Indian Wisdom, Values, Ethics and Management Theory

Vedic Business Management Some Statements from Rig Veda 

Presentation by Ret. Prof KVSS Narayana Rao, NITIE

https://www.youtube.com/watch?v=XJ7TVvAu1ok   

12 August 2022

AuroVivek India-75 Channel

About Prof KVSS Narayan Rao

Professor. Developed and Published Principles of Industrial Engineering and Focus Areas of Industrial Engineering. 

• Principles of Industrial Engineering - IISE 2017 Pittsburgh Conference Presentation Video. 

https://www.youtube.com/watch?v=pU8CdWfZZdU

9575 views.

Principles of Industrial Engineering. IISE 2017 Conference Paper.   IIE Annual Conference. 2017 Proceedings;  890-895.

https://www.proquest.com/docview/1951119980

Blogger of Globally popular http://nraomtr.blogspot.com - http://nraoiekc.blogspot.com 

Industrial Engineering is System Efficiency Engineering. It is Machine Effort and Human Effort Engineering. 1.85 Million Page View Blog. 145,000 visitors. Blog Provides Industrial Engineering Knowledge: Articles, Books, Case Studies, Course Pages and Materials, Lecture Notes, Project Reviews, Research Papers Study Materials, and Video Lectures. Blog provides full IE Online Course Notes.

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Vedic Statements that can be related to Modern Management Thought

Collected from

Vedic Management
by Dr. S. Kannan
Taxmann Publications


Modern management is explained under five heads:

Planning, Organizing, Commanding, Coordinating, and Controlling (Henri Fayol)

Planning, Organizing, Staffing, Directing and Controlling  (Koontz and O'Donnel)

Planning, Organizing, Resourcing, Executing and Controlling  (Prof. Narayana Rao)

Planning

One shall meditate and reflect upon the objects contemplated.  (p 236, Kanna)

Strategy means the broad program for defining and achieving an organization's objectives: the organization's response to its environment over time. (p 237)

Prepare the implements, make everything ready and move forward.

Organizing

A person with the mental temperament of a Kshatriya is ideally suited for proper administration and execution of a planned task.

The Yajurveda mentions about manager (Kalpinah) and Chief Manager (Adhi Kalpinah)

Powers shall be shared.

Cohesiveness is the degree of solidarity and positive feelings held by individuals toward their group.

The resolution should be common, minds and thought be united so that all may happily concur.

Leadership

Leadership is to be bestowed upon a deserving person in a befitting manner (p 240)

The leader is the doer of many deeds for the benefit of others.

Leader shall be for the benefit of his followers.

He hears the words of his followers.

He is a thinker.

He knows. Directs others properly.

He is very wise.

Motivation

Motivation refers to the factors that cause, channel and sustain an individual's behavior.

For conquering, the energies of the heroes have to excited and their noises should go up together.

Communication

Communication is the process by which people attempt to share meaning via the transmission of symbolic messages.

Co-ordination

Control

Control is the process of ensuring that actual activities conform to planned activities.


Dr. Kannan described life management in four chapters first.

Ch.2. Vedic Self Management

Ch.3. Vedic Relationship Management

Ch.3.  Vedic Cosmic Management

Ch.4. Vedic Spiritual Management

Ch.2. Vedic Self Management

2.18 Discipline and Compliance

2.19 Personality Management

2.20 Values

https://www.linkedin.com/showcase/vedicmanagementcenter/about/

https://www.vedic-management.com/homepage/

https://www.linkedin.com/pulse/effective-decisions-vedic-management-way-udupi-mahesh-prabhu/

https://www.linkedin.com/pulse/fundamentals-rajaneeti-vedic-approach-politics-udupi-mahesh-prabhu/

Looking East

Indian Wisdom for Modern Management

by Sanjoy Mukherjee (Author)

Textbook2022LXII, 354 Pages

https://www.peterlang.com/document/1217205

Indian Ethos for Management: an Analytical study.

http://journal.iujharkhand.edu.in/Nov2017/Indian-Ethos-for-Management-An-Analytic-Study.html

Indian Ethos in Management

From Wikipedia, the free encyclopedia

Indian Ethos in Management refers to the values and practices that the culture of India (Bharatheeya Sanskriti) can contribute to service, leadership and management. These values and practices are rooted in Sanathana Dharma (the eternal essence), and have been influenced by various strands of Indian philosophy.

https://en.wikipedia.org/wiki/Indian_Ethos_in_Management

Google Books

Kautilya Arthshastra and the Science of Management: Relevance for the Contemporary Society

S.D.Chamola
Hope India Publications, 01-Jan-2007 - Management science in literature - 208 pages


Kautilya's Arthshastra contains some universal truths which transcend the boundaries of time and space. Arthsh-astra is also very relevant for solving the problems of the present day society, especially in the field of management. The main object of the present work is to identify solutions from Kautilya's Arthshastra to the issues being faced by the economies today and to examine the Kautilian Model in the context of contemporary societies in general and India in particular. Prof. S.D.Chamola is an eminent eco-nomist. During the course of his long association with the CCS Haryana Agriculture University, Hisar, he worked in various capacities in the fields of teaching and research. He headed the Department of Agricultural Economics there, from 1991 to 1994 and the Department of Business Adm-inistration, from 1996 to 2001. He was Senior Fellow, ICSSR, from 2003 to 2005
https://books.google.co.in/books?id=G67dC_wgK3MC

Human Values and Ethics: Achieving Holistic Excellence

S.K. Chakraborty
Debangshu Chakraborty
ICFAI Books, 2006 - Business ethics - 441 pages


After three years of learning, practicing, teaching and writing on this subject, the authors of this book have come out with this primer on values and ethics that answers many doubts and questions. It is targeted at practicing professionals and takes off.
https://books.google.co.in/books?id=3pafjETF6EAC

Humanising Management Transformation Through Human Values

Ane Books Pvt Ltd, 2010 - Management - 217 pages
https://books.google.co.in/books?id=WrdnZCotlU8C

Value Based Management For Organizational Excellence

Editors: Santosh Dhar, Upinder Dhar, Rajesh K Jain, Sapna Parashar
Excel Books India, 2009 - Business ethics - 272 pages
https://books.google.co.in/books?id=nLa-P9byUM8C

Management in India: Trends and Transition

Herbert J. Davis, Samir R Chatterjee, Mark Heuer
SAGE, 04-Jan-2006 - Business & Economics - 441 pages


This volume discusses the emerging changes in Indian management culture both at the macro and micro levels and their impact on domestic and multinational businesses based in India. While the Indian business scenario is changing rapidly, the attitude, orientation and practice of management has been slow to adapt. Indian managers have found it difficult to change policies both at the enterprise and the employee level to match an increasingly global and international environment.
This book discusses key issues such as: Indian management culture and emerging challenges; leadership styles and leadership issues that face Indian corporations; ethics and values and their impact on leadership and management culture; the issues confronting global corporations working in India; tackling human resources issues in the Indian context; and the emergence of the new global Indian manager.
https://books.google.co.in/books?id=k_A6WV1Fe8sC

Better Management & Effective Leadership Through the Indian Scriptures

Narayanji Misra
Pustak Mahal, 18-Sep-2007 - Management in literature - 207 pages


Management as a subject and various theories associated with it are largely considered as brainchild of the West. the moment this topic is raised, the names of western thinkers, such as F.W. Taylor, Robert Owen and Peter F. Drucker, come to our mind. However, the fact is that all the management theories and hypotheses propounded so far, draw heavily from the Indian scriptures. Indian sages and gurus, like Sukra, Kautilya and Vedavyas laid the foundation to better management through their literary works as early as in the pre-Christian era. This book, Better Management and Effective Leadership through the Indian Scriptures, aims at discovering the treasure hidden in the Indian texts, making the management scholars all over the world feel proud of our literary heritage and appreciate the farsightedness of the Indian thinkers. It is an endeavour to reveal that, be it in any sphere of academics, Indian scholars were in no way secondary to their western counterparts; they were rather the precursors.
https://books.google.co.in/books?id=Yq6UmGUgBJEC

Good Governance and Ancient Sanskrit Literature

Aruna Goel
Deep and Deep Publications, 01-Jan-2003 - Polity - 228 pages
https://books.google.co.in/books?id=El_VADF13pUC


Updated  10.2.2025, 27.6.2024,  7.5.2022, 21 Oct 2021,  15 April 2017,  10 April 2017, 24 September 2016

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SAP Global Bharat ERP - ECommerce - ELearing Platforms for MSMEs

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https://growthmattersforum.com/globalbharat_lp/

Single-Engine Fighter Plane Tejas (Mk-II) - 2019 - 2024

https://en.wikipedia.org/wiki/HAL_Tejas

Dec 09, 2019

The detailed designing of MK II is over and drawings are frozen. Metal cutting, the first step in the start of commercial production, Tejas (Mk-II) is scheduled for February 2020.  Dr Girsh S Deodhare, Director of the Aeronautical Development Agency (ADA) and Head of the Tejas programme.

The Mk-II will have more advanced sensors including a powerful radar, and improved avionics. The fighter will have more weapons and fuel.

The IAF is buying 123 Mk-1 and Mk-II fighters.

The prototype of the Tejas (Mk-II) is expected to make its first flight in 2024. Machined components will be available in one and half years. GE-414 engine will be used in the plane.  The Tejas (Mk-II) will be built in a modular fashion.  Items like the fuselage, wings and landing gear area built separately and are put together in the final assembly line, this increases the speed of construction and shortens delivery time, as they items are produced in parallel by different firms. 

https://www.hindustantimes.com/india-news/metal-cutting-job-for-tejas-to-begin-in-feb/story-wyYM6Iwz0HsC1XHkDUlX3K.html




IAF to buy 83 more Tejas fighters from HAL instead of foreign jets, CDS Rawat says
The induction of Tejas will help India emerge as a key defence exporter due to its ‘relatively low price’, Rawat says.
14 May, 2020
https://theprint.in/defence/iaf-to-buy-83-more-tejas-fighters-from-hal-instead-of-foreign-jets-cds-rawat-says/421827/

Industrial Disputes Act, 1947

https://indiacode.nic.in/handle/123456789/2169?view_type=browse&sam_handle=123456789/1362



Section 2A.   Dismissal, etc., of an individual workman to be deemed to be an industrial dispute.
1[2A. Dismissal, etc., of an individual workman to be deemed to be an industrial dispute.--

2[(1)]Where any employer discharges, dismisses, retrenches, or otherwise terminates the services of an individual workman, any dispute or difference between that workman and his employer connected with, or arising out of, such discharge, dismissal, retrenchment or termination shall be deemed to be an industrial dispute notwithstanding that no other workman nor any union of workmen is a party to the dispute.]

