INNOVATION AND STARTUP

PRACTICUM

BONAFIDE CERTIFICATE

Register No. :
Name : __________________________________________
Course : __________________________________________
Semester : __________________________________________
College Name : __________________________________________
__________________________________________

Certified that this is the bonafide record of work done by

the above student in the subject “INNOVATION AND STARTUP
PRACTICUM” during the academic year 20 – 20 .

MARKS
AWARDED

Signature of Staff-in charge Signature of HOD

Submitted for the board practical examination held on ______________

Internal Examiner External Examiner

 C o nt en ts
Page Nos.
Unit – I. Introduction to Innovation ⁄⁄⁄⁄......⁄⁄⁄. 1.1 – 1.8

Unit – II. Incubation Clubs, IPR, Patents

and Copyrights ⁄⁄⁄⁄......⁄⁄⁄⁄... 2.1 – 1.14

Unit – III. Government and Non-Government

Funding Schemes for Start-ups ⁄⁄⁄ 3.1 – 3.19

Unit – IV. PowerPoint Presentation ⁄⁄⁄⁄......⁄⁄⁄⁄ 4.1 – 4.33

Unit – V. Exposure to Industry ⁄⁄⁄⁄......⁄⁄⁄⁄...... 5.1 – 5.5

APPENDIX
I. Sample PowerPoint Presentations ⁄⁄⁄⁄..... A.1 – A.16

II. Sample Industry Visit Project Report........ A.17 – A.39

MODEL QUESTION PAPERS ⁄⁄⁄⁄............ ............. Q.1 – Q.2

!
 1020235654 L T P C
INNOVATION AND STARTUP
PRACTICUM 1 0 2 2

DETAILED SYLLABUS

THEORY Hrs.
Unit – I: INTRODUCTION TO INNOVATION
An Introduction to Innovation and Creativity - Innovation in current
Environment - Types of Innovation - Challenges of Innovation - Steps of Innovation 6
Management - Divergent v/s Convergent thinking - Design thinking and
Entrepreneurship.

Unit – II: INCUBATION CLUBS, IPR, PATENTS AND COPYRIGHTS

Idea Generation - Incubation Clubs - Prototype Development - Marketing of
Innovation - Management of Innovation - Creation of IPR -Types of IPR - Patents and 6
Copyrights - Patents in India - Technological and Non-Technological Innovation
Process.

Unit – III: GOVERNMENT AND NON-GOVERNMENT FUNDING

SCHEMES FOR START-UPS
An introduction to Start-up - Start-ups in India - Procedure for registration of
Start-ups - Business Model - Business Plan - Case Studies - Opportunities and 6
Challenges - Funding supports from Government Schemes - MUDRA, TANSEED
NEEDS, PMEGP, UYEGP - Non-Government Schemes - CSR Fund - Angel Investors -
Venture Capitalist.

Unit – IV: POWER POINT PRESENTATION

All the students have to select a minimum of 2 topics from the list given below.
They are expected to collect the resources with the help of faculty assigned to them
to prepare PPTs for presentation.
1) Idea Generation.
2) Innovation Management. 9
3) Product Development.
4) Business Model Innovation.
5) Organizational Culture and Change Management.
6) Leadership and Innovation.
7) Barriers to Innovation.
 8) Innovation Marketing.
9) E-Commerce success stories (any one).
10) Role of Start-ups in Higher Education.
11) Professional Networking in Building Brands.
12) How to start a start-up in India.

Unit – V: EXPOSURE TO INDUSTRY

All the students should visit and study the nearby industries, incubation
centres, start-ups etc., and select any one to prepare a project report which covers
the Name of the Industry/Organization, Introduction of the Industry, Type of the
18
Industry, Scope of the Industry, Plant Layout and Location, Details of Plant and
Machineries, Process flow chart, Manufacturing Methods, Process of
Manufacturing, Product Manufacturing, Quality Control, Marketing, Product selling
- Conclusion.
Total 45

ASSESSMENT METHODOLOGY

Continuous Assessment (40 marks) End Semester

Examination
CA–1 CA–2 CA–3 (60 marks)
Submission of
Seminar Practical
Class Assessment Industry Visit
Mode Presentations Examination
(Unit I, II & Unit III) Project Report
(Unit IV) (Project)
(Unit V)
Duration 2 Periods -- -- 3 Hours
Exam Marks 50 20 30 100
Converted to 10 10 20 60
Marks 10 10 20 60
 CONTINUOUS ASSESSMENT – 40 MARKS

[Link]. Description Marks

Class Assessment (50 marks) - Unit – I, II & III

Written Examination - Theory Questions
CA - 1 10 marks
10 questions out of 15 questions (10 x 3 marks :30 marks)
4 questions out of 6 questions (4 x 5 marks : 20 marks)

Seminar Presentations
CA - 2 (20 marks - each topic carries 10 marks) - Unit IV 10 marks
Students should present any two topics with PPTs

CA - 3 Submission of Industry Visit Project Report - (30 marks) - Unit V 20 marks

Total 40 marks

END SEMESTER EXAMINATION - PROJECT EXAM

Students should be assessed for 100 Marks both by the internal examiner and external
examiner appointed by the Chairman Board of Examinations.

DETAILED ALLOCATION OF MARKS

[Link]. Description Marks

Written Examination - Unit – I, II & III (Theory Questions)

Part – A i) 10 questions out of 15 questions (10 x 3 marks = 30 marks) 45
ii) 3 questions either or pattern (3 x 5 marks = 15 marks)

i) Presentation of Industry Visit Project Report 25

Part – B
ii) Interaction and Evaluation 30

Total 100
 NOTE
THE WATER MARK
KAL PATHIPPAGAM
WILL NOT APPEAR IN
PRINTED TEXT BOOK

KINDLY EXTEND YOUR

SUPPORT BY ORDERING
PRINTED BOOKS IN

KAL PATHIPPAGAM
!
THANK YOU !

!
 Unit – I
INTRODUCTION TO INNOVATION
1.1 CREATIVITY
Creativity is the ability to generate new, original, and valuable ideas. It involves
thinking in ways that are imaginative, innovative, and often unconventional. Creativity can
be spontaneous or structured. It exists in both individuals and teams.

Importance of creativity
1) Solves problems effectively
2) Motivates innovation
3) Improves productivity and efficiency
4) Adapts to change

AM
5) Encourages personal growth
6) Promotes competitive advantage

G
7) Improves communication and collaboration

1.2 INNOVATION
PA
IP
Innovation is the process of converting creative ideas into practical solutions that
add value. It involves developing new products, services, processes, or ways of thinking
TH

that improve efficiency, solve problems, or meet changing needs.

Importance of innovation
PA

1) Helps in economic growth

2) Improves quality of life
L

3) Enhances business competitiveness

KA

4) Encourages problem solving

5) Adapts to change
6) Increases efficiency and productivity
7) Supports sustainability

Comparison of creativity and innovation

Creativity Innovation
1) Generation of new and original ideas. Application of ideas to create value.
2) Focus on thinking and imagination. Focus on action and implementation.
3) Intangible and abstract. Tangible and practical.
4) Goa is to explore and Goal is to solve problems or meet needs.
express new thoughts.

Unit – I: Introduction to Innovation 1.1

 Creativity Innovation
5) Outcomes are ideas, Outcomes are products, services, methods,
concepts, or expressions. or improvements.
6) Can exist without innovation. Depends on creative ideas as a foundation.
7) Example: Sketching a new Example: Manufacturing and selling the
design for a car. new car design.

1.3 INNOVATION IN CURRENT ENVIRONMENT

1) Digital transformation: Modern innovation is largely driven by digital technologies.
These tools are helping industries automate tasks, personalize user experiences, and
make faster, data-driven decisions. These technologies include:
Artificial Intelligence (AI): The simulation of human intelligence in machines
that are programmed to think, learn, and make decisions like humans.

AM
Machine Learning (ML): Enabling computers to learn from data without being
openly programmed.
Internet of Things (IoT): Connects machines and devices for real-time data

G
collection.
PA
5G expansion: Provides high-speed connectivity essential for IoT and
autonomous systems.
IP
Blockchain: Records transactions across a network of computers in a secure,
TH

transparent, and tamper-proof way.

Cloud Computing: Enables remote data access and storage.
PA

2) Response to global challenges

Healthcare: Innovations like telemedicine, wearable health devices, and AI-
L

assisted diagnosis have revolutionized patient care.

KA

Environment: Clean energy solutions (solar, wind, EVs), biodegradable

packaging, and smart agriculture are tackling environmental concerns.
Education: E-learning platforms and virtual classrooms ensure continuous
education despite physical barriers.

3) Business and industry adaptation: Businesses are innovating to stay competitive:

Remote work technologies and hybrid work models
Contactless payments and e-commerce growth
Customization through 3D printing and AI recommendations
4) Social innovation: Innovative ideas are also improving communities:
Crowdsourcing for public projects
Mobile apps for mental health and wellness
Community-driven sustainability programs

Unit – I: Introduction to Innovation 1.2

1.4 TYPES OF INNOVATION
(a) Based on the degree of innovation
1) Incremental innovation (Sustaining innovation):
Small, continuous improvements or modifications to existing products, processes,
or services. It focuses on improving efficiency, quality, features, or reducing costs
for existing markets and customers.
Examples: A new smartphone model with a slightly better camera, a software update
with minor bug fixes, optimizing a manufacturing process to reduce waste by 5%.
2) Radical innovation (Breakthrough innovation):
Introduces completely new products, services, or technologies.
Examples: The invention of the internet, the personal computer, the first
automobile.
3) Disruptive innovation:

AM
It typically starts by offering a simpler, more convenient, or more affordable
solution. Over time, it improves and finally displaces established products.

G
Examples: Low-cost airlines disrupting traditional carriers, online education
PA
platforms challenging traditional universities, Wikipedia displacing print
encyclopedias.
IP
4) Architectural innovation:
Description: Reconfigures existing components or technologies to create a new
TH

product or system.
Examples: Sony's Walkman (repackaging existing audio components for personal,
PA

portable use), Uber (using existing GPS and mobile technology to create a new
transportation service model), a drone with existing camera and flight technology
L

used for agricultural monitoring.

KA

(b) Based on what is being innovated

1) Product innovation:
Creating new products or significantly improving the features, quality, or design of
existing ones.
Examples: The latest iPhone model, a new vaccine, an electric vehicle.
2) Process innovation:
Implementing new or significantly improved methods for production, delivery, or
operational processes. Aims to increase efficiency, reduce costs, improve quality, or
speed up operations.
Examples: Henry Ford's assembly line, just-in-time manufacturing, automated
customer service systems, cloud computing infrastructure.

Unit – I: Introduction to Innovation 1.3

3) Business model innovation:
Creating entirely new ways of delivering value, generating revenue, and interacting
with customers.
Examples: Netflix's subscription streaming model, Uber/Ola's ride-sharing model,
Spotify's freemium model, direct-to-consumer (D2C) brands bypassing traditional retail.
4) Marketing innovation:
Implementing new marketing methods involving significant changes in product
design or packaging, product placement, promotion, or pricing.
Examples: Personalized advertising using AI, viral marketing campaigns,
experiential marketing events, dynamic pricing strategies.
5) Service innovation:
Developing new or significantly improved services, or new ways of delivering

AM
existing services.
Examples: Online banking, telehealth services, food delivery apps, personalized
coaching services.

G
1.5 CHALLENGES OF INNOVATION PA
1) Resistance to change
IP
People often prefer familiar methods and may fear new ideas.
TH

Employees, customers, or management may resist adopting innovative solutions.

2) High costs and limited resources
PA

Innovation requires investment in research, technology, training, and development.

Small organizations may lack the funds, tools, or skilled personnel to innovate.
L

3) Uncertainty and risk

KA

Not all innovations succeed. Many ideas may fail to deliver expected results.
Fear of failure can prevent people from experimenting or taking bold steps.
4) Lack of support or vision
Without leadership support or a clear innovation strategy, efforts can be
unorganized and ineffective.
Innovation needs commitment from top management and all levels of the
organization.
5) Time constraints
Innovation often requires time to think, test, and improve ideas.
Fast-paced environments may focus on short-term results instead of long-term
innovation.

Unit – I: Introduction to Innovation 1.4

6) Difficulty in implementation
Turning an idea into a usable solution can be complex and time-consuming.
Legal, technical, or regulatory issues can also slow down implementation.
7) Market acceptance
Even good innovations may fail if customers are not ready or willing to accept the change.
Proper marketing, education, and timing are essential for adoption.

1.6 STEPS OF INNOVATION MANAGEMENT

Idea Generation

Idea Screening

Concept Development

AM
Prototype & Testing

Business Analysis

G
PA
Implementation

Commercialization
IP
Review & Improvement
TH

Fig.1.1 Steps in innovation management

PA

Innovation Management is the structured process of guiding and developing

innovation from idea generation to implementation. The key steps are:
1) Idea generation: Create a wide range of new ideas.
L
KA

Methods: Brainstorming, customer feedback, market research, employee suggestions,

trend analysis.
2) Idea screening and evaluation: Select the most promising and feasible ideas.
Activities: Analyze the cost, benefits, risks, and alignment with business goals.
3) Concept development: Turn selected ideas into detailed plans or concepts.
Activities: Define features, target users, and potential uses.
4) Prototype and testing: Create a basic version (prototype) of the product or service
and test it.
Activities: Develop a model, run trials, collect feedback, improve the design.
5) Business analysis and planning: Evaluate commercial potential and plan for
implementation.
Activities: Cost estimation, resource planning, budgeting, risk analysis.

Unit – I: Introduction to Innovation 1.5

6) Implementation and development: Convert the idea into a final product, service,
or process.
Activities: Full-scale development, production, marketing preparation.
7) Commercialization or launch: Bring the innovation to the market or users.
Activities: Launch campaigns, distribution, training, sales strategy.
8) Review and improvement: Monitor performance and identify areas for improvement.
Activities: Collect feedback, analyze outcomes, make updates.

1.7 DIVERGENT Vs CONVERGENT THINKING

Divergent thinking and convergent thinking are two complementary mental processes
used in problem-solving and creativity.
Divergent thinking: It is the ability to generate many different ideas or solutions

AM
for a single problem. It encourages open-ended exploration, imagination, and
brainstorming without immediate judgment. This type of thinking is essential during

G
the early stages of creativity and innovation.

PA
Convergent thinking: It focuses on analyzing and narrowing down multiple ideas
to find the best possible solution. It involves logic, evaluation, and decision-making.
IP
This thinking is used to refine ideas and implement practical solutions.
TH

Comparison of divergent thinking and convergent thinking

Divergent thinking Convergent thinking

PA

1) Generating many ideas or Choosing the best idea or solution

solutions
L
KA

2) Open-ended, creative, exploratory Focused, logical, analytical

3) The goal is to think in many The goal is to reach a single, correct, or best
different directions solution
4) Used in brainstorming, idea Used in decision-making, problem-solving,
generation, innovation testing ideas
5) The mindset is imaginative and The mindset is structured and critical
flexible
6) Used in early stage of innovation Used in later stage of innovation (idea
(idea creation) evaluation and implementation)
7) Example: Listing multiple uses for Example: Selecting the most efficient use of a
a paperclip paperclip

Unit – I: Introduction to Innovation 1.6

1.8 DESIGN THINKING AND ENTREPRENEURSHIP
a) Design thinking
Design thinking is a human-centered, creative problem-solving approach used to
develop innovative solutions. It involves understanding user needs deeply and creating
solutions through a structured process.
Stages of design thinking
1) Empathize: Understand the user's needs and problems
2) Define: Clearly define the core problem
3) Ideate: Brainstorm multiple creative solutions
4) Prototype: Build simple models or samples of ideas
5) Test: Try the solution with real users and gather feedback

b) Entrepreneurship

AM
Entrepreneurship is the process of identifying business opportunities, taking risks,
and creating and managing new ventures to bring products or services to market.

