phenomenon.

Biocon's initial operation was to extract an enzyme from papaya. Under Kiran Mazumdar
Shaw's stewardship Biocon transformed from an industrial enzymes company to an integrated
biopharmaceutical company with strategic research initiatives. Today, Biocon is recognised
as India's pioneering biotech enterprise. In 2004, Biocon came up with an IPO and the issue
was over-subscribed by over 30 times. Post-IPO, Kiran Mazumdar Shaw held close to 40% of

Page 13


the stock of the company and was regarded as India's richest woman with an estimated worth
of Rs. 2,100 crore.

AWARDS
Wharton Infosys Business Transformation Award (2006)
Padma Bhushan (2005)
Honorary Doctorate from Manipal Academy of Higher Education (MAHE) (2005)
Lifetime Achievement Award from Indian Chamber of Commerce (2005)
Honorary Doctorate of Science, from Ballarat University (2004)
The Economic Times Business Woman of the Year Award (2004)
Whirlpool GR8 Women award for Science and Technology (2004)
Australian Alumni High Achiever Award from the IDP Australian Alumni
Association (2003)
Ernst & Young Entrepreneur of the Year Award in Healthcare & Life Sciences
Category (2002)
Woman of the Year from the International Women's Association, Chennai (1998-
1999)
Padma Shri (1989)
Outstanding Young Person Award by Jaycees (1987)
Rotary award for the Best Model Employer (1983)
Outstanding Contribution Award (AWAKE) (1983)
Gold for Best Woman Entrepreneur, Institute of Marketing Management (1982)


Page 14


NAINA LAL KIDWAI: Vice chairman, managing director, and head of investment
banking, HSBC Group
PROFILE
A prominent personality of the corporate world, she is the first woman to guide the
functioning of a foreign bank in India. At present, she is working as the Group General
Manager and Country Head of HSBC India. Well, we are talking about the corporate diva
Naina Lal Kidwai. In this article, we will present you with the biography of Naina Lal
Kidwai.
She was born in the year 1957. Raised in Mumbai and Delhi, she did her schooling from
Simla. Alumna of Delhi University, she is the first Indian woman to have graduated from
Harvard Business School. She is among the top business women of India, who have made it
to the top with their constant hard work and sincerity.
She began her career in the year 1982, when she joined the ANZ Grindlays Bank, which is
now known as the Standard Chartered Bank. She took up a variety of banking assignments
before moving to Morgan Stanley's India operation. She kept climbing the ladders of success.
She played an important role in NYSE listing of Wipro. She was instrumental in facilitating
the cellular phone services nationwide through a deal involving the Tatas and Birlas. Last
November, she became the Managing Director of the HSBC bank.
In the year 2000, the Fortune magazine declared her as the third most powerful
businesswoman in Asia. She is the mother of two children, who is maintaining a great
balance between work and home. She is very fond of Indian classical as well as western
music. She loves to go on trekking tours to the Himalayas. She is a nature lover, who has a
keen interest in observing the wildlife. For her praiseworthy work, Naina Lal Kidwai has

Page 15


received many accolades. Her commendable work has been given due recognition by
honoring her with the Padmashri award.
AWARDS:
World's Top 50 Corporate Women, Fortune , 20002003;
Global Influentials, Time , 2002;
International Power 50, Fortune , 2003;
25 Most Powerful Women in Business, Business Today (India), 2003.
Padma Shri (2007)


Page 16


PRIYA PAUL: Chairperson of Apeejay Surrendra Park Hotels in India
PROFILE
Art collector and design aficionado Priya Paul is Chairperson of Apeejay Surrendra Park
Hotels in India, a part of the Apeejay Surrendra Group.
Priya Paul started her career under her father, the late Surrendra Paul, as the Marketing
Manager of The Park in New Delhi. She repositioned The Park Hotels as Indias first and
only collection of contemporary luxury boutique hotels. Under her direction, The Park Hotels
have emerged as stylish, edgy, fun and warm a true reflection of her personality and her
passion for contemporary art and design.
Priya Paul is Executive Committee Member and Ex-President of the Hotel Association of
India. She is a founding member of the World Travel and Tourism Council India Initiative,
and a Trustee of the India Foundation for the Arts (IFA) and Chairperson, South Asia
Womens Fund and a member of Harvard Business Schools India Advisory Board.
A four-time nominee as Business Woman of the year by The Economic Times, Priya Paul
received the FHRAI (Federation of Hotel and Restaurant Association of India) Entrepreneur
of the Year Award in 2000, was recognized by Forbes online as one of Indias 100 most
powerful business women in 2006, and took home the Zee Astitva Award in the Business
category in 2008. She has also been awarded the Spa Personality of the Year for the year,
India Today Woman in Business Award and PHD Chamber-Distinguished Women
Entrepreneur Award for 2009-2010 and has been inducted into the FHRAI Hall of Fame in
2010.