3[(2)Notwithstanding anything contained in section l0, any such workman as is specified in sub-section (1)may, make an application direct to the Labour Court or Tribunal for adjudication of the dispute referred to therein after the expiry of forty-five days from the date he has made the application to the Conciliation Officer of the appropriate Government for conciliation of the dispute, and in receipt of such application the Labour Court or Tribunal shall have powers and jurisdiction to adjudicate upon the dispute, as if it were a dispute referred to it by the appropriate Government in accordance with the provisions of this Act and all the provisions of this Act shall apply in relation to such adjudication as they apply in relation to an industrial dispute referred to it by the appropriate Government.

(3) The application referred to in sub-section (2) shall be made to the Labour Court or Tribunal before the expiry of three years from the date of discharge, dismissal, retrenchment or otherwise termination of service as specified in sub-section (1).]

STATE AMENDMENT
Andhra Pradesh--
2. In Section 2A
The following sub-section shall be added, namely:--
"(3) Notwithstanding anything in sub-sections (1) and (2), no such dispute or difference between that workman and his employer connected with or arising out of, such discharge, dismissal, retrenchment or termination shall be deemed to be an industrial dispute if such dispute is not raised in conciliation proceeding within a period of three years from the date of such discharge, dismissal, retrenchment or termination:
Provided that the Labour Court or the Conciliation Officer, as the case may be, may consider to extend the said period of three years when the applicant workman satisfies the Court or Conciliation Officer that he had sufficient cause for not raising the dispute within the period of three years.".
[Vide Andhra Pradesh 12 of 2015, s. 2]


1. Ins. by Act 35 of 1965, s. 3 (w.e.f. 1-12-1965).
2. Section 2A numbered as sub-section (1) thereof by Act 24 of 2010, s. 3 (w.e.f. 15-9-2010).
3. Ins. by s. 3, ibid. (w.e.f. 15-9-2010).

Section 25G.   Procedure for retrenchment.Previous    Next
1[25G. Procedure for retrenchment.--Where any workman in an industrial establishment, who is a citizen of India, is to be retrenched and he belongs to a particular category of workmen in that establishment, in the absence of any agreement between the employer and the workman in this behalf, the employer shall ordinarily retrench the workman who was the last person to be employed in that category, unless for reasons to be recorded the employer retrenches any other workman.]

Section 25K.  Application of Chapter VB.

1[25K. Application of Chapter VB.--(1) The provisions of this Chapter shall apply to an industrial establishment (not being an establishment of a seasonal character or in which work is performed only intermittently) in which not less than 2[one hundred] workmen were employed on an average per working day for the preceding twelve months.
(2) If a question arises whether an industrial establishment is of a seasonal character or whether work is performed therein only intermittently, the decision of the appropriate Government thereon shall be final.]


STATE AMENDMENT
Andhra Pradesh--
In Section 25K
The following shall be substituted, namely:--
"25-K.Application of Chapter V-B:--(1) The provisions of this chapter shall apply to an industrial establishment (not being an establishment of a seasonal character or in which work is performed only intermittently) in which not less than three hundred workmen were employed on an average per working day for the preceding twelve months.
(2) Without prejudice to the provisions of sub-section (1), the State Government, may, if satisfied that maintenance of industrial peace or prevention of victimization of workmen so requires, by notification in the official gazette apply the provisions of this chapter to an industrial establishment (not being an establishment of a seasonal character or in which work is performed only intermittently) in which such number of workmen which may be less than three hundred but not less than one hundred, as may be specified in the notification, were employed on an average per working day for the preceding twelve months.
(3) If a question arises whether an industrial establishment is of a seasonal character or whether work is performed therein only intermittently, the decision of the State Government thereon shall be final."
[Vide Andhra Pradesh 12 of 2015, s. 3]


Assam--
Amendment of section 25K.--In the principal Act, in section 25K, for the words “one hundred”, appearing in between the words "than" and "workmen", the words three hundred” shall be substituted.
[Vide Assam Act 22 of 2018, s. 2]


Karnataka--
Amendment of section 25K.--In section 25K of the principal Act, after sub-section (1), the following sub-section shall be inserted, namely:--
"(1A) Notwithstanding anything contained in sub-section (1) the State Government may, from time to time by notification in the official gazette, apply the provisions of section 25-O and section 25-R in so far, as they relate to contravention of sub-section (2) of section 25-O, also to an industrial establishment of a seasonal character or in which work is performed only intermittently in which not less than one hundred workmen were employed on an average per working day for the preceding twelve months."
[Vide the Karnataka Act 5 of 1988, s. 5]



Section 25L.  Definitions.
1[25L. Definitions.--For the purposes of this Chapter,--
(a) "industrial establishment" means--
(i) a factory as defined in clause (m) of section 2 of the Factories Act, 1948 (63 of 1948);
(ii) a mine as defined in clause (i) of sub- section (1) of section 2 of the Mines Act, 1952 (35 of 1952); or
(iii) a plantation as defined in clause (f) of section 2 of the Plantations Labour Act, 1951 (69 of 1951);
(b) notwithstanding anything contained in sub-clause (ii) of clause (a) of section 2,--
(i) in relation to any company in which not less than fifty-one per cent. of the paid-up share capital is held by the Central Government, or
(ii) in relation to any corporation not being a corporation referred to in sub-clause (i) of clause (a) of section 2 established by or under any law made by Parliament, the Central Government shall be the appropriate Government.]

Section 25M.  Prohibition of lay-off.
1[25M. Prohibition of lay-off.--(1) No workman (other than a badli workman or a casual workman) whose name is borne on the muster rolls of an industrial establishment to which this Chapter applies shall be laid-off by his employer except 2[with the prior permission of the appropriate Government or such authority as may be specified by that Government by notification in the Official Gazette (hereafter in this section referred to as the specified authority), obtained on an application made in this behalf, unless such lay-off is due to shortage of power or to natural calamity, and in the case of a mine, such lay-off is due also to fire, flood, excess of inflammable gas or explosion.]
3[(2) An application for permission under sub-section (1) shall be made by the employer in the prescribed manner stating clearly the reasons for the intended lay-off and a copy of such application shall also be served simultaneously on the workmen concerned in the prescribed manner.
(3) Where the workman (other than badli workmen or casual workmen) of an industrial establishment, being a mine, have been laid-off under sub-section (1) for reasons of fire, flood or excess of inflammable gas or explosion, the employer, in relation to such establishment, shall, within a period of thirty days from the date of commencement of such lay-off, apply, in the prescribed manner, to the appropriate Government or the specified authority for permission to continue the lay-off.
(4) Where an application for permission under sub-section (1) or sub-section (3) has been made, the appropriate Government or the specified authority, after making such enquiry as it thinks fit and after giving a reasonable opportunity of being heard to the employer, the workmen concerned and the persons interested in such lay-off, may, having regard to the genuineness and adequacy of the reasons for such lay-off, the interests of the workmen and all other relevant factors, by order and for reasons to be recorded in writing, grant or refuse to grant such permission and a copy of such order shall be communicated to the employer and the workmen.
(5) Where an application for permission under sub-section (1) or sub-section (3) has been made and the appropriate Government or the specified authority does not communicate the order granting or refusing to grant permission to the employer within a period of sixty days from the date on which such application is made, the permission applied for shall be deemed to have been granted on the expiration of the said period of sixty days.
(6) An order of the appropriate Government or the specified authority granting or refusing to grant permission shall, subject to the provisions of sub-section (7), be final and binding on all the parties concerned and shall remain in force for one year from the date of such order.
(7) The appropriate Government or the specified authority may, either on its own motion or on the application made by the employer or any workman, review its order granting or refusing to grant permission under sub-section (4) or refer the matter or, as the case may be, cause it to be referred, to a Tribunal for adjudication:
Provided that where a reference has been made to a Tribunal under this sub-section, it shall pass an award within a period of thirty days from the date of such reference.
(8) Where no application for permission under sub-section (1) is made, or where no application for permission under sub-section (3) is made within the period specified therein, or where the permission for any lay-off has been refused, such lay-off shall be deemed to be illegal from the date on which the workmen had been laid-off and the workmen shall be entitled to all the benefits under any law for the time being in force as if they had not been laid-off.
(9) Notwithstanding anything contained in the foregoing provisions of this section, the appropriate Government may, if it is satisfied that owing to such exceptional circumstances as accident in the establishment or death of the employer or the like, it is necessary so to do, by order, direct that the provisions of sub-section (1), or, as the case may be, sub-section (3) shall not apply in relation to such establishment for such period as may be specified in the order.]
4[(10)] The provisions of section 25C (other than the second proviso thereto) shall apply to cases of lay-off referred to in this section.
Explanation.--For the purposes of this section, a workman shall not be deemed to be laid-off by an employer if such employer offers any alternative employment (which in the opinion of the employer does not call for any special skill or previous experience and can be done by the workman) in the same establishment from which he has been laid-off or in any other establishment belonging to the same employer, situate in the same town or village, or situate within such distance from the establishment to which he belongs that the transfer will not involve undue hardship to the workman having regard to the facts and circumstances of his case, provided that the wages which would normally have been paid to the workman are offered for the alternative appointment also.]



