B
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Affiliated to Anna University, Chennai & Approved by AICTE, New Delhi.
Eachanari, Coimbatore, Tamil Nadu, India-641021.
QUESTION PAPER CODE :
MBA DEGREE END SEMESTER EXAMINATIONS, APRIL 2025
Second Semester
DEPARTMENT OF MANAGEMENT
BA5205 - Entrepreneurship and Innovation
(Regulations 2022)
Time: Three Hours Maximum: 100 Marks
Part A – Answer All (10 x 2 = 20 Marks)
1. What are the ways the Business Model Canvas helps in strategic planning? [CO1,K1]
2. Why are the key elements of an Investor Pitch essential for a successful [CO1,K1]
presentation?
3. How do different types of innovation help a business? [CO2,K1]
4. What does disruptive innovation do to industries and markets? [CO2,K1]
5. What problems can companies face when making a new product? [CO3,K1]
6. How does agile help make a product better all the time? [CO3,K1]
7. Show your understanding on cybersecurity measures startups should adopt. [CO4,K2]
8. Mention key disruptions caused by technology in business [CO4,K2]
9. Enumerate different types of social enterprise business models [CO5,K2]
10 Why is funding important for social ventures? [CO5,K2]
.
Part B – Answer All (5x13= 65 Marks)
11 A How can entrepreneurs apply the Lean Startup Methodology to [CO1,K3] 1
. 3
improve their business success?
OR
B A Food-Tech Startup Faces a Scaling Crisis [CO1,K3] 1
Problem Statement: 3
A cloud kitchen startup, TastyGo, has seen exponential growth in
orders due to viral marketing. However, the company is now
struggling with delayed deliveries, inconsistent food quality, and
unhappy customers. Investors are pressuring the team to scale
quickly, but their kitchen operations are at full capacity. Choose the
appropriate answer and justify.
Options:
A) Expand aggressively by leasing new kitchen spaces and hiring
more staff immediately.
B) Temporarily stop marketing campaigns to stabilize operations
before expanding.
C) Partner with third-party cloud kitchens to scale faster with
minimal investment.
D) Increase prices to control demand while maintaining quality and
customer satisfaction.
12 A Suggest ways in which innovation supports business growth and [CO2,K3] 1
. sustainability in modern entrepreneurship. 3
OR
B Amazon’s Challenge in Last-Mile Delivery Innovation [CO2,K3] 1
3
Problem Statement: Amazon is facing growing logistical costs in
last-mile delivery, leading to increased consumer prices. The
company has experimented with drone delivery and autonomous
robots, but adoption has been slow due to regulatory hurdles and
technical limitations. Meanwhile, competitors are offering more
cost-effective, customer-friendly alternatives. Choose the
appropriate answer and justify.
Options:
A) Expand Amazon's network of micro-fulfillment centers to reduce
last-mile distances.
B) Invest in electric vehicle fleets for more sustainable and cost-
effective deliveries.
C) Form partnerships with local courier services to optimize last-
mile logistics.
D) Develop an AI-driven route optimization system to improve
efficiency.
13 A TechNova Inc., a mid-sized consumer electronics company, recently [CO3,K3] 1
. decided to venture into the smart home market. After months of 3
brainstorming, their R&D team proposed a voice-controlled smart
lamp that adjusts lighting based on mood and time of day. While the
concept sounded promising, initial testing revealed gaps in user
understanding and compatibility with existing home systems. The
marketing team raised concerns about the unclear target audience,
and finance questioned the ROI projections. Despite the enthusiasm,
the product’s unique features weren’t fully aligned with current user
behavior trends. With growing competition and limited launch time,
internal debates grew about the project’s direction.
Apply the following skills to the TechNova Inc.:
1. Analytical thinking (identifying the root issues) (5)
2. Strategic problem-solving (3)
3. Cross-functional awareness (e.g. R&D, marketing, finance, user
experience), Practical recommendations (5)
OR
B AeroVolt Innovations, a startup developing electric bike technology, [CO3,K3] 1
unveiled a new foldable e-bike designed for urban commuters. The 3
first prototype impressed investors with its sleek design and
lightweight frame. However, during user testing, riders reported
balance issues at higher speeds and difficulty folding the bike under
real-world conditions. The engineering team argued the issues were
minor and could be fixed after launch, while the testing team insisted
on more iterations. Under pressure to meet a trade show deadline,
leadership considered skipping further tests. Yet, concerns about
safety and long-term brand trust lingered. When deadlines take
priority over testing insights, what long-term risk might a company
unknowingly accept? Choose the appropriate answer and justify.
a) Gaining faster customer feedback through early sales
b) Saving money on extended development cycles
c) Compromising user safety and product credibility
d) Strengthening the brand image with bold releases
14 A ChainGuard Solutions, a fintech startup, implemented blockchain [CO4,K3] 1
. technology to enhance transparency and security in cross-border 3
payments. By using decentralized ledgers, they reduced transaction
times and eliminated intermediaries, lowering costs significantly.
Clients appreciated the increased trust due to the immutable and
verifiable transaction records. However, the complexity of
blockchain integration required significant training for both staff and
customers. Regulatory uncertainty and scalability challenges also
slowed widespread adoption. As competitors began exploring
similar solutions, ChainGuard struggled to communicate the true
value beyond technical features. When innovative technology
addresses operational issues, how can companies ensure it also
creates meaningful strategic advantage that customers truly
understand? Summarizing ChainGuard’s success, Point out the key
problem,Pose the core issue,Highlight how ChainGuard’s
transparency isn’t just a technical trait.
