IDEAS DEFINE US OUR PAST, OUR PRESENT AND MOST IMPORTANTLY OUR FUTURE

Urban Farming – Singapore Style

Singapore is one of the richest countries in the world, complete with a thriving urban center of commerce and development. But for all the riches the country possesses, they lack in farmable land - unable to produce large quantities of locally farmed vegetables.

Sky Greens has come up with an innovative solution to fit Singapore’s needs: a tropical vertical urban farming system that uses minimal land, water and energy resources. The low-carbon, hydraulic water-driven green technology was developed by Mr. Jack Ng, whose goal was to produce higher yields of edible veggies per unit of land. The patented green technology allows tropical vegetables to be grown all year round, as the harvests are housed in protected outdoor greenhouses, safe from pests and temperamental weather conditions. To that end, the production yield of Sky Greens is impressively five to ten times more per unit area compared to other Singaporean farms growing vegetables by conventional methods.
Considering that only 7% of vegetables in Singapore are locally grown, Sky Greens is a great solution to increase the production and delicious consumption of fresh local vegetables.        
[Source: Sky Greens]

Are you looking for a platform to connect with investors for your business ideas !

Networking is essential to effective leadership in today's organizations. Leaders who are skilled networkers have access to people, information, and resources to help solve problems and create opportunities.

Printing a Green Future

KG SINGH AND Sidhartha Bhimania set up EnNatura. By outsourcing the manufacturing to small companies, they got by without making major capital investments. But getting companies to use the ink was another matter. They paid companies to use the product. The gamble paid off.

The Challenge

THE OFFSET printing business — think media, publishing, advertising and packaging, to name a few industries — consumes more than 3 million tonnes of hydrocarbon-based printing ink and chemicals, and emits over 5 lakh tonnes of volatile organic compounds (VOCs) annually. Apart from posing a serious threat to workers in the printing industry, VOCs are massive contributors to global warming. The key health and environmental challenge is posed by the petroleum component of ink, released as emissions during the drying and washing process. The resulting photochemical smog not only depletes the ozone layer, it can be linked to respiratory ailments in workers, including tuberculosis and an increased risk of cancer.

The Idea

KRISHNA GOPAL SINGH, a chemical engineer from IIT Delhi, and his friend Sidhartha Bhimania were brainstorming ideas for a start-up when they discussed it with their professor, who, it turned out, was working on ink. The solution seemed obvious: develop an ink that had negligible emissions. The challenge wasn’t just in developing eco-friendly ink though; it was in ensuring that this ink gave the same spectacular printing results and vivid colours as the conventional variety.

The real issue? Resin. The duo realised that they needed to develop their own resin to control emissions. Soon, they created a pH-sensitive resin from renewable feedstock, enabling them to create a biodegradable ink that causes zero emissions.

The next step? To do away with the use of hydrocarbon solvents. The unique chemical formulation of the ink also makes washing easier when recycling waste paper; the pH-sensitivity of the resin means the ink can be washed off with a mildly alkaline, aqueous wash solution, doing away with the need for hydrocarbon-based solutions that use kerosene. Not only does this dramatically reduce the environmental and energy footprint, it can be a game-changer in altering the economics of recycling. Singh estimates that washing costs are cut by as much as 85-90 percent compared with traditional methods.

The result? A fundamentally different printing process that has taken VOC emissions down to zero and makes recycling less expensive.

The Innovator

KG SINGH AND Sidhartha Bhimania set up EnNatura. By outsourcing the manufacturing to small companies, they got by without making major capital investments. But getting companies to use the ink was another matter. They paid companies to use the product. The gamble paid off. But they didn’t have enough money to produce quantities to meet the demand. They switched strategies by going to publishers and NGOs who were interested in green issues rather than printers themselves. With funding from the government and a venture capitalist, they have been able to get their dream off the ground.

The Impact

IT’S EARLY DAYS yet but having ironed out chemical issues, they have 10 printers now using their ink in varying quantities. “It’s a slow process,” says Singh. “Ink is a small cost vis-à-vis the cost of paper but its impact is very high; the wrong ink can lay waste very expensive paper. So adoption is slow and printers wait a long time, often months, to check how the ink deals with fading and other post-printing issues. But the fact that we have got 10 printers who now work with us is, in many ways, the end of stage 1 of the project. It’s time now for scale.”