Section 25N.   Conditions precedent to retrenchment of workmen.
1[ 2[25N. Conditions precedent to retrenchment of workmen.--(1) No workman employed in any industrial establishment to which this Chapter applies, who has been in continuous service for not less than one year under an employer shall be retrenched by that employer until,--
(a) the workman has been given three months notice in writing indicating the reasons for retrenchment and the period of notice has expired, or the workman has been paid in lieu of such notice, wages for the period of the notice; and
(b) the prior permission of the appropriate Government or such authority as may be specified by that Government by notification in the Official Gazette (hereafter in this section referred to as the specified authority) has been obtained on an application made in this behalf.
(2) An application for permission under sub-section (1) shall be made by the employer in the prescribed manner stating clearly the reasons for the intended retrenchment and a copy of such application shall also be served simultaneously on the workmen concerned in the prescribed manner.
(3) Where an application for permission under sub-section (1) has been made, the appropriate Government or the specified authority, after making such enquiry as it thinks fit and after giving a reasonable opportunity of being heard to the employer, the workmen concerned and the persons interested in such retrenchment, may, having regard to the genuineness and adequacy of the reasons stated by the employer, the interests of the workmen and all other relevant factors, by order and for reasons to be recorded in writing, grant or refuse to grant such permission and a copy of such order shall be communicated to the employer and the workmen.
(4) Where an application for permission has been made under sub-section (1) and the appropriate Government or the specified authority does not communicate the order granting or refusing to grant permission to the employer within a period of sixty days from the date on which such application is made, the permission applied for shall be deemed to have been granted on the expiration of the said period of sixty days.
(5) An order of the appropriate Government or the specified authority granting or refusing to grant permission shall, subject to the provisions of sub-section (6), be final and binding on all the parties concerned and shall remain in force for one year from the date of such order.
(6) The appropriate Government or the specified authority may, either on its own motion or on the application made by the employer or any workman, review its order granting or refusing to grant permission under sub-section (3) or refer the matter or, as the case may be, cause it to be referred, to a Tribunal for adjudication:
Provided that where a reference has been made to a Tribunal under this sub-section, it shall pass an award within a period of thirty days from the date of such reference.
(7) Where no application for permission under sub-section (1) is made, or where the permission for any retrenchment has been refused, such retrenchment shall be deemed to be illegal from the date on which the notice of retrenchment was given to the workman and the workman shall be entitled to all the benefits under any law for the time being in force as if no notice had been given to him.
(8) Notwithstanding anything contained in the foregoing provisions of this section, the appropriate Government may, if it is satisfied that owing to such exceptional circumstances as accident in the establishment or death of the employer or the like, it is necessary so to do, by order, direct, that the provisions of sub- section (1) shall not apply in relation to such establishment for such period as may be specified in the order.
(9) Where permission for retrenchment has been granted under sub-section (3) or where permission for retrenchment is deemed to be granted under sub-section (4), every workman who is employed in that establishment immediately before the date of application for permission under this section shall be entitled to receive, at the time of retrenchment, compensation which shall be equivalent to fifteen days' average pay for every completed year of continuous service or any part thereof in excess of six months.]]


Section 25-O.   Procedure for closing down an undertaking.
1[ 2[25-O. Procedure for closing down an undertaking.--(1) An employer who intends to close down an undertaking of an industrial establishment to which this Chapter applies shall, in the prescribed manner, apply, for prior permission at least ninety days before the date on which the intended closure is to become effective, to the appropriate Government, stating clearly the reasons for the intended closure of the undertaking and a copy of such application shall also be served simultaneously on the representatives of the workmen in the prescribed manner:
Provided that nothing in this sub-section shall apply to an undertaking set up for the construction of buildings, bridges, roads, canals, dams or for other construction work.
(2) Where an application for permission has been made under sub-section (1), the appropriate Government, after making such enquiry as it thinks fit and after giving a reasonable opportunity of being heard to the employer, the workmen and the persons interested in such closure may, having regard to the genuineness and adequacy of the reasons stated by the employer, the interests of the general public and all other relevant factors, by order and for reasons to be recorded in writing, grant or refused to grant such permission and a copy of such order shall be communicated to the employer and the workmen.
(3) Where an application has been made under sub-section (1) and the appropriate Government does not communicate the order granting or refusing to grant permission to the employer within a period of sixty days from the date on which such application is made, the permission applied for shall be deemed to have been granted on the expiration of the said period of sixty days.
(4) An order of the appropriate Government granting or refusing to grant permission shall, subject to the provisions of sub-section (5), be final and binding on all the parties and shall remain in force for one year from the date of such order.
(5) The appropriate Government may, either on its own motion or on the application made by the employer or any workman, review its order granting or refusing to grant permission under sub-section (2) or refer the matter to a Tribunal for adjudication:
Provided that where a reference has been made to a Tribunal under this sub-section, it shall pass an award within a period of thirty days from the date of such reference.
(6) Where no application for permission under sub-section (1) is made within the period specified therein, or where the permission for closure has been refused, the closure of the undertaking shall be deemed to be illegal from the date of closure and the workmen shall be entitled to all the benefits under any law for the time being in force as if the undertaking had not been closed down.
(7) Notwithstanding anything contained in the foregoing provisions of this section, the appropriate Government may, if it is satisfied that owing to such exceptional circumstances as accident in the undertaking or death of the employer or the like it is necessary so to do, by order, direct that the provisions of sub-section (1) shall not apply in relation to such undertaking for such period as may be specified in the order.
(8) Where an undertaking is permitted to be closed down under sub-section (2) or where permission for closure is deemed to be granted under sub-section (3), every workman who is employed in that undertaking immediately before the date of application for permission under this section, shall be entitled to receive compensation which shall be equivalent to fifteen days' average pay for every completed year of continuous service or any part thereof in excess of six months.]]

-----------------------------

Now that the enterprises have been freed of the size threshold, entrepreneurs get no advantage in dwarfing their firms. Other reforms can soon follow, such as allowing for workers’ representation in a firm’s supervisory board, as it happens in Germany.
Written by Dipankar Gupta
https://indianexpress.com/article/opinion/columns/coronavirus-economic-relief-package-india-lockdown-6433660/

           
What made so many migrants suddenly long for their village, the very place they were happy to leave just a short time ago?

The answer lies in our Industrial Disputes Act (IDA), the motherboard of our labour laws, which has encouraged short-term employment, low skills and zero security. It did this by setting up thresholds which disincentivised long-term commitment of workers to entrepreneurs and vice versa.
           
How exactly did the thresholds in the IDA accomplish this? We can cut to the chase and go to Chapter V-B of the IDA, where its core provisions are stated almost “mantra-like. There are three thresholds which are absolutely pivotal: Hire more than 99 workers, and you will have to notify the government before you can fire any one of them. Hire more than 20 and you open yourself up to provident fund commitments and bonus payments. Finally, the ultimate threshold: If you want to deny workers severance pay, never keep them continuously employed for more than 240 days.

 Given these provisions in the IDA, it will need either a foolish entrepreneur or one with extraordinary courage to hire more than 99 workers for over 240 days. The non-exceptional employers, that constitute the majority, are naturally tempted to observe these thresholds and duck under the radar.

 As a result, these thresholds have only encouraged the informal sector, where both unregistered labour and unregistered entrepreneurs dominate.

The IDA has created a perfect storm. It has led to the proliferation of informal enterprises and low-skill workers. In the first 15 years of this century itself, over half the increase in total employment has been that of contract workers. This has also led to a phenomenal rise in MSMEs as the IDA has spooked entrepreneurs from harbouring any ambitions to grow big and formal. The MSMEs have, consequently, increased in number from 3.6 crore units in 2012 to about six crore today.

            Sadly, over 94 per cent of MSMEs are in the micro sector and their contribution to GDP is just not measuring up. In 2012, MSMEs produced 37.54 per cent of our GDP, but this number fell to 30.7 per cent in 2015, and in 2019 it decreased further to 29.7 per cent. Over time, the IDA has succeeded in converting a large number of organised sector companies into strange, hybrid economic creatures, both fishy and foul.

In the ultimate analysis, the IDA does not produce winners, only losers. Imagine a different scenario without the IDA thresholds. Under this altered dispensation, every worker — regardless of factory size — is entitled to the same rights. Likewise, every employer, regardless of factory size, can hire and fire workers.

The outlook changes dramatically. The worker can now be fired without notifying the government, but must be compensated with severance wages, regardless of the size of the firm. Also, unlike the IDA, all the firms must have a formal dispute resolution board.

 Now that the enterprises have been freed of the size threshold, entrepreneurs get no advantage in dwarfing their firms.

 The IDA thresholds must go and not be merely fiddled with, as some states have done.

         

This article first appeared in the print edition on May 30 under the title “Law that produces losers”. The writer is a Delhi-based sociologist.


1 Whether the proposal of the writer is acceptable as it is or in a modified form or rejectable?

2 What should be guiding principles in deciding these issues? Do they need to be modified to be practical in today’s situation?

The goal of Sampoorn Rojgaar - can this be promoted?
Role of job security in industry – job security vs. more emoluments. Is not job security a basis of happy contented life for most of the people?
Does it maintain balance among workers and owners?
Does this serve overall national interest?

3 Will this proposal increase or decrease jobs?

4 Does this appear one-sided favouring industrialists?

5 Does this help Cottage, household, tiny, micro, small scale industries? – provisions like registration (street vendors?), severance pay etc.

Indian Business & Industry - Post Covid - Focus on AEIOU - PM Modi

The new business & industry work culture must embrace:

"Adaptability, Efficiency, Inclusivity, Opportunity and Universalism".

PM urges businessmen to focus on effectiveness and efficiency in the new world emerging post covid. (19 April 2020)

Effectiveness and Efficiency

Focus on global needs. Understand needs of the people afresh. Focus on bottom of the pyramid. Focus on all sections of the society - inclusivity  (Effectiveness)

Give importance to efficiency and productivity. Both at business level and individual level. (Efficiency)

Make the business flexible and resilient. (Organization and Direction)

Adaptability: 

The need of the hour is to think of business and lifestyle models that are easily adaptable.

Doing so would mean that even in a time of crisis, our offices, businesses and commerce could get moving faster.  Adaptability to emerging opportunities, technologies and crisis.

Embracing digital payments is a prime example of adaptability. Shop owners big and small should invest in digital tools that keep commerce connected.  India is already witnessing an encouraging surge in digital transactions.

Another example is telemedicine. We are already seeing several consultations without actually going to the clinic or hospital.  Can we think of business models to help further telemedicine across the world?

Efficiency:

Efficiency is not about  staying late in the office.

Productivity and efficiency matter along with  effort.

The emphasis should be on completing a task in the specified time frame.

Inclusivity:

Let us develop business models that attach primacy to care for the poor, the most vulnerable as well as our planet.