G
Entrepreneurs aim to solve problems and create value.
PA
Connection between design thinking and entrepreneurship
Design thinking plays a key role in entrepreneurship, especially in the early stages
IP
of developing a product or service.
TH

Design thinking Entrepreneurship

PA

1) Focuses on user needs. Focuses on market needs and business

opportunities.
2) Encourages creativity and empathy. Encourages innovation and value creation.
L
KA

3) Involves testing and iterating. Involves launching, learning, and scaling.

4) Reduces risk by user validation. Reduces risk through customer feedback
and pivoting.

Benefits to entrepreneurs using design thinking

1) Better problem-solving: Design thinking helps entrepreneurs focus on real problems.
2) User-centered innovation: Leads to more successful products or services.
3) Faster feedback: Rapid prototyping and testing saves time and money.
4) Reduced failure risk: Validating ideas early prevents costly mistakes.

Unit – I: Introduction to Innovation 1.7

 REVIEW QUESTIONS
3 Marks Questions
1) Define creativity.
2) What is innovation.
3) Name some innovations in digital transformation.
4) List out the types of innovation.
5) Write the steps of innovation management.
6) What is divergent thinking?
7) Define convergent thinking.
8) Define design thinking.
9) List out the steps in design thinking.

AM
10) What is entrepreneurship?
11) List out the benefits to entrepreneurs using design thinking

G
5 Marks Questions
1) List out the importance of creativity.
PA
IP
2) Write the importance of innovation.
TH

3) Comapre creativity and innovation.

4) Briefly explain the innovation in current environment.
PA

5) Briefly explain the various types of innovation.

6) Explain the challenges of innovation.
L

7) Explain the steps of innovation management.

KA

8) Write the comparision between divergent thinking and convergent thinking.

9) Explain the connection between design thinking and entrepreneurship.

Unit – I: Introduction to Innovation 1.8

 Unit – II
INCUBATION CLUBS, IPR, PATENTS
AND COPYRIGHTS
2.1 IDEA GENERATION
Idea generation is the process of creating new, original, and useful ideas to solve
problems, improve products or services, or develop new opportunities. It is the first step in
the innovation and creative process.

Importance of idea generation

Motivates innovation.
Solves problems.
Drives business growth.

AM
Encourages creativity.
Supports decision-making.

G
Increases team collaboration.
Reduces risk of failure. PA
IP
Principles for effective idea generation
Delay judgment: Judging ideas too early can shut down creativity. All ideas can
TH

lead to useful solutions later.

Encourage quantity over quality (at first): The more ideas we generate, the
PA

better the chances of finding a great one.

Build on others' ideas: Collaboration helps refine and improve ideas.
L

Stay focused on the problem: Keep the brainstorming or idea generation aligned
KA

with a specific challenge.

Think visually: Use drawings, diagrams, or mind maps to express and connect ideas.
Consider unconventional ideas: Accept and explore ideas that seem unusual or
unrealistic at first.
Create a safe and open environment: Create a space where everyone feels
comfortable sharing ideas.
Use structured techniques: Apply tools like brainstorming, SCAMPER, mind
mapping, or the 6 Thinking Hats method.

Common techniques for idea generation

1) Brainstorming: A group activity where participants share ideas freely without criticism.
2) Mind mapping: A visual tool to organize ideas around a central concept.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.1

 3) SCAMPER: A structured method to improve existing ideas. SCAMPER stands for
Substitute, Combine, Adapt, Modify, Put to another use, Eliminate and Reverse.
4) Reverse thinking: Think about the opposite of the expected solution. Example: Instead
of asking “How can we attract more customers?” ask “How could we lose them?”
5) Role storming: Take on different roles (e.g., customer, competitor, child) while
generating ideas.
6) Six thinking hats: A method where each "hat" represents a different way of
thinking: White (facts), Red (feelings), Black (judgment), Yellow (optimism), Green
(creativity), Blue (control).
7) Brainwriting: Each person writes down ideas silently before sharing.
8) Storyboarding: Use a sequence of drawings or notes to map out an idea visually.
9) Random word technique: Use a random word to trigger creative associations with

AM
the problem.
10) Questioning: Ask deep or imaginative questions to explore ideas.

G
2.2 INCUBATION CLUBS PA
Incubation clubs (also known as innovation or startup incubators) are platforms or
IP
organized spaces within colleges, universities, or communities that develop early-stage
TH

business ideas and help convert them into real startups or products. They provide aspiring
entrepreneurs, students, or innovators with guidance, resources, mentorship, and a
PA

collaborative environment to explore and develop their ideas.

Objectives of incubation clubs

L

Encourage innovation and entrepreneurship

KA

Support the development of startup ideas

Provide practical experience and mentorship
Create a collaborative learning environment
Bridge the gap between academics and industry

Working of incubation clubs

1) Membership/Application: Students or teams interested in entrepreneurship join
the club or apply to specific programs.
2) Onboarding: Initial orientation, introduction to resources, and possibly workshops
to kickstart idea generation.
3) Mentorship matching: Teams are often paired with mentors based on their
industry or specific needs.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.2

 4) Regular meetings/workshops: Clubs organize regular sessions for learning,
sharing progress, and getting feedback.
5) Milestone tracking: Teams work towards specific milestones.
6) Showcase events: Opportunities to present their ideas to a wider audience,
including potential investors or university leadership.
7) Graduation/Transition: Once a startup matures or completes a specific program,
it might "graduate" from the club.

Benefits of incubation clubs

Builds entrepreneurial skills among students and young professionals.
Encourages creativity and problem-solving.
Provides a platform to test and refine ideas.
Reduces the risk of startup failure through expert guidance.

AM
Promotes a culture of innovation in educational institutions.

2.3 PROTOTYPE DEVELOPMENT

G
Prototype development is the process of creating an early model or sample of a
PA
product, system, or idea to test and evaluate its design, function, and usability before full-
scale production or implementation. A prototype allows innovators to visualize and
IP
improve their ideas, helping them identify flaws, gather feedback, and make necessary
TH

changes before finalizing the product.

Oobjectives of prototype development
PA

To test the concept or idea in real-world conditions.

To identify design flaws and areas for improvement.
L

To communicate the idea clearly to stakeholders or investors.

KA

To save time and cost by avoiding failures in later stages.

To gather user feedback for further development.
Types of prototypes
1) Low-fidelity prototype
Basic sketches or paper models.
Used to quickly visualize ideas.
2) Medium-fidelity prototype
Simple digital or physical models with some functionality.
Suitable for early-stage user testing.
3) High-fidelity prototype
Fully functional and close to the final product.
Used for advanced testing and presentation to investors.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.3

Steps in prototype development
1) Define objectives: Define the needs for the development of prototype.
2) Sketch ideas: Draw or outline the concept.
3) Select materials/tools: Choose suitable resources (e.g., software, hardware, paper, etc.).
4) Build the prototype: Develop the model based on the selected design.
5) Test the prototype: Use it in real or simulated conditions.
6) Collect feedback: Ask users or mentors for input.
7) Refine and improve: Make adjustments based on the feedback.

Importance of prototype development

Encourages experimentation and learning.
Reduces costly mistakes later in development.
Improves design thinking and innovation quality.

AM
Boosts confidence in the idea for investors and users.

G
2.4 MARKETING OF INNOVATION
PA
Marketing of innovation refers to the strategies and activities used to promote,
communicate, and deliver new or improved products, services, or ideas to the target
IP
market. It involves understanding customer needs, creating awareness, and encouraging
adoption of innovations. Marketing innovation requires educating users, building trust, and
TH

overcoming resistance to change.

PA

Marketing strategies for innovative products

1) Understanding the target market
Identify early adopters and innovation-friendly customers.
L
KA

Understand the specific problem the innovation solves.

2) Unique Value Proposition (UVP)

Clearly communicate how the innovation is different and better.
Focus on benefits (not just features).

3) Market segmentation
Divide the market into groups based on their readiness to accept new technologies.
Innovators, early adopters, early majority, late majority, etc.

4) Product positioning
Position the product as a solution to a real problem.
Highlight innovation, ease of use, cost savings, or other key benefits.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.4

5) Pricing strategy
May include penetration pricing (low price to gain market) or value-based pricing.
Consider development cost vs customer value.
6) Promotion and communication
Use storytelling, demo videos, social proof, and testimonials.
Highlight real-world applications and success stories.
Use both online and offline marketing channels.
7) Distribution strategy
Choose the right platforms: direct sales, online platforms, partnerships, etc.
Ensure the innovation is accessible and easy to obtain.

Challenges in marketing innovation

Customer hesitation due to unfamiliarity

AM
High initial costs
Need for education or training

G
Market uncertainty or competition

Examples of marketing innovation PA

Launch of the first iPhone (Apple focused on user experience, not just features)
IP
Tesla promoting electric cars through direct-to-consumer model and social buzz
TH

EdTech startups using free trials and webinars to introduce new learning platforms
PA

2.5 MANAGEMENT OF INNOVATION

Management of innovation is the process of planning, organizing, leading, and
controlling resources and activities to successfully generate, develop, and implement new
L

ideas, products, services, or processes. It helps organizations transform creative ideas into
KA

valuable outcomes efficiently and strategically.

Objectives of innovation management
Encourage and manage creative thinking.
Convert ideas into marketable products or solutions.
Improve organizational efficiency and competitiveness.
Reduce risks associated with innovation.
Initiates a culture of continuous improvement and learning.

Key components of innovation management:

1) Idea generation
Encourage brainstorming, open innovation, and collaboration.
Use tools like suggestion boxes, innovation workshops, or digital platforms.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.5

2) Idea evaluation and selection
Screen ideas based on feasibility, market demand, cost, and alignment with goals.
Use techniques like SWOT (Strengths, Weaknesses, Opportunities, and Threats)
analysis, business case analysis, or scoring models.

3) Project planning
Define timelines, resources, roles, and responsibilities.
Set milestones and performance metrics.

4) Development and prototyping

Build models, test early versions, and refine based on feedback.
Use agile or design thinking methods for quick iterations.

5) Implementation and commercialization

AM
Launch the innovation into the market or workplace.
Coordinate production, marketing, distribution, and customer support.

G
6) Monitoring and continuous improvement
Track the performance of the innovation.
PA
IP
Gather user feedback and improve based on real-world data.
TH

Importance of innovation management

Ensures systematic innovation rather than random efforts
PA

Reduces the risk of failure by planning and testing

Helps companies stay competitive and relevant in fast-changing markets
L

Encourages a culture of creativity, collaboration, and learning

KA

Aligns innovation with business goals and customer needs

Examples of innovation management in action:

Tech companies managing product innovation through R&D teams (e.g., Google, Apple).
Automotive companies managing innovations in electric vehicle technology.
Startups managing user feedback to rapidly improve app features.

2.6 CREATION OF IPR (INTELLECTUAL PROPERTY RIGHTS)

Intellectual Property Rights (IPR) are legal rights that protect creations of the mind
such as inventions, designs, symbols, names, software, and artistic works. IPR encourages
creativity and innovation by giving creators exclusive rights to use or commercialize their
creations for a certain period.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.6

Steps in the creation of IPR
1) Idea generation
Creation begins with a new and original idea (e.g., invention, brand, design, or
artistic work).
The idea must be unique and not copied from existing work.

2) Documentation
Record the idea clearly, including development notes, drawings, processes, etc.
Proper documentation helps prove ownership and originality.

3) Research and search

Conduct a prior art search to check if a similar IPR already exists.
Use patent databases, trademark registries, copyright directories, etc.

AM
4) Choosing the right type of IPR
Depending on the creation, choose the suitable IPR category:

G
 Patent – for inventions
 PA
Trademark – for brand names, logos, slogans
 Copyright – for literary, artistic, musical, or software work
IP
 Design rights – for the aesthetic look or shape of a product
TH

 Trade secret – for confidential business information

5) Filing the application

PA

Apply to the relevant IP office (e.g., Indian Patent Office, USPTO, WIPO).
Provide complete information, drawings, claims, and technical specifications.
L
KA

6) Examination and review

The IP office examines the application for novelty, usefulness, and compliance.
Objections may be raised, requiring clarifications or modifications.

7) Grant/Registration
If the application meets all criteria, the IPR is granted/registered.
The creator now holds exclusive rights for a fixed period.

8) Protection and enforcement

Monitor the market to prevent unauthorized use.
Enforce rights through legal action if infringement occurs.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.7

Benefits of IPR creation
Legal protection of the idea or brand.
Competitive advantage in the market.
Opportunity to license or sell the rights.
Encourages research, development, and creativity.
Attracts investors and builds brand reputation.

2.7 TYPES OF INTELLECTUAL PROPERTY RIGHTS (IPR)

1) Patent
Purpose: Protects new inventions or discoveries.
Covers: Products, processes, or technologies that are novel, useful, and non-obvious.
Validity: Usually 20 years.
Example: A new drug formula or a machine design.

AM
2) Copyright

G
Purpose: Protects original artistic, literary, musical, and software works.
PA
Covers: Books, songs, films, computer programs, paintings, etc.
Validity: Life of the creator + 60 years (in many countries).
IP
Example: A novel, a movie script, or a software code.
TH

3) Trademark
Purpose: Protects brand identity.
PA

Covers: Names, logos, slogans, sounds, or symbols used in trade.

Validity: Can be renewed every 10 years indefinitely.
L

Example: The Nike "swoosh" logo or the Apple name.

KA

4) Industrial design (Design rights)

Purpose: Protects the visual design of a product.
Covers: Shape, configuration, pattern, or ornamentation.
Validity: Generally 10–15 years.
Example: The shape of a perfume bottle or a smartphone.

5) Trade secret
Purpose: Protects confidential business information.
Covers: Formulas, practices, designs, or methods not publicly known.
Validity: Indefinite (as long as secrecy is maintained).
Example: Coca-Cola recipe or Google's search algorithm.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.8

6) Geographical Indications (GI)
Purpose: Protects products with a specific origin and qualities linked to that place.
Covers: Agricultural, natural, or manufactured goods.
Validity: Varies by country; typically renewable.
Example: Darjeeling Tea, Banarasi Saree, Champagne.

7) Plant Variety Protection (PVP)

Purpose: Protects new varieties of plants bred by individuals or organizations.
Covers: Novel, distinct, and uniform plant varieties.
Validity: 15–20 years depending on plant type.
Example: A new type of pest-resistant rice.

2.8 PATENT

AM
A patent is a legal right granted by a government to an inventor, giving them
exclusive rights to make, use, sell, or license their invention for a certain period, usually 20
years. In return, the inventor must publicly disclose the details of the invention in the patent

G
application, so others can learn from it after the protection period ends.
PA
Key features of patents
IP
Protects: New inventions, products, processes, or improvements.
TH

Legal right: Prevents others from copying or using the invention without permission.
Territorial: A patent is valid only in the country where it is granted.
PA

Time-Bound: Protection typically lasts 20 years from the filing date.

Criteria for patentability

L

Novelty: The invention must be new and not known before.

KA

Inventive step (Non-obviousness): It must not be obvious to someone skilled in

that field.
Industrial applicability (Usefulness): The invention must be capable of being
made or used in an industry.
Patentable subject matter: Not all ideas can be patented (e.g., laws of nature,
abstract ideas, and some computer programs).

Types of patents
1) Utility patent: For inventions with functional utility (machines, tools, processes).
2) Design patent: For the ornamental or aesthetic design of an object.
3) Plant patent: For new and distinct plant varieties produced through asexual
reproduction.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.9

Benefits of a patent
Grants exclusive commercial rights
Increases competitive advantage
Can be licensed or sold for profit
Encourages research, development, and innovation
Example of patented inventions
The telephone (Alexander Graham Bell)
Electric light bulb (Thomas Edison)
mRNA COVID-19 vaccine technology
Touch ID in smartphones

2.9 COPYRIGHTS
Copyright is a type of intellectual property right (IPR) that gives legal protection to

AM
original creative works. It grants the creator exclusive rights to use, reproduce, distribute,
and display their work for a specific period of time.

