Entrepreneurship Development Institute of India
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Post Graduate Diploma in Management - Business Entrepreneurship (PGDM-BE)


The PGDM–BE two-year, full-time, residential programme at the EDI, now in its eighteenth batch of delivering entrepreneurship education, has been designed specifically for entrepreneurs and entrepreneurial mangers to encourage critical and lateral thinking, nurture their ambitions, and enable new ventures through an academically rigorous, directly relevant and highly practical learning experience.

  • Approved by All India Council for Technical Education (Certificate)
  • Association of Indian Universities(Certificate)
  • Accredited by National Board of Accreditation (NBA) (Certificate)
  • Awarded USASBE Outstanding Entrepreneurship Program Abroad Award 2014 (Category)

Who Should Join?

Who is it for?

The Postgraduate Diploma in Entrepreneurship is open to all individuals who are either considering embarking on an entrepreneurial career pathway or have taken the first steps of their entrepreneurial journey. This may involve forming a business based around new technology or service, developing an agricultural set up, pursuing an opportunity in the arts or creative media, or taking an innovation forward within a larger or more established organisation. Also individuals who want to scale their family business to new heights can enroll for the course.

  • An entrepreneurial individual who wishes to advance his/her ambitions, or aspiring to start or grow a venture.
  • A recent graduate who wants to acquire the knowledge, skills and aptitudes to facilitate move from the academic to business world by acquiring an entrepreneurial perspective.
  • A ward who wants to be the potential successor of their existing family business.
  • An individual who wants to enhance his career with a distinct personal and competitive advantage.
  • A person who has an idea that might be developed for licensing, commercialization, starting a business or a venture.
  • An individual who is looking for short term employment before starting his business.

Students are encouraged to bring their own business ideas with them to the programme, along with a clear ambition and desire to take them forward as an Enterprise Project. This will form a core part of an effective learning experience by providing a clear and meaningful focus for written assessments and presentations

Course Objectives

The objectives of this accelerated, rigorous and application-oriented course are to:

  • Develop skills in successfully initiating, expanding and diversifying a business enterprise in new, up-coming areas.
  • Create entrepreneurial managers for corporate
  • Develop family business successors as enterprising and knowledgeable owners of the business of their predecessors

Learning Model

The PGDM- BE at EDI is designed to develop a strong base for entrepreneurial and management skills. These critical tools will help the participants face any challenge in their career.

EDI places a strong emphasis on entrepreneurship as a means to creating value for organizations and the development of leadership competencies. The methodology adopted at EDI varies according to various subject's objectives and the skills, attitudes and behavioral patterns to be fostered. Though classroom theory is important for acquiring management knowledge but there is no substitute for practice in order to ingrain the entrepreneurial decision making skills. To this end, the pedagogy includes case study discussions, simulation games, teamwork, tutorials and role-play exercises, among other activities. The students are given opportunities to interact, challenge points of view and discuss business situations on an academic platform. One of our key strengths is the degree of personalized mentor provided to each participant.

The course is offered through six trimesters over the two years period. The course offers induction module, core courses, electives, audited courses, seminar courses, independent study and projects apart from summer internship at the end of Ist year.

Structure of Program

Orientation

Before the commencement of the course , a 2 week orientation program is designed for the students which focuses at—

  • Entrepreneur Interactions and Learning
  • Entrepreneurial Career and Aspirations (Statement of Purpose)
  • Optional Preparatory Courses: Mathematics/ Computer Applications / English/ Business Basics

Core Courses

The curriculum provides a strong grounding in managerial fundamentals while highlighting the strategic role that entrepreneurial mindset plays in enhancing business performance and creating sustainable competitive advantage. Throughout the trimester, these courses are offered in core areas which are having relationship with real business issues through case studies and projects that cover different company stages, sizes, industry and international contexts. These courses mostly cover-

  • Entrepreneurship
  • Accounting and Financial Management
  • Operations and Systems
  • Marketing management
  • General and Strategic management
  • Individual and Organisation behaviour
  • Business Economics and International Trade
  • Written analysis and Communication

Course Architecture

First Year Courses

Trimester I

This course is designed to provide a conceptual and applied foundation of entrepreneurship as a discipline, area of study and also as a career option. The prime motive of the course is to expose, excite and elevate the motivation of the students to the field of entrepreneurship. The course is built around the concepts of entrepreneurial qualities, motivational factors and triggers for entrepreneurship, enterprise creation and entrepreneurship process. The course also involves development of entrepreneurship as an area of study from economic and sociological viewpoints.

Financial decisions impact virtually every area of the business. A proper understanding of the basic accounting mechanisms and skills to develop profit and loss accounts for various business transactions involved in running any firm is core to management training. With this rationale, the present course ‘Financial Accounting’ aims at covering the basic topics to enable students develop requisite accounting skills. This course comprises of basic accounting vocabulary, accounting principles and conventions, understanding income statement, balance sheet and analysis cash flow, and introduction financial statement analysis and depreciation methods. The course explores the theory with relevance to the real-world business problems through analytical approach.

Being one of the foundation courses, this course attempts to provide the basic tools, concepts and insights to understand the anatomy, u and functioning of all major microeconomic units from the viewpoint of a business firm. Not only does the course purport to explain why a firm exists and how it is evolving over time and space, but also it tries to demonstrate how a firm does in its own interest read and handle its customers, its rivals, and above all, government policy. The course would thus deal with demand, production, cost and pricing theories and practices.

Marketing is a value-enhancing function that identifies opportunities, develops markets and builds brands. This course is designed to provide conceptual frameworks, models, principles and applications of Marketing as an integral part of the business enterprise as well as a functional area of management. The focus of the course will be to make students acquainted with the 4C model of Marketing with emphasis on customer value, customer cost, customer communication and customer convenience. The course will follow CCDV (creation, communication and delivery of value) design of marketing. Written Analysis and Communication

Content Under Development.

Research for business commences with searching an opportunity and goes further into identifying a trade/brand name, estimation of demand and identification of an appropriate market segment. It is also widely used in analysing the prevailing status of competition in the domain one plans to venture into. In the course of business one also needs to assess consumers’ perceptions, preferences and satisfaction with respect to products and services being offered. Furthermore, research helps in planning advertisement campaigns to create brand image and to boost up sales. In short, business research deals with different types of explorations required for reliable decision making while starting or executing a business.

Trimester II

This course aims to develop entrepreneurship among students using laboratory method. A laboratory experience can help to develop clearer idea of personal behavior and to discover behavioral alternative that are available to develop entrepreneurship, and to decide whether an individual wants to change his/her behavior by choosing and practicing an alternative. In order to apply this method students are required to become aware of the way he/she behaves and does things. It gives an idea of the basis for improvement and change. Also it is possible that student may get feedback from others on their performance, this will be also a source of entrepreneurship development.

Management of Financial resources is one of the most important assignments of an entrepreneur and an entrepreneurial manager. A student is required to learn the elements and principles of financial management and also methods, techniques and tools for applying the lessons learnt in solving certain managerial and entrepreneurial decisions. This course focuses mainly on pre investment entrepreneurial and managerial decisions, risk associated in enterprise management, sourcing and structuring financing and profit distribution.

Business leaders everywhere acknowledge that finding, retaining, and growing human resource counts among their toughest challenges. Those who can meet this challenge successfully are able to take their organizations to greater heights. The purpose of this course, therefore, is to bring out issues involved in human resource management (HRM), both from theory and practice. The course examines human beings at work and discusses various aspects crucial for human motivation. In today’s environment, the organization success is defined by how well it manages its human resources, or how well it incorporates human resource management into business strategy.

Managerial Accounting is primarily concerned with the analysis and accounting for costs, managerial planning, decision-making and control. Specific items include cost classifications and behaviours, methods and approaches to costing (such as activity-based costing, job-order costing, etc.), costing relationships (cost-volume-profit analysis), variance analysis, determination of contribution margin, break-even analysis, make-or-buy decisions, budgeting and return on investment. This course will help Entrepreneurs in understanding how to evolve costing methods for their family-businesses or new-enterprises and also to take various management decisions with reference to cost of products and services.

This course focuses on conceptual and practical aspects of advanced statistical techniques essential for the students of Business Entrepreneurship. Spread over two sections and 24 sessions the course deals with important topics related to Regression, Factor Analysis, and other Multivariate techniques.

This course builds on the foundation of marketing laid in the last term. Marketing – A Primer for Entrepreneurs focused on conceptual framework and principles of marketing with 4C model which emphasized on customer value, customer cost, customer communication and customer convenience. Entrepreneurial Marketing is designed to help students extend their understanding of the total marketing function within an organization and learn to diagnose, analyze, and solve entrepreneurial marketing problems. The course will review various aspects of marketing critical to an entrepreneurial venture. The distinct challenges confronting marketers in contemporary business environments will be reviewed, and a number of approaches for addressing these challenges will be identified. Implications will be drawn from the latest trends in marketing and in entrepreneurship.

The new Industrial policy announced by the government of India on 24 July 1991 proved to be a watershed in the post-independence history of India. In the newly liberalized industrial and trade environment, the government allowed competition and market forces to guide investment decisions. It progressively assumed the roles of promoter, facilitator and catalytic agent instead of a controller and licenser of private economic activities. With progressive liberalization, privatization and globalization, the business environment in India has become increasingly international.

The course focuses on the language of organization (mission, vision and values) that communicates goals and strategy. It looks at the way organizational and communication structures create its role and identity and help in achieving objectives. The course looks at the ability of business leaders to effectively communicate organizational goals with focus on competitive challenges of internal, external and change communication at various stages of enterprises like, start-ups, sustenance and growth. Further, as entrepreneurs require competencies to persuade and influence a host of other stakeholders to understand, accept, and act on expected lines, hence, the course provides theory and practice of various perspectives in field of persuasive communication. It, therefore, deals with the process of persuasion and influence and reflects on ‘what makes people influential?’ What appeals to listeners? How can an entrepreneur convince others successfully in adverse conditions? The students will be engaged in learning and applying thoughtful and ethical persuasive messages and the right context for organizational effectiveness.

Trimester III

This course is an endeavor towards building the creative thinking abilities among the students. The course intends to make them understand the importance of creativity & innovation from entrepreneurial perspective such that they can develop thinking abilities towards resolving the people’s problems. The course also intends to help students generate creative ideas to the people’s problems and successfully scale it to the level of commercialization of idea in the form of innovation.

This course is in continuation with Financial Management I offered in trimester II. Management of Financial resources is one of the most important assignments of an entrepreneur and an entrepreneurial manager. A student is required to learn the elements and principles of financial management and also methods, techniques and tools for applying the lessons learnt in solving certain managerial and entrepreneurial decisions. This course focuses mainly on pre investment entrepreneurial and managerial decisions, risk associated in enterprise management, sourcing and structuring financing and profit distribution.

Due to challenging business environment, it is highly essential for the organizations to use some or other information systems for effective management of various resources. Management Information System (MIS), once a tool for competitive advantage has become a necessity for organizational survival. Rapid pace of advancement in Information & Communication Technology (ICT) poses opportunities as well as challenges for the businesses. This course intends to facilitate students to understand the concept, relevance and scope of MIS at different levels in organizational hierarchy; its applications for businesses and its implementation process.

Like any other business function, Operations Management plays a key role in business, be it manufacturing or services industry. The idea is to learn as to how Operations Management can be used as a strategic tool for a competitive advantage in the business environment with cut throat global competition. Various topics like, types of operational systems, processes, production systems, facility layout and location and its relevance in business strategy shall be discussed in this subject. So obviously this situation demands for not just understanding the basics of the subject but a thorough knowledge to be acquired to be used in real life situations. The hot topics like Supply Chain Management, Lean Production, ERP shall be covered along with relevance to various organizations. Applications that range from high-tech manufacturing to high-touch services shall be understood with global perspective. The course shall focus on how to design, supply and run the processes apart from strategic issues with relevant case studies.

The Course intends to provide understanding of economic framework and basic fundamentals of various commercial laws to be dealt with in routine course of business. This will provide a brief idea at macro level of various legislations, formalities, rules and regulations applicable on day to day basis irrespective of discipline to enable the students to take better business decisions with special emphasis on SME sector.

The course focuses on conceptual and practical aspects of operations research techniques essential for the students of Business Entrepreneurships. Spread over two sections and 12 sessions for the course deals with important topics related to Linear Programing, Transportation, Assignment, Queuing Theory, Network techniques and Simulation.