There is a significant future in developing technologies and practices that reduce our impact on the planet. Do more with less.

There need to work on health solutions at low cost and large scale. We can become a guiding light for global efforts to ensure the health and well being of humanity.

We should invest in innovations to make sure our farmers have access to information, machinery, and markets no matter what the situation, that our citizens have access to essential goods.

Opportunity:

Every crisis brings with it an opportunity. COVID-19 is no different.

Let us evaluate what might be the new opportunities/growth areas that would emerge now.

India must be proactive to think about the needs of  the post-COVID world. Let us think about how our people, our skills sets, our core capabilities can be used in doing so.

Universalism: 

COVID-19 does not see race, religion, colour, caste, creed, language or border before striking. Any global trend is similar.

Our business response and conduct thereafter should attach primacy to unity and brotherhood.

We are in this together.  Today, all countries are together facing a common challenge. The future will be about togetherness and resilience.

The next big ideas from India should find global relevance and application. They should have the ability to drive a positive change not merely for India but for the entire humankind.

These days, businesses can control global supply chains through locations in India. Global businesses can be created more easily.

India, with the right blend of the physical and the virtual can emerge as the global nerve centre of complex modern multinational supply chains in the post COVID-19 world. Let us rise to that occasion and seize this opportunity. 

I urge you all to think about this and contribute to the discourse.


https://www.linkedin.com/pulse/life-era-covid-19-narendra-modi/


https://www.rediff.com/news/report/coronavirus-in-india-home-is-new-office-pm-on-life-in-covid-19-era/20200419.htm



Industrial Engineering (IE) for Productivity - A Poem
https://nraoiekc.blogspot.com/2020/04/industrial-engineering-ie-for.html

Productivity Management in Engineering Organizations - Online Book
https://nraoiekc.blogspot.com/2019/10/productivity-management-in-engineering.html

Electric Scooters - Motorcycles - Mobikes Mopeds India

16 October 2019
Bajaj Auto E-Scooter Chetak
https://www.autocarindia.com/bike-news/bajaj-chetak-electric-scooter-revealed-414520

3D Printing - Additive Manufacturing Facilities - Firms in India

3D Printing - Additive Manufacturing Facilities - Firms in India

India’s Largest Business Networking Platform for 3D Printing Technology !
Inside 3D Printing Mumbai
Dec 2019
http://inside3dprinting.co.in/





think3D is India's largest 3D Printing company with physical presence in all metro cities in India.

We are a one stop shop for all 3D printing needs in India. We sell all kinds of 3D printers, 3D filaments, 3D scanners; offer 3D printing, 3D scanning, 3D design services and conduct regular trainings & workshops to spread awareness on 3D printing technology.

think3D has built a pan India presence to serve customers closer to their location. These aren’t franchisees or dealer networks but company owned offices. This means we can provide better quality service to our customers with a quick turnaround time.
https://www.think3d.in/

https://www.altem.com/3d-printing/

https://www.imaginarium.io/

http://www.novabeans.com/

https://www.indian3dprintingnetwork.com/

http://www.divbyz.com/

https://www.3ding.in/



CENTRAL TOOL ROOM & TRAINING CENTRE
(Ministry of MSME), Govt. of India
B-36, Chandka Industrial Area, Bhubaneswar –751 024(Odisha)
Phone: 0674-3011701, 3011711, Fax No: +91-674-3011750, M-9861037257
E-mail: cttc@cttc.gov.in, Website : www.cttc.gov.in
https://www.cttc.gov.in/result/metal%203d%20printing.pdf

https://fracktal.in/home.html

https://www.stardust3d.com/

http://www.3digiprints.com/

https://vexmatech.com/index.html

https://www8.hp.com/in/en/printers/3d-printers.html

https://www.jgrouprobotics.com/

http://precious3d.com/

http://3dbazaar.in/

http://www.makemy3dprints.com/

http://global3dlabs.com/

http://www.make3d.in/

https://www.anatomiz3d.com/

https://www.wipro-3d.com/

http://www.techb.in/

http://kkrobotic.info/3d-printers-in-india/

3D Printing - Additive Manufacturing Facilities - Firms in Mumbai

Time To 3D
22, Seva Sadan,
Dashrathlal Joshi Road, Vile Parle (West),
Mumbai, Maharashtra 400056, India
+91- 022 2614 4731
http://timeto3d.com/



3D Print World Private Limited
Aman Kedia (Director)
422, Gundecha Industrial Complex, Akurli Road
Kandivali East, Mumbai- 400101, Maharashtra, India
08048110721
http://www.3dprintworld.co.in/



Melting Mints is a leading provider of 3D content-to-print solutions including 3D printers, print materials on-demand and custom parts for professionals and consumers alike.
Road no. 29, 234, Champaklal Industrial Estate,, Sion East, Sion, Mumbai, Maharashtra 400022.

022 4005 7950

sales@meltingmints.in
http://meltingmints.in/


MakeWhale Designs Pvt. Ltd. - 3D Printing Design & Manufacturing
603/604 Niranjan, 99 Marine Drive, Churchgate, Mumbai, Maharashtra 400002
https://www.makewhale.com/




Indus 3D Printers
Ballu Yadav Chl,
Lane 1, Koldongari,
Sahar Road, Andheri (East),
Mumbai-400069.
sales@indus3dprint.com
(+91) 8291395104 / 8291395105

http://indus3dprinters.com/

https://3dwalla.com/

Articles on 3D Printing - Additive Manufacturing Facilities - Firms in India

HP launches 3D printers in India, prices start at Rs 2.5 crore
HP’s 3D printers will be aimed at sectors like manufacturing, defence, healthcare, education and product labs.
Jan 18, 2018
https://www.hindustantimes.com/tech/hp-launches-3d-printers-in-india-prices-start-at-rs-2-5-crore/story-JIbh9ZCovqwWgYKcvCQ3dO.html

https://www.livemint.com/Technology/kucK3KEsht0ieg8LNY7LKK/3D-printing-in-India-Inflection-point.html

https://www.thehindu.com/opinion/lead/make-it-the-indian-way/article25551784.ece

https://www.indiatoday.in/education-today/gk-current-affairs/story/3d-printing-309369-2016-02-18

http://www.cio.in/feature/3d-printing-manufacturing-where-does-india-stand

https://timesofindia.indiatimes.com/trend-tracking/3d-printing-startups-yet-to-get-their-mix-right/articleshow/64898068.cms

http://www.printweek.in/News/monotech-introduces-massivit-scale-3d-printing-india-28261

https://3dprintingindustry.com/news/interview-wipro-3d-and-the-indian-3d-printing-industry-140732/

https://www.indiatechonline.com/it-happened-in-india.php?id=1511

https://www.fabbaloo.com/blog/2018/11/16/3d-printing-traditional-and-modern-indian-jewelry

https://www.fabbaloo.com/

https://manufactur3dmag.com/think3d-inaugurates-indias-largest-3d-printing-facility-in-vizag/


http://www.forbesindia.com/article/startups-special-2017/3d-printing-in-healthcare-a-prescription-for-the-future/47219/1

http://www.indiandefencereview.com/news/military-applications-of-3d-printing-where-are-we/

Allow Industry 4.0 Technology in New Units in Backward Locations

Allow building new plants with Industry 4.0 Technology in backward industrial locations up to a cumulative capacity of 10%

Remove the Idea of Job Losses

Regulation of Industry 4.0 

Allow Industry 4.0 Technology in New Units in Backward Locations - Increase Employment and Infrastructure

Now Industry 4.0 technology is being implemented world over. There are worries about employment issues due to introduction of new technology. Government has to regulate its introduction and diffusion to protect current employees.  In this context, I propose that in the first installment Government may allow building new plants in backward industrial locations up to a yearly limit of  10% of the existing capacity of an industry (5% productivity improvement and 5% new products).  The objectives of such a policy are allowing technological absorption and its further development concurrently with the rest of the world, backward area development and decongestion of existing industrial locations. We have to note that when already congested industrial locations are being used for further setting up facilities, new infrastructure development is not taking place. All concerned are ignoring infrastructure and overusing existing facilities. Instead, if new technology is allowed only in new backward location, infrastructure development also takes to an adequate extent.

Allowing only 10% expansion each year in new location with new technology may not disturb existing employment at all, as the market may absorb the new production at the reduced cost of production that the new technology may be able to produce. In this context, productivity of the new technology is an important consideration.

To my email communication campaign on this issue, I got one reply saying the limit can be increased to 20% to encourage employment in new locations.

By taking up this policy stance, Government can actively promote startups in Industry 4.0 Factories and Service Facilities.

Progress of Industry 4.0 in India

Feb 2018
Many Indian companies have started exploring applications of Industry 4.0 in their operations.
According to a recent BCG-CII survey, almost 60% of the surveyed companies have started deploying data analytics in some fashion.
20-40% are experimenting with autonomous robots and additive manufacturing.
More than 75% of the companies indicated that they will be trying at least three or more of industry 4.0  technologies over the next five years.
https://economictimes.indiatimes.com/news/company/corporate-trends/et-gbs-2018-industry-4-0-can-transform-indian-manufacturing/articleshow/62893842.cms


Updated  31 October 2018,  15 July 2018
First published on 3 July 2018

Small Scale - Microsector Units/Firms in India - Project Reports - Business Plans

New

Microbusinesses (including services) Ideas - You can even start with Rs. 10,000

You need to acquire the relevant knowledge and skill. You can start very small but can grow very big.