G
What does copyright protect?
PA
Literary works – Books, articles, poems, essays
Musical works – Songs, lyrics, compositions
IP
Artistic works – Movies, plays, choreography
TH

Visual art – Paintings, drawings, photography

Software and computer programs
PA

Sound recordings
Video games and animations
L

Key features of copyright

KA

Automatic: Copyright protection starts automatically when the work is created and
fixed in a tangible form.
Ownership: The creator is usually the first copyright owner, unless assigned to
someone else.
Duration: Generally, lifetime of the author + 60 years (in India).
Territorial: Copyright is protected country-wise, but international treaties help with
global protection.
Transferable: It can be sold, licensed, or inherited.

Rights given to the copyright holder

Reproduce the work
Distribute copies
Display or perform the work publicly

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.10

 Create derivative works (e.g., a movie from a book)
License or sell the work

Benefits of copyright protection

Prevents unauthorized use or copying
Allows the creator to earn income through royalties or licensing
Builds recognition and reputation
Encourages creative expression and cultural development

Examples of copyrighted works:

A novel by an author
A painting or sculpture
A movie script or screenplay

AM
Software applications
An original YouTube video or music track

G
2.10 PATENTS IN INDIA
PA
Patents in India are governed by the Patents Act, 1970, as amended from time to
time, and the Patents Rules, 2003. The Office of the Controller General of Patents, Designs
IP
and Trade Marks (CGPDTM), under the Ministry of Commerce and Industry, Government
TH

of India, is the administrative body responsible for granting patents.

What cannot be patented in India? (Section 3 and 4 of the Patents Act)

PA

Scientific principles or abstract theories

Mere discoveries of new forms of known substances
L

Methods of agriculture or horticulture

KA

Medical treatment methods for humans or animals

Business methods or mathematical formulas
Inventions that are against public order or morality
Computer programs per se (without technical application)

Patent application process in India

1) Idea/Invention developed
2) Patent search (check if already patented)
3) Filing application (with drawings, claims, and description)
4) Examination by patent office
5) Grant of patent (if all conditions are met)

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.11

Duration and renewal
Patent validity: 20 years from the filing date
Must pay annual renewal fees from the 3rd year onwards to keep it in force.
Benefits of patents in India
Exclusive commercial rights in India
Increased market value of the invention
Opportunity for licensing or monetization
Encourages research and development
Contributes to economic and technological growth
Examples of patents filed in India
1) Low-cost sanitary napkin machine (Filed by: Arunachalam Muruganantham)
2) Tata Nano’s rear engine cooling system (Filed by: Tata Motors)
3) Anti-diabetic herbal composition (Filed by: Council of Scientific and Industrial Research)

AM
4) Ayurvedic hair dye composition (Filed by: Dabur India Ltd.)
5) Mobile-based soil testing device (Filed by: Indian Council of Agricultural Research)

G
6) 6th sense technology (Filed by: MIT + Indian-origin researcher Pranav Mistry)
PA
7) Multi-fuel cooking stove (Filed by: National Innovation Foundation – India)
8) Smart irrigation system (Filed by: Indian startups and IITs)
IP
2.11 TECHNOLOGICAL AND NON - TECHNOLOGICAL INNOVATION
TH

1) Technological Innovation
It involves the creation or improvement of products, services, or processes using
PA

technology such as new machinery, software, automation, or engineering solutions.

Process of technological innovation

L

1) Idea generation: New concepts involving technology (e.g., AI-powered app,

KA

energy-efficient engine)
2) Feasibility study: Evaluate technical and commercial viability
3) Research and development: Design, engineering, and experimentation
4) Prototyping and testing: Build working models and test for performance
5) Commercialization: Launch the final product in the market
6) Feedback and improvement: Collect user input for further innovation

Examples
Development of 5G mobile technology
Self-driving vehicles
Renewable energy systems
Robotic process automation (RPA)

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.12

2) Non-Technological Innovation
It involves improvements in business models, marketing, organization, HR
practices, or customer experience without necessarily involving new technology.

Process of non-technological innovation

1) Need Identification: Understand business or market gaps
2) Idea generation: Generate creative, non-tech solutions
3) Planning & Design: Develop new organizational methods or marketing strategies
4) Implementation: Apply changes to systems, training, workflows, or branding
5) Evaluation: Assess impact on productivity, sales, or customer satisfaction

Examples
A new customer loyalty program

AM
Flexible work-from-home policies
Innovative packaging design

G
Changing organizational structure for efficiency
Social media marketing campaigns PA
IP
TH

REVIEW QUESTIONS
PA

3 Marks Questions
1) What is idea generation?
L

2) List out the importance of idea generation.

KA

3) What are incubation clubs?

4) State the objectives of incubation clubs.
5) List out the benefits of incubation clubs.
6) What is prototype development?
7) State the objectives of prototype development.
8) Give examples for marketing innovation.
9) List out the objectives of innovation management.
10) Give the importance of innovation management.
11) Define IPR.
12) List out the benefits of IPR creation.
13) Define pattent.

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.13

14) List out the key features of patent.
15) State the criteria for patentability.
16) What are the different types of pattent?
17) Give some examples of patented inventions.
18) Define copyrights.
19) State the key features of copyright.
20) Give examples of copyrighted works.
21) Name some examples of patents filed in India.

5 Marks Questions
1) Explain the principles for effective idea generation.
2) Explain the common techniques for idea generation.

AM
3) Explain the working of incubation clubs.
4) Explain the various types of prototypes.

G
5) Explain the steps in prototype development.
PA
6) Explain the various marketing strategies for innovative products.
7) Explain the key components of innovation management.
IP
8) Explain the steps in the creation of IPR.
TH

9) Explain the various types of IPR with examples.

10) What does copyright protect? What are the rights given to copyright holder?
PA

11) Write short notes on patents in India.

12) What are technological and non-technological innovations? Briefly explain.
L
KA

Unit – II: Incubation Clubs, IPR, Patents And Copyrights 2.14

 Unit – III
GOVERNMENT AND NON-GOVERNMENT
FUNDING SCHEMES FOR START-UPS
3.1 AN INTRODUCTION TO START-UP
A start-up is a newly established company formed to develop a unique product,
service, or business model and bring it to market. Start-ups are usually driven by
innovation, operate in conditions of high uncertainty, and aim for rapid growth.

Key characteristics of a start-up

Innovation-driven: Focus on solving real-world problems in a new or better way.
Scalability: Designed to grow rapidly with minimal increase in costs.

AM
Risk and uncertainty: Operate in uncertain markets and often with limited initial
resources.

G
Technology-enabled: Many start-ups are tech-based, using digital tools to create
impact. PA
Flexible structure: Unlike traditional businesses, start-ups have adaptive and agile
IP
business models.
TH

Goals of a start-up
Develop a minimum viable product (MVP)
PA

Validate the business idea through customer feedback

Achieve market fit
L

Scale operations and attract investment

KA

Build a sustainable and profitable business

Stages of start-ups
1) Ideation stage: The start-up begins with a business idea that solves a real problem
or need.
2) Validation stage (Pre-seed): The idea is tested through customer feedback and
market validation.
3) Early stage (Seed stage): The product is developed and tested in the market.
4) Growth stage: The business shows traction (growing users and revenue).
5) Expansion stage: The start-up expands to new markets or geographies.
6) Maturity / Exit stage: The start-up becomes a mature business or explores exit
strategies.

Unit – III: Government And Non-Government Funding Schemes 3.1

Examples of successful start-ups
Flipkart – E-commerce platform
Ola – Ride-sharing services
Vedantu – EdTech start-up
Paytm – Digital payment and wallet service
Zomato – Food delivery platform

Importance of start-ups in the economy

Promote entrepreneurship and innovation
Generate employment opportunities
Solve local and global problems
Contribute to economic growth and digital transformation
Motivate competition

AM
Improve efficiency

G
3.2 START-UPS IN INDIA
PA
India has rapidly emerged as a global powerhouse in the startup ecosystem,
becoming the third-largest in the world. As of January 15, 2025, the Department for
IP
Promotion of Industry and Internal Trade (DPIIT) had recognized more than 1.59 lakh
startups.
TH

Why India is a start-up hotspot?

PA

Huge and diverse consumer market

Growing digital infrastructure
L

Large pool of tech talent and entrepreneurs

KA

Rising venture capital funding

Supportive government policies

Key sectors with high start-up activity

FinTech – Paytm, Razorpay, PhonePe
EdTech – Byju’s, Unacademy, Vedantu
HealthTech – Practo, 1mg, Pharmeasy
E-commerce – Flipkart, Meesho, Nykaa
AgriTech – DeHaat, Ninjacart, AgroStar
Mobility & Transport – Ola, Bounce
AI & SaaS (Software as a Service) – Zoho, Freshworks
Food Delivery – Zomato, Swiggy

Unit – III: Government And Non-Government Funding Schemes 3.2

Challenges faced by Indian start-ups
Access to funding beyond early stages
Regulatory complexity
Talent retention
Scalability in tier-2 and tier-3 cities
Market competition and customer acquisition costs

3.3 PROCEDURE FOR REGISTRATION OF START-UPS

The Indian government, through the Department for Promotion of Industry and
Internal Trade (DPIIT), offers official recognition and benefits to start-ups via a streamlined
online process.

Eligibility criteria
To register as a start-up under Start-up India, your business must:

AM
Be registered as a Private Limited Company, Partnership Firm, or LLP (Limited
Liability Partnership)

G
Be less than 10 years old from the date of incorporation
PA
Have a turnover less than ₹100 crores in any previous financial year
Be working towards innovation, development, or improvement of a product / process
IP
/ service
TH

Not be formed by splitting or reconstructing an existing business

PA

Step-by-step registration process

1) Incorporate the business
Register your business as a Private Limited Company under the Companies Act, or
L

as a Partnership or LLP under the respective Acts.

KA

Obtain PAN (Permanent Account Number), TAN (Tax Deduction and Collection Account
Number) and CIN (Corporate Identification Number) as per the business structure.

2) Register on the start-up India portal

Visit [Link]
Click “Register” to create a Start-up India profile.

3) Apply for DPIIT recognition

After logging in, go to the DPIIT Recognition section and fill in the following details:
Entity details (name, type, date of incorporation)
Full address
Authorised representative details
Nature of business (products/services offered)

Unit – III: Government And Non-Government Funding Schemes 3.3

 Funding details (if any)
Description of innovation

4) Upload required documents

You will need to upload:
Certificate of Incorporation / Registration (PDF format)
Director/Partner details
Brief write-up on the nature of business and innovation

5) Self-certification
Self-certify that you meet all eligibility conditions.
Accept the declaration terms.

6) Submit application
Review and submit the application.

AM
You will receive an acknowledgement number for tracking.
7) Verification and Certificate of Recognition

G
The DPIIT will examine your application and documents.
PA
If everything is in order, the Certificate of Recognition will usually be issued within 2
working days after submission.
IP
After approval you become eligible for all Start-up India benefits.
TH

3.4 BUSINESS MODEL

PA

A business model is a strategic plan that outlines how a company creates, delivers,
and captures value. It explains how a business works - including its products or services,
target customers, revenue streams, and cost structure.
L
KA

Key elements of a business model

1) Value proposition
What problem does the business solve?
Why would customers choose this product/service?
2) Customer segments
Who are the target customers?
Are they individuals, businesses, or specific markets?
3) Channels
How does the company deliver its product or service to customers? (e.g., Online,
retail stores, distributors)
4) Customer relationships
How does the business interact with and retain customers?

Unit – III: Government And Non-Government Funding Schemes 3.4

5) Revenue streams
How does the company make money? (e.g., Product sales, subscriptions, licensing)

6) Key resources
What assets (people, technology, capital) are needed to operate?
7) Key activities
What are the main tasks or operations of the business? (e.g., Manufacturing,
marketing, development)

8) Key partnerships
Who are the suppliers, collaborators, or investors?
9) Cost structure
What are the major costs involved in running the business?

AM
Popular types of business models
Type Example

G
Product-based Apple (sells devices)
Subscription-based
PA
Netflix, Spotify
IP
Freemium Zoom, Canva (free + paid features)
TH

Marketplace Amazon, Flipkart

On-Demand Services Uber, Swiggy
PA

Franchise McDonald's, Domino's

E-commerce Meesho, Nykaa
L

SaaS (Software as a Service) Salesforce, Zoho

KA

Importance of a business model

Helps understand how a company operates and makes profit.
Guides decisions related to strategy, marketing, pricing, and growth.
Essential for investors, founders, and stakeholders.
Forms the foundation of business plans.

3.5 BUSINESS PLAN

A business plan is a formal written document that outlines the goals of a business,
the strategy to achieve them, and the resources required. It acts as a roadmap for starting,
managing, and growing a business.

Unit – III: Government And Non-Government Funding Schemes 3.5

Purpose of a business plan
To clarify the business idea
To secure funding from investors or banks
To guide decision-making
To analyze market feasibility
To attract partners or stakeholders

Components of a business plan

1) Executive Summary
Brief overview of the business
Includes mission statement, business model, product/service, and financial highlights
2) Business description
Legal structure (e.g., sole proprietorship, partnership, private limited)

AM
Nature of the business
Vision and mission

G
History or background of the business idea
3) Market analysis PA
Target market and customer profile
IP
Market size and trends
TH

Competitor analysis (strengths, weaknesses, pricing, etc.)

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
PA

4) Products or services
Details of offerings
L

Unique selling proposition (USP)

KA

Stage of development (idea, prototype, final product)

Future innovations or improvements
5) Marketing and sales strategy
Promotion and advertising plans
Sales channels (online, retail, B2B, etc.)
Pricing strategy
Customer acquisition and retention plans
6) Operations plan
Day-to-day operations
Location and facilities
Supply chain and logistics
Technology or equipment used

Unit – III: Government And Non-Government Funding Schemes 3.6

7) Organizational structure
Management team and their roles
Ownership details
Human resource plan

8) Financial plan
Start-up costs and funding requirements
Projected income statement, balance sheet, and cash flow
Break-even analysis
Funding sources and repayment plans

9) Appendix (if any)

Resumes of founders
Product photos or designs

AM
Legal documents
Additional charts or graphs

G
Benefits of a business plan PA
Clarifies direction and business goals
IP
Helps in raising capital
TH

Identifies potential risks and challenges

Serves as a monitoring tool for performance
PA

Builds confidence among investors and team members

3.6 CASE STUDIES

L

Case studies are incredibly valuable for understanding the practical application of
KA

business concepts, identifying success factors, and learning from challenges. The following
are a few prominent Indian startup case studies, highlighting their innovation, business
models, and key learnings:

1) Flipkart – Revolutionizing E-commerce in India

Founded: 2007 by Sachin and Binny Bansal

Sector: E-commerce
Initial Idea: Online bookstore
Innovation:
 Introduced cash on delivery (COD) and easy returns, addressing local buying behavior.
 Built a strong logistics system with Ekart.

Unit – III: Government And Non-Government Funding Schemes 3.7

 Growth:
 Scaled into fashion, electronics, and groceries.
 Acquired by Walmart in 2018 for $16 billion - India’s biggest start-up exit.

Learning: Tailoring global e-commerce to Indian needs created a scalable and

valuable business.

2) BYJU’S – Disrupting Education with Technology

Founded: 2011 by Byju Raveendran
Sector: EdTech
Model: Subscription-based learning app for school students
Innovation:
 Created visual, interactive content for better understanding.

AM
 Personalized learning through AI and data analytics.
Impact:

G
 100M+ users across India and other countries.
PA
 Acquired WhiteHat Jr, Aakash Institute to expand offerings.
Learning: Blending tech with education created a global EdTech leader.
IP
TH

3) Ola – India's ride-hailing revolution

Founded: 2010 by Bhavish Aggarwal and Ankit Bhati
PA

Sector: Urban mobility

Initial problem: Unorganized and unreliable taxi services
L
KA

Solution:
 Aggregated cab services via app
 Introduced ride-sharing and Ola Auto
 Later diversified into electric mobility (Ola Electric)
Learning: Identifying a local transportation gap and solving it with tech built a multi-
billion-dollar business.