The Way Forward

CHALLENGES OF SCALE are almost invariably linked to funding: no different for EnNatura. To meet the large-scale demand, they need to invest in manufacturing and marketing. “There’s actually been no barrier to trials,” says Singh. “People try the product easily enough. But to switch to using this in serious quantities requires commitment from printers. We have got the product right after trials and reformulations for around 18 months with printers. Now we need to look at the business and operations end of it.”

Source: http://rise.mahindra.com/printing-a-green-future/

Transporting Change- How Coir Atlas is changing the way India Moves

In late 1997 Himanshu Sheth found himself waiting anxiously for the first batch of 100 wagons using Coir Atlas products – Cost - Effective and Eco - Friendly replacements for wooden scantlings and pallets – to arrive with their cargo safely unscathed on the other side of India. 

Sheth had begun conceptualizing Coir Atlas earlier in the year, as a response to a call-to-action from India’s industry giant Tata Steel for a ‘green’ alternative to conventional timber packaging products – like wood separators or runners.  The issue was (and remains) simple; wooden logs are used to support the steel during transportation, which directly contributes to the destruction of over 400,000 trees every year in India and beyond.

A marketing consultant with a Bachelor’s Degree in Science from Ranchi University, Sheth knew he had sufficient technical know-how and passion, to respond to Tata’s challenge.

Sheth began experimenting with several synthetic options that simulated wooden logs, only to wonder if perhaps bamboo was a more innovative and sustainable approach. After significant research Sheth learned that in addition to its strength, because bamboo grows up to six times faster than trees, it can be grown in higher concentrations with limited effects of deforestation when harvested.

With this breakthrough, Sheth combined the tensile strength of bamboo with coir – a natural fibre extracted from the husk of coconuts – and launched the first field test to identify if 100 wagons could cross India’s unpredictable landscape to deliver undamaged product. And arrive safely, they did – all 100 in fact.

His field test exceeded expectations. However, the coir, which was being sourced from Kerala, was expensive and financially unsustainable. Ever the responsive entrepreneur, Sheth modified the product by replacing coir with jute – a long, soft, shiny vegetable fibre that can be spun into coarse, strong threads. The jute was not only locally available but also reduced time and labor costs.

Over the next several years Sheth worked to further test and refine his breakthrough product. In 2002 Coir Atlas was further validated with 400 + wagon loads successfully arriving at their destination, in 2005 Kharagpur and Indian Value Engineering Society tested and certified the strength of the product and later in the year he was granted a patent for his innovation.

But more than just preserving India’s forests, Sheth saw the chance to integrate employment opportunities for rural women into his business model as Coir Atlas grew. He partnered with the All Indian Women’s Conference (AIWC) to employ women from the low-income rural areas to work on a daily basis supporting field tests – compensating them between Rs. 200 – Rs. 300 per day. This was three times what the women would normally make – the additional income, Sheth noted, would often be funnelled into school for their children.

Recognizing the continued potential of the business, Sheth wants Coir Atlas to expand across India, so the environmentally-friendly nature of his products can have a positive impact both on tropical forests and also the livelihoods of rural women. He is aiming to build business opportunities with most of India’s steel companies, so he can transition the country to a fully sustainable model of transportation.

Yet, despite the environmental and social benefits Sheth had integrated – by design – into the Coir Atlas business model, he requires the financial resources and capacity building opportunities to scale up his model and generate a more widespread impact.

This is why Sheth has recently joined Ennovent’s Global Network. While the directory provides him with access to investors, he is also able to collaborate with like-minded individuals and experts in technology and marketing to move his venture forward.

Now instead of looking back on how far Coir Atlas has come since that first testing day in 1997, Sheth is focused on the future.  “The added visibility may help me persuade more and more companies to adopt the Coir Atlas product and make it an industry norm – saving several thousands of trees every year,” highlights Sheth
Content Source : http://rise.mahindra.com/transporting-change-how-coir-atlas-is-changing-the-way-india-moves/ 

Turn that Wishbone into a Backbone !

They call him The Great White Hope and when you meet David Patient it is easy to understand the nickname.  He is handsome, healthy, filled with vitality and vision despite his AIDS diagnosis nearly thirty years ago. To receive this diagnosis in 1983 on your twenty-second birthday was a death sentence.  The killer disease was just beginning to be seen and recognized in the hospitals of America. David beat all the odds and now crisscrosses sub-saharan Africa with his partner at Empowerment Concepts, research psychologist Neil Orr, to teach and inspire others to stand up and claim their future. 