Page 17


Recently she was awarded for Excellence in Design Innovation 2011 by Conde Nast
Traveller India, at a glittering event in New Delhi. She was honored for seamlessly
combining her passion for boutique hotels and her love of contemporary art and high-
function design. Designomist 2011 at VGC Designomics 2011 was bestowed to Ms. Paul
for creating unique experiences for the guests across the world with a visual feast of design
aesthetics and originality in each of the exquisitely designed boutique hotels.
Ms. Priya Paul was also just awarded the Aatithya Ratna Award by Hotel Investment Forum
India, 2011. This award was established by HIFI to honor an individual who exemplifies the
extraordinary spirit of hospitality. Hall of Fame 2011 was bestowed to her by Hotelier
India. The acknowledgement was for her contribution to the hotel industry for last 25 years.
Priya Paul has a BA in Economics from Wellesley College. She also completed the Owner
President Management Program at Harvard Business School.
AWARDS
The Federation of Hotels and Restaurants Association of India conferred on her
Young Entrepreneur of the Year award (19992000),
She was nominated for The Economic Times Awards as the Businessperson of the
year (20022003), and
Tatler magazine rated The Park (Bangalore, India), a part of her Group, as one of the
101 Best Hotels Worldwide in 2003.
Priya Paul has been conferred with Padma Sri award by Govt of India on eve of the
Republic Day, January 2012.


Page 18


INDRA NOOYI: CEO, President, chief financial officer, and director, PepsiCo
PROFILE
Indra Nooyi is the newly appointed CEO of PepsiCo-the world's second-largest soft drink
maker. She joins the select band of women who head Fortune 500 companies. Presently,
there are only 10 Fortune 500 companies that are run by women, and Indra Nooyi is the 11th
to break into the top echelons of power. Prior to becoming CEO, Indra Nooyi was President,
Chief Financial Officer and a member of the Board of Directors of PepsiCo Inc.
Indra Nooyi spent her childhood in Chennai. Her father worked at the State Bank of
Hyderabad and her grandfather was a district judge. She did her BSc. in Chemistry from
Madras Christian College and subsequently earned a Master's Degree in Finance and
Marketing from IIM Calcutta. Indra Nooyi also holds a Master's Degree in Public and Private
management from the Yale School of Management.
Before joining PepsiCo in 1994, Indra Nooyi was Senior Vice President of Strategy and
Strategic Marketing for Asea Brown Boveri, and Vice President and Director of Corporate
Strategy and Planning at Motorola. She also had stints at Mettur Beardsell and Johnson &
Johnson. At PepsiCo, Indra Nooyi played key roles in the Tricon spin-off, the purchase of
Tropicana, the public offering of Pepsi Cola bottling group and the merger with Quaker
Foods.
Indra Nooyi has been ranked No.4 on Forbes magazine's annual survey of the 100 most
powerful women in the world.
AWARDS
Named one of the "most powerful women in business" by Fortune magazine.
2011-Honorary Doctor of LawsWake Forest University
2011-Honorary Doctor of LawsUniversity of Warwick

Page 19


2011-Honorary Doctorate of LawMiami University
2010-Honorary Doctorate of Humane LettersPennsylvania State University
2009-Honorary DegreeDuke University
2009-Barnard Medal of HonorBarnard College
2008-Honorary DegreeNew York University
2007-Padma BhushanPresident of India
2004-Honorary Doctor of LawsBabson College.
[38]




Page 20


RITU KUMAR: Fashion Designer
PROFILE
In the late 1960s India was going through profound changes; plastics had replaced mud,
brass and silver; factory produced papers and woods took the place of sophisticated
handicrafts and nylons displaced an ancient heritage of cotton and silk. It was not only a
battle between tradition and modernity; it was also a confrontation of lifestyles and values.
During this time, a small group who had benefited from unique opportunities of study and
travel began to see the depth of the craft and design heritage of their own country. They
discovered that India was a reservoir of delicate skills.
In an attempt to merge their international experiences together with the skills of their people,
they became aware that contemporary designers must revitalize their own roots and identity.
This was essential to take Indian creativity out into the world in such a way that benefited
both craftsmen and the modern consumer. This scattered group, including Ritu Kumar was to
become the countrys leading designers of the buildings, garments, fabric and accessories.
Ritu began with hand block printers and two tables in a small village near Calcutta, and since
then Ritus team of dedicated workers have progressed to produce some of the countrys most
exquisite garments and accessories in cotton, silk and leather. These ranges embrace both
traditional textile crafts and the lineage of Indian design. Over the centuries, traditional skills
that had been lost have been revitalized and this has enabled the craftsmen to continue
working in their own environment. Ritu has pioneered the term fashion in the Indian
context, and more importantly, has demonstrated that hand made products can be as
profitable and even more glamorous than those made by machine.
From humble beginnings forty years ago Ritu became the first woman to introduce the
boutique culture in India under the brand name Ritu. Today she has outlets in all over the
country, retailing under her traditional brand.