Second Year Courses

Trimester IV

Strategic decisions determine the future direction and competitive position of an enterprise. Strategy is about choice of direction and scope of activities that define the future of the firm. The performance of any firm depends critically on the design and implementation of its competitive strategy. Many firms failed and even went into liquidation not because the founders or managers did not work hard; or they were incompetent, but because their strategy was faulty; or though they had the right strategy, they made major errors in its implementation. The strategic management must take into account the industry environment facing the firm, the position and likely strategies of the firm's rivals, and the firm's own capabilities and goals.

To gain knowledge of the provisions of Income-tax law and their application in the commercial situations and ability to solve problems and cases concerning various assesses under Income Tax Act.

1. New Enterprise Creation (NEC):

These electives provide knowledge and develops competencies to start and manage own business. It covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new enterprise. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Students are guided to work on a detailed project report and emerge with a bankable business plan after completion of classroom training.

Sr. No. Course Name Credit
1 Launching and Managing an Enterprise
Entrepreneurial process begins with an idea which, if well thought, thoroughly analysed and debated, gets converted into a Business Project Plan. However an Entrepreneur has to grapple with several small and big issues from the day he decides to operationalize the project plan. Mistakes in the initial phase of business may prove too costly in the long run and sometimes make the whole enterprise unsustainable. The course is aimed to help students develop skills to meticulously execute the plan by doing right things and doing things right the first time. The focus shall be on ‘How’ of setting up the enterprise assuming the students have a Business Plan in hand and have already learnt ‘What’ of setting up an enterprise.
3.0
2 Project Formulation and Appraisal
A Project Plan is the keystone around which business opportunities are assessed, articulated and resources dedicated. The project plan and management’s ability to communicate it put management and investors on the same page and ready for action. It defines the mission of the company and the goals and the strategies for achieving this mission. This course provides students with a principle-driven framework for preparing investment / project. It also offers a scope to analytically discuss various issues involved in project appraisal. Besides, it equips the students with necessary skills to plan a new business venture.
3.0
3 Buying an Existing Business
For some businesses, buying an existing business represents less of a risk than starting a new business from scratch. While the opportunity may be less risky in some aspects, one must perform due diligence to ensure that he/she is fully aware of the terms of the purchase. If an entrepreneur has decided to buy an existing business, he/she would like to ensure that he/she is making the right choice in new venture. The course covers topics like valuation of a business, due diligence, investment quantification, talent match, HR issues and change management, advantages and disadvantages of buying an existing business etc.
3.0
4 New Enterprise Financing & Appraisal
Once the basic requirements of setting up a venture are made ready, comes one of the most important aspect of the process, funding for running the venture. For starting an enterprise, an entrepreneur needs access to funds or seed capital. As the enterprise evolves, funding requirement may also change. This course focuses on where and how to spot the right source of funding including instruments for funding a new venture through both equity and debt.
3.0
5 Strategic Management of Intellectual Property Rights
Across a broad range of industries and geographies, IP rights now constitute a significant fraction of enterprise value. The separation of IPR management and strategy formulation in turn gives the common view that managing IP portfolios, while technically challenging, bears few strategic consequences. Having developed new products or services, it is required for the companies to obtain patent or copyright protection for them in the hopes of closing markets to competing firms and raising prices. Viewed in this way, this course effective IPR management invites room for strategic decision making.
3.0
6 Marketing Metrics and Analytics for Startups
Unlike for established firms, entrepreneurial firms may not have well-accepted markets and customers for their products and services. Entrepreneurial strategy is also affected by the fact that markets may not yet exist. The course will focus on analysing market, customers and competition; customer’s needs – recognition and integration into the innovation process. Metrics help entrepreneurs make smart, informed decisions about their startups. They can identify trends and patterns, problem areas and successes, and potential next steps. Before making major decisions (e.g. product iterations and capturing target markets), startups can consult their metrics.
3.0
7 E-Commerce
With many startups taking the e-commerce route to establish themselves in the Indian market, insights on various essentials of e-commerce model is of utmost importance to the aspiring students. This course will provide understanding of e-process for business, and e-commerce, along with inputs on coordination of various sub-systems / processes required for online operations and enterprise management. The focus is on the importance of using information technology for gaining competitive advantage and the role of E-Commerce in streamlining business processes.
3.0
8 Scaling Excellence through Innovation and Incubation
While incubators vary widely in services and resources provided, as well as cost to be accepted, most entrepreneurs find them inconsistent with requirements of their venture. This course will focus on incubation process based on stage of venture and how it helps innovations to scale up. Also, this course will help students understand the role of incubators in helping innovative ventures work on sustainability aspect and plan for launching while clarifying projected assumptions. The course illuminates on stages of incubation and
3.0
9 Digital Marketing for Startups and SMEs
The biggest challenge for every company is to create their unique identity in front of their customers, prospects and other stakeholders. Digital marketing can be used effectively to help position and brand in a stronger platform. This course will help identify ways to increase reach, create positive brand impact for prospective startups and SMEs. The focus is on devising branding, positioning, SEO, SEM, marketing campaigns, social media campaigns and other digital marketing strategies.
3.0
10 Opportunities in Emerging Markets (ASEAN, Africa, Latin America & CIS countries)
Emerging markets hold vast potential. However, businesses entering developing countries cannot succeed by simply transplanting business models, products, and services developed for mature markets. In this course, students will learn how to optimize their strategy, products and service offerings to identify and target new opportunities and segments, and maximize their return on investment in emerging markets. The course illuminates the differences between established and emerging markets focusing on business opportunity identification.
1.5
11 Dynamic Entrepreneurial Strategy
Entrepreneurial strategy formulation encompasses a range of activities firms engage in to establish and sustain a competitive advantage. This course focuses on market and industry analysis, product/service design and development, operations and technology management, customer development, and other varied aspects of the new firm’s culture and shared value system.
1.5
12 Project Management
Once project idea is clear, the entrepreneur is required to understand the strengths of the team members(s), context for the project, target market and necessary characteristics of the offerings. He/she is also required to be clear on the plans of the project and the way the project should be communicated to the target group/clients. The course offers training on software packages which helps in planning the projects and collaborating with others. This is useful in keeping the projects on track and in quickly analysing “what if" scenarios without recreating the entire project plan.
1.5
13 Identifying Starting and Growing a Social Venture
Social entrepreneurship has proved to be a powerful tool, being capable of bringing needed positive social and sustainable changes. A social venture identifies and solves socially relevant problems and acts as the change agent for society, seizing opportunities in order to improve systems, invent and disseminate new approaches and advance sustainable solutions. This course helps students in analysing the opportunities with primarily goal to generate "social value" rather than profits. The course also offers scope for discussion for key elements of social initiative and different forms of social ventures.
1.5
14 Business Simulation
Business Simulations offer learners the ability to learn in a realistic environment where they can apply knowledge and skills without the fear of real-world implications. Virtual business simulations are a form of combative training in which students apply their business skills against those of formidable opponents under the watchful eyes of a training coach. EDI has an inventory of excellent business solutions relevant for entrepreneurs and managers, which will be suitably utilised.
1.5
15 Business Model and New Enterprise
The course focuses on the process of creation of a new enterprise from the moment entrepreneurs identify a business opportunity to the moment that their new venture becomes a viable organization. The sessions will provide various business models and frameworks that students can use in their own venture project. It is important to note that the issues facing entrepreneurs typically tend to be multi-faceted and require a holistic perspective. So, while there is an important role for conceptual frameworks and models, they are to be applied only to the extent that they help entrepreneurs make good decisions and realistic action plans to implement those decisions.
1.5

2. Family Business Management (FBM):

In a business environment characterized by intensified competition, family-owned companies face unique challenges. These electives aim at developing family business successors into enterprising and knowledgeable owners of the business of their predecessors. Issues, problems and concerns of family businesses are dealt with in greater detail so as to enable the students to help them understand the intricacies of a family firm, come out with an ambitious growth plan and chalk out an important role for themselves in implementation of the plan. Students learn how to leverage the strengths of family business and successfully implement practices that drive high performance, shareholder loyalty and healthy family relationships.

Sr. No. Course Name Credit
1 Family Business Dynamics
Family businesses are the oldest and most wide spread form of business structure. Many of the largest companies in the world have developed structures but continue to be run, managed and controlled by families. This course introduces the concepts fundamental to understanding the family business and its unique challenges, especially during a leadership transition. It covers the tools and techniques required to lead the family businesses in the current economic climate.
3.0
2 Growth Plan Formulation and Appraisal
Planning is a key to any business throughout its existence. Every successful family business regularly reviews its business plan to ensure that it continues to meet its needs. It is advisable to review the ongoing performance on a regular basis and identify the most likely strategies for sustenance and growth. Once reviewed with clear identification of the key growth areas, a road map is created for taking the business to the next stage. This course helps students in developing growth plans for their business.
3.0
3 Building Lasting Family Business-Synergy in Vision, Values & Strategy
Long-term survivors usually share a meritocratic approach to management. There’s no single rule for all, however—policies depend partly on the size of the family, its values, the education of its members, and the industries in which the business competes. As families grow and ownership fragments, family institutions play an important role in making continued ownership meaningful by nurturing family values and giving new generations a sense of pride in the company’s contribution to society. This course will help in understanding and practicing cherished family Values in business, promoting innovations and entrepreneurship.
3.0
4 Corporate and Family Governance
As family businesses expand from their entrepreneurial beginnings, they face unique performance and governance challenges. This course focuses on governance of the company, business portfolio and capital composition. This course will provide analysis of cases of family business having dynamic portfolio evolution. Maintaining family control or influence while raising fresh capital for the business and satisfying the family’s cash needs is an equation which will be addressed.
3.0
5 Families in Business
In order to create a value-driven and sustainable family firm, it is necessary to understand how similar ventures evolved and grew over time. Cases of successful family businesses help in comprehending the issues involved and improving the learning curve. The course will provide an in-depth review and analysis of successful family businesses to bring home the relevant concepts and best practices in management of family businesses. This course will help in getting insight to understand family business, its dynamics, and governance, learn to enhance communication ability and conflict resolution with family and ownership.
3.0
6 Turnaround Strategies in SMEs
The overall goal of turnaround strategy is to convert an underperforming or distressed company to normal in terms of acceptable levels of profitability, solvency, liquidity and cash flow. SMEs are more vulnerable to financial distress than large firms as evidenced by their high mortality. Turnaround management requires an investigation of the root causes of the failure and long-term programs to revitalise the organisation. The course discusses topics like phases of turnaround strategies, generic and operational turnaround strategies and strategic repositioning.
3.0
7 Leading Family Enterprises
Many of these family businesses are privately held holding companies with reasonably independent subsidiaries that might be publicly owned, though in general the family holding company fully controls the more important ones. As family businesses expand from their entrepreneurial beginnings, they face unique performance and governance challenges. This course will examine the life cycles of family businesses from the perspective of business, family and ownership.
3.0
8 Business Risk Management
Despite the risks implicit in doing business, CEOs and/or risk management officers – no matter the size of the business, from small to corporate giant - can prepare for them if they know what they are. Company voluntarily accepts some risk in order to generate superior returns from its strategy. This course focuses on categorization of risk, qualitative distinctions among the types of risks that organizations face and managing strategy risks. It will also provide review on various investment risks and their mitigation strategies adopted by various businesses. The course intends to make students aware of dangers to survival of enterprise at different stages and look at various sustenance measures that strengthen the enterprise.
3.0
9 Computer Aided Accounts and Decisions
The use of on-line, real-time computer-based information systems to augment managerial decision making raises interesting and significant questions. The course focuses on aspects in the field of accounting in which, today, the rapid changes require entrants to be equipped fully in computer aided accounting practices. It will help students in the areas of information systems and technologies, system analysis and design and database management system.
3.0
10 Managing Finance and Liquidity
If a family-owned company is to endure and provide the utmost opportunity for future generations, it must plan for provision of both adequate shareholder liquidity and sufficient business capital. Many family business owners/managers believe their options to be limited. They often restrict money available to the family, borrow from relevant sources or sell the business. Rather than allowing financial pressures to destroy the family business, careful planning and sophisticated use of the growing collection of financial techniques can help the family retain business control and make wiser choices from amongst available alternatives. This course focuses mainly on planning, sourcing and structuring financial resources in a family firm.
1.5
11 Quality Management System
An enterprise must develop and implement a system to communicate to employees what is required to produce the desired quality of products and services and to influence employee actions to complete tasks according to quality specifications. The course equips the students with methods of standardizations, efficiency orientations, quality norms, quality measurement, certifications and paradigm shifts in the area of quality management.
1.5
12 Designing Consumer Incentives and Sales Promotions
An effective customer sales incentive program is a powerful sales tool. A sales incentive plan makes it easier for customers to do business with you instead of your competition. This course focuses on various promotion strategies and their impact on consumer behaviour, consumer-directed initiatives and current web-based tools. The sales incentives need to be measurable and achievable to hold value of which in depth review is provided in this course.
1.5
13 Corporate Entrepreneurship
Organizations that increase their capacity for entrepreneurship build a foundation for long term competitiveness. This course examines how organizations can build management systems to enable entrepreneurial activities while simultaneously addressing current operational concerns. The course focuses on both the organizational and project levels, studying how organizations can build an entrepreneurial capacity and how project champions can ensure their projects are effectively evaluated, supported, and managed.
1.5
14 Financial Planning and Succession
Beyond the core holdings, families need strong capabilities for managing their wealth. Successful family companies usually seek steady long-term growth and performance to avoid risking the family’s wealth and control of the business. This course will focus on financial leverage and cost of debt in comparison to their corporate peers. This course will also provide perspectives on decisions regarding key executive positions and distinction in ownership and management. The course helps students in understanding their family business and helps develop growth plan for their business.
1.5
15 Strategic Cost Management
The importance of managing costs and aligning them with the business strategy of an entity is critical especially in the midst of challenging economic times faced by businesses today. Recognizing that different costing systems and strategies need to be used for different managerial decisions. This course focuses on various costing systems in different strategic decision situations and various costing systems in different strategic decision situations.
1.5