They began work with HIV+ people when they were one of the few real voices of knowledge and hope in South Africa in the late 90‘s. Their Positive Health workshops covered everything from how to grow vegetables to the need for friends but the emphasis was always on personal responsibility, choice and the vision of a positive future.  Having worked with thousands, they find their message is true for folks who are positive or negative, teenagers, grannies and everyone in between, corporate teams, government agencies and struggling communities. How do the lessons AIDS taught David figure into their teaching these days?

The first thing he did when given six months to live was to go out to buy a coffin and plan his funeral down to the last detail. He met his fear of death by facing it, then, quickly, turned his attention to the business of living. He bought a house with a thirty year mortgage, began planting trees and dreaming of sailing a yacht. He first bought a coffee mug with an picture on it of himself sailing a yacht at sunrise. Nineteen months later he was steering his own yacht in the waters off the San Juan Islands.

Holding a positive vision of your future firmly in your heart, is a central theme of David’s message and by this he doesn’t mean a whimsical day dream floating about in your mind. No, this is where he sternly instructs you to “turn your wishbone into a backbone.” You must have the capacity to envision yourself fully engaged in that future in a way that makes your heart beat fast. “Find a vision of yourself that blows your hair back.” See it, feel it fully and then begin to walk resolutely towards that future step by step, action by action, choice by choice.
The vision that has held his attention for years is one in which he is speaking to a huge crowd, telling the story of the time when there was a thing called AIDS. It is this vision that informs his instincts, his actions and choices. We haven’t  reached the moment yet when he can tell this tale but we are getting close.At the world AIDS conference in July there they was the remarkable understanding that AIDS is now a treatable disease. It seems miraculous to hear that with proper medical care, an HIV+ person’s projected life span is in line with the general population’s.
As the AIDS conference occurs, I want to recognize David for all the wit and wisdom, information and inspiration he has offered to so many people for so many years. I look forward to being in the audience when his vision happens in real time for he is one of the true heroes of the thing called AIDS. He has given hope and tools to many and his capacity to merge vision with action is a message we can all take to heart.

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How Do You Build an International University From Scratch?

Many scholars have argued with reason that higher-education institutions around the world are highly resistant to change. Some are even more critical, predicting that in the information-based economy, universities are condemned to disappear or become obsolete, at least in the way they currently function. Certainly, fostering and implementing change in colleges and universities can be a daunting task, as witnessed by many institutional leaders who have lost their jobs trying to change the course of their organizations. This sense of frustration in trying to foster change was cogently expressed by President Clinton about 15 years ago at a gathering of higher-education leaders when he sympathized with the work of a president of a higher-education institution and compared it to that of a cemetery’s administrator: they have many people under them, but nobody listens.

In 1998, Arthur Levine compared the challenges faced by higher-education institutions and the typical response to those faced when a ship is sinking after being hit by an iceberg. The captain decides the following actions in order of priority: to save the crew, to make sure that the show and entertainment continues as normal, to repair the ship and, at the end, if time allows, to save the passengers. A response by a university president employing the same rationale might be as follows: efforts are made to protect the faculty, resources are dedicated to assure that classroom activities continue, committees are created to address the problem, and in all likelihood, by the time that results are announced, it will be too late for graduating students.

One of the problems with university reform is that institutions cannot be shut down while repairs are made. But what about creating a new one? Well, that is not easy either, considering all that is required to establish a new higher-education institution. Nevertheless, all over the world many institutions are being created, especially in countries where demographic pressures are such that massive numbers of youth are demanding education. Just to mention some cases, in Mexico in the last six years a total of 105 new universities were established; in India the government has said that to be able to attend the huge demand for higher education it will be necessary to build 1,000 new universities by 2020; in China the number of higher-education institutions went from around 1,000 in 2000 to almost double that at the end of the decade; and in Brazil a total of 1,512 new higher-education institutions were established from 1997 to 2009.

When new institutions are created from scratch, it represents a unique opportunity. During my trips to different countries, occasionally I learn of a new institution being established and I am always curious to know to what extent institutional leaders are simply emulating other institutions, and how much they are willing to risk in doing something innovative and different.

