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  • To develop business model canvas for a marketplace and/or facilitator for recruiting blue-collar workers 

    Desai, Ankur V.; Surana, Vaibhav (Indian Institute of Management Ahmedabad, 2017)
    Informal workers make up over 90 percent of India’s total workforce. According to the Indian National Informatics Centre (NIC), that percent is steadily increasing, but not in the traditional daily wager and laborer segment. ...
  • An empirical study of factors affecting start-up performance and valuation in the Indian context 

    Balaji, Kiran; Indrakanti, Vijayaditya; Singh, Vaishali (Indian Institute of Management Ahmedabad, 2017)
    With the increasing global interest in the Indian start-up ecosystem, there is a need to identify factors that affect and can potentially help improve performance of new ventures. We conducted an empirical study on the ...
  • “Studying the venture creation process of Indian startups using “how to start a startup” (HTSAS) video lectures” 

    Jha, Prerna; Jaiswal, Vikas (Indian Institute of Management Ahmedabad, 2017)
    Start-ups growth in India was unprecedented in the past decade due to its innovative ways to solve complex problems of the market. They have correctly identified needs of the society and reduced pain points of customers. ...
  • Why startups fail, how to detect a failing startup 

    Sambangi, Santhosh pradeep kumar; Barua, Arnab (Indian Institute of Management Ahmedabad, 2017)
    In India, 40 % of startups close down within 12 months of operations. Of the 2281 startups that began operations in 2014, 997 have failed already. Several reasons are responsible for their failures including lack of ...
  • Factors affecting venture creation time in emerging economies 

    Gupta, Anupam K.; Poddar, Anurag; Agarwal, Udit (Indian Institute of Management Ahmedabad, 2017)
    Entrepreneurship is considered to be a contributor in the growth engine of an economy. As per the “old” neo-classical growth theory, labour and capital are the sole elements driving the growth. However, in “new” endogenous ...
  • Infuse ventures case 

    Prabhu, Akshata; Mehta, Kritika (Indian Institute of Management Ahmedabad, 2017)
    It was the year 2010, and after months of effort put into trying to understand (and help) the clean technology space in India, Kunal Upadhyay felt that his team had finally struck gold. Kunal was the CEO at The Centre for ...
  • Social impact start-up ecosystem at Harvard i-Lab: the case of vaxess technology, inc. 

    Kumar, Kirti; Parul (Indian Institute of Management Ahmedabad, 2017)
    Several factors play an important role in the birth of any social impact startup. From the idea to the reality, a long journey has to be traversed. Many people and many organizations have a hand in the successful launch ...
  • Rajan overseas: an entrepreneurial quest for growth 

    Yadav, Akshay; Acharya, Aditya Shekhar; Gomkale, Advait (Indian Institute of Management Ahmedabad, 2017)
    On the evening of 31st May 2017, Mr. Rajan Makhija, the founder CEO of Rajan Overseas-a private company that exports soft goods like rugs, cushions, throws etc., was unusually busy working in his office as it seemed to be ...
  • Logistics in Indian e-commerce space last mile delivery challenges and solutions 

    Duragkar, Ajinkya; Naik, Madhura (Indian Institute of Management Ahmedabad, 2017)
    Rapid growth in e-commerce has resulted in various new business models and strategies in customer engagement and in addressing gaps in the traditional value chain, particularly in logistical support. Logistics has gained ...
  • Internationalization of Indian startups 

    Agarwal, Aastha; Agarwal, Aayush; Jain, Achal (Indian Institute of Management Ahmedabad, 2017)
    In this study, we seek to explain the factors that help startups to internationalize in the enterprise software industry in India. The paper is based on data collected for 33 Indian startups through both primary and secondary ...
  • Fostering entrepreneurship and self- employment in Jharkhand 

    Khanna, Aditya; Sharma, Shashank (Indian Institute of Management Ahmedabad, 2017)
    Since 2016, when the central government launched its Startup India policy, entrepreneurship has received a lot of attention from state governments as well. This has been manifested most often in the form of a state-centric ...
  • Review of recently implemented pollution control policies and the feasibility of replicating similar policies in other geographic locations 

    A., Kruthika; Dhanya, Asokan; Ghodgaonkar, Yugandhara (Indian Institute of Management Ahmedabad, 2017)
    The policies implemented for air quality management are tools used to manage acceptable air quality levels. The various policies are formulated in ways that are specific to a country’s needs and requirements. While some ...
  • A quantitative analysis of household electricity consumption, its variance and appliance wise statistics across different states of India 

    Agarwal, Gaurav; Mandal, Gautam Kumar; Modi, Neel Kamleshkumar (Indian Institute of Management Ahmedabad, 2017)
    This report uses NSSO round 68 data as a primarily analysis tool, and with a state-wise comparative study, tries to draw significant insights about the inequalities in the household consumption. Moreover, the report also ...
  • Diversification strategies of broadcasting firms 

    Yerrapragada, Ravikiran; Sethi, Abhisek (Indian Institute of Management Ahmedabad, 2017)
    What are the methods in which a media broadcasting company diversifies? Does it open its new channel in house? Or does it acquire a new set of channels? Does it make sense for a broadcasting company, whose core competency ...
  • JIL stakeholder analysis & engagement strategies 

    Singh, Avijit; Barola, Pradeep Kumar; Ranjan, Rajesh (Indian Institute of Management Ahmedabad, 2017)
    Jharkhand Innovation Labs (JIL) (Department of IT & E-Gov, 2016) is an ambitious project of the Government of Jharkhand to develop an international standard incubation center in Jharkhand and be the trailblazer among the ...
  • Case on Spicejet turnaround 

    Gupta, Sakshi; Desarda, Suyog (2017)
    Ajay Singh, the new Chairman and Managing Director of SpiceJet was contemplating on the course of action he should take to salvage the airline. The creditors were hounding for their dues. The lessors were taking away the ...
  • Jharkhand innovation lab 

    Baidya, Shuvam; Sikdar, Ranadip; Debnath, Sambit; Shaw, Suraj Kumar (Indian Institute of Management Ahmedabad, 2017)
    Startups, by their inherent definition, operate in an extremely volatile business context and intense competition. In Indian context, they face even greater odds for success owing to the strictly regulatory environment, ...
  • Devising a methodology for comprehensive evaluation of start-up incubators in India 

    Jain, Rajat; Dhikale, Vishal N. (Indian Institute of Management Ahmedabad, 2017)
    Business incubators are vital to the economy as they serve as a catalyst tool for economic development. They are organisations which are designed to accelerate the growth and success of entrepreneurial companies through ...
  • SO2 abatement costs curves for Indian coal fired generators 

    Bhangale, Ritesh; Dnyaneshwar, Hulke Unmil; Kansal, Vishal (Indian Institute of Management Ahmedabad, 2017)
    Marginal Abatement Cost Curves(MACCs) is an important policy tool to decide the optimum level of reduction in the emissions of a pollutant. This paper uses bottom-up engineering approach to construct SO2 Marginal Abatement ...
  • Estimation of price-demand relationship for bullet train project in India 

    N, Sundaravalli (Indian Institute of Management Ahmedabad, 2018)
    India has proliferated over the last two decades economically as well as demographically, but the infrastructure growth has not kept pace. Though India has invested heavily for upgrading the same, the demand has outstripped ...

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