4) Razorpay – Enabling digital payments for businesses

Founded: 2014 by Harshil Mathur and Shashank Kumar
Sector: FinTech
Service: Online payment gateway for businesses

Unit – III: Government And Non-Government Funding Schemes 3.8

 Innovation:
 Unified platform for payments, payroll, invoices
 Easy API integration for start-ups and SMEs
Impact:
 Used by 8M+ businesses including Facebook, Zomato, and Swiggy
 Became a unicorn in 2020
Learning: Simplifying digital finance helped capture a rapidly digitizing market.

5) Mamaearth – Building a D2C personal care brand

Founded: 2016 by Ghazal and Varun Alagh
Sector: Beauty and personal care
Produvts: Natural, toxin-free baby and skincare products

AM
Strategy:
 Direct-to-consumer (D2C) online model

G
 Heavy focus on influencer and social media marketing
Growth: PA
 First unicorn in the beauty D2C space
IP
 Expanded into offline retail and international markets
TH

Learning: Clear brand values and strong digital marketing can drive success in
traditional sectors.
PA

3.7 OPPORTUNITIES FOR START-UPS

1) Digital India and internet growth
L

Over 850 million internet users in India

KA

Expanding access to smartphones and affordable data

Huge opportunity for tech-based start-ups (EdTech, FinTech, AgriTech)

2) Large domestic and rural market

Diverse population with unique needs across rural and urban areas
High demand for affordable solutions in healthcare, education, transport, and finance

3) Government support
Start-up India, Digital India, Make in India, and Stand-up India initiatives
Tax exemptions, funding schemes, faster IPR processing, and regulatory ease

4) Growing investor interest

Growth in venture capital, angel investing, and incubator/accelerator programs
India's large market attracts both domestic and global investors

Unit – III: Government And Non-Government Funding Schemes 3.9

5) Young and skilled workforce
Access to skilled engineers, developers, and business graduates
Universities and IITs fueling innovation and research

6) Demand for social/environmental solutions

Climate tech, clean energy, AgriTech, and health innovations are gaining momentum
Opportunity to create meaningful, long-term impact

3.8 CHALLENGES FACED BY START-UPS

1)Limited access to early-stage funding
Difficult for idea-stage start-ups to secure capital
Banks are often risk-averse
2) Regulatory and compliance burden

AM
Complex tax, legal, and compliance requirements
Changing government policies can create uncertainty

G
3) High market competition
Intense competition from both large companies and other start-ups
PA
Differentiating and retaining users is a challenge
IP
4) Scalability issues
Infrastructure, supply chain, and talent often limit scaling
TH

Not all start-ups manage to grow beyond regional success

PA

5) Talent retention and team building

Start-ups often lose talent to bigger, more stable firms
Building the right founding team is critical but difficult
L
KA

6) Uncertain revenue models

Many start-ups struggle with profitability despite large user bases
Focus on growth over revenue can become risky

3.9 FUNDING SUPPORTS FROM GOVERNMENT SCHEMES

To boost entrepreneurship and self-employment, the Government of India and
various state governments offer financial support schemes to help new businesses get
started and grow. These schemes provide loans, subsidies, grants, training, and other
resources. The major government schemes are:

1) MUDRA – Micro Units Development and Refinance Agency Ltd.

Launched by: Government of India (under Pradhan Mantri MUDRA Yojana – PMMY)
Target group: Small businesses, micro-enterprises, self-employed individuals

Unit – III: Government And Non-Government Funding Schemes 3.10

 Loan categories:
 Shishu: Up to ₹50,000 (for start-ups or early-stage)
 Kishore: ₹50,001 to ₹5 Lakhs (for growing businesses)
 Tarun: ₹5 Lakhs to ₹10 Lakhs (for expansion)
Features:
 No collateral required
 Applicable to traders, artisans, manufacturers, small service providers
Website: [Link]

2) TANSEED – Tamil Nadu Start-up Seed Grant Fund

Launched by: StartupTN (Government of Tamil Nadu)
Target group: Start-ups registered in Tamil Nadu

Support provided:

AM
 Grant of up to ₹10 lakhs as seed funding
 Equity-free funding for innovative and scalable ideas

G
Eligibility:
 DPIIT-recognized start-ups PA
 Based in Tamil Nadu
IP
 Must have a proof of concept or prototype
TH

Purpose:
 To bridge the gap between idea and early-stage funding
PA

 Encourage youth-led innovation and start-up culture

Website: [Link]
L
KA

3) NEEDS – New Entrepreneur cum Enterprise Development Scheme

Launched by: Government of Tamil Nadu
Target group: First-generation entrepreneurs aged 21 - 35 (General) / 45 (SC/ST)
Support provided:
 Subsidy: 25% of project cost (up to ₹25 lakhs)
 Bank loan: For balance project cost
 Entrepreneurship training: Through EDI (Entrepreneurship Development Institute)

Eligibility:
 Graduation or diploma holders
 Business in manufacturing or service sector
 Resident of Tamil Nadu

Website: [Link]

Unit – III: Government And Non-Government Funding Schemes 3.11

4) PMEGP – Prime Minister’s Employment Generation Programme
Launched by: Ministry of MSME
Target group: Individuals, Self Help Groups, Institutions

Support provided:
 Financial assistance for new micro-enterprises
 Subsidy: 15%–35% depending on category and location
 Loan up to ₹25 lakhs (manufacturing) and ₹10 lakhs (service)

Eligibility:
 Age 18+, no income limit
 No collateral for loans up to ₹10 lakhs
 Must undergo EDP training (Entrepreneurship Development Programme)

AM
Implemented by: KVIC, DIC, Coir Board
Website: [Link]

G
5) UYEGP – Unemployed Youth Employment Generation Programme (Tamil Nadu)
PA
Launched by: Department of Micro, Small and Medium Enterprises, Tamil Nadu
Target group: Unemployed youth aged 18 - 35 (up to 45 for special categories)
IP
Support provided:
TH

 Loan up to ₹10 lakhs for starting micro-enterprises

 Subsidy: 25% of project cost (maximum ₹2.5 lakhs)
PA

 No collateral for loans up to ₹5 lakhs

Eligibility:
L
KA

 Minimum 8th standard pass

 Resident of Tamil Nadu
 Applicant should not be a defaulter in any bank/financial institution
Website: [Link]

3.10 NON-GOVERNMENT SCHEMES

Non-government schemes include initiatives by private companies, investors,
academic institutions, and non-profit organizations that provide funding, mentorship,
incubation, and networking.

1) Startup accelerators and incubators

These programs help early-stage start-ups grow by offering mentorship, funding,
workspace, and networking opportunities.

Unit – III: Government And Non-Government Funding Schemes 3.12

Popular incubators and accelerators:
Name Supported By Focus Area
NSRCEL IIMB All sectors
(IIM Bangalore) (Tech, Women-led, Social)
[Link] IIMA Tech, Agri, Energy,
(IIM Ahmedabad) Impact Start-ups
T-Hub Telangana Govt + Technology, AI, HealthTech
Corporates
91Springboard Private Co-working Incubator Start-ups across all industries
Microsoft for Microsoft SaaS, AI, Cloud-based Start-ups
Startups

2) Private Venture Capital (VC) and Angel Networks

Private investors provide funding and strategic guidance to help start-ups grow.

AM
Important networks
Indian Angel Network (IAN)

G
LetsVenture
Blume Ventures
Sequoia Capital India
PA
IP
Kalaari Capital
Venture Catalysts
TH

3) Corporate start-up programs

PA

Big companies support start-ups via innovation labs, partnerships, and investment arms.
Corporation Program / Initiative Focus
L

Google Google for Startups Tech & AI Start-ups

KA

Amazon AWS Activate Cloud credits, mentoring

Facebook (Meta) FbStart Mobile start-ups
Tata Group Tata NEST Industry partnerships
Reliance JioGenNext Accelerator program Telecom, IoT, Mobile tech

4) University innovation and incubation centers

Leading academic institutions have dedicated incubators to promote student and
alumni entrepreneurship.
Examples:
IIT-Madras Incubation Cell (IITMIC)
SINE (IIT-Bombay)
IIM-Calcutta Innovation Park
BITS Pilani TBI (Technology Business Incubator)

Unit – III: Government And Non-Government Funding Schemes 3.13

5) NON-PROFITS AND NGOS SUPPORTING START-UPS
Organizations support social entrepreneurs and impact start-ups.
Organization Focus Area
Villgro Agriculture, Health, Education
Deshpande Foundation Rural entrepreneurship
UnLtd India Social entrepreneurship
Ashoka India Social impact leaders
Global Alliance for Mass Entrepreneurship (GAME) Inclusive business support

Support offered by non-government entities

Type of Support Examples
Funding Angel investors, VCs

AM
Mentorship Incubators, accelerators
Technical Assistance Microsoft, AWS, Google

G
Market Access Corporate partnerships
Training and Workshops PA
Academic institutions, NGOs
Networking and Demo Days Pitching events, investor meets
IP

3.11 CSR FUND (CORPORATE SOCIAL RESPONSIBILITY FUND)

TH

CSR (Corporate Social Responsibility) is a legal obligation under the Companies

Act, 2013 in India, requiring certain companies to spend 2% of their average net profit (of
PA

the past 3 years) on social and developmental activities.

L

CSR fund eligibility (India)

KA

Companies must spend on CSR if they meet any one of the following:
Net worth ≥ ₹500 crores
Turnover ≥ ₹1,000 crores
Net profit ≥ ₹5 crores

CSR in support of start-ups

Though CSR is mainly focused on social good, there are specific areas where start-
ups and innovation are eligible for CSR funding:
1) Support to business incubators
Companies can contribute CSR funds to:
 Government-recognized incubators
 Academic R&D institutions
 Start-up accelerators working on social problems

Unit – III: Government And Non-Government Funding Schemes 3.14

Example:
CSR funds given to IITs, IIMs, or Atal Incubation Centres to support health-tech or
AgriTech start-ups.

2) Promoting education, skill, and livelihood start-ups

Start-ups working in education tech, vocational training, women employment, etc.,
can get CSR support.
Focus is on job creation, especially in underserved areas.

3) Funding for social enterprises

Social start-ups (for-profit or not-for-profit) working on problems like:
 Clean energy
 Rural healthcare
 Affordable education may receive CSR grants or partnerships.

AM
4) CSR Through Partnerships
Companies may:

G
 Directly fund a project or incubator
PA
 Partner with NGOs or foundations who support early-stage start-ups
 Set up CSR arms or foundations (e.g., Tata Trusts, Infosys Foundation)
IP
Examples of CSR in start-up support
TH

Company CSR Initiative Beneficiary / Impact

PA

Supported agri and

Tata Group Tata Trusts
healthcare innovation
Infosys Infosys Foundation Tech training for youth
L
KA

Mahindra & Mahindra Nanhi Kali, Rise for Good Education and innovation labs
Reliance Foundation JioGenNext Accelerator program for tech start-ups

Benefits of CSR funding for start-ups

Access to non-equity capital (grants, not loans or investments)
Credibility by association with large companies
Mentoring and networking support
Focused funding for impact-based innovation

Limitations
Strict compliance and monitoring by donor company
Usually targeted to non-profit or social impact ventures
Less flexibility compared to private funding

Unit – III: Government And Non-Government Funding Schemes 3.15

3.12 ANGEL INVESTORS
An angel investor is a high-net-worth individual who invests personal funds in early-
stage or start-up companies, typically in exchange for equity (ownership stake) in the
business. They are often the first external investors in a start-up and may also provide
mentorship, industry contacts, and strategic advice.
Key features of angel investors
Investment size: Usually ₹10 lakhs to ₹2 crores (can vary)
Stage of investment: Idea stage, prototype, or early revenue
Type of return: Equity ownership, sometimes convertible debt
Involvement: Active or passive; often guide founders
Risk level: Very high (many start-ups fail)

Why Start-ups Seek Angel Investors?

AM
Banks do not fund idea-stage businesses
Angel investors are faster and more flexible than venture capitalists

G
Provide expertise, network, and credibility
Often act as mentors or board members PA
Examples of angel investors in India
IP
Ratan Tata: Invested in Ola, Paytm, Lenskart, Urban Ladder
TH

Sanjay Mehta: Founder of [Link], angel in many start-ups

Anupam Mittal: Founder of [Link], Shark Tank India investor
PA

Kunal Bahl & Rohit Bansal: Founders of Snapdeal, now investors

Rajan Anandan: MD at Peak XV (formerly Sequoia), active angel
L

Angel networks in India

KA

Angel investors often operate through networks or groups to pool resources and reduce
risk. The major networks are:
Indian Angel Network (IAN): One of the largest in Asia
Mumbai Angels: Focuses on early-stage tech start-ups
Chennai Angels: Strong presence in South India
Lead Angels: Connected to IIT Bombay
LetsVenture: Online platform to connect start-ups & angels
Advantages of angel investment
Easier to access than banks or VCs
No repayment pressure like loans
Investor can open doors to industry, clients, media
Faster decision-making

Unit – III: Government And Non-Government Funding Schemes 3.16

Challenges of angel investment
Founders give up part of ownership
Investor may want involvement in decision-making
Pressure to scale or exit fast
Not suitable for all start-ups (especially non-scalable businesses)

3.13 VENTURE CAPITALIST

A Venture Capitalist (VC) is a professional investor or investment firm that provides
capital to start-ups and growing businesses in exchange for equity (ownership). VCs
typically invest in high-growth, high-potential businesses that are beyond the idea stage
and require funding to scale operations, enter new markets, or develop products.

Key features of venture capital

AM
Source of funds: Managed funds from high-net-worth individuals (HNIs),
institutions, corporations

G
Investment size: Ranges from ₹2 crores to ₹100+ crores, depending on the stage

PA
Stage of investment: Seed, Series A, B, C… till IPO or acquisition
Return type: Equity (ownership), aims for high returns (10x or more)
IP
Exit strategy: IPO, acquisition, or buy-back within 5–10 years
TH

Why start-ups seek venture capital?

PA

To scale rapidly across geographies or product lines

Need large capital for marketing, hiring, R&D
Get industry expertise, mentorship, and networking
L
KA

Gain credibility among customers and partners

Top venture capital firms in India

VC Firm Notable Investments

Sequoia Capital India (Peak XV Partners) Byju’s, Zomato, Oyo, Groww
Accel Partners Flipkart, Swiggy, Freshworks
Blume Ventures Unacademy, Dunzo, GreyOrange
Kalaari Capital Dream11, Snapdeal, [Link]
Matrix Partners Razorpay, Ola, Practo
SAIF Partners (Elevation Capital) Paytm, Meesho, ShareChat

Unit – III: Government And Non-Government Funding Schemes 3.17

Benefits of venture capital
Access to large funds and networks
Helps build global or national brands
Strategic support from experienced professionals
Enhances company valuation and visibility

Challenges of VC funding
VCs may demand board seats or veto powers
Focused on fast growth and profitability
Founders lose a part of ownership
Need to return profits to investors within a few years

AM
REVIEW QUESTIONS

G
3 Marks Questions
1) What is start-up? PA
2) List out the key characteristic of a start-up.
IP
3) What are the goals of a start-up?
TH

4) Give some examples of successful start-ups.

5) State the importance of start-ups in the economy.
PA

6) Why India is a start-up hotspot?

7) List out the key sectors with high start-up activity.
L

8) What are the challenges faced by Indian start-ups?

KA

9) What are the eligibility criteria to register as a start-up in India?