A good example of an institution trying a new model is Albukhary International University (AIU) in Malaysia. Supported by the Albukhary Foundation, and established by a prominent Malaysian entrepreneur and philanthropist, AIU is a non-religious, residential, private institution located in Alor Setar, a community located in the northern part of Malaysia, very close to the border with Thailand. This institution, with superb, brand new facilities, just opened its doors to a first cohort of undergraduate students from 47 countries (with only a small number being from Malaysia). Since all students receive a full scholarship, which covers all tuition and fees, and all living expenses during their entire duration of studies, a necessary condition of admission is that they must belong to a low-income family and to come from an underprivileged or disadvantaged background. In order to develop basic knowledge of English among all students, an optional six-month English immersion program is offered to those arriving with the minimum required TOEFL score of 440. All students begin their regular education with one year of general education content packed into 15 trimester-based courses from mathematics and learning and thinking skills, to leadership and community-service projects. The following three years, students can major in accounting, business administration, or computer science with emphasis on software engineering or networking offered by the school of business studies and information and communications technology. Future plans include establishing a school of humanities and social sciences.

Interestingly, though Malaysia is a Muslim country, AIU is not an Islamic university. Also, interestingly, all students are mandated to conduct community service for the underprivileged and disadvantaged in the local community in which AIU is located. Also they will be required to return to their respective countries at graduation.

As explained by the vice chancellor of AIU, Dzulkifli Abdul Razak, an energetic and well-known educator, and former vice chancellor of the prestigious Universiti Sains Malaysia, AIU pretends to innovate using the metaphor of a “humaniversity” in which they intend to “make available high quality and relevant education based on equity and access with success across the many existing global divides.”

Too good to be true? Of course, it is too early to know how successful AIU may be in accomplishing its goal, and many questions remain to be answered, ranging from its long-term financial viability, to the capacity of graduates to adapt and become effective change agents on their return to their respective countries. Also, formidable challenges remain in recruiting and retaining innovative faculty members also willing to venture into new pedagogical territories, and in creating the adequate environment to fully maximize the multicultural richness existing on campus, just to mention a few. Nevertheless, it is great to learn about efforts happening in the world to recreate higher education. As expressed by Vice Chancellor Dzulkifli, AIU may serve as “a new inspiration for a university of the future” in which graduates may help to “shape the journey to a sustainable and peaceful future.”

What do you think? If you could start a university from scratch, what would be its mission?

This article was originally published here in English, and in Spanish by the Chronicle of Higher Education.

Spirit and determination can master any challenge

SOMETHING SHUBHRANSHU is no stranger to Chhattisgarh or journalism. But, as a veteran journalist for The Guardian and BBC, among others, few would have thought he would combine the two.

The Challenge

SHUBHRANSHU CHOUDHARY, a BBC-journalist-turned-activist, felt strongly about the absence of a medium for tribals to communicate with those in authority, and the wider world. “There are very few tribal journalists, and mainstream journalists often don’t understand their language. When I worked with the BBC and travelled to other countries, we used the help of local journalists for translation. But the dialects of the tribals are often not understood outside the community,” he explains. “The lives of the tribals and urban journalists are so removed from each other that, for an outsider, the context is hard to appreciate.” With an estimated 100 million tribals in the country, a solution to this was urgent.

The Idea

IN TRYING TO CREATE THE RIGHT forum for marginalised communities, Shubhranshu was clear he wanted to go the ‘oral’ route. “Poor people, especially tribals, are oral communities. The educated class focusses on reading and writing, but the majority are more comfortable speaking and listening,” he says.

Although he wanted to use the radio, the laws were not conducive for community radio to grow. So he started out online, by setting up an online discussion group CGNet (or Chhattisgarh Net) in 2004 for people to exchange views on issues related to the state. But realising the dismal reach of the Internet, Shubhranshu stumbled upon Audio Wiki, a technology platform developed by Microsoft Research’s India Lab and Massachusetts Institute of Technology (MIT) that enables phones to record and listen to messages. That’s how CGNet Swara started. It has a Bengaluru phone number on which listeners call and are given two options: 1 to record, and 2 to listen. What’s unusual, though, is that listeners can contribute information as well. Recorded messages come to the Bengaluru server where trained journalists access the system using a web-based interface. A verification and review process follows and once a report is approved, it’s available for playback over the phone. Translated versions are also available on the CGNet Swara website. According to Shubhranshu, 11,000 unique users have registered on the site in the past two years.