Trimester V

Content Under Development.

1. New Enterprise Creation (NEC):

These electives provide knowledge and develops competencies to start and manage own business. It covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new enterprise. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Students are guided to work on a detailed project report and emerge with a bankable business plan after completion of classroom training.

Sr. No. Course Name Credit
1 Launching and Managing an Enterprise
Entrepreneurial process begins with an idea which, if well thought, thoroughly analysed and debated, gets converted into a Business Project Plan. However an Entrepreneur has to grapple with several small and big issues from the day he decides to operationalize the project plan. Mistakes in the initial phase of business may prove too costly in the long run and sometimes make the whole enterprise unsustainable. The course is aimed to help students develop skills to meticulously execute the plan by doing right things and doing things right the first time. The focus shall be on ‘How’ of setting up the enterprise assuming the students have a Business Plan in hand and have already learnt ‘What’ of setting up an enterprise.
3.0
2 Project Formulation and Appraisal
A Project Plan is the keystone around which business opportunities are assessed, articulated and resources dedicated. The project plan and management’s ability to communicate it put management and investors on the same page and ready for action. It defines the mission of the company and the goals and the strategies for achieving this mission. This course provides students with a principle-driven framework for preparing investment / project. It also offers a scope to analytically discuss various issues involved in project appraisal. Besides, it equips the students with necessary skills to plan a new business venture.
3.0
3 Buying an Existing Business
For some businesses, buying an existing business represents less of a risk than starting a new business from scratch. While the opportunity may be less risky in some aspects, one must perform due diligence to ensure that he/she is fully aware of the terms of the purchase. If an entrepreneur has decided to buy an existing business, he/she would like to ensure that he/she is making the right choice in new venture. The course covers topics like valuation of a business, due diligence, investment quantification, talent match, HR issues and change management, advantages and disadvantages of buying an existing business etc.
3.0
4 New Enterprise Financing & Appraisal
Once the basic requirements of setting up a venture are made ready, comes one of the most important aspect of the process, funding for running the venture. For starting an enterprise, an entrepreneur needs access to funds or seed capital. As the enterprise evolves, funding requirement may also change. This course focuses on where and how to spot the right source of funding including instruments for funding a new venture through both equity and debt.
3.0
5 Strategic Management of Intellectual Property Rights
Across a broad range of industries and geographies, IP rights now constitute a significant fraction of enterprise value. The separation of IPR management and strategy formulation in turn gives the common view that managing IP portfolios, while technically challenging, bears few strategic consequences. Having developed new products or services, it is required for the companies to obtain patent or copyright protection for them in the hopes of closing markets to competing firms and raising prices. Viewed in this way, this course effective IPR management invites room for strategic decision making.
3.0
6 Marketing Metrics and Analytics for Startups
Unlike for established firms, entrepreneurial firms may not have well-accepted markets and customers for their products and services. Entrepreneurial strategy is also affected by the fact that markets may not yet exist. The course will focus on analysing market, customers and competition; customer’s needs – recognition and integration into the innovation process. Metrics help entrepreneurs make smart, informed decisions about their startups. They can identify trends and patterns, problem areas and successes, and potential next steps. Before making major decisions (e.g. product iterations and capturing target markets), startups can consult their metrics.
3.0
7 E-Commerce
With many startups taking the e-commerce route to establish themselves in the Indian market, insights on various essentials of e-commerce model is of utmost importance to the aspiring students. This course will provide understanding of e-process for business, and e-commerce, along with inputs on coordination of various sub-systems / processes required for online operations and enterprise management. The focus is on the importance of using information technology for gaining competitive advantage and the role of E-Commerce in streamlining business processes.
3.0
8 Scaling Excellence through Innovation and Incubation
While incubators vary widely in services and resources provided, as well as cost to be accepted, most entrepreneurs find them inconsistent with requirements of their venture. This course will focus on incubation process based on stage of venture and how it helps innovations to scale up. Also, this course will help students understand the role of incubators in helping innovative ventures work on sustainability aspect and plan for launching while clarifying projected assumptions. The course illuminates on stages of incubation and
3.0
9 Digital Marketing for Startups and SMEs
The biggest challenge for every company is to create their unique identity in front of their customers, prospects and other stakeholders. Digital marketing can be used effectively to help position and brand in a stronger platform. This course will help identify ways to increase reach, create positive brand impact for prospective startups and SMEs. The focus is on devising branding, positioning, SEO, SEM, marketing campaigns, social media campaigns and other digital marketing strategies.
3.0
10 Opportunities in Emerging Markets (ASEAN, Africa, Latin America & CIS countries)
Emerging markets hold vast potential. However, businesses entering developing countries cannot succeed by simply transplanting business models, products, and services developed for mature markets. In this course, students will learn how to optimize their strategy, products and service offerings to identify and target new opportunities and segments, and maximize their return on investment in emerging markets. The course illuminates the differences between established and emerging markets focusing on business opportunity identification.
1.5
11 Dynamic Entrepreneurial Strategy
Entrepreneurial strategy formulation encompasses a range of activities firms engage in to establish and sustain a competitive advantage. This course focuses on market and industry analysis, product/service design and development, operations and technology management, customer development, and other varied aspects of the new firm’s culture and shared value system.
1.5
12 Project Management
Once project idea is clear, the entrepreneur is required to understand the strengths of the team members(s), context for the project, target market and necessary characteristics of the offerings. He/she is also required to be clear on the plans of the project and the way the project should be communicated to the target group/clients. The course offers training on software packages which helps in planning the projects and collaborating with others. This is useful in keeping the projects on track and in quickly analysing “what if" scenarios without recreating the entire project plan.
1.5
13 Identifying Starting and Growing a Social Venture
Social entrepreneurship has proved to be a powerful tool, being capable of bringing needed positive social and sustainable changes. A social venture identifies and solves socially relevant problems and acts as the change agent for society, seizing opportunities in order to improve systems, invent and disseminate new approaches and advance sustainable solutions. This course helps students in analysing the opportunities with primarily goal to generate "social value" rather than profits. The course also offers scope for discussion for key elements of social initiative and different forms of social ventures.
1.5
14 Business Simulation
Business Simulations offer learners the ability to learn in a realistic environment where they can apply knowledge and skills without the fear of real-world implications. Virtual business simulations are a form of combative training in which students apply their business skills against those of formidable opponents under the watchful eyes of a training coach. EDI has an inventory of excellent business solutions relevant for entrepreneurs and managers, which will be suitably utilised.
1.5
15 Business Model and New Enterprise
The course focuses on the process of creation of a new enterprise from the moment entrepreneurs identify a business opportunity to the moment that their new venture becomes a viable organization. The sessions will provide various business models and frameworks that students can use in their own venture project. It is important to note that the issues facing entrepreneurs typically tend to be multi-faceted and require a holistic perspective. So, while there is an important role for conceptual frameworks and models, they are to be applied only to the extent that they help entrepreneurs make good decisions and realistic action plans to implement those decisions.
1.5

2. Family Business Management (FBM):

In a business environment characterized by intensified competition, family-owned companies face unique challenges. These electives aim at developing family business successors into enterprising and knowledgeable owners of the business of their predecessors. Issues, problems and concerns of family businesses are dealt with in greater detail so as to enable the students to help them understand the intricacies of a family firm, come out with an ambitious growth plan and chalk out an important role for themselves in implementation of the plan. Students learn how to leverage the strengths of family business and successfully implement practices that drive high performance, shareholder loyalty and healthy family relationships.

