SAMVAD: International Journal of Management

Namrata Kishnani ¹

Affiliations
1 Bhopal School of Social Sciences, Bhopal–462 024, Madhya Pradesh, IN

Abstract

Entertainment is all that which amuses and involves his/her attention during leisure time is a important part of our life, being a bread winner for millions of people branding Indian culture globally. The Indian Media and Entertainment industry that is growing exponentially at a compounded annual growth rate (CAGR) of 12.5% is forecasted to reach US $ 37.55 billion by 2021 outshining the global average of 4.2%. The segment that comprises of television, films, print, radio, music, animation and gaming apart from Visual Effects (VFX) and Internet advertising is expanding explosively in terms of revenue and volumes providing employment to creative and technical people. The industry gained momentum post liberalization, headed for internationalization foraying into multinational markets. In the current era increasing number of firms have advanced to gain through internationalization of its domestic services taking advantage of improved ICT capabilities, to increase market presence and capture high pocket size of the customers through proactive people centric strategies. As survival of a company in cut throat competitive market space has become all the more difficult thus internationalization poses a natural solution to cover the risk along with grabbing a higher market share, new customers and cost effective solutions with modern technology and supply chain. This paper is an effort to uncover the impact of internationalization of Indian Entertainment industry and huge potential for providing employment, earning Foreign exchange and rest.

Keywords

Entertainment, Foreign Direct Investment, Global Forces, Internationalization.

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Namrata Kishnani ¹

Affiliations
1 Assistant Professor, Department of Management, The Bhopal School of Social Sciences, Hoshangabad Road, Near, Habibganj Naka, Opposite, Bhopal – 462024, Madhya Pradesh, IN

Abstract

Covid-19 exposed various existing business organizations and start-ups to sustenance risk. The dynamics of the business environment changed drastically at an unprecedented rate wherein resilient organizations survived the blow. There is an increased need of exploring new dimensions of business models which serve the socio-economic motive for communal development thinking beyond profits but are agile to adopt latest technology and innovations serving the bottom of the pyramid. The study exhibits the resilience and agility of social enterprises during current challenging times of pandemic Covid-19 through a case study approach. The research throws light on actions and strategies adopted by social enterprises working in the handloom sector of central India for supporting the marginalized community with short term and longterm strategic measures discussing the challenges faced by three social enterprises (handlooms). It also discusses the strategic importance of social entrepreneurship in developing economies in such challenging times to provide sustainable value creation and social upliftment.

Keywords

Agility, Covid-19, Resilience, Social Enterprises.

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