Page 21


In 2002 Ritu Kumar, joined by her son Amrish, launched a sub brand Ritu Kumar, LABEL.
LABEL uses the established forte of traditional Indian design and converts it into a fashion
oriented international product. This is aimed at the young, global Indian woman with a
contemporary lifestyle. LABEL retails from most Ritu Kumar stores as well as some stand
alone stores.
In a bid to bring the specialized design collection into the main stream and appeal to a
younger generation the Ritu Kumar brand has designed costumes for a few films, high profile
stars such as Aishwarya Rai, Sushmita Sen, Lara Dutta, Priyanka Chopra, Diya Mirza, Diana
Hayden, Celina Jaitley, Tanushree Dutta, Neha Dhupia, Since 1994 till the present date of
2006 Ritu Kumar has also been designing the wardrobes comprising swimwear, eveningwear,
traditional Indian wear, casual wear, formal evening gowns; of the three winning Miss Indias
, for their participation in International Beauty Pageants (Miss Universe , Miss World and
Miss Asia Pacific respectively ). An impressive number of winners have emerged from these
contests putting India on the beauty map. Some of the winners have won awards for the Most
Outstanding Evening Gown and the Best National Costume. Internationally style icons such
as late Princess Diana and Jemima Khan have patronized Ritu Kumars outfits.
Her book Costumes and Textiles of Royal India published by Christies in October 1999
chronicles the history of Indias royal patronage to textile arts down the centuries starting
with the historical context of Mohenjo Daro to the present era. A definite and exhaustive
academic as well as fashion history which has become a reference book in India.
AWARDS
Outstanding Women Entrepreneur Award by the PHD Chambers of Commerce in
1998
Lifetime Achievement Award by National Institute of Fashion Technology in 1998.
Lifetime Achievement Award set by Kingfisher Group in 2000.

Page 22


Designer of the year 2004 by F awards.
Awarded the Glam Womenswear (Indian) Designer award by Tuscan Verve Zoom
Glam Awards
Awarded the prestigious Indra Gandhi Priyadarshini Award in 2007.
Awarded knighthood for contribution to Arts & Letters by the French Government.



Page 23


CHANDA.D.KOCHAR: Managing Director & Chief Executive Officer of ICICI
Bank Limited.
PROFILE
Mrs. Chanda Kochhar is the Managing Director and Chief Executive Officer of ICICI Bank
Limited. She began her career with ICICI as a Management Trainee in 1984 and has thereon
successfully risen through the ranks by handling multidimensional assignments and heading
all the major functions in the Bank at various points in time.
In 1993 when ICICI decided to enter commercial banking, she was deputed to ICICI Bank as
a part of the core team to set up the bank. When ICICI set up the Infrastructure Industry
Group in 1996 to create dedicated industry expertise in the areas of Power, Telecom and
Transportation sector, she was handpicked and made in charge of the Infrastructure Industry
Group.
In July 2000, she was chosen to head the Retail Finance division of ICICI and has been
instrumental in scaling up the business. In April 2001, she was promoted as an Executive
Director, heading the retail business in the Bank. In April 2006, she was appointed as the
Deputy Managing Director with responsibility for both Corporate and Retail banking
business of ICICI Bank and from October 2006 to October 2007 she handled the International
and Corporate businesses of ICICI. In October 2007, she was appointed as the Joint
Managing Director & CFO. She was heading the Corporate Centre, was the Chief Financial
Officer (CFO) and was also the official spokesperson for ICICI Bank.



Page 24


AWARDS
As recognition of her contribution to establish ICICI Bank as a leading player in the banking
industry Ms. Kochhar has been:
Conferred with the Padma Bhushan, one of India's highest civilian honour, 2011.
Ranked 11th by Financial Times in the Top 50 Women in World Business, 2010.
Conferred Banker of the Year Award by Financial Express 2010.
Ranked 92nd in the Forbes list of Most powerful women in the world, 2010.
Ranked 10th in the Fortunes List of Most Powerful Women in Business, 2010.
She is featured in the list of 30 most powerful women leaders in Business Today for 8
consecutive years from 2002 to 2010.



