Entrepreneurs are recognized for their significant role in shaping industry and contributing to the development of the global economy. During the past decade, entrepreneurs have been the primary driver behind a myriad of inventions that have led to the creation of a host of new products and services which have also created employment opportunities. Thereby helping to raise the standard of living by generating sustainable income to improve the welfare of many at risk populations; promoting economic mobility for millions of people around the world and fostering the accumulation of wealth. These tangible outcomes were derived as a result of leveraging access to education and a variety of technology programs designed to raise the status of women in Indian society.
Since 2014, India has undergone a series of post-election economic reforms. As a result, the outlook for India’s long-term growth is considered moderately positive because its demographics reflect that its younger population is primarily responsible for India’s integration into the emerging global economy. This situation is further complicated by the lack of efficient strategies and/or the rigorous framework required to accommodate the urgent needs arising from the ongoing rural-to-urban migration. In addition, these adverse conditions are further impacted by the inadequate availability of and general lack of access to basic technical training and higher education especially for females. India has achieved an over-all population literacy rate of 74.04% which is considered good for a developing country in the BRIC socio-economic construct. However, while the metrics for literacy among Indian females is estimated as 65.46% this is quite low when compared to males at a higher rate of 82.14%.
Discrimination against females in obtaining education and technical training causes limited access to non-agricultural employment opportunities, which poses significant long-term socio-economic challenge to economic achievements. While India is recognized as having the world’s second-largest labor workforce, it must pay particular focus on public sector reform, (e.g. agriculture, education, energy security, public health, nutrition, rural development, transport infrastructure), over the course of the next few decades. According to a 2011 PricewaterhouseCoopers report, India’s GDP is expected to grow at an annualized average of 8%, making it potentially the world’s fastest-growing major economy until 2050. India’s GDP at purchasing power parity could overtake that of the United States by 2045. The report highlights key growth factors: a young and rapidly growing working-age population; growth in the manufacturing sector because of rising education and engineering skill levels; and sustained growth of the consumer market driven by a rapidly growing middle class.
Developing countries such as India must find cost-effective ways to adopt solutions and mobilize all of its population – particularly women – to ensure that it is able to fully utilize its tremendous amount of human resources. Programs such as All India Road (AIR) Show will be able to assist in the mobilization of resources to alleviate poverty through the skills development training designed to promote entrepreneurship among women. The proposed program requests $108,313.43 to deliver activities as outlined in the schedule.
Empowering women is considered a key element in measuring the development of an emerging economy. There is an implicit rule that women hold a unique position in every society because of their ability to impact the standard of living in their household and local community. The productive utilization of women in the labor force has also been noted to generate improved household income and generally increase GDP productivity. Although women make up approximately 50 percent of India‘s population, the economy (e.g. trade and commerce) is primarily dominated by men. Given this fact, it is no surprise that most entrepreneurial ventures are also predominantly spearheaded by men.
However, this situation presents a critical problem as real economic development cannot be realized if women continue to be bypassed because women represent approximately a half of India‘s population. To achieve economic parity, a socio-economic revolution must take place to enable Indian Women’s ability to fully participate in all kinds of economic activities as this is essential to support achieving the objective of raising the status of women in Indian society. The lack of women as employees or business owners in key economic sectors is historically based upon the bitter legacy of socially constructed systems and cultural norms. A philosophical revolution and paradigm shift is needed in order to change society’s attitude and to establish new norms that provide women with greater access to marketplace opportunities and a greater role in India’s growing democracy.
Today, it is estimated that only 7 per cent of Indian entrepreneurs are women. In order to improve its standard of living in their immediate household, India must strive to fully utilize all of its human resources. To achieve this favorable outcome will require significant collaboration from the Indian government in tandem with various private sector actors who must work together to achieve tangible outcomes.
India’s first Prime Minister, Pandit Jawaharlal Nehru, stated that “―in order to awaken people, it is the woman who has to be awakened. Once she is on the move, [then] the household moves, the village moves, the country moves, and thus, we [will] build the India of tomorrow.” In most communities, Women entrepreneurs are generally considered an important catalyst for economic development regardless of their social status. Entrepreneurship is a pathway for Indian women into economic mobility serves as one of the key conduit capable of securing a way out of poverty providing access to social equality and economic equity.