Advertising campaign developer

Baby care

Blogging

Breakfast joint

Cooking classes

Customised jewellery (in kiosks)

Dance/Music school

Digital greeting cards - maintained on websites

Electrician

Event organising

Fashion designing

Food truck (Vegetable vending)

Fruit juice kiosk

Garment tailor

Graphic designing

Ghost writing (offering writing services)

Market research (on assignment basis like data collection)

Mobile recharge shop (You can go door to door) also

Online bakery  (Why not other items)

Online courses offering

Online fitness instructors

Pet-daycare/pet-friendly services

Photography  (Can you hire a camera and do wedding shoots)

Plumbing

Social media strategist

Sports coaching (Fitness coaching)

Street-side book stall  (Mobile book stall of even second hand books)

Tea stall

Tiffin service

Tour guide

Translation services (If you know multiple languages)

Travel agency

Tuition centre

Wedding consultants

YouTube channel (Made tough now - You need to accumulate 4000 hours of viewing in a year and 1000 subscribers)

http://tajakhabrein.com/start-small-to-go-big-here-are-35-profitable-businesses-you-can-start-in-india-within-rs-10000/

Accupressure and Accupuncture Clinic

https://smallb.sidbi.in/acupuncture

Accupressure Course:  http://acupressureindia.com/courses.asp?courseid=198

Accupuncture - https://www.mayoclinic.org/tests-procedures/acupuncture/basics/definition/prc-20020778

India - Microsector Self Employment Opportunities - Mudra Finance

https://www.facebook.com/India-Microsector-Self-Employment-Opportunities-Mudra-Finance-166522830598172/

Entrepreneur Way
https://twitter.com/NeilDBall


Big List - SIDBI Small Business Ideas


https://smallb.sidbi.in/%20/thinking-starting-business/big-list-business-ideas-small-business

SIDBI Small Business Ideas

Accupressure and Accupuncture Clinics

https://smallb.sidbi.in/acupuncture

Accupressure Course:  http://acupressureindia.com/courses.asp?courseid=198

Accupuncture - https://www.mayoclinic.org/tests-procedures/acupuncture/basics/definition/prc-20020778

3D entertainment

This is a new form of entertainment in India which provides an experience of virtual reality. Hence 3D, 4D and 5D theatres which provide new experience to the viewers are rapidly growing in India. And this experience is unique since it is multisensory.
https://smallb.sidbi.in/3d-entertainment

'How To ........' Videos

The organization creates 'how to ......' videos for a large number of tasks. The profit is made from the advertisements on the website.
https://smallb.sidbi.in/how-videos

SIDBI Project Profile Database
https://smallb.sidbi.in/knowledge-base?tid=115&field_industry_tid=All








http://www.indiaonestop.com/projectreports.htm

A

Absolute Filters for Biological and Air-Conditioning Applications  - Absorbent Cotton (Surgical Cotton) - Acid Slurry by Manual Process - Acrylic Paint - Activated Carbon & Sodium Silicate from Paddy & Rice Husk - Activated Carbon from Cashew Nut Shell - Activated Carbon Powder & Granule from Coconut Shell   - Adjustable Hospital Beds - Agarbatti Sticks - Agarbatti Synthetic Perfumery Compounds -Agricultural Implements - Air Brake Helical Coil -Air Compressors up to 5 HP -  Air Conditioning Ducting - Air Conditioning Repair Shops - Aluminium Alloy Wheels/Rims -Aluminium Alloys from Aluminium Scrap To Make Utensils (Induction Furnace Melted) - Aluminium Bottle Manufacturing (Gold Extrusion of Aluminium) - Aluminium Cans for Beer Packaging -  Aluminium Caps for Injection Vials - Aluminium Extrusion Plant - Aluminium Furniture -  Aluminium Hydroxide Gel (Used as Antacid in Ulcers and hyper-acidity) - Aluminium Sheet Rolling Mill - Aluminium Utensils - Animal Driven Implements - Animal Driven Vehicles - Anodised Aluminium Utensils - Anodizing of Aluminium - Antimony Oxide from Lead Scrap - Anvil (Steel Blocks Used in Forging shops) - ARC Welding Filter Glass - Arms & Blades for Wind Shield Wiper(Automobiles) - Auto Brakes System - Auto Electrical Wire Harness - Auto Flaps for Trucks & Buses - Auto Leaf Springs -  Auto Tubes (All Range of Tubes) - Automobile Body Building (Trucks) - Automobile Gears - Automobile Piston Rings - Automobile Radiator Cores - Automobile Silencers


D

Dairy Equipment - Decoiler and Sheet Shearing Plant -  Decorticated Coir - Detergent Power/Cake - Diagonal Scale, protractor, Flat Rules & Triangular Scales - Diesel Engine (Slow Speed) up to 15 HP -  Diesel Engine Pump Tester -  Disc Harrows (Used for Preparation of Seed Beds in Farming) -  Dividers (Drawing Instrument) - Dog Plates (Accessory for Lathes) - Domestic Pressure Cookers -  Domestic Utensils (Aluminium) - Domestic Utensils (Copper) - Domestic Utensils (Iron) - Door Locks - Doors, Windows and Ventilators (Metallic) - Drafting Machine - Drawing Boards - Drawing Instruments ( Engineering) - Drill Bits and Tool Bits - Drilling Machine 12 MM (Bench and Pedestal Type) - Drum Closures - Dumpy Levels and Sextants (Survey Instruments) - Duplicating Machines -  Dust Bin

F

Fabrication of Heat Exchanger - Fabrication of Storage Tanks and M.S. Drum -  Feeler Gauges (Measuring Instruments) - Fender Spoons and Hammers (Fender Kit for Removing Dents in Automobiles) - Ferrous Alloy NI-Hard IV Castings -  Ferrous Mn Alloy Casting by Alumina Thermic Process -  Fibre Brushes (For Cleaning Domestic & Industrial Floorings) -  File Mechanism (To Hold Loose Sheets in Office Files) -  Filter for Diesel Locomotive -  Fire Extinguishers -  Flaring Tools to Flare Pipe Ends - Flexible Metallic Pipes up to 35 MM Dia for Non-Pressure Application - Flip-Top Cans -  Forged Connecting Rod -  Forging Unit -  Fork (Agricultural Implement) -  Foundry Sand -
Four Jaw Chucks (Spare parts for Lathes) - Frame Collars - Cycle (Cycle Frame Cup) -  French Corners & Set Square (For Drawing Office Use) -  Front Fork ( Cycle) -  Fuel Injection System -
Fuel Lines (Auto -For Petrol and Diesel Engines) -  Fuel Tank Caps for Automobiles







G

  Gel Pen Inc  -




I

  Ice Cream - Ice Cream Churner - Ice Cream Cones - Insecticides Dusters (Manual) - Insecticides Sprayers (Manual) - Investment Casting - Iron & Steel Wire Gauge - Iron and Steel Cots - All Types Made of Mild Steel Conduit Pipes - Iron Ore Pellets





P
  Paper Cup - Paper Napkin -


S

  Silica Gel -


V

Vacuum Cleaners - Vacuum Flask (Stainless Steel) -  Valve Lifters and Ring Expander (For Auto Repair Shops) -  Valve Replacing and Resetting Tools -  Valves for Refrigeration and Air-onditioning
- Vehicle Welding & Painting - Venetian Blind - Vinegar -


W

Wall Clocks - Watch Dials -  Watch Straps (Metallic) - Water Coolers -  Water Level Controller (Automatic) - Water Meter - Water Repellent Cement Paint - Weighing Machine/Weigh Bridges - Welded Wire Mesh (For Cement Concrete Work in Buildings, roads, Bridges, Dams) - Wheat and Paddy Threshers up to 5 HP - Wheel Barrows (For Carrying Construction Materials for Short Distances) - Wheel Chairs for Invalids -  Wick Stoves -  Wind Mill -  Window Channels   (For Automobiles) -  Window Frame (Ferrous & Non-Ferrous) - Winnower up to 5 HP (Agricultural Machinery) - Wire Adjusting Screws (Stay Rods for Telephone, Telegraph, Electric Poles) -Wire Brushes (For Use By Goldsmiths, Welders, Electricals, etc.) -  Wire Gauges, Wire Netting -Metallic (Thicker Than 100 Mesh Size) - Wire Nails (For Domestic and Industrial Use) - Wood Screws (For Wooden Furniture, Packaging, Railway Carriages) - Wood Working Circular Saws - Wrenches (Pipe Wrenches) - Wrist Watch



Z

Zinc Wire Drawing -  Zip Fasteners (Metallic)









A Brief List of Industrial Projects, which NSIC can setup on turnkey basis

http://www.nsic.co.in/project.asp#

CHEMICAL AND ALLIED INDUSTRIES

CEMENT (MINI PLANT)
Capacity: 100 /50 tons (on 3 shifts basis); Manpower: 75; Area: 5000 Sq. Mtr.
DETERGENT CAKE
Capacity: 1 Ton; Manpower: 7; Area: 300 Sq. Mtr.
DETERGENT POWDER
Capacity: 2 Ton/Shift; Manpower: 7; Area: 300 Sq. Mtr.
DI-CALCIUM PHOSPHATE
Capacity: 10000 Ton/Annum; Manpower: 50; Area: 6000 Sq. Mtr.
LAUNDRY SOAP
Capacity: 2 Tons/Day; Manpower: 8; Area: 500 Sq. Mtr.
PAINT (OIL BASE)
Capacity: 500 Kg/Batch; Manpower: 14; Area: 1000 Sq. Mtr.
PAINT (WATER BASE)
Capacity: 500 Kg/Batch; Manpower: 14; Area: 1000 Sq. Mtr.
PRINTING INKS
Capacity: 2 Tons/Day; Manpower: 20; Area: 800 Sq. Mtr.
SHOE POLISH
Capacity: 100 Kg/Day; Manpower: 8; Area: 550 Sq. Mtr.
TOOTH PASTE
Capacity: 2 Tons/Day; Manpower: 8; Area: 500 Sq. Mtr.
WAX CANDLES
Capacity: 4000 Candles/Shift; Manpower: 1; Area: 200 Sq. Mtr.
FOOD & AGRO BASED AND ALLIED INDUSTRIES

