INTRODUCTIONThe Indian economy has been witnessing a drastic
change since mid -1991, with new policies of economic
liberalization, globalization and privatization initiated by the
Indian government. India has great entrepreneurial potential. At
present, women involvement in economic activities is marked by a
low work participation rate, excessive concentration in the
unorganized sector and employment in less skilled jobs.Any strategy
aimed at economic development will be lop-sided without involving
women who constitute half of the world population. Evidence has
unequivocally established that entrepreneurial spirit is not a male
prerogative. Women entrepreneurship has gained momentum in the last
three decades with the increase in the number of women enterprises
and their substantive contribution to economic growth. The
industrial performance of Asia-Pacific region propelled by Foreign
Direct Investment, technological innovations and manufactured
exports has brought a wide range of economic and social
opportunities to women entrepreneurs.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) onwards 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
family's 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.
HISTORYBefore the 20th century, women were operating businesses
as a way of supplementing income. In many cases, they were trying
to avoid poverty or making up for the loss of a spouse. The
ventures that these women undertook were not known as
entrepreneurial at the time; many of them usually had to bow to
their domestic responsibilities. The termentrepreneuris used to
describe individuals who have ideas for products and/or services
that they turn into a working business. In earlier times, this term
was reserved for men. Women became more involved in the business
world only when the idea of women in business became palatable to
the general public. However, this does not mean that there were no
female entrepreneurs until that time. In the 17th century, Dutch
Colonists who came to what is now known as New York City, operated
under a matriarchal society. In this society, many women inherited
money and lands and, through this inheritance, became business
owners. One of the most successful women from this time wasMargaret
Hardenbrook Philipse, who was a merchant, ship owner, and also
involved in the trading of goods. During the mid 18th century, it
was popular for women to own certain businesses like brothels,
alehouses, taverns, and retail shops, among others. Most of these
businesses were not perceived with good reputations, because it was
considered shameful for women to be in these positions. Society at
the time frowned upon women involved in such businesses because
they took from the women's supposed gentle and frail nature. During
the 18th and 19th centuries, more women came out from under the
oppression of societys limits and began to emerge into the public
eye. Despite the frowns of society, women like Rebecca Lukens
flourished. In 1825, Lukens took her family business of ironworks
and turned it into a profit-generating steel business.In the 1900s,
due to a more progressive way of thinking and the rise of feminism,
female entrepreneurs began to be a widely accepted term and
although these women entrepreneurs serviced mostly women consumers,
they were making great strides. Women gained the right to vote in
1920 and two years later, Clara and Lillian Westrop started the
institution of Womens Savings & Loan as a way of teaching women
how to be smart with their money. As each change in society
happened, female entrepreneurs were there, becoming more
influential. With the boom of the textile industry and the
development of the railroad and telegraph system, women like Madame
C. J. Walker took advantage of the time and was able to market her
hair care products in a successful way, becoming the 1st African
American female millionaire. Carrie Crawford Smith was the owner of
an employment agency opened in 1918 and, like Madame C. J. Walker,
she sought to provide help to many women by giving them
opportunities to work.During the Great Depression, some of the
opportunities afforded to women took a backseat and society seemed
to reverse its views, reverting to more traditional roles. This
seemed to affect women working in business. However, it served as a
push to those involved in the entrepreneurial world. More women
began starting their own businesses, looking to survive during this
time of hardship. In 1938, Hattie Moseley Austin, who had begun to
sell chicken and biscuits after her husband died, opened Hatties
Chicken Shack in Saratoga Springs, NY.During WWII, many women
entered the workforce, filling jobs that men had left behind. Women
of their own accord took these jobs as a patriotic duty along with
others who started businesses of their own. Some of these women
included Pauline Trigere, who came to New York from Paris in 1937
and started a tailoring business that later turned into a high-end
fashion house. Estee Lauder at the time was also working on the
idea for her beauty products and officially launched in 1946, a
year after the war ended. When the war ended, many women still had
to maintain their place in the business world because most of the
men who returned were injured.The Federation of Business and
Professional Womens Clubs were a source of encouragement to women
entrepreneurs. They often would hold workshops with already
established entrepreneurs, such asElizabeth Arden, giving advice.