Page 25


SHAHNAZ HUSAIN: CEO of Shahnaz Herbals Inc
Shahnaz Husain Herbals is one of the largest manufacturers of herbal products in the world.
Shahnaz Husain Herbals, was the largest of its kind in the world and had a strong presence in
over 100 countries, from the US to Asia. By 2002, the Shahnaz Husain Group had over 650
salons around the world, employing about 4200 people. The net worth of the Group was $100
million.
Shahnaz Husain was born into a royal Muslim family which originally came from Samarkand
(in Pakistan) and later held important posts in the princely kingdoms of Bhopal and
Hyderabad before India's independence. She was married at the age of 15 and had a child by
the next year.
When her husband was working in Iran, Shahnaz Husain became interested in cosmetology.
she trained extensively in cosmetic therapy for 10 years in some of the leading institutes of
London, Paris, New York and Copenhagen. On her return to India in 1977 she set up her own
salon at her house in Delhi with an initial investment of Rs 35000. Instead of offering
chemical treatments like other salons, Shahnaz Husain's salon offered Ayurvedic treatments.
Shahnaz's custom made natural products for skin and hair problems quickly became
successful.

She was disturbed by the fact that India was not represented in any of the international beauty
forums. Determined to change the situation, she represented India for the first time in the
CIDESCO beauty congress

in 1977. She used this opportunity to focus the world's attention
on India and ayurveda.

The turning point in her business came when she represented India at the Festival of India in

Page 26


1980. Her team was given a counter in the perfumery section of Selfridges in London. She
managed to sell her entire consignment in three days and also broke the store's record for
cosmetics sales for the year. As a result, she was offered a permanent counter in Selfridges.
Shahnaz Husain was also the first Asian whose products were retailed in the Galeries
Lafayette in Paris and to be featured in the 18-foot shop window of the store.
HONOURS & AWARDS OF SHAHNAZ HUSAIN
The Arch of Europe Gold Star for Quality
The 2000 Millennium Medal of Honor
Rajiv Gandhi Sadbhavana Award


Page 27


SULAJJA FIRODA MOTWANI: Joint Managing Director of Kinetic Engineering
Ltd,
She is the in charge of the Company's overall business developmental activities. She is also
very well performing the role of the Director of Kinetic Motor Company Limited and Kinetic
Marketing Services Limited.
Prior to joining Kinetic Company, Sulajja worked for a period of four years with a well
known investment analytics company, BARRA International, based in California. She has
been an active participant in setting the operations of the company in India. Throughout her
studies, she has been a rank holder. She has always cleared exams with merit. Her name
appeared in the toppers list in the SSC examinations and HSC examinations. She graduated
from the Pune University. Thereafter, she went to the United States for pursuing further
studies. She is an MBA degree holder from the reputed Carnegie Mellon University at
Pittsburgh.

She is an epitome of boldness and courage. With her strong determination and courage, she
has been able to establish a niche for the firm in the business world. The Company has
witnessed tremendous expansion during her tenure. From being a mere moped manufacturer,
today, it has set its foothold in the industry as a manufacturer offering a complete range of
two wheelers right from mopeds, scooters to motorcycles.

This major transformation can be attributed to the new competitive business strategy that the
Company has adopted, which is driven by the market and customers. Kinetic Company has
been constantly coming up with new models to cater to all segments of the society. Sulajja
has been instrumental in designing and implementing the marketing strategies of the
Company.

Page 28


Kinetic is also working in partnership with Hyosung Motors of South Korea. This major
collaboration has led to the launching of the most popular Kinetic Aquila and Comet. These
motorcycles are very much in demand. Sulajja has played an active role in plotting the course
of action for the Kinetic Company. For her great job, she has received many accolades.
AWARDS
"India Today", a well known magazine honored her by presenting her with the title of
business "Face of the Millennium". It ranked her among the top twenty five business
entrepreneurs of the country.
She was presented with the Society Young Achiever's Award for Business in the year
2002. The same year, she was chosen as the "Global Leader of Tomorrow" by the
World Economic Forum.
In the year 2003, the Institute of Marketing and Management bestowed her with the
award for excellent performance as the woman CEO. She also received the Young
Super Achiever Award from the leading magazine "Business Today" in 2003.