Sr. No. Course Name Credit
1 Family Business Dynamics
Family businesses are the oldest and most wide spread form of business structure. Many of the largest companies in the world have developed structures but continue to be run, managed and controlled by families. This course introduces the concepts fundamental to understanding the family business and its unique challenges, especially during a leadership transition. It covers the tools and techniques required to lead the family businesses in the current economic climate.
3.0
2 Growth Plan Formulation and Appraisal
Planning is a key to any business throughout its existence. Every successful family business regularly reviews its business plan to ensure that it continues to meet its needs. It is advisable to review the ongoing performance on a regular basis and identify the most likely strategies for sustenance and growth. Once reviewed with clear identification of the key growth areas, a road map is created for taking the business to the next stage. This course helps students in developing growth plans for their business.
3.0
3 Building Lasting Family Business-Synergy in Vision, Values & Strategy
Long-term survivors usually share a meritocratic approach to management. There’s no single rule for all, however—policies depend partly on the size of the family, its values, the education of its members, and the industries in which the business competes. As families grow and ownership fragments, family institutions play an important role in making continued ownership meaningful by nurturing family values and giving new generations a sense of pride in the company’s contribution to society. This course will help in understanding and practicing cherished family Values in business, promoting innovations and entrepreneurship.
3.0
4 Corporate and Family Governance
As family businesses expand from their entrepreneurial beginnings, they face unique performance and governance challenges. This course focuses on governance of the company, business portfolio and capital composition. This course will provide analysis of cases of family business having dynamic portfolio evolution. Maintaining family control or influence while raising fresh capital for the business and satisfying the family’s cash needs is an equation which will be addressed.
3.0
5 Families in Business
In order to create a value-driven and sustainable family firm, it is necessary to understand how similar ventures evolved and grew over time. Cases of successful family businesses help in comprehending the issues involved and improving the learning curve. The course will provide an in-depth review and analysis of successful family businesses to bring home the relevant concepts and best practices in management of family businesses. This course will help in getting insight to understand family business, its dynamics, and governance, learn to enhance communication ability and conflict resolution with family and ownership.
3.0
6 Turnaround Strategies in SMEs
The overall goal of turnaround strategy is to convert an underperforming or distressed company to normal in terms of acceptable levels of profitability, solvency, liquidity and cash flow. SMEs are more vulnerable to financial distress than large firms as evidenced by their high mortality. Turnaround management requires an investigation of the root causes of the failure and long-term programs to revitalise the organisation. The course discusses topics like phases of turnaround strategies, generic and operational turnaround strategies and strategic repositioning.
3.0
7 Leading Family Enterprises
Many of these family businesses are privately held holding companies with reasonably independent subsidiaries that might be publicly owned, though in general the family holding company fully controls the more important ones. As family businesses expand from their entrepreneurial beginnings, they face unique performance and governance challenges. This course will examine the life cycles of family businesses from the perspective of business, family and ownership.
3.0
8 Business Risk Management
Despite the risks implicit in doing business, CEOs and/or risk management officers – no matter the size of the business, from small to corporate giant - can prepare for them if they know what they are. Company voluntarily accepts some risk in order to generate superior returns from its strategy. This course focuses on categorization of risk, qualitative distinctions among the types of risks that organizations face and managing strategy risks. It will also provide review on various investment risks and their mitigation strategies adopted by various businesses. The course intends to make students aware of dangers to survival of enterprise at different stages and look at various sustenance measures that strengthen the enterprise.
3.0
9 Computer Aided Accounts and Decisions
The use of on-line, real-time computer-based information systems to augment managerial decision making raises interesting and significant questions. The course focuses on aspects in the field of accounting in which, today, the rapid changes require entrants to be equipped fully in computer aided accounting practices. It will help students in the areas of information systems and technologies, system analysis and design and database management system.
3.0
10 Managing Finance and Liquidity
If a family-owned company is to endure and provide the utmost opportunity for future generations, it must plan for provision of both adequate shareholder liquidity and sufficient business capital. Many family business owners/managers believe their options to be limited. They often restrict money available to the family, borrow from relevant sources or sell the business. Rather than allowing financial pressures to destroy the family business, careful planning and sophisticated use of the growing collection of financial techniques can help the family retain business control and make wiser choices from amongst available alternatives. This course focuses mainly on planning, sourcing and structuring financial resources in a family firm.
1.5
11 Quality Management System
An enterprise must develop and implement a system to communicate to employees what is required to produce the desired quality of products and services and to influence employee actions to complete tasks according to quality specifications. The course equips the students with methods of standardizations, efficiency orientations, quality norms, quality measurement, certifications and paradigm shifts in the area of quality management.
1.5
12 Designing Consumer Incentives and Sales Promotions
An effective customer sales incentive program is a powerful sales tool. A sales incentive plan makes it easier for customers to do business with you instead of your competition. This course focuses on various promotion strategies and their impact on consumer behaviour, consumer-directed initiatives and current web-based tools. The sales incentives need to be measurable and achievable to hold value of which in depth review is provided in this course.
1.5
13 Corporate Entrepreneurship
Organizations that increase their capacity for entrepreneurship build a foundation for long term competitiveness. This course examines how organizations can build management systems to enable entrepreneurial activities while simultaneously addressing current operational concerns. The course focuses on both the organizational and project levels, studying how organizations can build an entrepreneurial capacity and how project champions can ensure their projects are effectively evaluated, supported, and managed.
1.5
14 Financial Planning and Succession
Beyond the core holdings, families need strong capabilities for managing their wealth. Successful family companies usually seek steady long-term growth and performance to avoid risking the family’s wealth and control of the business. This course will focus on financial leverage and cost of debt in comparison to their corporate peers. This course will also provide perspectives on decisions regarding key executive positions and distinction in ownership and management. The course helps students in understanding their family business and helps develop growth plan for their business.
1.5
15 Strategic Cost Management
The importance of managing costs and aligning them with the business strategy of an entity is critical especially in the midst of challenging economic times faced by businesses today. Recognizing that different costing systems and strategies need to be used for different managerial decisions. This course focuses on various costing systems in different strategic decision situations and various costing systems in different strategic decision situations.
1.5
Sr. No. Course Name Credit
Elective 1: Finance
1 Security Analysis and Portfolio Management
This course is designed to give the students a practical orientation towards the principles of investment, pricing, valuation and portfolio management. It broadly covers various topics such as Capital Market Efficiency, Modern Portfolio Theory, Financial Analysis, Valuation of Derivatives and Portfolio Management.
3.0
2 Strategic Financial Management
This course aims at enabling students in preparing reports for management explaining and evaluating the financial consequences of strategic decisions. Identifying and evaluating appropriate sources of finance, their risks and costs. Assess potential investment decisions and strategies.
3.0
3 Financial Institutions & Markets
The course aims to give students an awareness and understanding of the way financial markets function in terms of the different categories of participants, their role in the financial system and their interaction. A second, equally important, objective is to familiarize students with the main types of financial instruments and their usage.
3.0
4 Financial Risk Management
The course intends to equip students with the ability to analyse Indian Derivative markets. Financial Derivatives are discussed in terms of their valuation, analysis and application for hedging, speculation and arbitrage. Students are apprised of the recent innovations in derivatives in India. At the end of the course, they are expected to have learnt the mechanics, valuation and trading strategies of derivative market.
3.0
5 Taxation and Tax Planning
The course intends to equip students with the ability to apply corporate tax provisions to corporate world. The provisions of taxation are discussed to provide necessary inputs to the students for handling real life business problems efficiently using appropriate concepts of taxation laws.
3.0
6 Retail Banking
Retail Banking is one of the most powerful and growing segment of today’s banking world. This course would effectively disseminate knowledge of retail banking to the students. It includes various aspects like is savings and checking accounts, mortgages, personal loans and debit & credit cards.
3.0
7 Management Control Systems
Management control systems are designed in order to implement strategies crafted for achieving pre-set goals and objectives successfully. It envisages strategic planning, budgeting, resource allocation, performance measurement, evaluation, and reward/ responsibility centre allocation. Thus, the main objective of this course is to equip the students with the skills for effective implementation of strategies and resolving the attendant problems.
3.0
8 Computer – aided Accounts and Financial Decisions
To enable the participants to explore to and acquire skills in respect of most sophisticated computerized accounting procedures and practices so as to help them serve better the vast accounting needs of every commercial organization.
3.0
9 Economics and Financial Regulations:
To develop an awareness of the legal framework within which business operates in India and to give to the participants the basic understanding of some of the important legal aspects of business. It is designed to help students develop the managerial capability of legal astuteness.
3.0
Elective 2: Marketing
1 Branding and Advertising
This course revolves around branding process, branding strategies and role of advertising and marketing communication in building the brands, identity and image of an enterprise, brand, product and also the entrepreneur. The course covers the conceptual and execution understanding of how to build a sustainable brand and effective communication of the same. The course perspective would be around branding and advertising in context with start-ups, family enterprise and small and medium businesses.
3.0
2 Sales and Distribution Management
This course is designed around interweaving Sales and Distribution function of business with the overall business processes. This course involves distinctive feature of harnessing SDM functions and processes in family firms, start-ups and also preparing those learners who wish to pursue intrapreneurial career. The course is divided into three parts. Personal selling & Professional Selling practices, Sales force & Sales process management and finally distribution management.
3.0
3 Rural and Agri-Marketing
Rural markets and rural population constitute a large part of customer base for many products and services. Rural-Marketing part of the business revolves around the changing dynamics of Indian rural markets and consumers. A special focus of the course would be how to adapt the existing marketing mix for better suitability for the rural segments and customers. Agri-Marketing as a part of the course is intended to familiarize the students to the issues involved in agriculture, its linkage with input and output market as well as food marketing. It looks into the issues in a less developed country perspective, institutional variations in the domain of agribusiness and its policy framework.
3.0
4 Franchising and Retail Marketing
Franchising and retailing are some of the growth paths for any business enterprise. In the last few years, franchising has been a preferred option for the business growth. At the same time, many businesses use retail format or business model for the business activities. The course encompasses nuances of franchising (both as a franchisee as well as franchisor) and effective marketing of retail enterprises. The course adopts a ‘Learning by Doing’ mode of learning.
3.0
5 Business to Business Marketing
Business marketing transactions account for a significant part of various goods and services sold by many firms. This course is intended to provide the managerial and strategic aspects of business–to-business marketing. Management of the B2B marketing mix will be examined in detail. Some of the topics which are covered as a part of the course are: the importance and relevance of B2B, understanding the client’s processes and mind-set, segmentation of markets (and how they dictate the 4Ps), the sales processes and the bidding processes. Finally, the course encompasses marketing and promotional tools; trade shows, MARCOM and role of the internet in B2B.
3.0
6 Service Marketing
This course is designed to address specific marketing challenges of service business. Services are atypical as compared to the product business. The course revolves around the GAP model and addresses the integrated nature of the service marketing with other functional areas of business enterprises. The course also focuses on Service Business, Service Management and Services Marketing for start ups.
3.0
7 Market Insights and Consumer Behaviour