When the 1950s came, women found themselves surrounded by messages
everywhere, stating what their role should be. Domesticity was the
overall concern and theme that was highly stressed during this
time, and women were juggling, trying to combine the home and their
career.From the 1960s to the late '70s, another change came about
when divorce rates rose and many women were forced back into the
role of being a sole provider. This of course pushed them back into
the working world, where they were not well received. When the
recession hit, many of these women were the first to be without
work. Once again, the entrepreneurial endeavors of women came to
the rescue as an effort of asserting themselves and aiding other
women in being a part of the workforce. Mary Kay Ash and Ruth
Fertel of Ruths Chris Steak House were part of that movement.The
1980s and '90s were a time of reaping the benefits from the hard
work of women who worked tirelessly for their rightful place in the
workforce as employees and entrepreneurs. Martha Stewart and Vera
Bradley were among the 25 percent women who owned businesses. The
public was also becoming more receptive and encouraging to these
women entrepreneurs, acknowledging the valuable contribution they
were making to the economy. The National Association of Women
Business Owners helped to push Congress to pass The Womens Business
Ownership Act in 1988, which would end discrimination in lending
and also get rid of laws that required married women to acquire
their husbands signature for all loans. In addition, the Act also
gave women-owned businesses a chance to compete for government
contracts.Another monumental moment for women in business was the
appointment of Susan Engeleiter as head of the Small Business
Administration in 1989. In the late '80s and throughout the '90s,
there was more of a focus on networking opportunities in the world
of female entrepreneurs. There were many opportunities that came
about to help those who were interested in starting up their own
businesses. Support groups, organizations for educating the female
entrepreneur, and other opportunities like seminars and help with
financing came from many different sources, such as the Womens
Business Development Center and Count Me In. Despite all these
advances, the female entrepreneurs still fell behind when compared
to their male counterparts.As the '90s came in, the availability of
computers and the increasing popularity of the internet gave a much
needed boost to women in business. This technology allowed them to
be more prevalent in the business world and showcase their skills
to their competitors. Even still, with the added popularity of
women in business, the availability of technology, the support from
different organizations, female entrepreneurs today are still
fighting. The economic downturn of 2008 did not serve to help them
in their quest. With the continual attention given to female
entrepreneurs and the educational programs afforded to women who
seek to start out with their own business ventures, there is much
information and help available. Since 2000, there has been an
increase in small and big ventures by women, including one of their
biggest obstacles--financing.
CONCEPTConcept of Entrepreneur The word ' entrepreneur' derives
from the French word "Entreprendre" (to undertake) .in the early
16thCentury it was applied to persons engaged in military
expeditions, and extend to cover construction and civil engineering
activities in the 17thcentury, but during the 18thcentury , the
word 'entrepreneur' was used to refer to economic activities. Many
authors have defined 'entrepreneur' differently. Generally, an
entrepreneur is a person who combines capital and labour for
production. According to Cantillion "entrepreneur is the agent who
buys means of production at certain prices, in order to sell at
prices that are certain at the moment at which he commits himself
to his cost". According to P.F Drucker an Entrepreneur is one who
always(1) searches for change (2) responds to it (3) exploits it as
an opportunity." Concept of Women Entrepreneurship Entrepreneurship
is an economic activity which is undertaken by an individual or
group of individuals. Entrepreneurship can be defined as the making
of a new combination of already existing materials and forces; that
entrepreneurship throws up as innovations, as opposed to inventions
and that no one is entrepreneur forever, only when he or she is
actually doing the innovative activity . Women entrepreneurship is
the process where women organise all the factors of production,
undertake risks, and provide employment to others. The definition
of women entrepreneurship has never been differentiated on the
basis of sex and hence could be extended to women entrepreneurs
without any restrictions. According to Medha Dubhashi Vinze, a
woman entrepreneur is a person who is an enterprising individual
with an eye for opportunities and an uncanny vision, commercial
acumen, with tremendous perseverance and above all a person who is
willing to take risks with the unknown because of the adventurous
spirit she possesses . Thus, a woman entrepreneur is one who starts
business and manages it independently and tactfully, takes all the
risks, faces the challenges boldly with an iron will to succeed.