Page 29


CONCLUSION

Entrepreneurship has been a male-dominated phenomenon from the very early age,
but time has changed the situation and brought women as todays most memorable and
inspirational entrepreneurs. Women are opting to work as job-making entrepreneurs rather
than home makers. It is general belief in many cultures that the role of the women is to build
and maintain the homely affairs like task of fetching water, cooking and rearing children.
With the turn of the century, the status of women in India has been changing due to growing
industrialization, globalization, and social legislation. With the spread of education and
awareness, women have shifted from kitchen to professional activities. In almost all the
developed countries of the world women are putting their steps with the men in the fields of
business. The role of women in economic development is inevitable. Steps are being taken to
promote women entrepreneurship. Women entrepreneurship must be molded properly with
the entrepreneurial traits and skills to meet the changes in trends, global markets in the
entrepreneurial arena.

Women entrepreneurship development is an essential part of human resource
development. The development of women entrepreneurship is very low in India, especially in
the rural areas. Entrepreneurship amongst women has been a recent concern. Women have
become aware of their existence their rights and their work situation. However, women of
middle class are not too eager to alter their role in fear of social backlash. The progress is
more visible among upper class families in urban cities. This project focuses on women
entrepreneur. Any understanding of Indian women, of their identity, and especially of their
role taking and breaking new paths, will be incomplete without a walk down the corridors of
Indian history where women have lived and internalized various role models. The paper talks

Page 30


about the status of women entrepreneurs and the problems faced by them when they ventured
out to carve their own niche in the competitive world of business environment. In this
dynamic world, women entrepreneurs are an important part of the global quest for sustained
economic development and social progress. In India, though women have played a key role in
the society, their entrepreneurial ability has not been properly tapped due to the lower status
of women in the society. It is only from the Fifth Five Year Plan (1974-78)on wards that their
role has been explicitly recognized with a marked shift in the approach from women welfare
to women development and empowerment. The development of women entrepreneurship has
become an important aspect of our plan priorities. Several policies and programmes are being
implemented for the development of women entrepreneurship in India. There is a need for
changing the mindset towards women so as to give equal rights as enshrined in the
constitution. The progress towards gender equality is slow and is partly due to the failure to
attach money to policy commitments. In the words of president APJ Abdul Kalam
"empowering women is a prerequisite for creating a good nation, when women are
empowered, society with stability is assured. Empowerment of women is essential as their
thoughts and their value systems lead to the development of a good family, good society and
ultimately a good nation." When a woman is empowered it does not mean that another
individual becomes powerless or is having less power. On the contrary, if a women is
empowered her competencies towards decision- making will surely influence her families
behavior. In advanced countries, there is a phenomenon of increase in the number of self-
employed women after the world war 11. In USA, women own 25% of all business, even
though their sales on an average are less than two-fifths of those of other small business. In
Canada, women own one-third of small business and in France it is one-fifth.
India is a male dominated society and women are assumed to be economically as well
as socially dependent on male members. The absolute dependence seems to be diluted among

Page 31


the high and middle class women as they are becoming more aware of personal needs and
demanding greater equality. Women entrepreneurs faced lots of problems at start-up as well
as operating stage like, non-availability of finance, restricted mobility freedom and having to
perform dual role one at home and other at work. Technological advancement and
information technology explosion have reduced the problem of women entrepreneurs. Along
with technological revolution, mental revolution of society is needed to change the attitude of
the society and provide women with democratic and entrepreneurial platform. More-over
with increasing Government and Non-Government and other financial institutions assistance
for various women entrepreneurs within the economy there can be significant increase
brought about in the growth of women entrepreneurship process. Still efforts are being made
to coordinate with the enterprise activities of women and providing them utmost financial,
morale, psychological support by various institutions working within the economy and world-
wide. Thus, Women have the potential and the determination to set up, uphold and supervise
their own enterprises in a very systematic manner. Appropriate support and encouragement
from the Society in general and family members in particular is required to help these women
scale new heights in their business ventures. The right kind of assistance from family, society
and Government.


Page 32


BIBLIOGRAPHY
http://www.indiatvnews.com/business/india/breaking-news-successful-female-
entrepreneurs-india-3242.html
http://www.entrepreneur.com/landing/224637
http://lionessmagazine.com/
http://todaysinnovativewoman.com/
http://www.forbes.com/sites/geristengel/2014/01/08/11-reasons-2014-will-be-a-break-
out-year-for-women-entrepreneurs/
http://www.savvybizwomen.com/
http://www.thenextwomen.com/
http://femaleentrepreneurassociation.com/welcome