Hence, the Indian women must be prepared to demonstrate their ability to work smart adopting innovation; understanding the impact of new technologies and can leverage novel business concepts to create viable market opportunities. Consequently, business choices should not be limited to traditional enterprises (e.g. food processing, cosmetics, home based services, garments manufacturing, etc.) or small enterprises (e.g. ancillary customer support services, maintenance and repair of mechanical and electrical goods) that are generally seen as appropriate for women. Instead, the scope should be expanded to include many more options (e.g. Energy, Engineering, and Electronics) that prove that women business owner(s) are capable of undertaking a variety of business models.
The following are some of the key factors that need to be addressed to facilitate greater participation of women in entrepreneurship:
• Access to capital
• Understanding free market principles of risk and reward
• Technology training and education
• Exposure to new markets and opportunities
• Training and education in local, regional and national business and economic drivers
This deficiency with respect to critical technical skills, basic subject matter knowledge, and marketing savvy compounds the situation as a lack of essential experience, that impacts the ability of women to pursue start-up ventures or succeed in building and/or expanding their micro business enterprises.
GoInwards will apply its proposed AIR program to help overcome these challenges by leveraging its innovative training framework designed by KPMG’s Mary Hester- Clifton to support the following key program goals and objectives:
• Identify a target population of women who will be provided training and education to strengthen their business acumen and technical skills.
• Assist women in identifying relevant local, regional, and national marketplace opportunities.
• Identify and secure partnerships that will increase access to capital for entrepreneurial activities.
• Provide practical business tools, skills and mentorship opportunities to Indian women entrepreneurs that build trust and confidence.
• Connect Indian and American entrepreneurs’ in-person and virtually to assist them with start-ups ventures and overcoming challenges to sustain their enterprise.
• Organize five (5) skill-development entrepreneurship workshops and TED talk style speaking tours in five (5) cities across India.
This program brings together subject matter experts from the private, public, nonprofit sectors, and academia. Together this cadre of Subject Matter Experts will work closely with other in country contacts to facilitate the successful development and delivery of the All-India Road (AIR) Show on Women’s Economic Empowerment through Entrepreneurship. GoInwards entrepreneurial training and mentoring program is designed to provide effective strategies that impart knowledge, and technical skills, while also nurturing the ability of program participants to successfully adopt key solutions connecting the course work to their real world needs. Thereby, establishing sustainable enterprise(s) that serve to accelerate economic growth and foster business development.
All-India Road (AIR) Show on Women’s Economic Empowerment through Entrepreneurship.
We entitled this program: AIR for Aspiring Women Entrepreneurs, as this brand identity is created envisioning the ultimate principles, goals, and objectives of the program. GoInwards is committed to branding this initiative graphically as we believe that verbal and graphic branding is essential to attracting the right indigenous participants and partners and needs to be developed in a manner that resonates locally.
The workshop design methodology is based on a published business book ‘The Opportunity Analysis Canvas by James V. Green’, where this book can be leveraged by participants, workshop facilitators, and mentors to continue learning, coaching, and mentoring in a post-workshop environment.
Elements taken into consideration to produce quality learning products and experiences:
We plan, create, and prepare so that our workshop is:
• Relevant and productive, but memorable
• Inspirational and incredibly valuable for everyone involved
• Provide practical tools and skills to set up and establish profitable and sustainable businesses.
• Connect participants with American and Indian entrepreneurs and mentors both in person and virtually to help them overcome the challenges that are inevitable in the long road from an idea to establishing a successful enterprise.
Note: Facilitators will be briefed to keep these goals at the center of the discussion and activities.
• Understand the connection between thinking like an entrepreneur and identifying opportunities that will build businesses against all odds
• Assess how to fulfill your customers’ needs through innovation, finance, use of technology and marketing despite marketplace conditions
• Apply value key challenges to run start-ups
Establish mentoring relationships and practice mentoring techniques that continue the sharing of best practices (both in person and virtually)
The GoInwards AIR program intends to train a total of 125 participants by providing access to focused skills development and entrepreneurial training workshops and a complimentary set of internship opportunities to facilitate talent development (e.g. coaching/counseling and mentorship assistance.) The curriculum was designed to meet the requirements as outlined in the grant. Two different tracks (seminars and workshops) were developed with certifications to validate proficiency basic skills needed for participants to become qualified as ‘harnessed’ business owners.
In general, the training under the AIR program is designed with 5 core phases:
1. Co-requisite workshop training (as determined by participant interest)
2. Basic technology skills development
3. Introductory entrepreneurship courses to provide simulated experience
4. Workshops which result in badges/certification in a specific topic or specialized skill area
5. Mentoring support to address handling challenges arising from real world experience
Applications receipt and finalizing participants:
• A website will be created that will have details of this program and registration module for the workshops.
• This initiative will be given due publicity through various means elaborated elsewhere in this document.