Women entrepreneurship is an economic activity of those women who
think of a business enterprise, initiate it, organize and combine
the factors of production, operate the enterprise and undertake
risks and handle economic uncertainty involved in running a
business enterprise.
Categories of Women Entrepreneurs
Women in organized & unorganized sector Women in traditional
& modern industries Women in urban & rural areas Women in
large scale and small scale industries. Single women and joint
venture.
Categories of Women Entrepreneurs in Practice in India
First Category Established in big cities Having higher level
technical & professional qualifications Non traditional Items
Sound financial positions
Second Category Established in cities and towns Having
sufficient education Both traditional and non traditional items
Undertaking women services-kindergarten, crches, beauty parlors,
health clinic etc
Third Category Illiterate women Financially week Involved in
family business such as Agriculture, Horticulture, Animal
Husbandry, Dairy, Fisheries, Agro Forestry, Handloom, Power loom
etc.
Supportive Measures for Women's Economic Activities and
Entrepreneurship
Direct & Indirect financial support Yojna schemes and
programmes Technological training and awards Federations and
associations
Direct & Indirect Financial Support
Nationalized banks State finance corporation State industrial
development corporation District industries centers Differential
rate schemes Mahila Udyug Needhi scheme Small Industries
Development Bank of India (SIDBI) State Small Industrial
Development Corporations (SSIDCs) Yojna Schemes and Programme
Nehru Rojgar Yojna Jacamar Rojgar Yojna TRYSEM DWACRA
Technological Training and Awards
Stree Shakti Package by SBI Entrepreneurship Development
Institute of India Trade Related Entrepreneurship Assistance and
Development (TREAD) National Institute of Small Business Extension
Training (NSIBET) Women's University of Mumbai
Federations and Associations
National Alliance of Young Entrepreneurs (NAYE) India Council of
Women Entrepreneurs, New Delhi Self Employed Women's Association
(SEWA) Association of Women Entrepreneurs of Karnataka (AWEK) World
Association of Women Entrepreneurs (WAWE) Associated Country Women
of the World (ACWW)
Women Entrepreneurship in IndiaStatesNo of UnitsRegisteredNo. of
WomenEntrepreneursPercentage
Tamil Nadu9618293030.36
Uttar Pradesh7980318039.84
Kerala5487213538.91
Punjab4791161833.77
Maharastra4339139432.12
Gujrat3872153839.72
Karnatka3822102626.84
Madhya Pradesh296784228.38
Other States & UTS14576418528.71
Total57,45218,84832.82
Women Work ParticipationCountryPercentage
India (1970-1971)14.2
India (1980-1981)19.7
India (1990-1991)22.3
India (2000-2001)31.6
USA45
UK43
Indonesia40
Sri Lanka35
Brazil35
Some examples
Mahila Grih Udyog 7 ladies started in 1959: Lizzat Pappad
LakmeSimon Tata
Shipping coorporationMrs. Sumati Morarji
ExportsMs. Nina Mehrotra
Herbal HeritageMs. Shahnaz Hussain Balaji films- Ekta Kapoor
Kiran Mazumdar- Bio-technology
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:
1. The greatest deterrent to women entrepreneurs is that they
are women. A kind of patriarchal 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.
2. 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
women's 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).
3. Entrepreneurs usually require financial assistance of some
kind to launch their ventures - 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.
4. Women's family obligations also bar them from becoming
successful entrepreneurs in both 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" .The financial institutions discourage
women entrepreneurs on the belief that they can at any time leave
their business and become housewives again. The result is that they
are forced to rely on their own savings, and loan from relatives
and family friends.
5. Indian women give more emphasis to family ties and
relationships. Married women have 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.
6. Another argument is that women entrepreneurs have low-level
management skills. They have to depend on office 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.
7. The male - female competition is another factor, which
develop hurdles to women entrepreneurs 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.
8. Knowledge of alternative source of raw materials availability
and high negotiation skills 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.