Markets have been evolving at an unprecedented rate. Similarly, consumers and consumer behaviour have also undergone many changes in the last decade. Socioeconomic changes have contributed to this change in the consumer profiles and patterns. This course takes a deep dive into the Market insights, consumption and consumer behaviour. The focus is to spot the emerging trend, based on the tracking of the market insights and consumer behaviour.
3.0
8 Internet Marketing
The internet has evolved into more than just a platform. This has changed the way consumers search and buy products. At the same time, business enterprises have also capitalized on this new avenue to interact with the existing and potential customers; shape up consumers’ perceptions and build online reputation. This course is designed to examine and explore the power and possibilities of using internet for effective and efficient marketing in any size of business.
1.5
9 Customer Relationship Management
CRM is more than a tool; it is all about a Customer Focused Strategy, which needs coordination between people – process – technology. This course is all about moving away from the functional silos of business and giving way to cross-functional processes to attract, select, serve and retain customers profitably in a cohesive manner. This course is designed to explore different factors and actions that drive CRM leads to higher customer satisfaction, market share and net cash flow. This course revolves around the strategic, organizational, informational, operational and financial perspectives of CRM; multi-pronged approach.
1.5
Elective 3: International Business
1 International Marketing Management
Marketing mix decisions need to be reconsidered while venturing beyond the boundaries and targeting international markets. This course revolves around the adaptation in the marketing strategies and marketing decisions based on the characteristics of international market(s). The central theme of the course is identification and analysis of the key differences in the home country and target countries and modifying the marketing mix accordingly.
3.0
2 International Financial Management
International Business has emerged as a separate and important branch of management education in Management Institutions the world over. As international trade and business becomes a critical vertical in companies, the need to understand International Finance becomes inevitable. This course is designed with the focus to equip the students with a comprehensive knowledge and skills on various aspects of International Finance, foreign exchange risks, FX markets and derivatives.
3.0
3 International Business Strategies
Increasing globalization and liberalization of the world economy has seen a rapid increase not only in the growth of the international trade but also in the complex nature of problems posed by sweeping changes in the systems of international business. The opportunities and challenges presented by the increasing internationalization of business are growing and to manage them successfully the need for the knowledgeable and skilled professionals/managers is assiduously growing. This course is designed with the focus to equip the students with a comprehensive knowledge and skills on various aspects of International Business, enabling them to become the world class professionals and entrepreneurs in the fast changing global environment.
3.0
4 India’s Foreign Trade and Policy
This course is designed to learn India’s Foreign Trade and Policy. The course would focus on the key policy implications on the businesses in different sectors. The course also takes a historical perspective of the foreign trade and policy interventions by the Government. The learner would be exposed to the current outlook of the foreign trade, prevailing policy of the Government of India and corresponding effects on specific sectors, industries and businesses.
3.0
5 Business Decision Making in WTO / RTA Era
The module will begin with an overview of the origins and basic characteristics of the WTO agreement, examination of the various regional and other agreements that provided inspiration for the WTO. It will then turn to an in-depth examination of the GATT and its ancillary agreements governing trade in goods, including those related to antidumping, safeguards, subsidies and countervailing duties, valuation, trade -related investment measures, and more. The course will also include an examination of the enforcement and dispute settlement provisions of the agreement.
1.5
6 Doing Business in Emerging Markets (ASEAN, Africa, Latin America, & CIS Countries)
Emerging markets hold vast potential. However, businesses entering developing countries cannot succeed by simply transplanting business models, products, and services developed for mature markets. In this course, students will learn how to optimize their organization's emerging market strategy, modify their product and service offerings to target new segments, and maximize their return on investment in developing countries. The course illuminates the differences between established and emerging markets focusing on business opportunity identification.
1.5
Elective 4: Human Resource Management
1 Organization Development Change
This course addresses change and the way change affects organizations and the individuals within organizations. Effective organizational development interventions help organizations and individuals to cope with change. Owner managers or HR professionals need to develop strategies to introduce planned change, to improve organizational functioning. Organizational development and change management strategies assist organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts.
3.0
2 Building and Leading Effective Team
The complexity of organisations and the dynamic nature of today’s business environment make teams important part of organisational architecture. In case of entrepreneurs, building and leading teams are essential skills. Entrepreneurs need to master the skills of collective planning and decision making because at times the issues may be too complex for one person to handle. The course focuses on power of teams, team dynamics, team culture and diversity issues. Students will gain a better understanding of the key issues they must consider in selecting, motivating, and leading entrepreneurial teams to create and enhance the value of a business.
3.0
3 Industrial Relations and Labour Laws
Indian Industry is facing lot of challenges thrown in by market economy. During the last decade, paradigm shifts have taken place in the field of Industrial Relation (IR) and still lot of changes are awaited on the contours of labour laws. It is essential both for entrepreneurs and managers to continue striving for improving quality, productivity, optimising returns, eliminating inefficiency and ensuring work-life balance at work. Relationship between employer and the employee often poses serious challenges in achieving these objectives. The course makes great relevance in understanding true meanings of industrial relations, labour laws and trade unions, etc. The course helps in comprehending and handling relevant IR issues and statutory framework.
3.0
4 Negotiation Skills
The ability to negotiate successfully rests on a combination of various analytical and interpersonal skills. The course introduces students to the theory and practice of negotiation and looks into various aspects of negotiation process. Further, it helps developing the skills in conduct of good negotiation in one to one and group situation. The course also benefits in increased awareness of various dimensions of negotiation process and exposure to negotiation insights.
1.5
5 Small Business Consulting Projects
The course provides opportunities to students to gain insights and applied consulting project experience while providing a valuable service to the business community. The consulting issues would relate to new/existing businesses looking for survival, sustenance, growth, expansion, professionalization and management succession. Students would be exposed to the cases/ live projects leading to consulting opportunities for creation/ growth of business.
1.5
6 Business Ethics and CSR
This course introduces students to the relevance and importance of ethics and social responsibility of entrepreneurs. This issue has become more critical in view of New Companies Act that necessitates mandatory CSR interventions by corporates. This course is designed to raise students’ awareness and understanding of ethical issues in business and to provide them with tools and techniques to guide analysis and decisions.
1.5
Elective 5: Information System
1 Enterprise Resource Planning (ERP)
This course covers concepts in Enterprise Resource Planning (ERP), including business processes common to most businesses across the functional areas of an organization. The course will highlight the significance of how ERP integrates business functional areas into enterprise-wide information system to facilitate business management and performance analysis. It will explain the various issues involved in identifying, selecting, deciding and implementing and subsequently maintaining an ERP system. The course will identify the various information and control requirements of any business and how ERP addresses them. This course will also examine how ERP systems evolved from early computer systems and manufacturing, the implications of compliance to legislations and government policies and acts, and will evaluate the benefits and costs of implementing and using an ERP system.
3.0
2 Enterprise Resource Planning (ERP)
Business Process Reengineering (BPR): Today’s highly competitive business environment requires a manager to use all available tools & methods which will enhance the chance of success in business. It is imperative that business leaders are able to harness these tools and methodologies and put them to best use. Business Process Re-engineering (BPR) has had a tremendous impact on business performance. When understood and implemented properly, BPR has been instrumental in increasing the efficiency of an organization resulting in enormous reductions in cost and cycle times.
The course will take the participant through the different stages of a BPR project – from initialization and development to successful implementation.
3.0
3 Web Design & E-Commerce
This course describes the basic principles of e-business technologies. Upon the completion of this course, students should have a good working knowledge of e-business concepts, applications and technologies (e.g. e-business marketplace, e-Commerce, B2B e-business, e-learning, e-government and online payments). The student will be able to understand the various e-business models and infrastructure. In addition, the students will understand how to initiate, design and launch online businesses.
3.0
4 IT & Business Strategy
Increasingly organization survival and/or efficiency are related to the ability to acquire and maintain excellent information about itself and competing organizations. Information treated as a resource for strategic planning and operational management has a value like other assets in the organization. Once information is placed in the proper perspective, management issues regarding the creation and protection of information assets become relevant and important. More than ever there appears a need for faster access to critical information by all of the decision makers, of the quality and quantity that is needed to make better decisions. Students will learn how information technology (IT) supports corporate goals. Emphasis is on the management of IT rather than on computer technology or programming.
This course will explore necessary management actions, which will insure that information is available, correct, manipulatable, secured, and archived in proper forms. It will look at how business and IT management skills can be applied effectively to cut Information Systems costs and improve the quality without reducing services.
1.5
5 Decision Support System (DSS)
This course is designed to foster a comprehensive understanding of Decision Support System (DSS) concepts and possibilities, impart DSS development skills, and point out the important roles these systems play in business today. Such an understanding is valuable for prospective application system managers, business leaders, and decision makers. Coverage includes the DSS field's evolution, its theoretical foundations, various DSS applications, contexts for DSS usage, and multi-participant decision support systems. The focus is on how techniques for managing knowledge can be applied, enhanced, extended, and integrated in the development of computer based DSSs. Familiarity with business problems, computers, and common management techniques and issues will be helpful for a better participation in the course.
1.5
6 Database Management System (DBMS)
Databases are incredibly prevalent -- they underlie all activities and transactions used by most people every day if not every hour. Databases are so ubiquitous and important that they are vital to various business decisions across functions. This course provides students with the essential concepts, principles, and techniques of modern database systems from a user perspective. It focuses on the functionalities that are offered by database systems and the methods to implement them. Specifically, the course teaches students the ability to develop a solution to a real-world data management problem that requires the application of the theories and practices developed in class.
Basically the course covers the essential principles for the design, analysis, and use of computerized database systems. The design and techniques of database modelling, database system architecture, and user/program interfaces are presented in an integrated way. The student is provided with a basic understanding of the issues and problems involved in database system development, knowledge of currently practised techniques for satisfying the needs of a database system, and an indication of the current trends that are likely to provide a basis for tomorrow's systems.
1.5
Elective 6: Language and Communication
1
Business Chinese With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
2
Business French With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
3
Business German With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
4
Business Spanish With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
5 Organizational and Persuasive Communication
It deals with managerial communication concepts and dimensions. While creating and running a start-up, entrepreneurs are expected to perform certain set of functions to attain desired results, and such functions definitely require excellent communication skills. Communication competency highlights the importance of being clear – to the internal and external receivers. To steal the thunder, one needs to listen, persuade, understand stakeholder dynamics and perform flawlessly in order to devise growth strategies to develop their business. The course has the foremost objective to enable students to communicate their ideas clearly and persuasively by strategic choice of tools in written or verbal communication.
3.0
6 Communicate Corporate Identity
The overall image of the firm in the minds of stakeholders, viz. customers, employees and investors; is known as Corporate Identity. Corporate communication is the system through which corporate identity is strengthened in an appropriate manner to achieve business goals. It also include creations of Brand logo, name, tag line etc.
1.5