10) What is a business model?
11) What are the popular types of business models?
12) Give the importance of a business model.
13) What is business plan?
14) List out the purposes of business plan.
15) List out the various government funding supports for start-ups.
16) List out the various non-government schemes for supporting start-ups.
17) List out any five popular incubators.
18) List out any five corporate start-up program.
19) List out the non-profits and NGOs supporting start-ups.

Unit – III: Government And Non-Government Funding Schemes 3.18

20) What is CSR fund? Give its eligibility.
21) Give examples of CSR in start-up support.
22) List out the benefits and limitations of CSR funding.
23) What are angel investors?
24) Give examples of angel investors in India.
25) List out any five angel networks in India.
26) Write the advantages and challenges of angel investment.
27) Who is a venture capitalist?
28) Why start-ups seek venture capital?
29) List out any five venture capitalist firms in India.
30) State the advantages and challenges of VC funding.

AM
5 Marks Questions
1) Explain the stages of a start-up.

G
2) Write short notes on start-ups in India.
PA
3) Explain the procedure for registration of start-up in India.
4) Explain the key elements of a business model.
IP
5) Briefly explain the components of a business plan.
TH

6) Explain any case study of a prominent Indian start-up.

7) Briefly explain about MUDRA scheme?
PA

8) Explain TANSEED scheme for start-ups.

9) Explain the eligibility criteria and supports provided through NEEDS.
L

10) Briefly explain PMEGP.

KA

11) What is UYEGP? Explain the eligibility and supports provide through this scheme.
12) Briefly explain the various non-government schemes for supporting start-ups.
13) Briefly explain about CSR fund.
14) Briefly explain about angel investors.
15) Briefly explain about venture capitalist.

Unit – III: Government And Non-Government Funding Schemes 3.19

 Unit – IV
POWERPOINT (PPT) PRESENTATIONS
4.1 TIPS OF POWERPOINT PRESENTATION
The key tips for preparing an effective PowerPoint (PPT) presentation are:
1) Plan your content first
Define the purpose: Inform, persuade, teach?
Know your audience: Tailor tone and complexity.
Outline your main points before starting slides.

2) Keep slides simple and focused

One main idea per slide.
Use bullet points (3–5 per slide).

AM
Avoid overcrowding with too much text or images.

3) Use clean and consistent design

G
Stick to a theme or template.
Use 2–3 complementary colors. PA
Use readable fonts (e.g., Arial, Calibri, Verdana).
IP
Minimum font size: 24 pt for body, 36 pt for headings.
TH

4) Use visuals wisely

Use high-quality images, charts, and graphs.
PA

Avoid pixelated or overly decorative visuals.

Use icons or infographics to simplify complex data.
L

5) Make it memorable
KA

Start with a strong opening (quote, question, or fact).

Tell a story or use real-life examples.
Use transitions and animations sparingly but effectively.

6) Present data clearly

Use charts for numbers (bar, pie, line graphs).
Highlight trends, not raw data.
Label axes and legends clearly.

7) Be time-conscious
Aim for 1-2 minutes per slide.
Practice with a timer.
Limit total slides based on available time (e.g., 10 minutes = ~8 slides).

Unit – IV: PowerPoint Presentations 4.1

8) Practice delivery
Rehearse your talk with slides.
Focus on voice clarity, eye contact, and body language.
Don’t read from the slides—expand on the points.

9) Avoid common mistakes

Don’t use all caps (hard to read).
Avoid excessive sound effects or flashy animations.
Don’t rely solely on the slides—you are the presenter.

10) Prepare backup and materials

Save your PPT in multiple formats: .pptx, PDF.
Carry a backup (USB, cloud).
Print handouts if required.

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.2

 HINTS FOR POWER POINT PRESENTATIONS

TOPIC – 1: IDEA GENERATION

CONTENTS OF SLIDES:

Slide 1: Title - Idea Generation

Subtitle: Unlocking Creativity for Innovation
Your Name | Date | College Name

Slide 2: Introduction to Idea Generation

Idea generation is the process of creating new, innovative, or useful ideas.
It's essential for solving problems, driving innovation, and starting new ventures.

AM
Slide 3: Objectives of This Presentation
Define and understand idea generation.

G
Learn various ideation techniques.
PA
Explore how to evaluate and implement ideas.

Slide 4: What is an Idea?

IP
A concept, suggestion, or plan for doing something.
TH

Types:
 Creative: Original or imaginative
PA

 Innovative: Brings new value

 Practical: Easily applied
 Theoretical: Based on models or hypotheses
L
KA

Slide 5: Importance of Idea Generation

Enables innovation and progress.
Key to entrepreneurship and product development.
Helps teams think outside the box.
Supports continuous improvement.

' Slide 6: Sources of Ideas

&
%
$
#
"
!
Observing daily problems or market gaps
Customer feedback and experience
Brainstorming sessions
Industry trends and research
Competitor insights
Unexpected or accidental discoveries

Unit – IV: PowerPoint Presentations 4.3

/ Slide 7: Popular Idea Generation Techniques
.
-
,
+
*
)
(
Brainstorming: Free-flowing idea sharing
Mind Mapping: Visual representation of ideas
SCAMPER: Structured way to rethink ideas
Six Thinking Hats: Diverse perspectives
SWOT Analysis: Identify Strengths, Weaknesses, Opportunities, and Threats
Random Word: Use unrelated words to spark creativity

2 Slide 8: Group vs. Individual Ideation

1
0
Individual: Focus and depth of thought
Group: Diversity and synergy
Combine both for optimal results.

AM
✅ Slide 9: Selecting the Best Idea
Evaluate ideas using:
Feasibility – Is it doable?

G
Viability – Is it profitable or beneficial?
PA
Desirability – Do people need or want it?
Use tools like decision matrices and prototyping.
IP
TH

Slide 10: Turning Ideas into Action

Develop and refine the concept.
PA

Create prototypes.
Collect and respond to feedback.
L

Finalize and implement the idea.

KA

7 Slide 11: Real-World Examples

6
5
4
Post-it Notes: A failed glue turned into a useful product.
Airbnb: Shared space concept evolved into global hospitality.
Swiggy/Zomato: Solved local delivery problems creatively.

@ Slide 12: Tips for Effective Idea Generation

?
>
=
<
;
:
9
8
Stay curious.
Welcome all ideas - don’t self-edit too early.
Encourage open-minded thinking.
Use creative environments and tools.

Unit – IV: PowerPoint Presentations 4.4

J Slide 13: Conclusion
I
H
G
F
E
D
C
B
A
Idea generation is a vital first step in any innovation journey.
Use structured techniques and evaluation methods.
Don’t be afraid to experiment and iterate.

N Slide 14: Thank You

M
L
K
Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.5

 TOPIC – 2: INNOVATION MANAGEMENT
CONTENTS OF SLIDES:
Slide 1: Title – Innovation Management
Subtitle: Driving Change and Growth
Your Name | Date | College Name

Slide 2. Introduction to Innovation Management

Innovation is the process of translating ideas into valuable products, services, or
processes.
Innovation Management involves planning, organizing, and controlling resources to
foster and implement innovation.
Essential for long-term survival and competitiveness in any industry.

AM
Slide 3. Objectives of Innovation Management
Foster a culture that supports new ideas.

G
Streamline innovation to improve efficiency and reduce risk.
PA
Create sustainable competitive advantage.
Encourage continuous improvement and creative thinking.
IP

Slide 4. Types of Innovation

TH

Product Innovation – New or improved goods/services.

Process Innovation – Better production or delivery methods.
PA

Business Model Innovation – Changing how value is created or delivered.

Incremental vs. Radical Innovation – Small improvements vs. breakthrough
L

changes.
KA

Slide 5. The Innovation Process

Idea Generation – Creativity, brainstorming, customer input.
Idea Evaluation – Feasibility, cost, value.
Development – R&D, prototyping.
Implementation – Launch and monitor performance.

Slide 6. Sources of Innovation

Internal research and development (R&D)
Customer feedback and market insights
Competitor analysis and industry trends
Academic and industry collaborations
Open innovation (external ideas and partnerships)

Unit – IV: PowerPoint Presentations 4.6

Slide 7. Innovation Strategies
Offensive – Be the first to innovate.
Defensive – React to competitors’ innovations.
Open Innovation – Use external knowledge sources.
Disruptive Innovation – Challenge established players.
Blue Ocean Strategy – Enter untapped markets.

Slide 8. Barriers to Innovation

Resistance to change within the organization
Limited financial or human resources
Risk-averse culture
Poor communication and lack of collaboration
Short-term thinking

AM
Slide 9. Tools for Innovation Management
SWOT & PEST Analysis – Strategic evaluation tools.

G
Design Thinking – User-centered creative problem-solving.
PA
TRIZ – Systematic innovation method based on patterns.
Innovation Funnel & Stage-Gate – Structured innovation pipeline.
IP

Slide 10. Innovation in Organizations

TH

Promote a risk-tolerant, open culture.

Form cross-functional, diverse teams.
PA

Empower leadership to support innovation.

Measure success using innovation KPIs (e.g., % of revenue from new products).
L
KA

Slide 11. Case Studies of Innovation

Apple: Seamless integration of design and technology.
Tesla: Innovations in electric vehicles and business models.
Google: “20% Time” for personal projects, innovation embedded in culture.

Slide 12. Conclusion

Innovation management is not random—it’s a structured process.
Organizations must continually adapt and innovate to stay relevant.
Leaders should invest in people, systems, and environments that nurture innovation.

Slide 13. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.7

 TOPIC – 3: PRODUCT DEVELOPMENT

CONTENTS OF SLIDES:

Slide 1: Title – Product Development

Subtitle: From Idea to Market
Your Name | Date | College Name

Slide 2. Introduction to Product Development

Product development refers to the process of creating a new product or improving
an existing one.
It’s essential for staying competitive and meeting customer needs.
Involves multiple stages from idea to market launch.

AM
Slide 3. Objectives of Product Development
Satisfy customer demands and preferences.

G
Introduce innovative solutions to the market.
Grow revenue and improve market share.
PA
Outpace competitors with better offerings.
IP
TH

Slide 4. Stages of Product Development

1) Idea Generation
PA

2) Idea Screening
3) Concept Development & Testing
4) Business Analysis
L

5) Product Development
KA

6) Market Testing
7) Commercialization

Slide 5. Stage 1: Idea Generation

Collect ideas from multiple sources (customers, employees, competitors, R&D).
Use brainstorming, mind mapping, and creative thinking.

Slide 6. Stage 2: Idea Screening

Filter out unfeasible or misaligned ideas early.
Prevents investment in weak concepts.
Criteria: Feasibility, relevance, potential.

Unit – IV: PowerPoint Presentations 4.8

Slide 7. Stage 3: Concept Development & Testing
Turn an idea into a testable product concept.
Share with target customers to gain feedback.
Adjust based on input.

Slide 8. Stage 4: Business Analysis

Estimate potential sales, costs, and profits.
Determine break-even points.
Conduct a financial feasibility study.

Slide 9. Stage 5: Product Development

Engineers and designers create prototypes.
R&D performs trials and improvements.

AM
Cross-functional collaboration is key.

G
Slide 10. Stage 6: Market Testing
Launch a test version in select regions or segments.
PA
Measure customer response, pricing, and promotional impact.
Identify issues before full launch.
IP
TH

Slide 11. Stage 7: Commercialization

Full-scale market launch.
PA

Marketing campaigns and distribution strategies go live.

Monitor performance and adjust as needed.
L
KA

Slide 12. Challenges in Product Development

High cost and resource needs.
Time pressure and deadlines.
Market uncertainty.
Aligning across departments.

Slide 13. Tools and Techniques

Design Thinking: Empathy + ideation + prototyping.
Agile/Scrum: Iterative development.
Prototyping/MVP: Test quickly and cheaply.
Market Research: Validate assumptions.

Unit – IV: PowerPoint Presentations 4.9

Slide 14. Case Studies
Apple iPhone: Simple user-centric design.
Dyson: Thousands of prototypes before launch.
Oreo: Flavour innovation through customer feedback.

Slide 15. Conclusion

Product development combines creativity, strategy, and execution.
It's a systematic process vital for innovation and success.
Focus on customer needs, continuous testing, and cross-team coordination.

Slide 16. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.10

 TOPIC – 4: BUSINESS MODEL INNOVATION

CONTENTS OF SLIDES:

Slide 1: Title – Business Model Innovation

Subtitle: Redisigning Value Creation
Your Name | Date | College Name

Slide 2. Introduction to Business Model Innovation

A business model defines how a company creates, delivers, and captures value.
Business model innovation is the process of redefining one or more of these
elements to adapt and grow.
It’s essential in fast-changing markets with evolving technologies and customer
expectations.

AM
Slide 3. Elements of a Business Model

G
Value Proposition – What value is delivered?
PA
Customer Segments – Who are the target customers?
Channels – How is value delivered?
IP
Customer Relationships – How are customers acquired and retained?
Revenue Streams – How does the company make money?
TH

Key Resources – What assets are needed?

Key Activities – What essential tasks are performed?
PA

Key Partnerships – Who are strategic allies?

Cost Structure – What are the main costs?
L
KA

Slide 4. What is Business Model Innovation?

Reimagining how a business works.
Can involve changes to offerings, revenue, operations, or value delivery.
Helps to differentiate and create competitive advantages.

Slide 5. Importance of Business Model Innovation

Helps businesses adapt to disruptions.
Opens new markets and value opportunities.
Enhances resilience and long-term sustainability.
Key to outpacing competition.

Unit – IV: PowerPoint Presentations 4.11

Slide 6. Types of Business Model Innovation
Industry Model Innovation: Changing industry boundaries.
Revenue Model Innovation: New ways to earn money (e.g., subscriptions).
Enterprise Model Innovation: Redefining roles within the company or
partnerships.
Platform Models: Two-sided networks (e.g., Airbnb, Uber).

Slide 7. Triggers for Innovation

Technological breakthroughs
Changing consumer behavior
Global events (e.g., pandemics, economic shifts)
Competitive disruptions

AM
Slide 8. Examples
Netflix: Evolved from DVD rentals to streaming subscriptions.

G
Uber: Replaced taxi dispatch with app-based ride-hailing.
Airbnb: Hospitality model without owning properties.
PA
Amazon: Integrated retail and cloud infrastructure.
IP
Slide 9. Steps in Business Model Innovation
TH

1) Analyze current model.

2) Identify weak spots or emerging opportunities.
PA

3) Design innovative model alternatives.

4) Test and validate with users.
L

5) Launch and refine at scale.

KA

Slide 10. Tools for Business Model Innovation

Business Model Canvas: Visual map of your model.
Value Proposition Canvas: Match product with customer needs.
SWOT & PEST Analysis: Strategic landscape tools.
Customer Journey Mapping: Understand pain points and gains.

Slide 11. Challenges and Risks

Internal resistance to change.
Market uncertainty about new models.
Execution risks in implementation.
Need for vision and strong leadership.

Unit – IV: PowerPoint Presentations 4.12

Slide 12. Best Practices
Begin with customer needs.
Promote cross-functional innovation.
Use experimentation and rapid prototyping.
Monitor KPIs and adjust continuously.

Slide 13. Conclusion

Business model innovation ensures survival and success in uncertain environments.
It requires creativity, customer focus, and the courage to challenge the status quo.
Ongoing evolution is the path to long-term growth.

Slide 14. Thank You

Prepared by: [Your Name]

AM
For feedback or questions, reach out at: [Email / Contact Info]

G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.13

 TOPIC – 5: ORGANIZATIONAL CULTURE AND CHANGE
MANAGEMENT
CONTENTS OF SLIDES:
Slide 1: Title – Organizational Culture and Change Management
Subtitle: Adapting Culture for Successful Change
Your Name | Date | College Name

Slide 2. Introduction
• Organizational Culture: Shared beliefs, values, and behaviors that shape how
people work.
• Change Management: A structured process to transition individuals, teams, and
organizations to a desired future state.
• Both are critical for sustainable organizational success.