9. Knowledge of latest technological changes, know how, and
education level of the person 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 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). According to The Economist, this lack of
knowledge and the continuing treatment of women as second-class
citizens keep them in a pervasive cycle of poverty ("The Female
Poverty Trap," 2001). The studies indicates that uneducated women
don't have the knowledge of measurement and basic accounting.
10. Low-level risk taking attitude is another factor affecting
women folk decision to get into 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.
11. 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.
12. Finally high production cost of some business operations
adversely affects the development 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.
Ways 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.
1. Consider women as specific target group for all developmental
programmers.
2. Better educational facilities and schemes should be extended
to women folk from government part.
3. Adequate training programme on management skills to be
provided to women community.
4. Encourage women's participation in decision-making.
5. Vocational training to be extended to women community that
enables them to understand the production process and production
management.
6. Skill development to be done in women's polytechnics and
industrial training institutes. Skills are put to work in
training-cum-production workshops.
7. Training on professional competence and leadership skill to
be extended to women entrepreneurs.
8. Training and counselling on a large scale of existing women
entrepreneurs to remove psychological causes like lack of
self-confidence and fear of success.
9. Counseling through the aid of committed NGOs, psychologists,
managerial experts and technical personnel should be provided to
existing and emerging women entrepreneurs.
10. Continuous monitoring and improvement of training
programmers.
11. Activities in which women are trained should focus on their
marketability and profitability.
12. Making provision of marketing and sales assistance from
government part.
13. To encourage more passive women entrepreneurs the Women
training programme should be organised that taught to recognize her
own psychological needs and express them.
14. State finance corporations and financing institutions should
permit by statute to extend purely trade related finance to women
entrepreneurs.
15. Women's development corporations have to gain access to
open-ended financing.
16. The financial institutions should provide more working
capital assistance both for small scale venture and large scale
ventures.
17. Making provision of micro credit system and enterprise
credit system to the women entrepreneurs at local level.
18. Repeated gender sensitization programmers should be held to
train financiers to treat women with dignity and respect as persons
in their own right.
19. Infrastructure, in the form of industrial plots and sheds,
to set up industries is to be provided by state run agencies.
20. Industrial estates could also provide marketing outlets for
the display and sale of products made by women.
21. A Women Entrepreneur's Guidance Cell set up to handle the
various problems of women entrepreneurs all over the state.
22. District Industries Centers and Single Window Agencies
should make use of assisting women in their trade and business
guidance.
23. Programmers for encouraging entrepreneurship among women are
to be extended at local level.
24. Training in entrepreneurial attitudes should start at the
high school level through well-designed courses, which build
confidence through behavioral games.
25. More governmental schemes to motivate women entrepreneurs to
engage in small scale and large-scale business ventures.
26. Involvement of Non Governmental Organizations in women
entrepreneurial training program and counseling.
WOMAN ENTREPRENEUR- EKTA KAPOOR
Ekta Kapooris anIndianTV and film producer. She is the Joint
Managing Director and Creative Director ofBalaji Telefilms, her
production company.Ekta Kapoor is the daughter of
actorJeetendraandShobha Kapoor. Her brotherTusshar Kapooris also
aBollywoodactor.She did her schooling atBombay Scottish School,
Mahimand attended college atMithibai College. Ekta Kapoor is
credited with therevamping of Indias television landscape. She
pioneered an entire genre of television content, heralding Indias
satellite television boom. Balajis shows have been channel drivers
for most broadcasters. As the creative force behind the Companys
success, she believes in a hands-on approach in day-to-day creative
direction of each TV show and film. Routinely putting in 16-18
hours each day, she moves ahead with Indias rapidly metamorphosing
TV climate. She has expanded her unmatched creative vision to
motion pictures and new media verticals.