OR
B BrightMind Solutions, a startup specializing in personalized learning [CO4,K3] 1
apps, integrated artificial intelligence to tailor educational content to 3
each user’s learning style. AI-driven analytics helped identify
knowledge gaps and suggest customized lessons, boosting user
engagement. The founders also used AI for market analysis to
predict emerging trends and optimize marketing campaigns.
However, despite the technological edge, some customers worried
about data privacy and algorithm biases. The team faced the
challenge of balancing innovation with ethical considerations. As
competitors adopted similar AI tools, BrightMind needed to find
ways to stand out. What is the main challenge BrightMind must
address to ensure sustainable growth with AI integration? Choose
the appropriate answer & justify
a) Expanding the product to unrelated industries
b) Managing ethical concerns and user trust
c) Increasing the speed of AI computations
d) Hiring more AI specialists for development
15 A A group of college graduates launched an e-commerce platform [CO5,K3] 1
. connecting rural artisans directly to urban consumers, aiming to 3
preserve traditional crafts while offering fair prices. The online
marketplace quickly gained traction for its unique, handmade
products and transparent supply chain. Using digital marketing and
AI-driven recommendations, sales surged, enabling artisans to triple
their income within a year. As the platform scaled, it faced logistical
challenges in ensuring timely delivery from remote areas.
Additionally, competition from mass-produced imitations began
threatening artisan livelihoods and the platform’s authenticity. The
team introduced blockchain-based product verification to combat
counterfeiting and maintain trust. Briefly describe the case, Explain
why preserving artisan identity and fair wages is essential, Mention
that cultural heritage is a non-replicable asset, Summarize that
technology can enable scale, but values must anchor growth.
OR
B A social enterprise designed compact solar energy kits to bring [CO5,K3] 1
electricity to off-grid rural communities in East Africa. As demand 3
for clean, affordable energy grew, the founders began exploring
various strategies to scale their impact while maintaining financial
sustainability. They encountered challenges related to affordability
for low-income households, the need for upfront capital investment,
reliance on mobile infrastructure, and the complexities of working
with institutional partners. Each potential path carried trade-offs
between speed, reach, and long-term viability. As they evaluated the
best approach to grow their operations, the team grappled with how
to expand access to clean energy without compromising their
mission or overstretching their resources. Their next move would
shape not only the enterprise’s future, but also the lives of thousands
who still live without reliable electricity. Choose the appropriate
answer & justify.
a) Direct Sales Model – Sell the solar kits upfront to customers for a
one-time payment.
b) Leasing Model – Offer the kits through monthly installment
payments to make them more affordable.
c) Pay-As-You-Go Model – Allow users to pay based on usage
through mobile money platforms.
d) Partnership Model – Collaborate with NGOs and government
agencies to co-fund distribution and training.
Part C – Answer All (1x15= 15 Marks)
16. A SolarHope is a social enterprise founded in 2015 with the mission [CO5,K4] 15
to provide affordable solar energy solutions to remote rural
communities in Sub-Saharan Africa. Many villages lacked access to
reliable electricity, which hindered education, healthcare, and
economic opportunities. SolarHope designed low-cost, durable
solar lanterns and home systems that could be purchased via
flexible payment plans.To reach isolated areas, SolarHope partnered
with local microfinance institutions and community leaders,
empowering them to distribute and maintain the products. Their
innovative pay-as-you-go mobile payment system allowed
customers to pay small amounts over time, increasing affordability.
Over seven years, SolarHope has impacted over 200,000
households, reducing reliance on kerosene lamps and improving
quality of life. However, the company faced challenges balancing
rapid growth with maintaining affordability, ensuring product
durability in harsh environments, and managing stakeholder
expectations, including investors focused on financial returns and
communities prioritizing social benefits.
QUESTIONS:
1. How might SolarHope navigate the tensions between investor
expectations for financial performance and community demands for
affordable, high-quality products without compromising its social
mission? (5)
2. In what ways could SolarHope leverage local partnerships and
customer feedback to enhance product durability and service
reliability while scaling operations across diverse rural regions? (5)
3. Considering the dynamic challenges of expanding access to
renewable energy, how can SolarHope balance innovation in
payment models with the risks posed by varying mobile network
infrastructures and economic conditions? (5)
OR
B GreenGrowth Capital is an impact investment firm established in [CO5,K4] 15
2016 with a focus on funding sustainable agriculture startups in
Southeast Asia. The firm’s mission is to generate competitive
financial returns while driving positive environmental and social
outcomes, such as reducing carbon emissions, improving farmers’
livelihoods, and promoting food security.One of GreenGrowth’s
key investments was in AgriNext, a startup that uses precision
farming technology to optimize water usage and crop yields for
smallholder farmers. By providing capital and strategic guidance,
GreenGrowth enabled AgriNext to scale operations rapidly,
reaching over 50,000 farmers within three years.Despite the growth,
GreenGrowth faced challenges in measuring the true social and
environmental impact of its investments due to inconsistent data
and varying regional contexts. Additionally, balancing the
expectations of traditional financial investors with those of socially
motivated stakeholders proved complex, especially when short-term
profitability pressures conflicted with long-term sustainability
goals.
QUESTIONS:
1. How can GreenGrowth Capital reconcile the differing priorities
of financial returns and measurable social impact when evaluating
the success of its investments? (5)
2. In what ways might GreenGrowth adapt its impact measurement
frameworks to account for regional disparities and data
inconsistencies while maintaining accountability? (5)
3. Considering the tension between short-term profitability and
long-term sustainability, how should GreenGrowth approach
portfolio management to ensure alignment with its dual mission?
(5)