AM
Slide 3. What is Organizational Culture?
•

G
Defines how things are done in an organization.
• Affects decision-making, communication, and leadership.
•
PA
Strong culture supports employee engagement and performance.
IP
Slide 4. Types of Organizational Culture
• Clan Culture: People-focused, team-oriented.
TH

• Adhocracy Culture: Innovative, risk-taking.

• Market Culture: Goal- and result-driven.
PA

• Hierarchy Culture: Structured, formalized systems.

Slide 5. What is Change Management?

L

•
KA

A process to manage transitions.

• Includes preparation, execution, and reinforcement.
• Aims to reduce resistance and ensure successful adoption.

Slide 6. Drivers of Organizational Change

• New technologies and digital transformation.
• Market competition and globalization.
• Mergers, restructuring, or poor performance.
• Cultural or leadership shifts.

Slide 7. Culture–Change Relationship

• Culture can enable or block change efforts.
• Change initiatives that align with existing values are more successful.
• Cultural evolution is often needed for long-term transformation.

Unit – IV: PowerPoint Presentations 4.14

Slide 8. Steps in Change Management
1) Prepare for change (assess readiness).
2) Create a vision and plan.
3) Communicate with all stakeholders.
4) Empower and enable action.
5) Create short-term wins to build momentum.
6) Sustain and institutionalize the change.

Slide 9. Change Management Models

• Lewin’s Model: Unfreeze → Change → Refreeze.
• Kotter’s 8-Step Process: Urgency → Vision → Empowerment → Wins →
Consolidation → Culture.
• ADKAR: Awareness, Desire, Knowledge, Ability, Reinforcement.

AM
Slide 10. Overcoming Resistance to Change
• Engage employees in the process.

G
• Provide clear communication and support.
•
•
Offer training and remove barriers.
Build trust and show benefits.
PA
IP
Slide 11. Building a Culture for Change
•
TH

Promote transparency and adaptability.

• Recognize and reward innovation.
•
PA

Leadership must model desired behaviors.

• Encourage learning and experimentation.

Slide 12. Case Studies

L
KA

• Netflix: Shift from DVD rental to streaming with a new culture.

• IBM: Transition from hardware to a service-based business.
• Microsoft: Cultural reinvention under Satya Nadella’s leadership.

Slide 13. Conclusion

• Organizational change succeeds when culture supports it.
• Leaders must shape and align culture with strategic goals.
• A dynamic, change-ready culture leads to resilience and growth.

Slide 14. Thank You

• Prepared by: [Your Name]
• For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.15

 TOPIC – 6: LEADERSHIP AND INNOVATION
CONTENTS OF SLIDES:
Slide 1: Title – Leadership and Innovation
Subtitle: Leading Change Through Creativity
Your Name | Date | College Name

Slide 2. Introduction
Leadership and innovation are essential for adapting to change and driving growth.
Innovative leadership involves vision, empowerment, and fostering creativity.

Slide 3. What is Leadership?

The ability to influence and guide individuals or teams.
Styles include:

AM
 Transformational – Inspires and motivates.
 Transactional – Focuses on structure and rewards.

G
 Servant – Supports and develops others.
Leaders set the tone for innovation. PA
Slide 4. What is Innovation?
IP
Innovation is the process of turning new ideas into valuable solutions.
TH

Can occur in:

 Products
PA

 Processes
 Services
 Business models
L
KA

Slide 5. The Link Between Leadership and Innovation

Innovation thrives under leaders who:
 Support experimentation
 Provide psychological safety
 Set a clear vision and direction
Leadership creates the environment for innovation to flourish.

Slide 6. Traits of Innovative Leaders

Visionary and forward-thinking
Comfortable with risk and ambiguity
Open to diverse ideas
Persistent and resilient
Strong communicators and collaborators

Unit – IV: PowerPoint Presentations 4.16

Slide 7. Leadership Styles That Promote Innovation
Transformational: Inspires change and new thinking.
Democratic: Encourages input and creativity.
Servant: Builds trust and fosters team development.

Slide 8. Creating a Culture of Innovation

Encourage risk-taking and experimentation.
Recognize and reward creative efforts.
Facilitate collaboration across departments.
Promote continuous learning and development.

Slide 9. Barriers to Innovation Leadership

Fear of failure
Overly rigid hierarchies

AM
Resistance to change
Limited resources or executive support

G
Slide 10. Strategies for Leading Innovation
PA
Define and communicate a strong innovation vision.
Empower employees to take initiative.
IP
Provide training and development opportunities.
TH

Lead by example in exploring new ideas.

Slide 11. Case Studies

PA

Steve Jobs (Apple): Emphasis on design and user experience.

Elon Musk (Tesla/SpaceX): Bold, disruptive innovation.
L

Indra Nooyi (PepsiCo): Cultural transformation and product diversification.

KA

Slide 12. Measuring Innovation Leadership Impact

Number of new ideas or projects implemented.
Employee participation in innovation programs.
Business metrics: revenue growth, customer engagement, market share.

Slide 13. Conclusion

Leadership and innovation are interconnected.
Leaders must cultivate environments where ideas can emerge and thrive.
Ongoing innovation requires vision, resilience, and strategic leadership.

14. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.17

 TOPIC – 7: BARRIERS TO INNOVATION
CONTENTS OF SLIDES:
Slide 1: Title – Barriers to Innovation
Subtitle: Overcoming Obstacles to Creativity and Growth
Your Name | Date | College Name

Slide 2. Introduction
Innovation is essential for business success and long-term sustainability.
Organizations face both internal and external barriers that can limit innovation.
Understanding these barriers is the first step to overcoming them.

Slide 3. Organizational Culture

AM
A culture of fear or risk aversion discourages experimentation.
Resistance to change is common, especially in traditional organizations.

G
Lack of support or appreciation for new ideas demotivates employees.

Slide 4. Leadership and Management

PA
IP
No clear innovation vision or goals.
Micromanagement reduces creative freedom.
TH

Failure to empower teams limits new idea generation.

PA

Slide 5. Limited Resources

Insufficient funding for R&D, prototyping, or new tools.
L

Lack of skilled employees or talent development.

KA

Not enough time, space, or infrastructure for innovation work.

Slide 6. Poor Communication

Siloed departments prevent cross-functional innovation.
Poor idea-sharing mechanisms and feedback loops.
Leaders may not communicate innovation goals clearly.

Slide 7. Rigid Processes and Bureaucracy

Slow approvals and excessive procedures kill momentum.
Overregulation blocks creative thinking.
Lack of flexibility discourages experimentation and iteration.

Unit – IV: PowerPoint Presentations 4.18

Slide 8. Market and Customer Uncertainty
Rapidly changing customer expectations.
Lack of real-time data or insights to guide decisions.
Fear of negative response or market failure.

Slide 9. Technology Barriers

Outdated systems hinder digital innovation.
Limited access to modern tools or automation platforms.
Concerns over integration or cybersecurity.

Slide 10. Employee-Related Barriers

Low morale or disengagement leads to apathy.
Skills mismatch for innovation tasks or projects.

AM
Absence of incentives or recognition for idea generation.

G
Slide 11. Strategies to Overcome Barriers
Build a culture that embraces innovation and risk.
PA
Invest in training, mentorship, and upskilling.
Foster cross-team collaboration and open communication.
IP
Use agile practices to support rapid experimentation and learning.
TH

Slide 12. Case Studies

PA

Google: “20% Time” encourages personal innovation projects.

3M: Empowering employees to create new products (Post-it Notes!).
LEGO: Transformed business through customer co-creation and insight-driven
L
KA

design.

Slide 13. Conclusion

Innovation barriers are real but surmountable.
Requires leadership commitment, cultural evolution, and strategic planning.
Removing these barriers unleashes creativity, engagement, and growth.

Slide 14. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.19

 TOPIC – 8: INNOVATION MARKETING
CONTENTS OF SLIDES:
Slide 1: Title – Innovation Marketing
Subtitle: Promoting New Ideas, Products, and Services Effectively
Your Name | Date | College Name

Slide 2. Introduction to Innovation Marketing

Combines innovation and marketing strategies to bring new products or services to
market.
Focuses on creating value for customers through unique positioning and creative
promotion.
Essential in dynamic markets where customer expectations and technology are

AM
constantly evolving.

G
Slide 3. What is Innovation Marketing?
A marketing approach designed to:
 Promote innovative offerings.
PA
IP
 Educate the market on new value propositions.
 Differentiate from traditional solutions.
TH

Involves product innovation, process innovation, and market innovation.

PA

Slide 4. Importance of Innovation in Marketing

Helps break through market noise.
Captures attention with creative strategies.
L
KA

Builds a competitive edge.

Responds to changing consumer behavior and digital disruption.

Slide 5. Key Elements of Innovation Marketing

Understanding customer needs in depth.
Personalization and segmentation.
Omnichannel marketing: Use of multiple platforms and devices.
Engaging content and storytelling.
Leveraging emerging technologies like AI, AR/VR, and automation.

Slide 6. Marketing Innovative Products

Challenges:
 Customers may not understand the product initially.
 Market may resist change.

Unit – IV: PowerPoint Presentations 4.20

 Strategies:
 Focus on benefits, not just features.
 Use early adopters and influencers.
 Provide demonstrations or free trials.

Slide 7. Tools & Techniques in Innovation Marketing

Design Thinking: Focus on human-centered marketing.
Inbound Marketing: Attract customers through value-added content.
Digital Platforms: Social media, SEO, influencer marketing.
Customer Feedback Loops: Iterative improvements through engagement.

Slide 8. Innovative Marketing Campaigns – Examples

Apple: Simple, sleek messaging for revolutionary devices.
Nike: Emotional branding and storytelling around innovation.

AM
Tesla: Direct-to-customer model and digital buzz without traditional ads.

G
Slide 9. Steps in Creating an Innovation Marketing Strategy
1)
2)
PA
Research: Understand market trends and customer pain points.
Define Value Proposition: What problem are you solving?
IP
3) Choose Channels: Where do your target audiences engage?
4) Craft Messaging: Focus on how the product improves life.
TH

5) Test and Iterate: Use feedback to improve continuously.

PA

Slide 10. Challenges in Innovation Marketing

Market resistance to new ideas.
L

High marketing costs for education and awareness.

KA

Rapid technology changes requiring continuous adaptation.

Risk of overhyping innovation without delivering value.

Slide 11. Success Factors

Strong brand trust and credibility.
Customer-centric approach to innovation.
Fast and agile marketing execution.
Integration between R&D, marketing, and sales.

Slide 12. Conclusion

Innovation marketing is about transforming new ideas into compelling stories.
Success requires deep customer understanding, creative strategies, and adaptive tactics.
It’s not just about what you sell — it’s how you connect and inspire.

Unit – IV: PowerPoint Presentations 4.21

Slide 13. Thank You
Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.22

 TOPIC – 9: E-COMMERCE SUCCESS STORY – AMAZON
CONTENTS OF SLIDES:
Slide 1: Title – E-Commerce Success Story – Amazon
Subtitle: From Online Bookstore to Global Tech Giant
Your Name | Date | College Name

Slide 2. Introduction
Amazon is a leading global e-commerce platform founded by Jeff Bezos in 1994.
Started as an online bookstore, expanded to become the “everything store.”
Known for innovation, customer obsession, and operational excellence.

Slide 3. Early Beginnings

AM
Founded in Seattle, USA, in a garage.
Launched in 1995 with the slogan: “Earth’s biggest bookstore.”

G
In its first month, sold books in all 50 U.S. states and 45 countries.

Slide 4. Business Model

PA
IP
Marketplace model: Sells both Amazon-owned inventory and third-party
products.
TH

Focused on low prices, vast selection, and fast delivery.

Revenue streams: product sales, Amazon Web Services (AWS), Prime
PA

memberships, ads, and devices.

L

Slide 5. Key Innovations

KA

1-Click Ordering: Simplified checkout process.

Amazon Prime: Subscription service with fast shipping, video, music, and more.
Kindle: Revolutionized the eBook market.
Amazon Web Services: Cloud services powering much of the internet.

Slide 6. Customer-Centric Strategy

“Start with the customer and work backward.”
Emphasis on:
 Fast delivery
 Easy returns
 Customer reviews and recommendations
 24/7 support

Unit – IV: PowerPoint Presentations 4.23

Slide 7. Technology and Logistics
Heavy investment in AI, automation, and data analytics.
Owns a global supply chain, including:
 Fulfillment centers
 Amazon Air (cargo planes)
 Delivery vans and drones (Prime Air)

Slide 8. Global Expansion

Operates in 20+ countries, localized for language, currency, and laws.
Notable markets: USA, UK, India, Germany, Japan.
Amazon India became one of the largest e-commerce platforms in the country.

Slide 9. Financial Growth

AM
2023 Revenue: Over $500 billion USD.
AWS is the most profitable division.

G
Market capitalization consistently over $1 trillion USD.

Slide 10. Challenges Faced

PA
Regulatory issues in multiple countries.
IP
Labor protests and warehouse worker conditions.
TH

Competition from Walmart, Alibaba, Flipkart, etc.

Environmental concerns due to packaging and logistics footprint.
PA

Slide 11. Success Factors

L

Visionary leadership under Jeff Bezos.

KA

Constant innovation and experimentation.

Aggressive reinvestment into tech and infrastructure.
Customer trust and loyalty (via Prime and reviews).

Slide 12. Lessons from Amazon

Always be customer-focused.
Use technology to scale and personalize experiences.
Embrace failure and risk as part of growth.
Continuously innovate across the value chain.

Slide 14. Conclusion

Amazon’s rise from an online bookstore to a tech giant is a benchmark in e-
commerce success.

Unit – IV: PowerPoint Presentations 4.24

 It redefined retail and created new global standards in delivery, innovation, and
customer service.

Slide 15. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.25

 TOPIC – 10: ROLE OF START-UPS IN HIGHER EDUCATION
CONTENTS OF SLIDES:
Slide 1: Title – Role of Start-ups in Higher Education
Subtitle: Fostering Innovation, Skills, and Entrepreneurial Thinking
Your Name | Date | College Name

Slide 2. Introduction
Start-ups are small, innovative ventures that drive change.
In higher education, start-ups play a transformative role by connecting students with
real-world challenges.
They contribute to building an entrepreneurial ecosystem within academic
institutions.

AM
Slide 3. Benefits of Start-ups in Higher Education

G
Promote innovation and creativity among students and faculty.
PA
Encourage problem-solving and practical application of academic knowledge.
Enable early exposure to entrepreneurship and business development.
IP

Slide 4. Start-up Ecosystem in Campuses

TH

Universities are increasingly setting up:

 Incubation centers
PA

 Entrepreneurship cells (E-cells)

 Innovation labs
L

 Mentorship and funding programs

KA

Collaboration with industry and government enhances effectiveness.

Slide 5. Skill Development through Start-ups

Students involved in start-ups develop:
 Critical thinking and leadership
 Business acumen and communication skills
 Teamwork and time management
 Digital and tech skills

Slide 6. Start-ups as Career Launchpads

Offer internships, part-time roles, and live projects.
Create alternative career paths beyond traditional employment.
Help students understand real market dynamics and customer needs.

Unit – IV: PowerPoint Presentations 4.26

Slide 7. Role of Faculty and Institutions
Faculty members can act as mentors, co-founders, or innovators.
Institutions can:
 Provide funding and infrastructure
 Encourage interdisciplinary collaboration
 Recognize entrepreneurship as an academic achievement

Slide 8. Government and Policy Support

Programs like:
 Startup India
 Atal Innovation Mission (AIM)
 RUSA (Rashtriya Uchchatar Shiksha Abhiyan)
Offer funding, mentorship, and policy support to promote start-ups in academic

AM
environments.

G
Slide 9. Case Studies of Campus Start-ups
Ather Energy – Electric vehicle company from IIT Madras.
PA
Graymatics – AI startup from NUS, Singapore.
Inshorts – News app started by IIT dropouts, now mainstream.
IP
TH

Slide 10. Challenges in Integrating Start-ups

Lack of funding and long-term support.
PA

Limited entrepreneurship curriculum.