Trimester VI

Content Under Development.

Content Under Development.

Sr. No. Course Name Credit
Elective 1: Finance
1 Security Analysis and Portfolio Management
This course is designed to give the students a practical orientation towards the principles of investment, pricing, valuation and portfolio management. It broadly covers various topics such as Capital Market Efficiency, Modern Portfolio Theory, Financial Analysis, Valuation of Derivatives and Portfolio Management.
3.0
2 Strategic Financial Management
This course aims at enabling students in preparing reports for management explaining and evaluating the financial consequences of strategic decisions. Identifying and evaluating appropriate sources of finance, their risks and costs. Assess potential investment decisions and strategies.
3.0
3 Financial Institutions & Markets
The course aims to give students an awareness and understanding of the way financial markets function in terms of the different categories of participants, their role in the financial system and their interaction. A second, equally important, objective is to familiarize students with the main types of financial instruments and their usage.
3.0
4 Financial Risk Management
The course intends to equip students with the ability to analyse Indian Derivative markets. Financial Derivatives are discussed in terms of their valuation, analysis and application for hedging, speculation and arbitrage. Students are apprised of the recent innovations in derivatives in India. At the end of the course, they are expected to have learnt the mechanics, valuation and trading strategies of derivative market.
3.0
5 Taxation and Tax Planning
The course intends to equip students with the ability to apply corporate tax provisions to corporate world. The provisions of taxation are discussed to provide necessary inputs to the students for handling real life business problems efficiently using appropriate concepts of taxation laws.
3.0
6 Retail Banking
Retail Banking is one of the most powerful and growing segment of today’s banking world. This course would effectively disseminate knowledge of retail banking to the students. It includes various aspects like is savings and checking accounts, mortgages, personal loans and debit & credit cards.
3.0
7 Management Control Systems
Management control systems are designed in order to implement strategies crafted for achieving pre-set goals and objectives successfully. It envisages strategic planning, budgeting, resource allocation, performance measurement, evaluation, and reward/ responsibility centre allocation. Thus, the main objective of this course is to equip the students with the skills for effective implementation of strategies and resolving the attendant problems.
3.0
8 Computer – aided Accounts and Financial Decisions
To enable the participants to explore to and acquire skills in respect of most sophisticated computerized accounting procedures and practices so as to help them serve better the vast accounting needs of every commercial organization.
3.0
9 Economics and Financial Regulations:
To develop an awareness of the legal framework within which business operates in India and to give to the participants the basic understanding of some of the important legal aspects of business. It is designed to help students develop the managerial capability of legal astuteness.
3.0
Elective 2: Marketing
1 Branding and Advertising
This course revolves around branding process, branding strategies and role of advertising and marketing communication in building the brands, identity and image of an enterprise, brand, product and also the entrepreneur. The course covers the conceptual and execution understanding of how to build a sustainable brand and effective communication of the same. The course perspective would be around branding and advertising in context with start-ups, family enterprise and small and medium businesses.
3.0
2 Sales and Distribution Management
This course is designed around interweaving Sales and Distribution function of business with the overall business processes. This course involves distinctive feature of harnessing SDM functions and processes in family firms, start-ups and also preparing those learners who wish to pursue intrapreneurial career. The course is divided into three parts. Personal selling & Professional Selling practices, Sales force & Sales process management and finally distribution management.
3.0
3 Rural and Agri-Marketing
Rural markets and rural population constitute a large part of customer base for many products and services. Rural-Marketing part of the business revolves around the changing dynamics of Indian rural markets and consumers. A special focus of the course would be how to adapt the existing marketing mix for better suitability for the rural segments and customers. Agri-Marketing as a part of the course is intended to familiarize the students to the issues involved in agriculture, its linkage with input and output market as well as food marketing. It looks into the issues in a less developed country perspective, institutional variations in the domain of agribusiness and its policy framework.
3.0
4 Franchising and Retail Marketing
Franchising and retailing are some of the growth paths for any business enterprise. In the last few years, franchising has been a preferred option for the business growth. At the same time, many businesses use retail format or business model for the business activities. The course encompasses nuances of franchising (both as a franchisee as well as franchisor) and effective marketing of retail enterprises. The course adopts a ‘Learning by Doing’ mode of learning.
3.0
5 Business to Business Marketing
Business marketing transactions account for a significant part of various goods and services sold by many firms. This course is intended to provide the managerial and strategic aspects of business–to-business marketing. Management of the B2B marketing mix will be examined in detail. Some of the topics which are covered as a part of the course are: the importance and relevance of B2B, understanding the client’s processes and mind-set, segmentation of markets (and how they dictate the 4Ps), the sales processes and the bidding processes. Finally, the course encompasses marketing and promotional tools; trade shows, MARCOM and role of the internet in B2B.
3.0
6 Service Marketing
This course is designed to address specific marketing challenges of service business. Services are atypical as compared to the product business. The course revolves around the GAP model and addresses the integrated nature of the service marketing with other functional areas of business enterprises. The course also focuses on Service Business, Service Management and Services Marketing for start ups.
3.0
7 Market Insights and Consumer Behaviour
Markets have been evolving at an unprecedented rate. Similarly, consumers and consumer behaviour have also undergone many changes in the last decade. Socioeconomic changes have contributed to this change in the consumer profiles and patterns. This course takes a deep dive into the Market insights, consumption and consumer behaviour. The focus is to spot the emerging trend, based on the tracking of the market insights and consumer behaviour.
3.0
8 Internet Marketing
The internet has evolved into more than just a platform. This has changed the way consumers search and buy products. At the same time, business enterprises have also capitalized on this new avenue to interact with the existing and potential customers; shape up consumers’ perceptions and build online reputation. This course is designed to examine and explore the power and possibilities of using internet for effective and efficient marketing in any size of business.
1.5
9 Customer Relationship Management
CRM is more than a tool; it is all about a Customer Focused Strategy, which needs coordination between people – process – technology. This course is all about moving away from the functional silos of business and giving way to cross-functional processes to attract, select, serve and retain customers profitably in a cohesive manner. This course is designed to explore different factors and actions that drive CRM leads to higher customer satisfaction, market share and net cash flow. This course revolves around the strategic, organizational, informational, operational and financial perspectives of CRM; multi-pronged approach.
1.5
Elective 3: International Business
1 International Marketing Management
Marketing mix decisions need to be reconsidered while venturing beyond the boundaries and targeting international markets. This course revolves around the adaptation in the marketing strategies and marketing decisions based on the characteristics of international market(s). The central theme of the course is identification and analysis of the key differences in the home country and target countries and modifying the marketing mix accordingly.
3.0
2 International Financial Management
International Business has emerged as a separate and important branch of management education in Management Institutions the world over. As international trade and business becomes a critical vertical in companies, the need to understand International Finance becomes inevitable. This course is designed with the focus to equip the students with a comprehensive knowledge and skills on various aspects of International Finance, foreign exchange risks, FX markets and derivatives.
3.0
3 International Business Strategies
Increasing globalization and liberalization of the world economy has seen a rapid increase not only in the growth of the international trade but also in the complex nature of problems posed by sweeping changes in the systems of international business. The opportunities and challenges presented by the increasing internationalization of business are growing and to manage them successfully the need for the knowledgeable and skilled professionals/managers is assiduously growing. This course is designed with the focus to equip the students with a comprehensive knowledge and skills on various aspects of International Business, enabling them to become the world class professionals and entrepreneurs in the fast changing global environment.
3.0
4 India’s Foreign Trade and Policy
This course is designed to learn India’s Foreign Trade and Policy. The course would focus on the key policy implications on the businesses in different sectors. The course also takes a historical perspective of the foreign trade and policy interventions by the Government. The learner would be exposed to the current outlook of the foreign trade, prevailing policy of the Government of India and corresponding effects on specific sectors, industries and businesses.
3.0
5 Business Decision Making in WTO / RTA Era
The module will begin with an overview of the origins and basic characteristics of the WTO agreement, examination of the various regional and other agreements that provided inspiration for the WTO. It will then turn to an in-depth examination of the GATT and its ancillary agreements governing trade in goods, including those related to antidumping, safeguards, subsidies and countervailing duties, valuation, trade -related investment measures, and more. The course will also include an examination of the enforcement and dispute settlement provisions of the agreement.
1.5
6 Doing Business in Emerging Markets (ASEAN, Africa, Latin America, & CIS Countries)
Emerging markets hold vast potential. However, businesses entering developing countries cannot succeed by simply transplanting business models, products, and services developed for mature markets. In this course, students will learn how to optimize their organization's emerging market strategy, modify their product and service offerings to target new segments, and maximize their return on investment in developing countries. The course illuminates the differences between established and emerging markets focusing on business opportunity identification.
1.5
Elective 4: Human Resource Management
1 Organization Development Change
This course addresses change and the way change affects organizations and the individuals within organizations. Effective organizational development interventions help organizations and individuals to cope with change. Owner managers or HR professionals need to develop strategies to introduce planned change, to improve organizational functioning. Organizational development and change management strategies assist organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts.
3.0
2 Building and Leading Effective Team
The complexity of organisations and the dynamic nature of today’s business environment make teams important part of organisational architecture. In case of entrepreneurs, building and leading teams are essential skills. Entrepreneurs need to master the skills of collective planning and decision making because at times the issues may be too complex for one person to handle. The course focuses on power of teams, team dynamics, team culture and diversity issues. Students will gain a better understanding of the key issues they must consider in selecting, motivating, and leading entrepreneurial teams to create and enhance the value of a business.
3.0
3 Industrial Relations and Labour Laws
Indian Industry is facing lot of challenges thrown in by market economy. During the last decade, paradigm shifts have taken place in the field of Industrial Relation (IR) and still lot of changes are awaited on the contours of labour laws. It is essential both for entrepreneurs and managers to continue striving for improving quality, productivity, optimising returns, eliminating inefficiency and ensuring work-life balance at work. Relationship between employer and the employee often poses serious challenges in achieving these objectives. The course makes great relevance in understanding true meanings of industrial relations, labour laws and trade unions, etc. The course helps in comprehending and handling relevant IR issues and statutory framework.
3.0
4 Negotiation Skills
The ability to negotiate successfully rests on a combination of various analytical and interpersonal skills. The course introduces students to the theory and practice of negotiation and looks into various aspects of negotiation process. Further, it helps developing the skills in conduct of good negotiation in one to one and group situation. The course also benefits in increased awareness of various dimensions of negotiation process and exposure to negotiation insights.
1.5
5 Small Business Consulting Projects
The course provides opportunities to students to gain insights and applied consulting project experience while providing a valuable service to the business community. The consulting issues would relate to new/existing businesses looking for survival, sustenance, growth, expansion, professionalization and management succession. Students would be exposed to the cases/ live projects leading to consulting opportunities for creation/ growth of business.
1.5
6 Business Ethics and CSR
This course introduces students to the relevance and importance of ethics and social responsibility of entrepreneurs. This issue has become more critical in view of New Companies Act that necessitates mandatory CSR interventions by corporates. This course is designed to raise students’ awareness and understanding of ethical issues in business and to provide them with tools and techniques to guide analysis and decisions.
1.5
Elective 5: Information System
1 Enterprise Resource Planning (ERP)
This course covers concepts in Enterprise Resource Planning (ERP), including business processes common to most businesses across the functional areas of an organization. The course will highlight the significance of how ERP integrates business functional areas into enterprise-wide information system to facilitate business management and performance analysis. It will explain the various issues involved in identifying, selecting, deciding and implementing and subsequently maintaining an ERP system. The course will identify the various information and control requirements of any business and how ERP addresses them. This course will also examine how ERP systems evolved from early computer systems and manufacturing, the implications of compliance to legislations and government policies and acts, and will evaluate the benefits and costs of implementing and using an ERP system.
3.0
2 Enterprise Resource Planning (ERP)
Business Process Reengineering (BPR): Today’s highly competitive business environment requires a manager to use all available tools & methods which will enhance the chance of success in business. It is imperative that business leaders are able to harness these tools and methodologies and put them to best use. Business Process Re-engineering (BPR) has had a tremendous impact on business performance. When understood and implemented properly, BPR has been instrumental in increasing the efficiency of an organization resulting in enormous reductions in cost and cycle times.
The course will take the participant through the different stages of a BPR project – from initialization and development to successful implementation.
3.0
3 Web Design & E-Commerce
This course describes the basic principles of e-business technologies. Upon the completion of this course, students should have a good working knowledge of e-business concepts, applications and technologies (e.g. e-business marketplace, e-Commerce, B2B e-business, e-learning, e-government and online payments). The student will be able to understand the various e-business models and infrastructure. In addition, the students will understand how to initiate, design and launch online businesses.
3.0
4 IT & Business Strategy
Increasingly organization survival and/or efficiency are related to the ability to acquire and maintain excellent information about itself and competing organizations. Information treated as a resource for strategic planning and operational management has a value like other assets in the organization. Once information is placed in the proper perspective, management issues regarding the creation and protection of information assets become relevant and important. More than ever there appears a need for faster access to critical information by all of the decision makers, of the quality and quantity that is needed to make better decisions. Students will learn how information technology (IT) supports corporate goals. Emphasis is on the management of IT rather than on computer technology or programming.
This course will explore necessary management actions, which will insure that information is available, correct, manipulatable, secured, and archived in proper forms. It will look at how business and IT management skills can be applied effectively to cut Information Systems costs and improve the quality without reducing services.
1.5
5 Decision Support System (DSS)
This course is designed to foster a comprehensive understanding of Decision Support System (DSS) concepts and possibilities, impart DSS development skills, and point out the important roles these systems play in business today. Such an understanding is valuable for prospective application system managers, business leaders, and decision makers. Coverage includes the DSS field's evolution, its theoretical foundations, various DSS applications, contexts for DSS usage, and multi-participant decision support systems. The focus is on how techniques for managing knowledge can be applied, enhanced, extended, and integrated in the development of computer based DSSs. Familiarity with business problems, computers, and common management techniques and issues will be helpful for a better participation in the course.
1.5
6 Database Management System (DBMS)
Databases are incredibly prevalent -- they underlie all activities and transactions used by most people every day if not every hour. Databases are so ubiquitous and important that they are vital to various business decisions across functions. This course provides students with the essential concepts, principles, and techniques of modern database systems from a user perspective. It focuses on the functionalities that are offered by database systems and the methods to implement them. Specifically, the course teaches students the ability to develop a solution to a real-world data management problem that requires the application of the theories and practices developed in class.
Basically the course covers the essential principles for the design, analysis, and use of computerized database systems. The design and techniques of database modelling, database system architecture, and user/program interfaces are presented in an integrated way. The student is provided with a basic understanding of the issues and problems involved in database system development, knowledge of currently practised techniques for satisfying the needs of a database system, and an indication of the current trends that are likely to provide a basis for tomorrow's systems.
1.5
Elective 6: Language and Communication
1
Business Chinese With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
2
Business French With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
3
Business German With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
4
Business Spanish With the increasing global businesses and internationalization of family businesses, it becomes important for entrepreneurs to blend themselves with different cultures of different countries. The courses will not just focus on learning languages, but they will be more about gelling well with their culture and business etiquettes. Majorly these courses will help students to clear language and business communication barriers and expand without difficulties.
3.0
5 Organizational and Persuasive Communication
It deals with managerial communication concepts and dimensions. While creating and running a start-up, entrepreneurs are expected to perform certain set of functions to attain desired results, and such functions definitely require excellent communication skills. Communication competency highlights the importance of being clear – to the internal and external receivers. To steal the thunder, one needs to listen, persuade, understand stakeholder dynamics and perform flawlessly in order to devise growth strategies to develop their business. The course has the foremost objective to enable students to communicate their ideas clearly and persuasively by strategic choice of tools in written or verbal communication.
3.0
6 Communicate Corporate Identity
The overall image of the firm in the minds of stakeholders, viz. customers, employees and investors; is known as Corporate Identity. Corporate communication is the system through which corporate identity is strengthened in an appropriate manner to achieve business goals. It also include creations of Brand logo, name, tag line etc.
1.5

Pedagogy

Post Graduate Diploma in Management - Business Entrepreneurship (PGDM-BE)

Experiential Learning

At EDI the experiential learning is emphasized through Summer Internship and Projects.

Summer Internships

During the first year, students are trained in the functional areas of Business, Marketing, Finance, Consulting, Economics, Organization Behaviour, Human Resource Management, Operations and Information Technology which orient them towards business culture. The course aims at moulding their work ethic and developing skills highly valued by the contemporary industry.

At the end of the first year, students are exposed to applied aspects of managing an enterprise through Summer Internship Placements. They are exposed to a real time business environment, and take up responsibilities and goals which aim at being mutually beneficial for both the students and the organization. It serves as a platform for applying the management theories learnt in the classroom and helps in providing clarity about business as a whole.

The Placement Cell facilitates interaction between students and the industry. Students are placed in different organizations preferably Small and Medium Enterprises (SMEs), as per their electives / area of interest, for a period of 8-10 weeks after completion of the first year.

The Summer Internship Project will include any or a mix of the following:

During the first year, students are trained in the functional areas of Business, Marketing, Finance, Consulting, Economics, Organization Behaviour, Human Resource Management, Operations and Information Technology which orient them towards business culture. The course aims at moulding their work ethic and developing skills highly valued by the contemporary industry.

At the end of the first year, students are exposed to applied aspects of managing an enterprise through Summer Internship Placements. They are exposed to a real time business environment, and take up responsibilities and goals which aim at being mutually beneficial for both the students and the organization. It serves as a platform for applying the management theories learnt in the classroom and helps in providing clarity about business as a whole.

The Placement Cell facilitates interaction between students and the industry. Students are placed in different organizations preferably Small and Medium Enterprises (SMEs), as per their electives / area of interest, for a period of 8-10 weeks after completion of the first year.