BISCUITS PLANT
Capacity: 5 Tons / Shift; Manpower @ 22; Area: 1000 Sq. Mtrs.
BREAD PLANT
Capacity: 20 Tons/Day; Manpower: 19: Area: 1200 Sq. Mtrs.
ICE CREAM CONE
Daily Capacity -. 100000; Manpower: 6; Area. : 850 Sq. Mtrs.
CANDY PLANT
Capacity: 2 Tons/ Shift; Manpower: 12; Area: 500 Sq. Mtrs.
IODISED SALT
Capacity: 300 Kgs./Hours; Manpower: 9; Area 1000 Sq. Mtrs.
CASHEW NUT PROCESSING
Capacity: 500 Kgs./ Shift; Manpower: 9; Area: 1,000 Sq. Mtrs.
MANGO JUICE
Crushing Capacity: 500 Kg. / hr; Output: 300 Kgs/hr. Manpower: 22; Area: 800 Sq. Mt
CASSAVA STARCH
Daily Capacity: 2 Tons; Manpower: 22; Area: 1000 Sq. Mtrs.
MINI PAPER PLANT (RECYCLING)
Capacity: 10 Tons / Day; Manpower: 12; Area: 3000 Sq. Mtrs.
CASTOR OIL PLANT
Capacity: 3 Tons / Day; Manpower: 5; Area: 500 Sq. Mtrs
PALM OIL
Crushing Capacity: 12 Ton / Day; Manpower: 15; Area: 3000 Sq. Mtrs
CATTLE & POULTRY FEED
Capacity: 5 Tons / Shift; Manpower: 12; Area 1200 Sq. Mtrs.
PAPER (HAND MADE)
Daily Capacity: 1 Ton; Manpower: 30; Area: 1,000 Sq. Mtrs.
EGG TRAY
Capacity: 400 Tray / Hour @ Manpower: 8; Area : 500 Sq. Mtrs.
ESSENTIAL OIL
Capacity: 900Tons/Annum (Herbs); Manpower: 15, Area: 3000 Sq. Mtrs.
FLOUR MILL
Capacity: 30 Tons in 24 Hrs; Manpower: 12; Area: 1500Sq. Mtrs.
FUEL BRIQUETTE PLANT
Capacity: 750 Kgs. / Hrs; Manpower: 6; Area: 1000 Sq. Mtrs.
GROUNDNUT OIL
Crushing Capacity: 12 Tones /Day; Manpower: 9; Area: 1200 Sq. Mtrs
HARD BOILED SWEET
Capacity: 1000 Kgs./ Shift; Manpower: 5; Area: 500 Sq. Mtrs
ICE CANDY
Capacity: 10000 pieces; Manpower: 5; Area: 500 Sq. Mtrs
PINEAPPLE JUICE
Capacity: 50OKg/hr; Manpower 25; Area 850 Sq. Mtrs.
SOYA MILK
Capacity: 300 Ltr./Hr; Manpower: 3; Area: 500 Sq. Mtrs.
SUGAR (MINI PLANT)
Crushing Capacity: 100 Tons/day; Manpower 35; Area 2,000 Sq. Mtrs
SUNFLOWER SEED OIL
Crushing Capacity: 3 Tons/Day; Manpower 5; Area 1200 Sq. Mtrs.
TOMATO JUICE & PUREE PLANT
Capacity: 500Kg/hr; Manpower: 25; Area: 1200 Sq. Mtrs.
LEATHER AND ALLIED INDUSTRIES

LEATHER BAGS
Daily Capacity: 300 Pieces; Manpower: 20; Area: 500 Sq. Mtrs.
LEATHER / CANVAS TRAVEL KITS
Daily Capacity: 300 Pieces; Manpower 35; Area: 800 Sq. Mtrs.
LEATHER BELTS
Daily Capacity: 500 Pieces; Manpower 5; Area: 500 Sq. Mtrs.
LEATHER BRIEFCASES / SUIT CASES
Daily Capacity: 100 Pieces; Manpower: 30; Area: 600 Sq Mtrs.
LEATHER FOOTWEAR
Daily Capacity 300 Pairs; Manpower: 50; Area: 200 Sq. Mtrs.
LEATHER GLOVES (INDUSTRIES)
Daily Capacity: 100 Pairs; Manpower: 15; Area: 100 Sq. Mtrs.
LEATHER GOODS (WALLETS, BELTS, VANITY BAGS FOR LADIES ETC.)
Daily Capacity: 190 Pieces; Manpower: 15; Area: 100 Sq. Mtrs.
METAL GITTINGS FOR LEATHER & TRAVEL GOODS (BUCKLES, SUITCASE HANDLES, WATCH STRAP, HOOKS ETC.)
Daily Capacity: 2000 Pieces; Manpower: 12; Area: 400 Sq. Mtrs.
TANNERY
Daily Capacity: 200 Hides; Manpower: 25; Area: 2000 Sq. Mtrs.
MECHANICAL AND ALLIED INDUSTRIES

ALUMINIUM UTENSILS
Capacity: 20,000 Pieces; Manpower: 7; Area: 1000 Sq. Mtrs.
BARBED WIRE
Capacity: 1 Ton/Day; Manpower: 4; Area: 1000 Sq. Mtrs.
BOLTS AND NUTS
Daily Capacity: 62000 Bolts & 10000 Nuts; Manpower: 17; Area : 800 Sq. Mtrs.
ELECTROPLATING UNIT
Daily Capacity: Depends upon type of work undertaken; Manpower: 1 0; Area: 800 Sq. Mtrs.
PAPER PIN AND GEM CLIP
Capacity: 18 to 25 Kgs/shift; Manpower: 6; Area: 400 Sq. Mtrs.
SPRING (ZIG-ZAG)
Capacity: 250 Feet/Hour; Manpower: 2; Area: 400 Sq. Mtrs.
SPRING COILING
Capacity: 120/Min; Manpower: 2; Area: 500 Sq. Mtrs.
STAPLERS PIN
Capacity: 3500 PMT/Min; Manpower: 2; Area: 100 Sq. Mtrs.
WELDING ELECTRODES
Daily Capacity: 3 Ton@; Manpower: 18; Area: 1000 Sq. Mtrs.
WIRE DRAWING
Daily Capacity: 5 M.T; Manpower: 16; Area: 2000 Sq. Mtrs.
WIRE NAIL UNIT
Capacity: 1 000 Kgs/Day; Manpower: 4; Area: 500 Sq. Mtrs.
WIRE NETTING
Capacity: 350 TO 450 Sq. Mtrs./DAY; Manpower: 7; Area 800 Sq. Mtrs.
PAPER STATIONERY AND ALLIED INDUSTRIES

CARD BOARD BOXES
Daily Capacity: 1000 Nos. (Various sizes); Manpower 7; Area: 1500 Sq. Mtrs.
CARD BOARD BOXES
Capacity: 1000 Box (Various sizes); Manpower: 7; Area: 1500 Sq. Mtrs.
CORRUGATED -BOARD
Capacity: 3 Ton/Shift; Manpower: 18; Area: 1200 Sq. Mtrs.
ENVELOPES &AIR LETTERS
Daily Capacity: 3500 Nos.; Manpower: 16; Area: 300 Sq. Mtrs.
EXERCISE BOOKS & REGISTERS
Daily Capacity: 600000 Nos. (64 Pages each); Manpower: 8; Area: 500 Sq. Mtrs.
PAPER BAGS
Capacity: Max. 7000 Bags/Hour; Manpower: 3; Area: 400 Sq. Mtrs.
PAPER NAPKINS AND PAPER ROLLS
Capacity: 2500 Rolls (Various sizes); Manpower: 18; Area: 2000 Sq. Mtrs.
PLASTIC AND ALLIED INDUSTRIES

DRINKING STRAW PIPE PLANT
Capacity: 3 TO 8 Kg/Hr.; Manpower: 3; Area: 400 Sq. Mtrs.
P.V.C. (FLEXIBLE) PIPE
Daily Capacity: 1 Ton; Manpower: 8 Area: 300 Sq. Mtrs.
P.V.C. (RIGID) PIPE
Daily Capacity: 265 Kgs.; Manpower: 22; Area: 500 Sq. Mtrs
P.V.C. WOVEN SACKS
Daily Capacity: 1 Tons; Manpower: 35; Area: 1500 Sq. Mtrs.
PLASTIC BLOW MOULDING
Capacity: ½ to 20 Ltrs.; Manpower: 3 to 10; Area: 500 Sq. Mtrs.
PLASTIC RECYCLING
Capacity: 100 Kgs /Shift; Manpower: 7;. Area: 9000 Sq. Mtrs.
SHOPPING BAGS UNIT
Capacity: 30 Kgs. /Hour; Manpower: 7; Area: 400 Sq. Mtrs.
RUBBER AND ALLIED INDUSTRIES

CYCLE TYRES AND TUBES
Capacity: 2000 Tyres/Day; Manpower: 36; Area: 2500 Sq. Mtrs.
LATEX FOAM MATTRESSES
Daily Capacity: 180 Kgs.; Manpower: 10; Area: 800 Sq. Mtrs.
RUBBERISED COIR MATTRESSES
Daily Capacity: I Tons; Manpower: 25; Area: 800 Sq. Mtrs.
TEXTILE AND ALLIED INDUSTRIES

SOCKS KNITTING
Capacity: 160 Dozens /24 Hrs.; Manpower: 5; Area 500 Sq. Mtrs.
MISCELLANEOUS

CERAMIC PRODUCTS
Capacity: 10 Ton/ Day Manpower 20; Area 1000 Sq. Mtrs.
CHALK CRAYON
Capacity: 5000 Chalk/Shift Manpower: 1; Area 100 Sq. Mtrs.
GLS LAMP
Capacity: 3000 No./Day; Manpower: 15; Area: 500 Sq. Mtrs.
P.V.C. CABLES
Daily Capacity: 200 Coils (100 Mtrs. each.); Manpower: 104, Area: 1500 Sq Mtrs.
PENCIL (WOODEN)
Daily Capacity: 400 Gross; Manpower: 15; Area: 1,000 Sq. Mtrs.
PHARMACEUTICALS TABLETS UNITS
Capacity: 20000 /Hour; Manpower 13; Area: 350 Sq. Mtrs.
POUCH PACKING (Powder/Granules/Liquid)
Capacity: Upto 1000 Grams; Manpower: 2 to 5; Area: 100 Sq. Mtrs.
NSIC invites enquiries from buyers worldwide with specifications and details. NSIC would make available the projects on turnkey basis at competitive prices.
TOP

Contact Details

The National Small Industries Corporation Ltd.
(A Government of India Enterprise)
NSIC Bhawan, Okhla Industrial Estate, New Delhi - 110020 (India)
Tel : ++91-11-26927232, 26926275
Fax : ++91-11-26926513, 26920907


http://smallb.sidbi.in/%20/thinking-starting-business/big-list-business-ideas-small-business

http://www.nsic.co.in/elibrary.asp  - Project Reports and Profiles


http://nstfdc.nic.in/userfiles/file/model_project_profiles.pdf
(More project plans are there in the report)


Updated 2018 - 24 January
17 December 2017,  18 October 2017, 20 August 2016

India Swadeshi Business Yog and Ved - Patanjali Ayurved - Company and Products - Business Analysis

You save 25 to 50% and also serve the Nation, When you buy 100% Natural & World Class Patanjali Products

The message was communicated to Indians by Patanjali Ayurved.org  (http://www.patanjaliayurved.org  ) through an advertisement in The Time of India Paper on 26 September 2017.