Under her creative guidance, Balaji has won almost every major
TV award. Her stellar work in creating a large content conglomerate
at a young age garnered her several distinguished awards, including
The Economic Times (Businesswoman of the Year 2002), Ernst &
Young (Entrepreneur of the Year 2001) and the American Biographical
Institute (Woman of the Year 2001), among others. She was also
placed at the No. 3 position among 50 Most Influential Women in the
Indian marketing, advertising and media ecosystems by IMPACT
magazine. She has produced numeroussoap opera, televisionseries and
movies. Her soap operas include,Hum Paanch,Kyunki Saas Bhi Kabhi
Bahu Thi,Kahaani Ghar Ghar Kii,Kasautii Zindagii
Kay,Kkavyanjali,Kabhii Sautan Kabhii Sahelii,Kahiin to Hoga,Kis
Desh Mein Hai Meraa Dil,Kasamh Se,Kkusum,Kutumb,Bandini,Kitani
Mohabbat Hai,Tere Liye,Pyaar Kii Ye Ek Kahaani,ParichayNayee
Zindagi Kay Sapno Ka,Gumrah End Of Innocence,Kya Hua Tera
Vaada,Pavitra Rishta,Bade Acche Lagte Hainand many others. She is
currently producing,Jodha Akbar,Pavitra Bandhan,Meri Aashiqui Tumse
Hi,Kumkum BhagyaandYe Hai Mohabbatein.She ventured
intoBollywoodmovie production in 2001 beginning with Kyo Kii...
Main Jhuth Nahin Bolta.Kucch To HaiandKrishna Cottage based on
supernatural themes followed in 2003 and 2004.Kyaa Kool Hai
Humstarred her brotherTusshar Kapoor. She then went on to
co-produceShootout at LokhandwalawithSanjay Gupta.Mission
IstanbulandEMI Liya Hai Toh Chukana Padhegain collaboration
withSunil Shettyfollowed. In 2010 to 2014 she releasedLove Sex aur
Dhokha,Once Upon a Time in Mumbaai,Shor in the City,Ragini MMS,Kyaa
Super Kool Hai Hum,The Dirty Picture.Ek Thi Daayan,Shootout at
Wadala,Lootera,Once Upon a Time In Mumbaai Dobara,Kuku Mathur Ki
Jhand Ho Gayi,Ragini MMS 2,Shaadi Ke Side Effects,Milan
Talkies,Main Tera Hero.
HER WORKS
BALAJITELEFILMS LIMITED
Balaji Telefilms Ltd. is one of the largest production houses
across India, South Asia, South East Asia and the Middle East
delivering Hindi and regional content. Ruling the roost in content
production in the TV and films space, Balaji was incorporated as a
Private Limited company under the Companies Act 1956 on November
10, 1994 as Balaji Telefilms Private Limited. Balaji was converted
into a Public Limited Company on February 28, 2000 and subsequently
thename was changed to Balaji Telefilms Limited with effect from
April 19, 2000. They are listed on the BSE with a BSE Code of
532382 and the NSE with an NSE Code of BALAJITELE. The main
business of the Company is Production, Distribution, Exhibition of
television serials and films etc.
Promoted by Mr. Jeetendra Kapoor, Mrs. Shobha Kapoor, Ms. Ekta
Kapoor and Mr. Tusshar Kapoor, it have consistently strengthened
their creative and production skills and built relationships across
the entertainment industry, while identifying new avenues and
markets.
Its dominance in TV soaps can be dated back to the early 1990s.
Under the canny eye of their promoter Ekta Kapoor, a handful of
serials based on social themes gave way to high voltage family
dramas. Indian TV was never to be the same again. So successful was
this strategy that Ekta Kapoor became a household name. While 'Mano
Ya Na Mano' a fiction thriller which was aired on Zee TV in the
year 1995 was their first show, the first big hit they we produced
was a comedy show "Hum Paanch" about a couple with five daughters.
It ran for 5 years and turned out to be a huge success. After that,
they produced numerous hit shows such as "Itihaas", "Koshish...
EkAasha" , "Koi AaneKoHai" , "Kkusum ... EkAamLadki Ki Kahani",
KkutumbKarma, Kaaun, Kanyadaan, GharEkMandir, Bandhanetc. catering
to the Hindi speaking audience and 'PavitraBandham',
KulaaVillaakku, 'Pasamalargal', Anubandham', 'Itihaasaa' etc. in
regional languages. The golden period began in 2000 with the launch
of the three shows on Star Plus, namely, "Kyunkii... Saas Bhi Kabhi
Bahu Thi", "Kahaani Ghar Ghar Kii" and "Kasautii Zindagii Kay".