The Summer Internship Project will include any or a mix of the following:

  1. Organizational Internship
  2. Family Business
  3. Business Opportunity Assessment and Industry Analysis
  4. Approved external training program or seminar relevant to business area.
  5. Start-up Ventures
  6. International Summer Internship

Projects: DPR/FYPP

A Bankable Detailed Project Report (DPR) needs to be prepared by the participants with regard to their ventures after conducting a thorough market research and secondary data based research along with IT based applications. Participants of the Family Business Management specialisation alternatively can prepare a Five Year Prospective Plan (FYPP) for growth of their respective family firms. At the conclusion of the field study, students delivers a written business plan for a new venture or expansion of current business, which will include analysis of the market and industry in which the business will compete, a viable financial and organizational structure, risk assessment, a marketing strategy and as appropriate, explanation of an underlying technology, manufacturing process and service delivery system. The final project report is prepared in a competitive format and is assessed by panel of experts comprising of faculty, industry experts and bankers. A presentation cum viva-voce examination for the final report will then be organised. The DPRs/FYPPs can be submitted to IDBI Bank Ltd., Canara Bank, Punjab National Bank and other banks for working capital and term loan respectively for the venture.

Independent Study

Consistent with its commitment to student-directed learning, EDI offers a variety of independent study opportunities. Many academic departments offer independent research or reading courses. Students may also initiate, design, and execute independent study projects with the help of faculty advisors

Business Simulation

Business simulations are used for business acumen training and development. It helps in engaging people so they can make decisions; deal with risk consequences as well as solve problems creates a rich learning environment. Learning objectives include: strategic thinking, financial analysis, market analysis, operations, teamwork and leadership. EDI provides the simulation experience on MikesBikes-Advanced business strategy and Sim Venture -A unique business plan simulation.

Entrepreneur Interactions

Eminent entrepreneurs from various industries are invited regularly to share their experiences with the students. 

Few of the entrepreneurs and industry experts who enlightened the current batches by giving them insights about the prevailing situations in the industry and sharing their professional journey of entrepreneurship are:

  1. Mr. Bipin Dudani, Sr. VP & Zonal Business Head, Religare,
  2. Mr. Zishaan Hayath, Founder, Choupati Bazzar,
  3. Mr. Savan Godiawala, Director, Deloitte Touche Tohmatsu Ltd,
  4. Mr. Amit Bhatia, Founder, Kloudcrew Technologies Ltd,
  5. Mr. Bhavesh Upadhyay, Chief Operating Officer, Shalby Hospitals,
  6. Mr. Hariom Gandhi, Zonal Director-Narcotics Bureau, Gujarat,
  7. Mr. R.K. Chopra, Chief Manager Training, Bank of Baroda,
  8. Mr. Mihir Joshi, Director, TiE,
  9. Mr. Nirav Shah, Founder, Foliage Real Estate Developer Ltd,
  10. Mr. Anish Baheti, Founder & Director, TrainMyBrain,
  11. Mr. Manan Pancholi, Chirman Webvertex, Chairman GCCI Youth Wing,
  12. Ms. Geeta Goradia, Founder Director, Jewel Consumer Care P Ltd,
  13. Nadeem Jafri, Founder Director, Hearty Mart Enterprises,
  14. Dr. Arvind Patel, Innovator and Founder Director, Sahajanand Laser Technology Ltd.,
  15. Mr. G.B. Patil, CMD, Brisk Surgicals Cotton Ltd.

Apart from this students are also encouraged to participate or witness various events and seminars that are organized in Ahmedabad by prestigious institutions to give them maximum exposure of the current economic scenario and the developments that are taking place on a national and international level.

Industry Visit

A guided industry visit is scheduled each trimester for the students. The aim of these visits is to help students to get the exposure of an actual working environment. A tour to various departments, plants etc. is scheduled and students are briefed about various operations, functions, maintenance of the unit.

  • KHS Machinery Ltd.
  • Sahajanand Laser Technologies Ltd
  • Hindustan Coca-Cola Beverages Ltd
  • Adani Port & Sez Ltd, Mundra
  • Vadilal Industries Ltd
  • Goa Start-up Incubators
  • Goa Centre for Incubation and Business Acceleration
  • Parikh Packaging Ltd
  • Gateway Hotels
  • Rimtex Industries Ltd
  • Meghmani Organics etc.

Career Path

Depending on individual performance, merit and market requirements, EDI may offer limited assistance in facilitating placement opportunities to the students. The Institute has set up a Placement Cell to provide support for final Placements and also facilitate Summer Internships of students interested in working with an enterprise for gaining practical experience. The Institute also facilitates interaction with Bankers / Financial Institutions so as to help students in starting their venture.


Placements 2014-15

The 16th batch of PGDM (BE) 2013-15 comprised of 85 students, out of them ten students have participated in campus placements drive and around 25 companies have participated in the Final Placements drive: Pictorial representation of companies from different sectors participated in Placements 2014-15

  • Ava Merchandising
  • Avery Dennison
  • Bajaj Capital
  • Digital Upstarts
  • Flourish Purefoods P Ltd
  • Gandhi Fellowship initiative (Piramal Foundation of Education Leadership and Kaivalya Education Foundation)
  • Gateway Group
  • GIAN (National Innovation Foundation)
  • HDFC Bank
  • Jagdish Hirani & Associates
  • kWatt Solutions P Ltd
  • Matrix Cellular
  • Naukri.com
  • Oakrook Education Research Ltd
  • Purple Squirrel (IIT Bombay incubators)
  • Ramana Group
  • Shyamal & Bhumika
  • Skylabs Solutions Ltd
  • SMC insurance
  • UASC
  • XL Dynamics
  • Yodlee Infotech P Ltd
  • UNHCR Project (Access Development Services)
  • Saath NGO
  • Adani Port & SEZ Ltd
  • Almamapper.com
  • Brand You
  • Business Standard
  • Catalyst Constellations
  • Digital Upstarts
  • GokalDas Exports
  • Green Electricals Private limited
  • Hindustan Unilever Foundation
  • Indusa Infotech
  • Internshala.com
  • Light Microfinance
  • Live project in Real Estate sector
  • Macro World
  • NABARD
  • Newcastle University Business School
  • NJ India Invest Ltd
  • ONGC
  • Prakash Chemicals
  • Purple Squirrel (an IIT Bombay incubation)
  • Sahajanand Laser Technology
  • Uber Health
  • Unified Brainz Virtuoso Limited

Placement 2013-14

The batch of 2012-14 comprised of 76 students, out of them ten students have participated in campus placements drive and total 45 companies have participated in the Final Placements drive

  • 3HD Media
  • 99acres.com
  • ACC Ltd
  • Aegon Religare Life Insurance
  • Anand Rathi Group
  • Arrow Technologies Ltd
  • Axis Securities
  • Berger Paints
  • DGM India Internet Marketing Pvt Ltd.
  • Divya Bhaskar
  • Doshion Veolia Water Solutions
  • E2M Solutions
  • Endeavor Careers
  • E-Procurement Technologies
  • Firstcry.com
  • Flourish Purefoods
  • Gateway Technolabs
  • HDFC Bank
  • ICICI Securities
  • IIFL
  • IIFL-HR
  • India Mart Intermesh Ltd
  • Indusa Group
  • Intas Pharmaceuticals Ltd
  • Intec Capital Ltd
  • ITC
  • Jagdish Hirani & Associates
  • Labh Group of Companies
  • Loreal India P Ltd
  • Naman Integrated Management Services Pvt. Ltd.
  • Neesa Group
  • Prakash Chemicals
  • Prithvi Propmart P Ltd
  • Reliance Money Solutions
  • Sandhi Media
  • Shree Balaji Group
  • SNL Financials
  • Spark Fun Foods
  • Swift HR Global Solutions
  • TCS
  • Thyrocare Technologies
  • Triveni Group
  • Tupperware
  • Universal Hunt
  • Way to Wealth Corporate Advisory

Placements 2012-14

The 15th Batch of PGDM (Business Entrepreneurship) 2012-14 comprised of 76 students. Total 23 students are working as Entrepreneurs, 33 students have joined their Family Businesses, around 7 students are serving in different industries/organizations and 13 students are enrolled in some other work or functioning as freelance consultants. Pictorial representation below will give exact details about current profession of the graduated batch.

Fees and Financial Aids

Fee Structure

I YEAR

Instalment Due Date Amount (Rs.)    
    Residential(double) Residential(single) Non-Residential
First On Registration 2,26,000* 2,41,000* 1,88,500
Second 15 September 2017 1,96,500 2,11,500 1,69,000
Third 15 December 2017 1,69,000 1,69,000 1,69,000
TOTAL   5,91,500 6,21,500 5,26,500

* Includes Rs. 10,000/- towards security deposit for hostel and electricity charges

II YEAR

Instalment Due Date Amount (Rs.)    
    Residential(double) Residential(single) Non-Residential
Fourth 13 April 2018 2,16,000 2,31,000 1,88,500
Fifth 14 September 2018 2,14,500 2,29,500 1,87,000
Sixth 14 December 2018 1,48,000 1,48,000 1,48,000
TOTAL   5,78,500 6,08,500 5,23,500

I YEAR

Instalment Due Date Amount (Rs.)  
    Residential Non-Residential
First On Registration 2,15,450.00* 1,77,950.00
Second 16 September 2016 1,86,525.00 1,59,025.00
Third 16 December 2016 1,59,025.00 1,59,025.00
TOTAL   5,61,000.00 4,96,000.00

II YEAR

Instalment Due Date Amount (Rs.)  
    Residential Non-Residential
Fourth 14 April 2017 2,04,650.00 1,77,150.00
Fifth 15 September 2017 2,04,100.00 1,76,600.00
Sixth 15 December 2017 1,40,250.00 1,40,250.00
TOTAL   5,49,000.00 4,94,000.00

*Includes Rs. 10,000/- towards security deposit for hostel including electricity charges.

I YEAR

Instalment Due Date Amount (Rs.)  
    Residential Non-Residential
First On Registration 1,96,150.00 1,71,150.00
Second 18 September 2015 1,77,250.00 1,52,250.00
Third 18 December 2015 1,52,250.00 1,52,250.00
TOTAL   5,25,650.00 4,75,650.00

II YEAR

Instalment Due Date Amount (Rs.)  
    Residential Non-Residential
Fourth 15 April 2016 1,94,800.00 1,69,800.00
Fifth 16 September 2016 1,94,400.00 1,69,400.00
Sixth 16 December 2016 1,35,150.00 1,35,150.00
TOTAL   5,24,350.00 4,74,350.00

*Includes Rs. 10,000/- towards security deposit for hostel including electricity charges.

Educational Loan

Financial Institutions / Banks provide convenient educational loans for meritorious / deserving students to acquire knowledge and skills in the field of interest. Students pursuing their studies at EDI had availed educational loans from HDFC Bank, Corporation Bank & others. Students desirous to avail such facility may approach the concerned banks located in their hometowns and understand the procedural formalities.

The IDBI Bank Ltd. has specifically agreed to provide education loan facility to students seeking admission in the EDI's PGDM-BE.

Loan Amount Maximum 10.00 Lac
Co-applicant Parent or Guardian Both student and the co-applicant should execute the loan document
Documents Required

Applicant : Application Form, Passport Size Photograph, Age Proof, Address Proof and Identity Proof, Mark Sheets of Last Qualifying Examination, Proof of Admission in EDI, Scholarship, Schedule of Expenses for the Course

Co–applicant:

For salaried: Application Form, Passport Size Photograph, Age proof, Address proof and Identity Proof (2 nos) Latest Salary Slips along with Last 2 years Form 16

For Self Employed: Last six months updated banking statements, talhati certificates and any other document desired by bank

Collateral Security

Up to Four Lac: No security required

Between 4 - 7.5 Lac Collateral security in the form of Third Party Guarantee

Above 7.5 Lac: Collateral Security in the form of Land/Building, Govt Securities/Public Sector Bonds/Units of UTI,NSC, KVP, LIC Policy etc

Margin Money

Up to 4 Lac – Nil

Above 4 Lac – 5% of the total cost of the programme

Rate of Interest

Up to 4 Lac: 12.25%

Above 4 Lac: 12.50%

(Floating rate of interest will be charged)

Repayment Terms Loan repayment is to be completed in maximum 84 months after commencement of repayment

Financial Institutions / Banks provide convenient educational loans for meritorious / deserving students to acquire knowledge and skills in the field of interest. Students pursuing their studies at EDI had availed educational loans from HDFC Bank, Corporation Bank & others. Students desirous to avail such facility may approach the concerned banks located in their hometowns and understand the procedural formalities.

The IDBI Bank Ltd. has specifically agreed to provide education loan facility to students seeking admission in the EDI's PGDM-BE.