The advertisement gave a price saving chart


Product                          Patanjali Price               Other Brands
                                       Rs.                                Rs.
Honey                            75                                  122
Badam rogan                150                                  230
Refined oil                    115                                 171
Refind soya oil              90                                   130
Aloe vera juice              200                                400
Haldi chandan soap      28                                     64


Patanjali brand is providing both low price and quality with the emphasis on natural, and national service by sanyasis and yogis.

What are the business strategies and tactics of Patanjali top managers, Baba Ramdev and Acharya Balakrisha? 

What assets they have created in the consumer space, supplier space, national mind space apart from the financial assets of the organization?

Patanjali Company Information

Online shopping   https://www.patanjaliayurved.net/     http://patanjaliayurved.org/

for International consumers:  http://www.patanjaliproducts.net/

http://www.tipsmonk.com/2016/03/patanjali-products-list-with-price-latest.html

How to get a franchise of Patanjali ayurvedic products?
The brand is aiming to provide more than 10,000 franchises in India by the year 2017. (What is the target for 2018?)
https://www.franchiseindia.com/wellness/How-to-get-a-franchise-of-Patanjali-ayurvedic-products.9768

The current Franchisee strength of Patanjali is 5000 and the retailers who have taken these Franchisees claim that their per-day turnover is Rs. 25,000/-. There is an average 15% gross profit margin in all Patanjali product categories.
https://www.franchiseindiaweb.in/patanjali-franchise-products-dealership/

News and Analysis of Patanjali Ayurved Business

July 2017

New sect of Patanjali households emerging in India
Of the 100 million households that Patanjali reaches, 49 million are urban households of which 43% tend to buy Patanjali for at least 3 categories of products.
Patanjali has been able to build this loyal household following because of a uniform brand name.
http://www.livemint.com/Consumer/EaWoVepCPE9nUAkea0ReiI/New-sect-of-Patanjali-households-emerging-in-India-report.html

June 2017

In the quarter ended March 2017, , ayurvedic products grew 60% in volume from the year earlier while the overall FMCG segment grew 6%, according to data from Kantar Worldpanel, the consumer insights arm of WPP.

http://economictimes.indiatimes.com/industry/cons-products/fmcg/patanjalis-success-is-rubbing-off-on-entire-ayurvedic-consumer-products-segment/articleshow/59116659.cms

May 2017

The company reported revenue of Rs 9,346 crore from its FMCG business for 2016-17.
Total group revenue including sales from Divya Pharmacy, the Ayurveda medicine division, touched Rs 10,561 crore.

This makes Patanjali, which was set up in 2006, the country’s second-largest FMCG company and the third-largest by FMCG business (Hindustan Unilever Ltd and ITC Ltd are the only FMCG businesses ahead of Patanjali).
https://www.vccircle.com/how-patanjali-outsmarted-older-rivals-to-become-indias-no-2-fmcg-firm/

April 2017

“At Patanjali, we sell products and not dreams or fears."

Patanjali will soon become an international brand.
“We are glad that the Indian youth has started taking pride in Indian products after Patanjali products were introduced to India.
Soon, ‘Made in India’ will become a matter of pride globally,”
http://www.exchange4media.com/marketing/patanjali-is-a-movement-to-build-a-new-indiaacharya-balkrishna_68345.html

January 2017

India’s beauty bloggers are  testing and writing on Patanjali products.

https://scroll.in/article/825852/move-over-foreign-brands-indias-beauty-bloggers-are-also-testing-out-patanjali-products

October 2016

Products we thought Ramdev's Patanjali would never sell.
http://www.businesstoday.in/current/corporate/baba-ramdev-patanjali-eight-products-in-markets/story/235748.html

September 2016
Decoding the groundswell behind Patanjali
"Both research and empirical data demonstrate that finally Indians are unapologetic about their consumption patterns, that they no longer look to the West to validate their choice."
http://www.forbesindia.com/blog/supermarket-wala/decoding-the-groundswell-behind-patanjali/

June 2016

A reality check on Patanjali
http://www.thehindubusinessline.com/opinion/columns/a-reality-check-on-patanjali/article8710429.ece

Make YouTube Videos - Micro Unit Business Opportunity

Source:

https://smallb.sidbi.in/how-videos



Example:  http://www.howcast.com/

Earn money through advertisements.  If thousand people see the video, Rs. 100 may come as income.

You require the ability to conceive and make interesting videos.

If you succeed you can make videos as advertisements for other business firms.


https://smallb.sidbi.in/%20/thinking-starting-business/big-list-business-ideas-small-business

Top 100 Websites for Thinking for Small Business Growth

Top 100 Websites for Thinking for Small Business Growth

5 Essential Principles For Growing Your Small Business - Fast Company


[PDF]Small Business, Big Thinking - nbn
Sep 3, 2016


Designing Your Business: 5 Keys to Growth | Inc.com
Design Thinking Guru, Jeanne Liedtka

How your business can go about thinking small but growing big
Jan 27, 2017



Keys To Develop A Great Small Business Growth Strategy | Young Upstarts

Mar 14, 2017 - There are approximately 28 million small business in the United States.

Thinking Small: The Untapped Secret to Growth - Cox Blue
https://www.coxblue.com/thinking-small-the-untapped-secret-to-growth/
Feb 1, 2017

27 Small Business Statistics to Guide Your Growth in 2017 – iPage Blog
ipage.com/blog/27-small-business-statistics/
May 3, 2017


Start Small, Think Big: 4 Ways Entrepreneurs ... - Business News Daily
www.businessnewsdaily.com/9509-small-business-think-big.html
Oct 24, 2016 - Below are four ways you can grow your small business without a big budget. ...


Why nurturing innovation can improve SME growth prospects
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9 Strategies to Support Sustainable Small Business Growth - Yocale
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Aug 5, 2017


Structure of small business supports sustainable growth - Post-Tribune
Feb 3, 2017

The Secret to Small Business Growth? Invest in Your Employees 
Feb 15, 2017

[PDF]Small Business Growth Quiz - Laforest Consulting
Jan 27, 2017


Planning for Small Business Growth: Strategies to Hit the Next Level
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Jul 31, 2017 - Once the money is coming in and your operation is sustaining itself, you want to start thinking about growth. How do you achieve growth?


7 Lessons Small Businesses Can Learn From Tech Startups - Forbes
Oct 17, 2016

5 Ways To Operate Your Small Business Like A High-Growth Strartup - Forbes
Jul 31, 2017


FAQ - Small Business Growth Partners
smallbusinessgrowthpartners.com/faq/
Dec 27, 2016

4 Key Qualities to Look for in a Small Business Advisor
Apr 6, 2017
Coaching mentality, Small business background, Long-term thinking, Similar values

Growth for small businesses | Think Sandwell
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Growth | Fresh Business Thinking
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Forward thinking accounting for small businesses - Concur
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May 1, 2017

How to Acheive Fast Business Growth with a CEO Mindset | Podcast ...
melaniebenson.com/how-to-achieve-fast-business-growth-with-a-ceo-mindset-podcast/
Mar 1, 2017

Small Business Innovation for Growth | Egypreneur
www.egypreneur.com/advisory/small-business-innovation-for-growth/
Jun 1, 2017


10 Growth Hacks for Small Businesses in 2017 – Aumcore Blog ...
www.aumcore.com/blog/2017/02/20/10-growth-hacks-for-small-businesses-in-2017/
Feb 20, 2017 - Small business growth can come in a variety of ways.

Think like a growth hacker and grow your small business
Oct 6, 2016
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5 ways to stay innovative and fuel business growth - TruShield Insurance
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Feb 25, 2017 - One of the keys to the success of any small business is continued growth. Innovation and forward-thinking are vital factors to driving the profitability of your ...

The Growth Hub Network: At the forefront of delivering the UK
digileaders.com/growth-hub-network/
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Business & Finance Blog | FinTech – The Future for Small Businesses ...
https://www.thinkingcapital.ca/blog/fintech-the-future-for-small-businesses
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Working capital needed for growing a small business

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7 Roles of Entrepreneurship in Economic Development of a Country
Feb 13, 2017

Why Trade Shows Still Matter For Small Business Growth | OECS ...
oecsbusinessfocus.com/why-trade-shows-still-matter-for-small-business-growth-2/
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How Creativity and Visual Thinking Can Boost Your Business ...
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Building a long-term sustainable small business in a short-term world - Microsoft Small Business Blog
Jan 23, 2017

How to Plan an Effective Small Business Growth Strategy - Envato Tuts+
https://business.tutsplus.com/tutorials/small-business-growth-strategy--cms-29036
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[PDF]NSW Small Business Strategy - NSW Department of Industry
Jun 21, 2017

Change your thinking to build a marketing community
Sep 12, 2016 - But never be mistaken: marketing that's targeted, relevant and future-focussed can take you to the heights of business growth

The role of the business school in sustaining a regional entrepreneurial eco-system
Sep 6, 2016 Unlocking Growth - The role of Business Schools.

Upland Consulting: Business Growth Specialist – Peer Magic : Upland ...
www.upland.com.au/peer-magic/
Mar 16, 2017 - How do small-to-medium (SME) business owners get access to the thinking, tools and resources for business growth that larger companies have?

BRAVE | Supporting small business
https://www.brave.org.uk/
Jul 17, 2017 - BRAVE Enterprise is Bristol's leading small business advice service. ... thinking about starting a business or becoming self-employed for the first time; starting a business ... Training and development are key to business health and growth.