The Innovator

40-SOMETHING SHUBHRANSHU is no stranger to Chhattisgarh or journalism. But, as a veteran journalist for The Guardian and BBC, among others, few would have thought he would combine the two. Having studied in tribal schools of Chhattisgarh, he knew he wanted to bridge the alienation that tribals feel from mainstream media. A Knight Journalism Fellow, Shubhranshu also launched an initiative with the help of the Knight International Journalism Fellowships, a programme of the International Centre for Journalists.

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How to Become an Entrepreneur

Becoming an entrepreneur takes time a dedication. One must have focus and a surmounting spirit. One must also have valid and ingenious ideas. At the same time, they must be simple enough to put into practice. Many entrepreneurs become successful later in life.

An Entrepreneur Feeds many Families

Let your idea meet investment!

IQGains Members in Making a Significant Step in the Right Direction

Unimaginable is the quality of the discussion and enthusiastic participation of all the 20+ invitees including stalwarts and young entrepreneurs. Special thanks to all. its a very bright achievement of all Our IQGains member in making a significant step in the right direction The List of participants:Dr. Rajesh Jain, Sumit Nagpal, C K Arora, Ashish Bhagwat, Rajeev Dua, Reminder Singh Sahora, Deepak Goel, Kirti Khosla, Ridhima, Raghu Khanna, Rajesh Chadha, Nitin agarwal, Vijay Rai, Vivek Dwivedi, Sumit, Avdhesh Goel, Ramanujan, Rajesh Kumar Singh, Vinod Chowdhary, Jaspreet Singh and Chetna Sharma.


 

 

A Significant Step in the Right Direction from IQGains The Elite Club

“Unique and Noble” is the core description about the meet of IQ Gains- The Elite Club at Hotel – The Ashoka, Shraman – Authentic Fine Dine on 27^th October 2012. Why is it so special? It is very special in many ways because of the in depth discussions, concrete conclusions, participation from all and most importantly the class of participants especially the ‘who-is-who’ of entrepreneurship world.

It was organized under the able Leadership of Shri. Avdhesh Goel (FCA, CS, CWA) Joint Managing Director of Earth Infrastructures Limited and the Founder Patron of IQ Gains – The Elite Club. In sharing his vision, he said “Let’s build IQ Gains- The Elite Club in a way that every members gets benefited by reaching to the next level of his /her career.”

Shri Vijay Rai, President & CEO Power Con showered sparkling thoughts on How IQ Gains can work on 3 ideas of sustainability, economy and entrepreneurship.

Dr. Rajeev Dua, B.Tech (IIT – Delhi) presented on how important optimization is in civil construction and other businesses too.

Dr. Rakesh Jain, Pediatric Neurologist who has returned from oxford, U.K impressive emphasized on ‘IQ Gains operating as a *Help Line* where any member can avail timely help as is the example of JITO (Jain International Trade Organization).

Prof. C K Arora, Certified NLP Trainer, Consultant at March Infotech had propounded on the importance of CSR activities in taking IQ Gains to a greater height.

Dr. Raminder Singh Sahota , a retired Legal Professional with 2 decades in RBI shared his rich experience on IQ Gains being a platform for creating opportunities for all members.

Eminent Journalist, Shri Sumit Nagpal, explained the role of PR in making IQ Gains a big brand.

Young entrepreneurs too have contributed their best in sharing their novel idea of the speedy progress of IQ Gains.

Deepak Goel, Chairman iMet & BFG Corporation, has emphasized the point to increase the membership base to 25000 members by mid of 2013 and at least 1000 members in Delhi Chapter of IQ Gains.

Raghu Khanna, CEO – Cashurdrive, highlighted the role of context in the website and face book of IQ Gains to drive people automatically to our IQ Gains.

Ashish Bhagwat, drove the focus of all to the strategic element of co-ordinating membership drive social activities.

Many other young entrepreneurs – Kirti Khosla, Vivek Dwivedi, Sumit, Nitin Aggarwal & many others made the event very lively with their enthusiastic participation. There is a representation of women with Ridhima of iMet and Chetna Sharma of EIL.

All the 25 participants have expressed their complete satisfaction and wished to organize such events every month on a selected topic which shall be of great value to ones knowledge enrichment.

