Fundamentals of Entrepreneurship-Old Question Paper | Semester: Fall

Fundamentals of Entrepreneurship
BBA
Old Question Paper
Year: 2017 | Semester: Fall
Pokhara University

Section “A”

Very Short Answer Questions

Attempt all the questions. [10*2=20]

1.Who are entrepreneurs?
2. Differentiate entrepreneurs with managers.
3.What is new entry?
4. List out the methods of new idea generation.
5. Write any three barriers to international trade.
6. Write any three sources of information.
7. What do you mean by e-commerce?
8. List out any three traits of social entrepreneur.
9. What is opportunity assessment plan?
10. What is Business Model?

Section “B”

Descriptive Answer Questions.

Attempt any six questions.[6*10=60]

11. How do you think entrepreneurship is important for developing countries like Nepal?
12. What is risk management? Explain insurance as a tool to mitigate the risk.
13. What are the sources of new ideas? How an entrepreneur generates new ideas? Explain with examples.
14. Explain the different contents in the Business Plan. Explain the various reasons for the failure of business plan.
15. What are the process of product planning and development Explain.
16. If you are planning to be an entrepreneur after completing your BBA, what strategy would you adopt to reduce the risk for new entry exploitation?
17. Several issues are being raised nowadays due to the appearance of diverse entrepreneurial activities. Discuss the women and environmental issues in entrepreneurship taking place in the context of Nepal.

18.                                                                      Section C

                                                                         Case Study

Read the scenario below and answer the questions that follow: [20]

Bishal Karki was born in a traditional family that inherited enough land to provide food as well as some additional income for the family. Besides farming, Laxman’s family members also worked in other jobs that brought additional income to the household.

1. The Struggle
When Bishal’s father retired from the police service, the family started to look for alternate sources of income. This led him to start a sanitaryware shop in Pokhara in 1982. This was the first business venture for Bishal’s family. The sanitaryware business was not successful, and hence was wound up in 1989.

During the 1990s,the carpet manufacturing and exporting to the European countries became one of the fastest growing trades in Nepal. Like many other families with some venture capital Bishal’s family also tried its hand in carpet manufacturing. The carpet boom was very short, and to their disappointment, the export started to crumble down due to child labor, inferior quality, and azo-dye related problems in the European market. Moreover, the German carpet market was flooded with cheap imitations from India. Eventually, Bishal closed down the carpet business after two years of running.

Though the two business ventures were not successful he never let his esteem down low due to the failures.He considered the failures as opportunity for learning and continued to fight. In the meantime, he tried his fate in rice-milling. He bought paddy from farmers,milled it and supplied to final consumers. Again the fortune was not in his way and he had to close this venture too after a year. Despite several failures in a short period of time, the
fighter inside Bishal never gave up. He started Gandaki Stone Industries, a stone cutting factory in the Pokhara Industrial Estate in 1989. This time he took partners in the business.Four of his friends joined him in this venture. This business seemed viable as Pokhara was growing rapidly as a city that created huge demand for construction material. Moreover, Pokhara mainly used stones as the basic construction material. The stone cutting and polishing enterprise was successful to some extent. It prompted the Bishal’s group to start a new venture by manufacturing concrete paving blocks suitable to pave residential compounds, city footpaths and other public places. This was a unique concept in Nepal. Bishal tried hard without success to convince the then Mayor of Pokhara
to use the paving blocks in selected places of Pokhara as demonstration sites so that people would be attracted towards it. Despite lack of encouragement from the public officials, he continued to produce the paving blocks.

In one exhibition that he participated, the then Mayor of Kathmandu Municipality saw the product and was highly interested to use the pavers in some of the pubic places of Kathmandu. So he invited Bishal to shift his factory in Kathmandu or supply the material in large quantities from Pokhara. Unfortunately, Bishal did not have sufficient resources to do either of them and this important opportunity was lost for ever. The concrete pavers venture put Bishal into a personal debt that he borrowed on the mortgage of very valuable agriculture land. The group finally dropped concrete pavers production and converted the plant into a concrete block manufacturing. Concrete block was the most cheap and popular construction materials in Pokhara. Bishal shifted the plant to Kotre, 20 km east to Pokhara where sand and gravel, the basic materials used in making concrete block, were easily available at low
cost. Bishal was not very satisfied with the block manufacturing venture though he was making some money out of it. There was very stiff competition in this business and as a result of price cutting substandard quality products were being delivered to the consumers. The self-esteem inside him was against such practice. He started looking for alternative ventures where he could make some money and also preserve his self respect.

2. The Turning Point
The search for alternative business ended him to realize that he could go for food related business. He thought that food being a basic need there would always be sufficient demand for it. This thought came to him from his inner instinct which he discussed with a long-time friend cum business adviser Yuva Raj Sharma who also encouraged him to go for it. Hence, he started to search for information on any opportunity in food related enterprise.In 1997, Bishal attended a seminar conducted by the Central Food Lab in Pokhara Chamber of Commerce and Industry (PCCI). One of the conclusions of the seminar was that there could be a niche market for Nepalese traditional food. At that time western and other junk foods were getting very popular among the urban consumers. However, the
discussion believed that consumer taste was changing and people were also becoming more health conscious, so the demand for the traditional food would grow in future. Training on marketing research held in PCCI gave him the confidence to enter into the business. Sital Agro Products was registered venture and started to produce some of the traditional Nepalese foods like Kodoko Pitho, Makaiko Pitho, Makaiko Chyankhla, Silam, Bhang seeds, Gundruk, and Chamalko Pitho.

Bishal visited several villages and farmers to collect raw food. He traveled extensively across the country for collecting high quality and low price raw materials. These visits also exposed him to many other traditional food items which he later added to his product lines.

The fifth year(in 2004 BS) was the year of great success’ entering into the food business for Bishal. The monthly sales crossed Rs. 100,000 for the first time which was really a great achievement for an entrepreneur having a history of failures and humble beginning. The number of products offered to the market also increased
to fifty items.

Case Questions

a) What is the most inspiring part in this case? how do you explain Bishal as an entrepreneur?
b) With reference to the scenario of case what are the most essential characteristics of a successful entrepreneur?
c) Why do you think Bishal could success in his most current food related business?

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