Such was the popularity of their shows in 2002 that 22 out of top
25 serials were produced by them. As a result Star TV(Newscorp),
one of the biggest media companies in the world acquired a 25.99%
stake in the company in 2005.
Even as they made rapid strides in the Hindi market they
realised the potential for the growing demand in regional content.
Their first regional program, Kudumbam was produced in 1998 by us
and aired on Sun TV. This laid the foundation for Balaji in
becoming a prolific content producer down South in languages such
as Telugu, Kannada, Malyalam and Tamil. Some of the hit shows
produced by them in south were Kudumbam ,KulaaVillaakku , Kasthuree
in Tamil , Kavyanjali in Malayalam and Pavithrabandham,
Kalisundhamra in Telugu . Additionally, they also produced shows
internationally for ARY in Dubai (Khwaish) and Maharaja TV in Sri
Lanka.
Today having produced over 15,000 hours of television content,
they are one of the leading providers of television entertainment
in India. Moreover, they have evolved from being a pure-play TV
content provider into one that produces content for the big screen
too. At present they are producing television software for all
major channels being aired in the country which include Doordarshan
(Pavitra Bandhan), Star Plus (YehHaiMohabbatein), Zee TV ( Jodha
Akbar , PavitraRishta , KumKumBhagya) , Sony TV (Bade Ache
Lagtehai),Colors (Meri Aashiqui Tum Se Hi) , Life Ok , Channel V
India (Gumraah) , MTV India(Webbed)etc.
The success in the television market is attributed to
understanding the pulse of the masses, anticipating viewer and
channel preferences and creating programs which are in tune with
the changing times. They have also moved towards HD programming to
enhance viewing experience for our customers. Their state of the
art infrastructure includes production sets, resources, manpower
and editing machines
Through a healthy pipeline of film releases and new TV shows,
they strive to consistently deliver top-quality content catering to
a diversified audience across genres in India. They are well
positioned to capitalise on the high-growth Indian domestic Media
and Entertainment (M&E) industry.
BALAJIMOTION PICTURES LIMITED Balaji Motion Pictures Ltd. (BMPL)
is the youngest and fastest growing entity in the Balaji fold and
has become synonymous with commercial cutting edge cinematic
content supported by intensive and innovative marketing.
While Balaji Films Group was set up in 2001 and KyoKii... Main
Jhuth Nahin Bolta, (2001) was the first film produced , Balaji
Motion Pictures Limited was formally incorporated as a subsidiary
on March 9, 2007. Today, with a number of award- winning and
acclaimed box office blockbusters, we have firmly established our
position among the top 5 Indian motion picture studios in the
business.
After the release of first film in 2001, we produced KucchToHai,
Krishna Cottage and Koi Aap Sa in 2003, 2004 and 2005 respectively.
In 2005, they produced and released Kyaa Kool Hai Hum which made it
to the top three films of 2005; and also pioneered the wave of
adult comedies. In 2007, Shootout at Lokhandwala co-produced with
Sanjay Gupta was the first film under the BMPL banner.The film was
critically acclaimed as well as a commercial hit . It was followed
in 2008 by C Kkompany. In the same year Balaji co-produced Mission
Istanbul and EMI Liya Hai Toh Chukana Padega with Popcorn
Entertainment .In 2008, Balaji acquired the domestic distribution
rights of BhoolBhulaiyaa , Darling and Sarkar Raj. All the and
helped Balaji enter a new vertical of business.
In 2010, Balaji launched a sub-brand ALT Entertainment (details
below) for new-age cinema with alternate sensibilities . Love Sex
AurDhokha was the first movie produced by Alt. In the same year,
Balaji released Once Upon a Time in Mumbaai, which was among the
most acclaimed hits of the year. The success of these films marked
Balajis entry in the films business.
This was followed in FY 2012-13 by Kyaa Super Kool Hain Hum a
sequel to the erstwhile 2007 hit Kya Kool Hain Hum which surpassed
expectations and became a box-office winner.