The participants have expressed their interest to volunteer their services and time for different committees to be formed for conducting IQ Gains activities. The committees decided to be formed are 1. Membership Drive Council, 2. Investment Evaluation Council, 3. Editorial Council, 4 . PR Council, 5. Intellectual Council, 6. Co-ordination Council.

Members are requested to express their interest.

Regards,

V R Ramanujan

Contact Number - +91-926-663-7107 | vrramanujan@gmail.com 

B100, 2nd Floor, Naraina Industrial Area, Phase -2, New Delhi -110035 

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Dreams For A Year Full Of Smiles! Wish You Happy Dussehra 2012

Wish you all very Happy Navratri

Wish you happy Navratri and Dussehra may Maa Durga bless all

Characteristics of An Entrepreneur | Entrepreneurship Education

Entrepreneurs have many of the same character traits as leaders, similar to the early great man theories of leadership; however trait-based theories of entrepreneurship are increasingly being called into question. Entrepreneurs are often contrasted with managers and administrators who are said to be more methodical and less prone to risk-taking.

Such person-centric models of Entrepreneurship have shown to be of questionable validity, not least as many real-life entrepreneurs operate in teams rather than as single individuals. Still, a vast literature studying the entrepreneurial personality found that certain traits seem to be associated with entrepreneurs:

Entrepreneurship education seeks to provide students with the knowledge, skills and motivation to encourage entrepreneurial success in a variety of settings. Variations of entrepreneurship education are offered at all levels of schooling from primary or secondary schools through graduate university programs.

Entrepreneurship can provide new economic divisions and make good students for the world. So we must learn  "How to be a good Entrepreneur"

Entrepreneurship education distinctive is its focus on realization of opportunity, where management education is focused on the best way to operate existing hierarchies. Both approaches share an interest in achieving "profit" in some form (which in non-profit organizations or government can take the form of increased services or decreased cost or increased responsiveness to the customer / citizen / client).

Entrepreneurship education can be oriented towards different ways of realizing opportunities:

• The most popular one is regular entrepreneurship: opening a new organization (e.g. starting a new business).
• Another approach is to promote innovation or introduce new products or services or markets in existing firms. This approach is called corporate entrepreneurship or Entrepreneurship, and was made popular by author Gifford Pinch in his book of the same name. 
• Newer research indicates that clustering is now a driving factor. Clustering occurs when a group of employees breaks off from the parent company to found a new company but continues to do business with the parent. Silicon Valley is one such cluster, grown very large.
• A recent approach involves creating charitable organizations (or portions of existing charities) which are designed to be self-supporting in addition to doing their good works. This is usually called social entrepreneurship or social venturing. 

Even a version of public sector entrepreneurship has come into being in governments, with an increased focus on innovation and customer service. 

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Entrepreneurship is the Act of Being an Entrepreneur

Entrepreneurship is the act of being an entrepreneur or "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". This may result in new organizations or may be part of revitalizing mature organizations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new businesses (Referred as Startup Company); however, in recent years, the term has been extended to include social and political forms of entrepreneurial activity. When entrepreneurship is describing activities within a firm or large organization it is referred to as Intra-Preneurship and may include corporate venturing, when large entities spin-off organizations.

Entrepreneurial activities are substantially different depending on the type of organization and creativity involved. Entrepreneurship ranges in scale from solo projects (even involving the entrepreneur only part-time) to major undertakings creating many job opportunities. Many "high value" entrepreneurial ventures seek venture capital or angel funding (seed money) in order to raise capital to build the business. Angel investors generally seek annualized returns of 20-30% and more, as well as extensive involvement in the business.

Given entrepreneurship's potential to support economic growth, it is the policy goal of many governments to develop a culture of entrepreneurial thinking. This can be done in a number of ways: by integrating entrepreneurship into education systems, legislating to encourage risk-taking, and national campaigns.

It has assumed super importance for accelerating economic growth both in developed and developing countries. It promotes capital formation and creates wealth in country. It is hope and dreams of millions of individuals around the world. It reduces unemployment and poverty and it is a pathway to prosper. Entrepreneurship is the process of exploring the opportunities in the market place and arranging resources required to exploit these opportunities for long term gain. 
It is the process of planning, organizing  opportunities and assuming. Thus it is a risk of business enterprise. It may be distinguished as an ability to take risk independently to make utmost earnings in the market. It is a creative and innovative skill and adapting response to environment.
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