Need for industry exposure and experienced mentors.
L

Balancing academics with start-up activities.

KA

Slide 11. Strategies to Encourage Start-ups

Include entrepreneurship education in curricula.
Create a startup-friendly policy at institutional level.
Encourage participation in hackathons, pitch fests, and innovation challenges.
Build strong alumni and industry networks.

Slide 12. Long-term Impact

Produces job creators instead of job seekers.
Encourages technology transfer and patents.
Promotes economic development and social innovation.
Builds global recognition for educational institutions.

Unit – IV: PowerPoint Presentations 4.27

Slide 13. Conclusion
Start-ups are shaping the future of higher education.
Institutions must integrate entrepreneurial thinking into learning.
A strong academic-startup link can create leaders, innovators, and changemakers.

Slide 14. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

AM
G
PA
IP
TH
PA
L
KA

Unit – IV: PowerPoint Presentations 4.28

 TOPIC – 11:
PROFESSIONAL NETWORKING IN BUILDING BRANDS
CONTENTS OF SLIDES:
Slide 1: Title – Professional Networking in Building Brands
Subtitle: Connecting People to Build Reputations and Drive Growth
Your Name | Date | College Name

Slide 2. Introduction
Professional networking involves building meaningful relationships with people in
your industry or area of interest.
It is a powerful tool for brand building—both personal and organizational.

AM
Trust, visibility, and influence are built through strategic connections.

Slide 3. Why Networking Matters in Branding

G
Builds credibility and reputation.
PA
Helps spread your brand message through trusted connections.
Provides access to opportunities, collaborations, and referrals.
IP
Establishes thought leadership and industry relevance.
TH

Slide 4. Personal Brand vs. Business Brand

PA

Personal Brand: How professionals present themselves—skills, values,

communication.
Business Brand: The identity and perception of an organization.
L

A strong personal brand enhances the business brand, especially for

KA

entrepreneurs and start-up founders.

Slide 5. Key Networking Platforms

LinkedIn – Professional networking, job opportunities, B2B connections.
Twitter/X – Industry trends, thought leadership.
Conferences/Webinars – In-person and online relationship building.
Professional associations – Domain-specific communities.

Slide 6. Types of Professional Networking

Operational: Within your workplace or company.
Personal: Friends, mentors, former classmates.
Strategic: Influencers, potential collaborators, investors.

Unit – IV: PowerPoint Presentations 4.29

Slide 7. Networking Strategies for Brand Building
Be consistent in your messaging and appearance online.
Share valuable content and insights regularly.
Engage in conversations and industry discussions.
Attend events, participate in forums, and follow up with new contacts.
Offer value first – advice, introductions, support.

Slide 8. Leveraging Networking for Start-up Branding

Early-stage branding often depends on the founder’s reputation.
Building trust with investors, partners, and customers starts with networking.
Word-of-mouth and personal endorsements can replace large marketing budgets.

Slide 9. Case Examples

Richard Branson (Virgin): Built a business empire largely through charismatic

AM
networking and personal branding.
Oprah Winfrey: Leveraged media connections to establish a globally trusted brand.

G
Narayana Murthy (Infosys): Built credibility through relationships with clients and
governments. PA
IP
Slide 10. Common Mistakes in Networking
Being overly self-promotional without offering value.
TH

Not following up after meeting someone.

Networking only when you need something.
PA

Failing to listen or personalize communication.

Slide 11. Measuring Impact of Networking on Branding

L
KA

Growth in followers, mentions, and brand engagement.

Increased referrals, partnerships, or media visibility.
Invitations to speak, write, or mentor in your niche.

Slide 12. Conclusion

Professional networking is not just about contacts - it's about connection, value, and trust.
A well-networked individual or company brand has greater visibility, influence, and
opportunity.
Make networking a habit, not a task.

Slide 13. Thank You

• Prepared by: [Your Name]
• For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.30

 TOPIC – 12: HOW TO START A START-UP IN INDIA
CONTENTS OF SLIDES:
Slide 1: Title – How to Start a Start-up in India
Subtitle: A Step-by-Step Guide for Young Entrepreneurs
Your Name | Date | College Name

Slide 2. Introduction
India is one of the fastest-growing start-up ecosystems in the world.
Start-ups drive innovation, employment, and economic growth.
This guide walks you through the essential steps to launch a successful start-up in
India.

AM
Slide 3. Step 1: Idea Generation
Identify a real-world problem or need.

G
Brainstorm innovative solutions.
PA
Validate the idea through market research and feedback.
Check if the idea is scalable and sustainable.
IP

Slide 4. Step 2: Business Plan Development

TH

Prepare a detailed business plan including:

 Vision and mission
PA

 Product/service description
 Market analysis
L

 Business model
KA

 Revenue projections
 Marketing and operations plan
A good plan helps attract investors and partners.

Slide 5. Step 3: Choose the Right Business Structure

Options in India:
 Sole Proprietorship
 Partnership
 Limited Liability Partnership (LLP)
 Private Limited Company (most preferred for start-ups)
Choose based on liability, investment, and scalability.

Unit – IV: PowerPoint Presentations 4.31

Slide 6. Step 4: Register Your Start-up
Register with Ministry of Corporate Affairs (MCA).
For Start-up India recognition, register at: [Link]
Benefits of Start-up India recognition:
 Tax exemption (for 3 years)
 Easier IPR registration
 Access to government schemes and funding

Slide 7. Step 5: Legal Compliance

Apply for:
 PAN & TAN
 GST Registration
 MSME Udyam Registration (optional but beneficial)

AM
Open a current bank account in the company name.
Protect your intellectual property (trademarks, patents, etc.).

G
Slide 8. Step 6: Build the Core Team
PA
Co-founders and early employees are crucial.
Look for people with complementary skills.
IP
Define roles, responsibilities, and equity (if applicable).
TH

Slide 9. Step 7: Product Development

PA

Build an MVP (Minimum Viable Product).

Gather early user feedback and iterate.
Use lean startup principles to minimize cost and risk.
L
KA

Slide 10. Step 8: Funding Options

Bootstrapping (self-funding)
Friends and family
Angel investors
Venture capital
Government schemes:
 MUDRA, PMEGP, Stand-Up India
 Start-up India Seed Fund
Participate in incubators and pitch events.

Unit – IV: PowerPoint Presentations 4.32

Slide 11. Step 9: Launch and Marketing
Set up a launch strategy: offline or online.
Focus on digital marketing: SEO, social media, influencer marketing.
Attend start-up expos and industry events.

Slide 12. Step 10: Monitor and Scale

Track key performance indicators (KPIs).
Collect customer feedback continuously.
Prepare for scaling up:
 Technology upgrade
 Hiring expansion
 Entering new markets

AM
Slide 13. Support Ecosystem in India
Incubators: T-Hub, NSRCEL, IIT/IIM incubation cells

G
Accelerators: Y Combinator, 91Springboard, Indian Angel Network
Start-up Communities: TiE, Nasscom 10,000 Startups
Government Bodies: DPIIT, SIDBI, DST
PA
IP
Slide 14. Challenges and Tips
TH

Challenges:
 Regulatory hurdles
PA

 Talent acquisition
 Fundraising difficulty
Tips:
L
KA

 Stay lean and agile

 Focus on customer needs
 Build a strong network

Slide 15. Conclusion

Starting a start-up in India is challenging but rewarding.
With the right idea, team, and execution, you can create a successful venture.
Use available resources, stay informed, and keep innovating.

Slide 16. Thank You

Prepared by: [Your Name]
For feedback or questions, reach out at: [Email / Contact Info]

Unit – IV: PowerPoint Presentations 4.33

 Unit – V
EXPOSURE TO INDUSTRY
5.1 EXPOSURE TO INDUSTRY
Exposure to Industry refers to the opportunity for students, trainees, or
professionals to engage directly with industrial environments to understand real-world
applications of theoretical knowledge. This exposure helps bridge the gap between
academic learning and practical implementation.

Objectives of industry exposure

Gain practical knowledge
Understand work environment

AM
Skill development
Get clarity on career paths and industry expectations.
Interact with professionals and build connections for future opportunities.

G
Modes of industry exposure
PA
1) Industrial Visits
IP
2) Internships / In-plant Training
TH

3) Guest Lectures & Webinars by Industry Experts

4) Industrial Projects
PA

5) Workshops & Seminars

6) Apprenticeships
L
KA

Benefits for students

Improved employability skills
Awareness of industrial trends and technologies
Better understanding of job roles and responsibilities
Realistic expectations from the corporate world

Example activities during industry exposure

Studying the production process
Observing quality control measures
Understanding safety protocols
Interacting with engineers and managers
Preparing reports and giving presentations

Unit – V: Exposure to Industry 5.1

5.2 INDUSTRY VISIT PROJECT REPORT
The following are some concise hints to help you prepare an excellent industry visit
project report:

Before the visit:

1) Research the company: Know their products/services, industry, and basic
operations beforehand. This helps you ask smarter questions and understand
context.
2) Define your objectives: What specific things do you want to learn or observe?
(e.g., manufacturing process, quality control, safety, supply chain).
3) Prepare questions: Prepare specific questions related to your objectives. Don't
rely on memory.

AM
4) Carry a notebook and pen: Essential for immediate note-taking. Your phone
might be a distraction or prohibited in some areas.

G
5) Seek permission for photos: If you intend to take pictures, always ask
PA
permission before the visit or at the beginning.
IP
During the visit:
TH

6) Be observant: Don't just listen; actively look at the machinery, the flow of work,
safety signs, employee interactions, etc.
PA

7) Take detailed notes: Don't assume you'll remember. Note down processes,
machinery names, numbers (e.g., production capacity if mentioned), safety
L

measures, and names of people who provided information.

KA

8) Ask "Why" and "How": Go beyond just what you see. Ask about the basis behind
processes, challenges faced, and solutions implemented.
9) Engage respectfully: Show genuine interest. Be polite and professional with your
hosts.

After the visit (report writing):

10) Start Immediately: Don't wait! Write the report while your memory is fresh.
11) Structure is key: Follow a standard report format (Introduction, Company Profile,
Observations, Analysis, Conclusion, etc.). Use clear headings and subheadings.
12) Be specific, not vague: Instead of "They make products," say "They utilize a five-
stage assembly line for their [product name] using XYZ machinery at Stage 3."

Unit – V: Exposure to Industry 5.2

 13) Connect theory to practice: This is crucial. How do the concepts you learned in
class (e.g., Lean Manufacturing, SWOT analysis, supply chain management, quality
control techniques) apply to what you observed? Give specific examples.
14) Focus on learning outcomes: What new insights did you gain? How did this visit
change your perspective or enhance your understanding?
15) Critical analysis: Beyond just reporting facts, analyze them. What are the
strengths, weaknesses, opportunities, or threats you observed? If suggesting
improvements, justify them well and maintain a constructive tone.
16) Visual aids: Include diagrams, flowcharts, or relevant (permitted) photos with clear
captions to break up text and illustrate points.
17) Proofread precisely: Grammar, spelling, and punctuation errors weaken
credibility. Read it aloud, or have someone else review it.

AM
18) Acknowledge sources: If you used the company's website, brochures, or specific
individuals' input, mention them.

G
19) Write a strong executive summary last: This is your elevator pitch for the entire
PA
report. It should encapsulate your key findings and takeaways concisely.
IP
5.3 FORMAT OF INDUSTRY VISIT PROJECT REPORT
TH

The following is the general format of industry visit project report:

1) Cover page
PA

Include:
Title: “Industry Visit Project Report”
L

Name of the student

KA

Register number
Institution name
Department
Date of submission
Company visited

2) Certificate
Signed by Head of Department / Faculty Incharge.
Include name of industry, date of visit, and confirmation of participation.

3) Acknowledgement
Thank industry personnel, faculty, institute, and others who facilitated the visit.

Unit – V: Exposure to Industry 5.3

4) Table of Contents
Clearly list all sections with page numbers.

5) Introduction
Purpose of the visit.
Name and location of the industry.
Relevance of the industry to your course.

6) Objectives of the Visit

Understand manufacturing process / operations.
Learn about industry practices.
Observe safety measures and workflow.
Bridge gap between theoretical and practical knowledge.

AM
7) Company Profile

G
Overview of the company.
History, mission, and vision. PA
Type of industry (e.g., manufacturing, service, software, etc.)
IP
Products/services offered.
TH

Key achievements or certifications (ISO, awards, etc.)

PA

8) Departments Visited
For each department, include:
Name of the department (e.g., Production, Quality Control, R&D, HR)
L

Brief description of functions

KA

Technologies used
Observations

9) Manufacturing/Production Process (if applicable)

Flow chart or process diagram
Description of steps
Machinery or tools observed

10) Safety and Quality Measures

Safety practices followed
Use of PPE (Personal Protective Equipment)
Quality control procedures

Unit – V: Exposure to Industry 5.4

11) Interaction with Officials
Names and designations (if permitted)
Topics discussed
Insights gained

12) Key Learnings

New technologies/tools observed
Practical insights into industry workflow
Relevance to academic curriculum

13) Conclusion
Summary of experience
Suggestions for future visits

AM
Importance of such exposure for career development

G
14) Photographs (Optional but Recommended)
PA
Include 2 – 4 relevant photographs with captions
Ensure permission is granted by the company
IP
TH

15) Appendices (if any)

Company brochures
PA

Additional notes or data collected

Visitor pass or attendance proof
L

16) References (if used)

KA

Unit – V: Exposure to Industry 5.5

 AM
APPENDIX – I

G
PA
SAMPLE
IP

POWER POINT
TH

PRESENTATIONS
PA
L
KA

Appendix A.1
 TOPIC – 1: IDEA GENERATION

AM
G
PA
IP
SLIDE – 01
TH
PA
L
KA

SLIDE – 02

Appendix A.2
 AM
G
PA
SLIDE – 03
IP
TH
PA
L
KA

SLIDE – 04

Appendix A.3
 AM
G
PA
SLIDE – 05
IP
TH
PA
L
KA

SLIDE – 06

Appendix A.4
 AM
G
PA
SLIDE – 07
IP
TH
PA
L
KA

SLIDE – 08

Appendix A.5
 AM
G
PA
SLIDE – 09
IP
TH
PA
L
KA

SLIDE – 10

Appendix A.6
 AM
G
PA
SLIDE – 11
IP
TH
PA
L
KA

SLIDE – 12

Appendix A.7
 AM
G
PA
SLIDE – 13
IP
TH
PA
L
KA

SLIDE – 14

Appendix A.8
 TOPIC – 3: PRODUCT DEVELOPMENT

AM
G
PA
IP
SLIDE – 01
TH
PA
L
KA

SLIDE – 02

Appendix A.9
 AM
G
PA
SLIDE – 03
IP
TH
PA
L
KA

SLIDE – 04

Appendix A.10
 AM
G
PA
SLIDE – 05
IP
TH
PA
L
KA

SLIDE – 06

Appendix A.11
 AM
G
PA
SLIDE – 07
IP
TH
PA
L
KA

SLIDE – 08

Appendix A.12
 AM
G
PA
SLIDE – 09
IP
TH
PA
L
KA

SLIDE – 10

Appendix A.13
 AM
G
PA
SLIDE – 11
IP
TH
PA
L
KA

SLIDE – 12

Appendix A.14
 AM
G
PA
SLIDE – 13
IP
TH
PA
L
KA

SLIDE – 14

Appendix A.15
 AM
G
PA
SLIDE – 15
IP
TH
PA
L
KA

SLIDE – 16

Appendix A.16
 AM
APPENDIX – II

G
PA
SAMPLE
IP
TH

INDUSTRY VISIT
PA

PROJECT REPORT
L
KA

Appendix A.17
 A PROJECT REPORT
ON INDUSTRY VISIT
to
PRECISION TECH
COMPONENTS PVT. LTD
Submitted by

AM
DINESHKUMAR G
(Reg. No.: 23233256)

G
PA
Under the Esteemed Guidance of
IP

Mr. SRINIVASAN, M.E.