In FY2014, Balaji scaled output substantially with diverse
subjects and genres, cementing Balaji position as a film company to
reckon with. The 6 movies produced and released during 2013/14 were
Ek Thi Daayan, Shootout at Wadala, Lootera, Once Upon a Time in
Mumbai Dobaara, ShaadiKe Side Effects and Ragini MMS-2. It being
the only studio with the highest industry turnover in FY2014
despite being the youngest in the business. Balaji also
successfully undertook distribution of some of movies in limited
territories, giving the confidence to be across the value chain,
from production to distribution. Going forward, to aim to further
scale up their already healthy and steady pipeline of movies.
During FY2015, till date Balaji have released Main Tera Hero ,
Kuku Mathur Ki Jhand Ho Gayi and Ek Villain. A host of other
projects are being planned for FY2015 and FY 2016.Over a period of
time Balaji have built a diversified film library which would
provide stable and recurring future cash flows. The library, in
future, would help them exploit old content on new and emerging
platforms as well.
ALT Entertainment
With four releases, 2011-12 saw the rapid emergence of Alt
Entertainment, its alternate brand, which stands for new-age cinema
with alternate sensibilities. Shor in the City, an urban drama,
emerged as the most acclaimed film of the year, while Ragini MMS, a
paranormal thriller made on a shoe-string budget was a big hit.
Alts foray into regional cinema with its maiden State Award-winning
Marathi co- production, Taryanche Bait, received an overwhelming
response and set new box office records. The year ended on a
crescendo with the runaway success of The Dirty Picture, one of the
most acclaimed, celebrated and discussed films of Indian
cinema.
During FY 2014 Ek Thi Daayan and Ragini MMS2were launched from
the ALT stable.
Going forward ALT will continue in the space of commercial
alternate cinema while the parent brand will create and produce
content aimed at a more universal and mainstream audience. We
believe that there is a tremendous scope and demand for the cutting
edge content produced by ALT given the changing market landscape
and audience profile and tastes.
BOLTMEDIA LIMITED
BOLT Media Limited (BOLT), a wholly owned subsidiary of Balaji
Telefilms Limited (BTL) was incorporated in November, 2012. BOLT
was set upto independently create and produce cutting edge TV
concepts across mainstream and regional television. BOLT proposes
to cover genres like youth, humour, neo- mythology, reality,
scripted reality, factual entertainment besides exploring branded
content like digital brand solutions and short form programming.
With a diversified team comprising of creative and production
personnel from across the spectrum of TV, films, Ad films, on-air
promotions in place, we are confident inexecuting projects across a
diversified spectrum.
BOLT has tied up with some well-regarded International players
to line produce international IP in India. In addition, we will
offer creative or line production expertise to other production
houses including regional content. We benefit in terms of access to
BTL's infrastructure which includes studio floors, state of the art
equipment and post production facilities.Since its inception BOLT
has successfully completed the production of eight brand
customization ad-films for a leading food brand. Further, we
completed a new advertisement for a leading personal care brand.
Additionally, two episodes for EkThiNaayika and 7 part series of
MujhePankh De Do for Life OK were produced by BOLT. Yeh Mera India
a music video and promo campaign with Salim-Suleiman for Animal
Planet was done by us.We also commissioned two serials
Dharma-Kshetra and Rakht for EPIC Television Networks Private
Limited. Probable month of Channel launch is August, 2014. We
recently completed two new shows i.e. YehJawani Ta Ra Ri for Star
TV and Love By Chance for Bindaas (GENX Entertainment Ltd).
CONCLUSION Entrepreneurship among women, no doubt improves the
wealth of the nation in general and of the family in particular.
Women today are more willing to take up activities that were once
considered the preserve of men, and have proved that they are
second to no one with respect to contribution to the growth of the
economy. Women entrepreneurship must be moulded properly with
entrepreneurial traits and skills to meet the changes in trends,
challenges global markets and also be competent enough to sustain
and strive for excellence in the entrepreneurial arena.
BIBLOGRAPHYwww.google.comwww.wikipedia.comwww.balajitelefilms.comwww.balajimotionpictures.com