• As the workshop cities and venues are finalized, the website will be updated with details. Details will be sought from the applicants during registration that are in line with the criteria to select suitable candidates. These details, with any supporting documents, will be provided online by prospective participants through this web portal.
• These details will be consolidated and shared with program lead and concerned officials from the U.S. embassy. They will shortlist around 30 participants. (Some may drop out and we should have 25 attending.)
• These participants will be informed about their selection over e-mail and phone. They will be reminded two days before the workshop on phone and e-mail.
Inauguration and interaction with institutions, NGOs, incubators, and media:
• We will organize a two-hour event on day 1 of the visit.
• This event would be done at the same hotel as the workshops.
• It is proposed that this event be held in the afternoon from 3:00 to 5:00 p.m. followed by tea.
• We will assemble about 50 people from NGOs, institutions, incubators, women’s bodies, state government department’s officials, and media. This will be done through e-mail campaigns, tele-calling, and personal visits.
• This event can be addressed by the U.S. entrepreneur and embassy personnel. The event topic could be the launch of this program, Entrepreneurship and Women Empowerment.
• We propose to organize one-on-one meetings with press personnel on the sidelines of this event.
• Gender, age
• Registered name, address, mobile, e-mail id
• Educational qualifications
• Details of work experience if any
• Existing entrepreneur or planning to become an entrepreneur
• When did they start the enterprise?
• When do they want to start building their own enterprise?
• What is the nature of business that they have/propose to set up?
• Provide brief write-up on the business/business idea
• Have they received any entrepreneurship training earlier? If yes, please give details of when, duration, and the organization conducted.
• What are the goals they have set for themselves five years into their venture?
• Number of employees, market share, brand recall, or any other way to describe their goals
• Have they taken any advice from any professional on running their business?
• Applicants will be asked to upload their photograph, ID proof, and educational credentials on the site
• Instruction of 16 hours
• Minimum 25 Indian participants
• Led by one American woman entrepreneur and one Indian trainer/facilitator
• Focus on building businesses against all odds
• Tips on innovation, finance, use of technology, marketing
• Advise on key challenges to run start-ups and share best practices
• Mentoring (mentee and mentor best practices, local and virtual mentoring)
Who will attend:
• 25+ Aspiring Indian Women Entrepreneurs
• 2+ American Women Entrepreneurs and Business Leaders
• 2+ Indian Women Entrepreneurs and Business Leaders
Note: Profiles required for All Attendees in prep for Virtual Introductory Welcome Session
• Led by top American women entrepreneurs
• Lead sessions at various NGOs
• Lead sessions at entrepreneurship and educational institutions
• Hold meetings with state government policy makers
• Conduct media interviews
• Send invitation letter to participants
• Schedule and hold a virtual introductory welcome session
• Introduce facilitators and participants
• Introduce pre-read materials, pre-work and Social Media Site
• Create excitement about participating in the workshop
• Hostess to welcome all participants, hand over the workshop material, collect feedback, and assist the speaker as necessitated
• Participants will be asked to download MyEvent Gateway App when they come to the workshop. This app will be used for check-in, conduct of polls, to take feedback, and to send out copies of presentations, photos, videos, and communication with the participants.
• Online virtual group orientation session
• Entrepreneur personality style self-assessment diagnostic tool – The Power of Zigging When Everyone Else Zags, by Linda Rottenberg
• Pre-read – The Opportunity Analysis Canvas by James V. Green
• Virtual book club
• Reading list of 25 best books for entrepreneurs – http://www.inc.com/business-insider/best-books-for-entrepreneurs.html
•Transportation/accommodation
This strategy has dual objectives, first to make the key stakeholders like government agencies and NGOs aware of such an initiative by the U.S. government and secondly to attract applications from aspiring entrepreneurs to apply and be a part of this effort. Not only is essential for this program to have healthy communication, but also how communication strategies are a key component for effective coordination, and most importantly, strengthened collaboration, also known as Neaves’ 3-C’s. Below is an outline of specific media amplification activities:
• Create a website for this initiative to facilitate awareness and registration for the workshops.
• Create a Facebook page for this initiative and post developments as they take place.
• Publish content on the initiative in other social media platforms like LinkedIn, Twitter, YouTube, blogs, etc. A social media specialist will be engaged for 45 days leading up to the workshop.
• Send press releases to all leading newspapers both in English and vernacular, in the cities chosen for workshops and consular towns.
• Invite local media for a one-on-one meeting with U.S. entrepreneurs on day 1 of the visit.