Cent Vidyarthi
1 Purpose of Loan For pursuing higher studies, in India & Abroad
2 Eligibility Student should be an Indian National having secured admission to Professional/ Technical courses.
3 Maximum loan amount 10.00 lacs for studies in India. 20.00 lacs for studies Abroad.
4 Margin Upto 4 lacs : NIL
    Above 4 lacs In India – 5%, Abroad – 15%
5 Expenses considered for loan
  • For fee payable to School, College, Hostel, Examination, Library, Laboratory.
  • Purchase of Books, Computers, Equipments, Instruments, uniforms.
  • Travel expenses/passage money for studies abroad. Study tour, project work, and thesis.
  • Life Insurance premium for student borrower.
6 Rate of Interest (Currently Base Rate-10.00%) Type of Borrower ROI-Normal
    Male Students Base Rate+2.00% = 12.00%
    Female/SC/ST Candidates/IIT/IIM Base Rate+1.50% = 11.50%
7 Incentive
  • 1% interest concession, if interest is serviced during study period.
  • Interest is calculated at simple basis during study/moratorium period.
  • Interest subsidy during moratorium period.
8 Repayment Repayment to commence 12 months after completion of studies or 6 months after securing job whichever is earlier. Maximum period 5 to 7 years. Repayment on EMI basis.
9 Security  
Up to 4 lakhs No security
Above 4 lakhs and up to 7.5 lakhs A satisfactory third party Guarantee
Above 7.5 lakhs Collateral security of suitable value
10 Processing Fees No Processing Fees
11 Special Features
  • Top up loans/ second loan can be considered for the same student to continue further education.
  • Reimbursement of Expenses at point No.3 if already incurred, within 1 month in India/6 weeks in abroad.
Terms Product Details
Loan Amount Up to 10 Lakh
Tenure of the Loan 120 month after disbursement
Rate of Interest Floating rate of Interest: 13.75% (Without collateral) 13.50% ( With Collateral )
One time Origination Fees 1% + ST
Insurance Cover Required
Main Co-borrower relationship accepted Father, Mother, Spouse, Brother
Main Co-borrower Locations Accepted Credila Location only
Main Co-borrower's Occupation Accepted Salaried/Self Employed/Others SENP to be charged 1% extra
Steps Process Owner Timeline
STEP 1: Application - After receiving the hard copy of the application form and the below listed documents, Credila will start processing your loan application Participant 1 Business Day
STEP 2: Verification - External agencies appointed by Credila will co- ordinate with you to complete Residence and Employment verification of Participant and Additional Co- applicant Credila Appointed external agencies 2-3 Business Days

STEP 3: Approval of Loan

(Note: Education Loan approval as per Credila's credit policy. Terms and conditions apply.)
Credila 3 Business Days
STEP 4: Agreement Signing

 

  • Signed Agreement with disbursement details annexure for all tranches
  • Need to Submit 7 SPDC's or security cheque (CTS 2010 standard only) and
  • 3 copies of ECS Form Authenticated by Bank
  • Insurance cover premium payment cheque
  • Origination Fee cheque

 

Participant 2 Business Days

STEP 5: Disbursement

As per the disbursements details received from EDI, Credila will transfer the education loan amount to the bank account specified, after taking confirmation from the participant via email

Credila 2 Business Days

Academic Calendar

First Year
Second Year
 

Experiential Learning

At EDI the experiential learning is emphasized through Summer Internship and Projects.

During the first year, students are trained in the functional areas of Business, Marketing, Finance, Consulting, Economics, Organization Behaviour, Human Resource Management, Operations and Information Technology which orient them towards business culture. The course aims at moulding their work ethic and developing skills highly valued by the contemporary industry. At the end of the first year, students are exposed to applied aspects of managing an enterprise through Summer Internship Placements. They are exposed to a real time business environment, and take up responsibilities and goals which aim at being mutually beneficial for both the students and the organization. It serves as a platform for applying the management theories learnt in the classroom and helps in providing clarity about business as a whole. The Placement Cell facilitates interaction between students and the industry. Students are placed in different organizations preferably Small and Medium Enterprises (SMEs), as per their electives / area of interest, for a period of 8-10 weeks after completion of the first year.

The Summer Internship Project will include any or a mix of the following:

  • Organizational Internship
  • Family Business
  • Business Opportunity Assessment and Industry Analysis
  • Approved external training program or seminar relevant to business area.
  • Start-up Ventures
  • International Summer Internship

A Bankable Detailed Project Report (DPR) needs to be prepared by the participants with regard to their ventures after conducting a thorough market research and secondary data based research along with IT based applications. Participants of the Family Business Management specialisation alternatively can prepare a Five Year Prospective Plan (FYPP) for growth of their respective family firms. At the conclusion of the field study, students delivers a written business plan for a new venture or expansion of current business, which will include analysis of the market and industry in which the business will compete, a viable financial and organizational structure, risk assessment, a marketing strategy and as appropriate, explanation of an underlying technology, manufacturing process and service delivery system. The final project report is prepared in a competitive format and is assessed by panel of experts comprising of faculty, industry experts and bankers. A presentation cum viva-voce examination for the final report will then be organised. The DPRs/FYPPs can be submitted to IDBI Bank Ltd., Canara Bank, Punjab National Bank and other banks for working capital and term loan respectively for the venture.

Consistent with its commitment to student-directed learning, EDI offers a variety of independent study opportunities. Many academic departments offer independent research or reading courses. Students may also initiate, design, and execute independent study projects with the help of faculty advisors

Business simulations are used for business acumen training and development. It helps in engaging people so they can make decisions; deal with risk consequences as well as solve problems creates a rich learning environment. Learning objectives include: strategic thinking, financial analysis, market analysis, operations, teamwork and leadership. EDI provides the simulation experience on MikesBikes-Advanced business strategy and Sim Venture -A unique business plan simulation.

Eminent entrepreneurs from various industries are invited regularly to share their experiences with the students.

Few of the entrepreneurs and industry experts who enlightened the current batches by giving them insights about the prevailing situations in the industry and sharing their professional journey of entrepreneurship are:

  • Mr. Bipin Dudani, Sr. VP & Zonal Business Head, Religare,
  • Mr. Zishaan Hayath, Founder, Choupati Bazzar,
  • Mr. Savan Godiawala, Director, Deloitte Touche Tohmatsu Ltd,
  • Mr. Amit Bhatia, Founder, Kloudcrew Technologies Ltd,
  • Mr. Bhavesh Upadhyay, Chief Operating Officer, Shalby Hospitals,
  • Mr. Hariom Gandhi, Zonal Director-Narcotics Bureau, Gujarat,
  • Mr. R.K. Chopra, Chief Manager Training, Bank of Baroda,
  • Mr. Mihir Joshi, Director, TiE,
  • Mr. Nirav Shah, Founder, Foliage Real Estate Developer Ltd,
  • Mr. Anish Baheti, Founder & Director, TrainMyBrain,
  • Mr. Manan Pancholi, Chirman Webvertex, Chairman GCCI Youth Wing,
  • Ms. Geeta Goradia, Founder Director, Jewel Consumer Care P Ltd,
  • Nadeem Jafri, Founder Director, Hearty Mart Enterprises,
  • Dr. Arvind Patel, Innovator and Founder Director, Sahajanand Laser Technology Ltd.,
  • Mr. G.B. Patil, CMD, Brisk Surgicals Cotton Ltd.

Apart from this students are also encouraged to participate or witness various events and seminars that are organized in Ahmedabad by prestigious institutions to give them maximum exposure of the current economic scenario and the developments that are taking place on a national and international level.

A guided industry visit is scheduled each trimester for the students. The aim of these visits is to help students to get the exposure of an actual working environment. A tour to various departments, plants etc. is scheduled and students are briefed about various operations, functions, maintenance of the unit.

  • KHS Machinery Ltd.
  • Sahajanand Laser Technologies Ltd
  • Hindustan Coca-Cola Beverages Ltd
  • Adani Port & Sez Ltd, Mundra
  • Vadilal Industries Ltd
  • Goa Start-up Incubators
  • Goa Centre for Incubation and Business Acceleration
  • Parikh Packaging Ltd
  • Gateway Hotels
  • Rimtex Industries Ltd
  • Meghmani Organics etc.

Accreditations

The PGDM-BE is accredited by National Board of Accreditation (NBA) w.e.f. 18.09.2013 for a period of three years.

Funds for viable venture

Funding will be available to EDI students in form of debt and equity.

Debt

IDBI Bank to consider financing up to Rs.1 crore without Collaterals for viable projects taken up by EDI students under CGTMSE

http://www.cgtsi.org.in/

FAQs

The programme targets students who want to become entrepreneurs or want to join their family business. Graduate from any discipline can join the course.

It is a business oriented course whereas MBAs are job oriented ones. Therefore, in place of placement activities the course focuses on facilitating preparation of a bankable project report or a strategic plan for the growth of family businesses. The graduates apart from successfully managing their family business have demonstrated creation of new enterprises. The aspirants can also make a career in the field of research on entrepreneurship development.

This is a two year residential programme and approved by All India Council for Technical Education (AICTE), Ministry of Human Resource Development, Government of India.

The IDBI Bank chair presides over the EDI Governing Body at an ex-officio capacity. Chiefs or their nominees of other national financial organisations such as NABARD, IFCI, ICICI, SIDBI and SBI, chiefs of industry associations such as CII, and the Governments represent the Governing Body. IDBI, IFCI, ICICI and SBI are the promoters of this Institute.

Bankers are invited to provide guidance on the project report preparation and for its evaluation. This helps immensely in making the project reports bankable.

Support organisations such as National Small Industries Corporation (NSIC) and SIDBI have provisions for preferential treatment in lending credit to the graduates of our programmes.

Faculty members use lectures, live projects, group discussions, case studies and simulation games to deliver the scheduled inputs. A student performance is evaluated through classroom tests, assignments, presentations, and term-end examinations.

In this programme, one third of classroom work focuses on development of entrepreneurial orientation, another one third focuses on development of managerial skills and rest is on information and tools of analysis.

All the students have to undergo summer internship for a trimester at the end of first year. The project work during the second academic year results into either a detailed project report on a product/service or a five-year perspective growth plan for a family business.

The programme offers two stream specializations viz. Family Business Management and New Enterprise Creation and various functional specializations viz. Marketing, Finance, Human Resource Management, International Business, Information System and Language and Communication.

Students appearing for CAT, MAT, XAT, ATMA & CMAT examinations for securing admission in management and non-management institutions, can opt for EDI's Post Graduate Programme. EDI has registered itself, under the non-management institution's category, and will consider CAT, MAT, XAT, ATMA & CMAT scores for offering admission in its Post Graduate Diploma in Management – Business Entrepreneurship. However, such candidates have to appear for Entrepreneurial Aptitude Test (EAT) and Personal Interview (PI), conducted by EDI.The EAT is an entrepreneurial orientation test and the personal interview focuses on commitment towards the programme.

Few fellowships are available to the students on merit and need basis, which covers the portion of the course fee. Students have to apply separately in the prescribed form when notified.

At the end of the first year, students are exposed to applied aspects of managing an enterprise through Summer Internship Placements. Students will be placed in Small and Medium Enterprises (SMEs), as per their electives / area of interest, for a period of 8-10 weeks after completion of the first year.

On completion of the second year, the Institute will provide limited support in placement for those who wish to work in an enterprise before launching their own enterprise and will also facilitate interaction with Bankers/Financial Institutions so as to help students in starting their venture. A Placement Cell has been set up by the Institute to facilitate the interaction between students and the industry.

Many of our alumni (34 percent) have joined their family businesses and about 26 percent have created new enterprises, 5 percent are in the process of creating new enterprises, 30 percent are employed with the industry and 5 percent are pursuing higher studies.

Alumni have demonstrated commitment towards the course and the Institute. Any candidate to know more about the course and the Institute may approach them.Click here to get in touch with our alumni residing in the location of the aspirants.

  • Modern computer labs with net connectivity.
  • Wi-fi enabled campus
  • Library facility with more than 14000 titles and 125 periodicals.
  • Separate hostel for girls.
  • Boarding for residential candidates.
  • Provision for reading space, sports and gymnasium.
  • Fully furnished air conditioned rooms for visitors/guests

Entrepreneurship Development Institute of India

(Via Ahmedabad Airport & Indira Bridge), P.O. Bhat 382 428, Dist. Gandhinagar, Gujarat, India.

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