TH
PA
L
KA

DEPARTMENT OF MECHANICAL ENGINEERING

SRI VENKATESWARA POLYTECHNIC COLLEGE
ADUKKAMPARAI, VELLORE – 632 011

Date of Submission: 25.08.2025

Appendix A.18
 SRI VENKATESWARA
POLYTECHNIC COLLEGE
Adukkamparai, Vellore – 632 011.

BONAFIDE CERTIFICATE

AM
Register No. : 23233256

G
Name : DINESHKUMAR G PA
IP
Course : MECHANICAL ENGINEERING
TH

Semester : V SEMESTER
PA

Certified that the above student has successfully

L

participated in the Industrial Visit to PRECISION TECH

KA

COMPONENTS PVT. LTD on 20.08.2025

Signature of Staff-in charge Signature of HOD

Appendix A.19
 TABLE OF CONTENTS
1) Acknowledgement
2) Executive Summary
3) Introduction
4) Name of the Industry/Organization
5) Introduction of the Industry
6) Type of the Industry

AM
7) Scope of the Industry

G
8) Plant Layout and Location
PA
9) Details of Plant and Machineries
IP
10) Process Flow Chart
TH

11) Manufacturing Methods

12) Process of Manufacturing
PA

13) Product Manufacturing

L

14) Quality Control

KA

15) Marketing
16) Product Selling
17) Conclusion
18) References
19) Appendices

Appendix A.20
 1. ACKNOWLEDGEMENT

We extend our sincere gratitude to the management of

Sri Venkateswara Polytechnic College for providing us with this
invaluable opportunity to undertake an industrial visit. We are
profoundly thankful to Mr. SRINIVASAN, M.E., Lecturer /
Mechanical Engineering, for his constant guidance, support, and

AM
encouragement throughout the preparation of this project report.

G
PA
Our deepest appreciation goes to the management and staff of
PRECISION TECH COMPONENTS PVT. LTD, especially to
IP

Mr. R. KUMAR, Production Manager, for their warm reception,

TH

dedicated time, and for patiently explaining the intricate details of their
PA

operations. Their insights were crucial in enhancing our practical

L

understanding.
KA

Appendix A.21
 2. EXECUTIVE SUMMARY

This project report summarizes the learning experience gained from our
industrial visit to Precision Tech Components Pvt. Ltd. on 20.08.2025, located
at Chennai, Tamilnadu. Precision Tech Components Pvt. Ltd. is a prominent player
in the automotive component manufacturing sector, renowned for its high-precision
engineering and innovative product design.

The visit aimed to provide practical exposure to industrial processes,

understand plant operations, observe manufacturing methods, and analyze quality

AM
control mechanisms. We investigated into the company's plant layout, detailed

G
machinery, and the step-by-step process flow for the products. The report also covers
PA
their marketing strategies and product selling approaches. The insights gained from
this visit were instrumental in correlating theoretical academic knowledge with real-
IP
world industrial practices, enhancing our understanding of industrial management
TH

and production.
PA
L
KA

Appendix A.22
 3. INTRODUCTION

Industrial visits serve as a vital bridge between theoretical classroom learning

and practical industrial application. They offer students an exclusive window into the
operational realities, technological advancements, and management practices of
various industries. Such exposure is indispensable for students pursuing Diploma in
Mechanical Engineering as it fosters a deeper understanding of real-world challenges
and solutions.

AM
This report details the observations and insights gathered during our industrial
visit to to Precision Tech Components Pvt. Ltd., located at Chennai, Tamilnadu.

G
The visit was conducted on 20.08.2025 as a part of our Diploma in Mechanical
PA
Engineering curriculum, organized by Department of Mechanical Engineering, Sri
Venkateswara Polytechnic College. The objective was to gain first-hand experience
IP
of industrial operations, specifically focusing on the manufacturing processes of
TH

precision machine parts, quality control methodologies, and the overall industrial
PA

environment.
L
KA

Appendix A.23
 4. NAME OF THE INDUSTRY/ORGANIZATION

Name: Precision Tech Components Pvt. Ltd.

Address: Plot No. A-14, MIDC Industrial Area,
Ambattur, Chennai – 600098
Contact: +91-94444 12345 | info@[Link]
Website: [Link]

AM
G
PA
IP
TH
PA
L
KA

Appendix A.24
 5. INTRODUCTION OF THE INDUSTRY

Precision Tech Components Pvt. Ltd was established in 2010 to cater to

the growing demand for high-quality machined components in the
automobile, aerospace, and textile machinery sectors.

With over a decade of experience, the company is known for its accuracy,
timely delivery, and strict quality control.

Its journey reflects a commitment to quality, innovation and sustainability.

AM
G
PA
IP
TH
PA
L
KA

Appendix A.25
 6. TYPE OF THE INDUSTRY

Category: Manufacturing
Sector: Mechanical Engineering / Machining
Ownership: Private Sector
Scale: Small to Medium Enterprise (SME)

AM
G
PA
IP
TH
PA
L
KA

Appendix A.26
 7. SCOPE OF THE INDUSTRY

The industry plays a vital role in supplying customized and standard

components to Original Equipment Manufacturers (OEMs) in India and
abroad.

It has scope to expand into automation, CNC-based production, and

aerospace-grade materials.

AM
G
PA
IP
TH
PA
L
KA

Appendix A.27
 8. PLANT LAYOUT AND LOCATION

The company is located in the Ambattur Industrial Estate due to:

Availability of skilled labour.
Proximity to suppliers and clients.
Good transportation facilities.

Layout Includes:
• Raw material storage

AM
• CNC machining bay
• Manual lathe section

G
• Quality inspection lab
• Assembly section
PA
•
IP
Finished goods area
TH

(Plant layout drawing can be attached)

PA
L
KA

Appendix A.28
 9. DETAILS OF PLANT AND MACHINERIES

Machine Name Quantity Function

CNC Turning Center 4 Precision turning of cylindrical parts

Vertical Milling Machine 3 Milling flat and contoured surfaces

Surface Grinder 2 Finishing flat surfaces

Lathe Machines 3 Manual turning and threading

Coordinate Measuring 1 Dimensional inspection

AM
Machine (CMM)

G
PA
IP
TH
PA
L
KA

Appendix A.29
 10. PROCESS FLOW CHART

Raw Material

Cutting

Turning (CNC)

Milling

AM
Drilling

G
Grinding
PA
Inspection
IP
Is the job No Rework / Scrap
TH

OK?
PA

Yes
Assembly
L
KA

Packing

Dispatch

Appendix A.30
 11. MANUFACTURING METHODS

CNC-based high precision turning and milling

CAD/CAM integration for design and simulation

Manual support for non-critical operations

Use of jigs and fixtures for accuracy and repeatability

AM
G
PA
IP
TH
PA
L
KA

Appendix A.31
 12. PROCESS OF MANUFACTURING

1) Raw Material Procurement: Steel rods, aluminum blocks, etc., sourced

from certified vendors.

2) Turning (CNC): Raw material is turned to required diameter and shape.

3) Milling: Features like slots, grooves, holes are machined.

4) Grinding: Precision finishing for tolerances within microns.

5) Inspection: Each part checked for dimensions, surface finish, and hardness.

AM
6) Assembly: Assembled where multiple components are involved.

G
7) Packing and Shipping: Packed in anti-rust wrapping and dispatched.
PA
IP
TH
PA
L
KA

Appendix A.32
 13. PRODUCT MANUFACTURING

1) Products:
Precision shafts
Flanges
Brackets
Couplings
Gear blanks

2) Applications:

AM
Automotive engines
Gearboxes

G
Pumps
Textile machinery
PA
IP
3) Batch Size:
TH

100 – 5,000 units depending on order

PA
L
KA

Appendix A.33
 14. QUALITY CONTROL

Quality Control (QC) and Quality Assurance (QA) are integral to all the
operations, ensuring that products meet strict industry and customer specifications.

1) QC Philosophy: Total Quality Management (TQM) principles are

embedded throughout the production process, emphasizing defect prevention
rather than detection.

AM
2) Stages of Quality Control:
Incoming Material Inspection: Raw materials are subjected to

G
chemical analysis, hardness tests, and visual inspection upon arrival.
PA
In-Process Quality Checks: Operators perform regular checks using
gauges at each workstation.
IP

Final Product Inspection: A dedicated quality lab performs

TH

comprehensive tests including dimensional accuracy (using CMM),

PA

material integrity (NDT), and functional testing.

Statistical Process Control (SPC): Control charts are actively used

L

to monitor process stability and identify potential deviations early.

KA

3) QC Equipment/Tools: Coordinate Measuring Machine (CMM), Surface

Roughness Tester, Optical Comparator, Digital Vernier Calipers, Rockwell
Hardness Tester.

4) Certifications: The company holds ISO 9001:2015 for Quality

Management Systems and IATF 16949 for Automotive Quality Management.

5) Traceability: Each product is stamped with a batch number for complete

traceability from raw material to dispatch.

Appendix A.34
 15. MARKETING

The company employs a multi-faceted marketing strategy to reach its target

customers effectively.

1) Target Market: Major automotive original equipment manufacturers

(OEMs), Tier 1 suppliers, Aftermarket retailers.

2) Marketing Mix (4Ps):

Product: Focus on high-quality, durable, and precisely engineered

AM
components that meet global standards.
Price: Competitive pricing strategy, often based on long-term contracts

G
and bulk orders for OEMs.
PA
Place (Distribution): Direct sales to large industrial clients, strong
IP
distribution network for aftermarket sales, strategic location near major
TH

automotive clusters.

Promotion: Participation in international automotive trade fairs (e.g.,

PA

Auto Expo), direct sales pitches to corporate clients, strong B2B

relationships, digital marketing through industry-specific platforms.
L
KA

3) Brand Image: Known for reliability, precision, and technological leadership

in the industry.

4) Customer Relationship Management (CRM): Importance on long-term

customer relationships, responsive after-sales support for industrial clients.

Appendix A.35
 16. PRODUCT SELLING

The process of selling products at this company is primarily driven by its

business model.

1) Sales Model: Products are sold on a make-to-order basis. Primarily

Business-to-Business (B2B) sales for automotive components, with a smaller
B2C presence in the aftermarket.

2) Sales Process:

AM
Lead Generation: Through trade shows, industry referrals, direct
outreach.

G
Quotation and Negotiation: Detailed technical and commercial
PA
proposals are submitted, followed by negotiations.
IP
Contract Finalization: Long-term supply agreements are common,
especially with OEMs.
TH

Order Processing: Integrated ERP system for efficient order

PA

management.

Logistics and Delivery: Utilizes both their own fleet and third-party
L
KA

logistics (3PL) providers for timely delivery.

After-Sales Support: Provides technical support and warranty

services to maintain customer satisfaction.

3) Market Reach: Serves clients across India and exports to Southeast Asia and
Europe.
4) Sales Volume/Growth: The company reported a 15% year-on-year growth
in sales volume last fiscal year.

Appendix A.36
 17. CONCLUSION

The industrial visit to Precision Tech Components Pvt. Ltd. was an extremely
enriching and insightful experience. The company combines technology and
craftsmanship, making it a good example of a modern SME contributing to India’s
manufacturing sector under "Make in India."

It provided us with a comprehensive understanding of the intricate workings

of a typical manufacturing facility. We gained invaluable first-hand exposure to:

AM
The sophisticated plant layout and the strategic importance of its location.
The array of advanced machinery and technologies employed in various

G
stages of production.
PA
The meticulous step-by-step process flow and manufacturing methods.
IP
The rigorous quality control and assurance practices embedded throughout
TH

the operations.
PA

The strategic marketing and product selling approaches tailored to their B2B
client base.
L
KA

This visit successfully bridged the gap between our theoretical knowledge and
practical industrial applications, reinforcing concepts from Manufacturing
Technology, Industrial Engineering and Quality Management. The dedication to
quality, efficiency, and safety observed at this industry serves as an excellent
benchmark for aspiring engineers. We are confident that the insights gained will
significantly contribute to our academic pursuits and future professional careers in
the mechanical engineering domain.

Appendix A.37
 18. REFERENCES

Company Official Website: : [Link]

Company Brochure/Pamphlet provided during the visit.

Discussions with Mr. R. Kumar, Production Manager.

AM
G
PA
IP
TH
PA
L
KA

Appendix A.38
 19. APPENDICES

1) Photographs
Insert relevant photographs taken during the visit, with clear captions. Ensure
you had explicit permission to take photos and use them in your report.
The photos can include Machine Photos, Flow Chart Diagram, Sample
Product Photos and ISO Certificate Copy

2) Company Brochure/Pamphlet

AM
If you collected any, you can scan and attach them along with the report or
state "Attached separately as hard copy."

G
3) Visit Permission Letter
PA
IP
Attach the official letter from your institution for the industrial visit.
TH
PA
L
KA

Appendix A.39
 MODEL QUESTION PAPERS
CONTINUOUS ASSESSMENT TEST – 1
THEORY EXAMINATION
Course : V Semester Mechanical Engineering Time : 2 Hrs.
Subject : Innovation and Startup Max. Marks : 50

PART – A
Answer any TEN of the following questions. 10 × 30 = 30 Marks
1) Define creativity.
2) List out the types of innovation.
3) What is divergent thinking?

AM
4) List out the steps in design thinking.
5) What is entrepreneurship?

G
6) What is idea generation?
7) List out the benefits of incubation clubs. PA
8) Give the importance of innovation management.
IP
9) Define IPR.
TH

10) State the criteria for patentability.

11) Why India is a start-up hotspot?
PA

12) What is a business model?

13) What is CSR fund? Give its eligibility.
L

14) Give examples of angel investors in India.

KA

15) Why start-ups seek venture capital?

PART – B
Answer any FOUR of the following questions. 4 × 5 = 20 Marks
16) Briefly explain the innovation in current environment.
17) Explain the steps of innovation management.
18) Explain the various marketing strategies for innovative products.
19) Explain the steps in the creation of IPR.
20) Explain the procedure for registration of start-up in India.
21) Explain the eligibility criteria and supports provided through NEEDS.

QUESTION PAPERS  Q.1

 END SEMESTER EXAMINATION
PROJECT EXAMINATION
Course : V Semester Mechanical Engineering Time : 3 Hrs.
Subject : Innovation and Startup Max. Marks : 100
PART – A
i) Answer any TEN of the following questions. 10 × 30 = 30 Marks
1) What is innovation.
2) Name some innovations in digital transformation.
3) Write the steps of innovation management.
4) Define convergent thinking.
5) List out the benefits to entrepreneurs using design thinking

AM
6) List out the importance of idea generation.
7) What is prototype development?

G
8) List out the objectives of innovation management.
9) Define pattent.
10) Give examples of copyrighted works.
PA
IP
11) What is start-up?
12) What are the eligibility criteria to register as a start-up in India?
TH

13) What is business plan?

PA

14) List out the benefits and limitations of CSR funding.

15) List out any five venture capitalist firms in India.
L

ii) Answer ALL questions by choosing either (a) or (b). 3 × 5 = 15 Marks

KA

16) (a) Briefly explain the various types of innovation. (OR)

(b) Write the comparision between divergent thinking and convergent thinking.

17) (a) Explain the common techniques for idea generation. (OR)
(b) Explain the various types of IPR with examples.
18) (a) Explain the procedure for registration of start-up in India. (OR)
(b) Briefly explain about MUDRA scheme?

PART – B
i) Presentation of Industry Visit Project Report ........................................ 25 Marks
ii) Interaction and Evaluation ..................................................................... 30 Marks

QUESTION PAPERS  Q.2

KA
L
PA
TH
IP
PA
G
AM
KA
L
PA
TH
IP
PA
G
AM