• Place two advertisements in local newspapers of workshop cities, explaining the initiative and seeking applications. Vernacular newspapers would be used for this purpose.
• Place advertisements on Facebook focusing on women from our target segment in the focus cities. We will address women of the age group of 22 to 35 years of age, belonging to the workshop cities with an interest in entrepreneurship, etc.
• Initiate e-mail campaign among Channel Technology’s database of entrepreneurs, incubators, and postgraduate teaching institutions.
• Hold personal meetings with some key stakeholders in the state.
Various PR and media activities will be used to promote and amplify the proposed program. Out of a plethora of options available, we will look to leverage regional and national digital media. In the era of global cyber technology, digital/social media is one of the best ways for brand promotion.
Media outreach and brand recognition will give us direct feedback and will help us to achieve the program results with a limited budget. Program results will be achieved when content is shared, either through organic engagement, within social marketing channels thereby increasing your word-of-mouth exposure. By digital media amplification, there will be more exposure to target potential niche followers, influencers, and engages. Also, we will create content tailored specifically for this grant program. This content will be relayed through various social media channels to get social shares from individuals, attention from bloggers and influencers, placement on high-ranking sites and coverage by traditional media.
To ensure media and exposure impact we propose to implement media metrics to ensure our media amplification strategy is effectively attracting our indigenous target audience. The goals and metrics are summarized in Figure 4 below.
From the five (5) skill-development entrepreneurship workshops in five (5) cities across India we will track and monitor the success of this engagement using the following milestones:
• Percent of the target population of women who will be provided training and education to strengthen their business acumen and technical skills.
• The number of new local, regional, and national marketplace opportunities introduced to target audience.
• The number of partnerships secured that provide access to capital for entrepreneurial activities and percent increased of capital accessible to target audience.
• Percent of the target population trained in practical business tools and skills
– Number/Percent of mentor relationships established, and
– Number/Percent of entrepreneurial initiatives established from target population
• The number of US and Indigenous partnerships established.
We will baseline expected targets at for each category of strategic partner (academic, NGO, financial, industry, etc.) and measure against these targets.
Milestones
Figure 5: Project management disciplines
The proposed program delivery model is pragmatically organized around the five phases of the Program Management approach: Scope, Organize, Execute, Check, and Transition. GoInwards will provide detailed activities associated with each engagement phase before the official launch of this initiative.
Nazakat is committed to an optimally run program with a project life-cycle run on-time, on budget to meet the goals laid out in this proposal. To achieve this, a “one program, one team” unified approach will be applied across the engagement period to create synergies for effective program delivery. Also we have also established an Advisory Council comprise of senior executives from the public/private sector to provide strategic guidance towards meeting the objectives of this program. The GoInwards team structure is depicted in Figure 6.
Figure 6: Team structure
Sustained program performance encompasses a series of innovative approaches to monitoring the human response linked to fundamental social institutions as clusters of attitudes, beliefs, and practices. Known as social climate analysis, this approach establishes base levels and monitor changes in the knowledge, norms, and behaviors among participants associated with a particular program. Through the use of structured pre and post-assessment surveys as well as workshop evaluation forms. Nazakat believes this will provide an effective method to identify successful message delivery, training results and the increased role of women in a more diversified workplace.
The pre and post-assessment questionnaire will gauge candidates’ self-reported perception of their knowledge, skills, and abilities asking them to rate their level of proficiency. They will be given a survey before the program’s commencement as well as upon its completion, to gain a better understanding of the impact the program had on their learning outcomes.
Results from the pre and post surveys will be analyzed quantitatively to isolate relevant differences will be reviewed by the project team through one-on-one discussions to determine quantitative results as well. The workshop evaluation form will be provided to gauge candidates’ reactions to the: a) mentor interaction, b) workshop organization, content, and delivery, and c) and structural format. It will also provide the opportunity for candidates’ to express which learning outcomes were the most beneficial as well as if they feel any modifications are needed. All data sharing protocols will adhere to the uniform standards set forth by the funding agency.
GoInwards’ sustainable framework is built on the assumption that this initiative is not a standalone activity, but rather one of several elements in a long-term commitment to developing sustainable initiative(s) and support emerging businesses throughout India. Our framework is agile and specifically designed to build lasting alliances with non-profit organizations, business, academic institutions, and public sector agencies. This approach will enable Nazakat to navigate across various multi-disciplinary environments to establish social capital, build trust, and maintain effective alliances and partnership connections.
GoInwards, a 501(c)(3) non-governmental organization, is chartered to advance wellness through integrative health related awareness, prevention, intervention, and resilience-based educational programs.