Small businesses seeking growth should see themselves as global ...
fedexbusinessinsights.com › Home › SME
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Goldman Sachs | Our Thinking - Market Growth in an Aging Japan
www.goldmansachs.com/our-thinking/pages/market-growth-in-an-aging-japan.html
May 1, 2017

Zombie startups: why are entrepreneurs failing to grow their ...
https://www.theguardian.com › Guardian Small Business Network › Small business
Aug 7, 2017


Small Business Center | WEEDC - Windsor Essex Economic ...
www.choosewindsoressex.com/smallbusiness
May 15, 2017 - The Small Business Centre is a one-stop source for information, guidance and ... in partnership with the Ontario Ministry of Economic Development and Growth.

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https://startuptogrowth.com/programs-services/
Jun 27, 2017 - Small Business Programs and Services for Startups and Growth Businesses.

Small Business Growth « Social Entrepreneurship Ideas
https://luminarysba.com/category/small-business-growth/
May 6, 2017 - Posts about Small Business Growth

How to Write a Growth-Centric Business Plan for Your Small Business
Sep 15, 2016 - Having a forward-thinking plan contributes to success.

Geoff Wilson: Managing Business Growth - GoSmallBiz
gosmallbiz.com › Startup




How to encourage divergent thinking for future success ...

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https://realise.business/event/profitable-ideas-10-innovative-thinking-principles-growth/
May 25, 2017 - The ability to adapt your thinking, and innovate is critical for business growth.


Let Cloud Technology for Small-Business Growth Simplify Your ...
https://www.vonage.com › Home › Perspectives
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Business growth Archives | The UK Domain
https://www.theukdomain.uk/business-growth/
Aug 16, 2017 - Check out our blog posts around Business Growth and learn about how to expand ... As a small business, you're always thinking of ways of getting your name in ...


Business Growth Wales: Home
www.businessgrowthwales.co.uk/
Jun 20, 2017

8 Business Growth Factors You Can Influence and Grow Your ...
yoursmallbusinessgrowth.com/8-business-growth-factors/
May 26, 2017



Square One FUEL Small Business Information Expo
squareonesask.ca/fuel/
Jul 20, 2017 - Speak to the experts that can help start or grow your small business!


As 2016 Winds Down, It's Time to Plan For The New Year.
https://www.entrepreneur.com/article/284638
Nov 29, 2016 - Why Collaboration Is an Easier Route to Small Business Growth


9 Tips For Growing A Successful Business - Investopedia
www.investopedia.com/articles/pf/08/make-money-in-business.asp
Mar 7, 2017


Small Business Strategy | Tara Gentile & Profit. Power. Pursuit.
taragentile.com/
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Small business growth on tap at Curtin | Business News
https://www.businessnews.com.au/article/Small-business-growth-on-tap-at-Curtin
Aug 14, 2017 - Small business growth on tap at Curtin.

A Small-Business Owner's Introduction to Growth Marketing - Salesforce
https://www.salesforce.com/ca/blog/2016/12/intro-to-growth-marketing.html
Dec 22, 2016 - A Small-Business Owner's Introduction to Growth Marketing. December 22, 2016 ... Growth marketing, however, depends on thinking outside the box. It's highly ...


8 Business Technology Trends Driving Small Business Growth ...
hubworks.com/blog/8-business-technology-trends-driving-small-business-growth/
Mar 7, 2017 - 8 Business Technology Trends Driving Small Business Growth ... your payment process, but you are letting consumers know that you are forward-thinking.


17 Statistics Every Business Owner Needs to Be Well Aware Of
https://www.fundera.com/blog/small-business-statistics
Jul 19, 2017 - If you own a small business—or are thinking about starting one—you're in ... Small businesses have consistently played a major role in economic growth ...


The importance of partnerships for small business growth - DueCourse
https://www.duecourse.com/.../the-importance-of-partnerships-for-small-business-gro...
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Community - Thinking Bigger Business
ithinkbigger.com/about-us/community/
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Small businesses outpace large organizations in payroll growth - The ...
https://www.theglobeandmail.com/...business/small-business/...growth/small-businesses...
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https://sbvdr.admin.ufl.edu/news-events/
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Big Thinking Business: Homepage
https://www.bigthinkingbusiness.com/
Jul 12, 2017 - We are here to help New Zealand Businesses Fast Track Their Growth ... The Big Thinking Business Forums are a series of half day gatherings designed to ... New Zealand small to medium businesses are at the heart and soul of the country.


Growth ideas - our blog about small business growth - Sprint for Growth
sprintforgrowth.com/growth-ideas/
Aug 7, 2017 - Interesting new ideas on growth for start-ups and small businesses. From thinking differently about business, to practical examples - they're all here!


What Is Scalability in Business? | 5 Scalability Keys - Infusionsoft
https://learn.infusionsoft.com/growth/planning-strategy/what-is-scalability-in-business
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Three Reasons Your Business Growth Is Stagnant - GoEdison
https://goedison.com/blog/three-reasons-your-business-growth-is-stagnant/
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Re-thinking SME disadvantage in public procurement | Journal of ...
www.emeraldinsight.com/doi/abs/10.1108/JSBED-03-2017-0114
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Digital Marketing Drives Sustainable Breakthrough Business Growth ...

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Entrepreneurship, Like Life, is About Thinking Positive
https://smallbiztrends.com/2017/06/family-business-planning-business-cartoon.html
Jun 2, 2017 - When I create custom cartoons for clients, I always give them three or four jokes from which to choose. Skip. I used to play this little game with myself, predicting ...


7 Killer Growth Tactics for Small Businesses in 2017 - Ninjodo
ninjodo.com › Marketing
Jan 21, 2017 - We're determined to give you best and actionable small business tactics. ... and growth is THE NUMBER ONE thing that small business owners struggle with. .... you need to be aware that customers are always thinking “What's in it for me?!


Business Growth · North East LEP
www.nelep.co.uk/business-growth/
Oct 8, 2016 - business growth: growing local business. ... An online platform to help micro, small and medium enterprises access the business funding and support they need to ... Designed to stimulate new thinking and collaboration, the business support ...

Northamptonshire Growth Hub | Support for Your Growing Business
www.northamptonshiregrowthhub.co.uk/
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Business Growth Strategic Planning Coaching & Consultancy ...
engineeringbusinessgrowth.com/business-growth-strategic-planning-coaching-consult...
Sep 24, 2016 - Strategy on a Page – Business Growth Planning, Coaching and Consultancy ... towards your business ambition is a difficult journey for any Small Business Owner. ... This thinking time alone will have a positive impact on you and the business ...


The Power of Creative Thinking | Pure l Warwickshire Business ...

Apr 19, 2017 - The subject of the seminar was 'The Power of Creative Thinking for SME Businesses'. .... culture to innovative, it is also critical for success for small businesses. ... And the increase in business growth necessitated the recruitment of 5 new ...


NSBA | The Road Ahead: Small Business in the 21st Century
www.nsba.biz/?page_id=11523
Sep 7, 2016 - ... you advice on how to be forward thinking when it comes to your small business. ... Tom Secor & The Road Ahead: How Regulations Stifle Business Growth.

[PDF]Thinking Global - World First
https://www.worldfirst.com/downloads/Think_Global_WorldFirst.pdf
Oct 3, 2016 - and medium-sized businesses to look beyond our island for business growth and ... business. Exporting brings with it myriad benefits including helping small ...


Improving employee innovation | Business Victoria

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[PDF]business skills workshops - Indigenous Business Australia
www.iba.gov.au/wp-content/uploads/20161205_Flyer_BusinessSkillsWorkshops.pdf
Dec 5, 2016 - an idea for starting a business or are just thinking about it, these ... To operate a small business successfully, it is important to have the ... growth workshops.




Business Alliances – Strategy For Small Business Growth | Innovation ...

Nov 6, 2016 - If a small business is serious about gaining access to new markets, ... Some alliances are natural matches, while others require some creative thinking. I've listed ...



Small Business Growth | Events That Sell
https://eventsthatsell.net › Blog › Mentoring and Coaching
Oct 2, 2016 - Category Archives for Small Business Growth. Recent Posts. My Superhero: ... I have been thinking about my mum, Mary, a lot lately. Thankfully, she is still alive ...



5 Signs Your Small Business Is Growing Too Fast - Nextiva

May 3, 2017 - Growing a small business requires planning, and I've seen businesses grow too ... When I give small business advice, I focus on the idea of controlled growth in ... to get overwhelmed, slow down and start thinking through your growth strategy.




Forum 4 Business Growth – Businesses helping businesses
f4bg.com.au/
Oct 12, 2016 - Forum 4 Business Growth is a group of positive and like-minded small business people. We meet regularly for lunch meetings which include a featured guest ...

800Fund.com Resolutions 2017: Three Small Business Marketing ...

Dec 30, 2016 10 Small Business Growth Strategy Ideas 2016 - YouTube




Video for thinking for small business growth▶ 22:50
https://www.youtube.com/watch?v=A1oK9zqBOSo
Sep 9, 2016 - Uploaded by Justin Bryant
10 small business growth strategy ideas for 2016. Tips for expansion, efficiency and upscaling. - http ...
The 10 biggest challenges businesses face today (and need - Hiscox
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Mar 24, 2017


Business Growth System: Amazon.com
https://www.amazon.com/slp/business-growth-system/ucn6yvet5fbr7oy
Apr 28, 2017


One year on, Xero Asia is an Engine of Growth | Xero Blog
https://www.xero.com/blog/2017/04/asia-1-year-engine-growth/
Apr 21, 2017 - We've brought together small business owners, accounting and bookkeeping ... These are just three examples of innovative and forward thinking, local small ...


Applications Now Open for Aston Programme for Small Business Growth

3 days ago - Aston Programme for Small Business Growth The six-month programme provides practical workshops taught by experts in SME ... Thinking of applying?


Thinking Differently about Entrepreneurs and Poverty · Living Cities

Oct 26, 2016


Growing a Business - Leeds Grenville Small Business Enterprise Centre
www.lgsbec.com/services/growing-your-business/
Apr 20, 2017 - Empowering Business Growth. When it comes to growing your existing business, you need to know yourself and your team. What are your strengths and ...


Starting small, thinking big: building a better platform for SME growth ...
www.eurobiz.com.cn/starting-small-thinking-big-building-better-platform-sme-growth/
Dec 6, 2016 - big-man-small-man One of the keys to SMEs' success is a focus on long-term economic growth and financial stability. They should start by adopting a business ...