Elective Courses - PGP (2016-18)

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Contents
List of Elective Course for PGP (2016-18) ...................................................................................................... 1
Term IV ...................................................................................................................................................... 3
Term V ....................................................................................................................................................... 5
Term VI ...................................................................................................................................................... 8
Performance Assessment and Management............................................................................................... 17
Designing Compensation Management System .......................................................................................... 18
There is an end to this road: Deconstructing Advertising ........................................................................... 20
The Irrational Consumer.............................................................................................................................. 21
Macroeconomics and Public Policy for Business ......................................................................................... 22
Investment Banking and Business Valuation ............................................................................................... 24
Security Analysis and Portfolio Management .............................................................................................. 25
Corporate Banking....................................................................................................................................... 27
Fixed Income Securities ............................................................................................................................... 28
Information Security Management ............................................................................................................. 29
Enterprise Resource Planning...................................................................................................................... 31
Marketing of IT ............................................................................................................................................ 32
Consumer Behavior ..................................................................................................................................... 33
Brand Management .................................................................................................................................... 34
Business to Business (B2B) Marketing ......................................................................................................... 35
International Marketing .............................................................................................................................. 36
Product Management ................................................................................................................................. 37
Strategic Supply Chain Management .......................................................................................................... 38
Pricing Analytics and Revenue Management .............................................................................................. 40
Project Management................................................................................................................................... 41
Business Forecasting ................................................................................................................................... 43
Operations Strategy for Competitive Advantage......................................................................................... 44
Managing Technological Innovation............................................................................................................ 45
Corporate Social Responsibility: Perspectives and Practices ....................................................................... 46
Contemporary Techniques in Training and Development ........................................................................... 47
Talent Assessment and Management ......................................................................................................... 48
Time Series Econometrics ........................................................................................................................... 49
Financial Engineering................................................................................................................................... 50
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Project Finance ............................................................................................................................................ 51
Integrated Treasury & Risk Management (Focus on Credit Risk Management) .......................................... 53
Merger and Acquisition ............................................................................................................................... 54
Behavioral Finance & Value Investing ......................................................................................................... 55
Business Consulting Practices ...................................................................................................................... 57
E-Commerce Strategies for Digital Transformation ..................................................................................... 58
Business Intelligence & Analytics................................................................................................................. 59
Digital Consulting......................................................................................................................................... 61
Retail Management ..................................................................................................................................... 62
Services Marketing ...................................................................................................................................... 63
Digital Marketing & E-Commerce ................................................................................................................ 64
Service Operations Management ................................................................................................................ 65
Advanced Quantitative Modelling for Management ................................................................................... 66
Consulting Through Business Modeling ...................................................................................................... 67
Purchasing and Sourcing Management ....................................................................................................... 68
Strategies for New and Emerging Markets .................................................................................................. 69
Game Theory and Business Strategy ........................................................................................................... 70
Strategic Outsourcing .................................................................................................................................. 71
A to Z of Innovation Management .............................................................................................................. 72
Agro-based Entrepreneurship Development............................................................................................... 74
Wisdom Leadership: East-West Perspectives.............................................................................................. 75
Entrepreneurship Development in North East ............................................................................................ 76
Cross Culture Management......................................................................................................................... 78
Strategic Human Resource Management.................................................................................................... 79
Leadership Decision Making ........................................................................................................................ 80
Doing Business in North East India .............................................................................................................. 81
International Finance .................................................................................................................................. 82
Wealth Management .................................................................................................................................. 83
Strategy and New Media ............................................................................................................................. 85
General Commercial Knowledge ................................................................................................................. 87
Inspired Leadership Through Personal Mastery .......................................................................................... 88
Real Estate Management ............................................................................................................................ 90
Business Continuity Planning....................................................................................................................... 92
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VBA for Spreadsheet Automation ............................................................................................................... 93
Text, Web and Image Mining ...................................................................................................................... 94
Big Data Essentials ....................................................................................................................................... 96
Integrated Marketing Communications ...................................................................................................... 97
Customer Relationship Management .......................................................................................................... 98
Creative Problem Solving Techniques ....................................................................................................... 100
Strategic Inventory Management .............................................................................................................. 102
Managing Supply Chain Risk: Theory and Practices................................................................................... 103
Distribution and Logistics Management .................................................................................................... 104
IT Strategy for Business ............................................................................................................................. 105
Strategic Insights Into Consumer Goods And Shopper Behaviour ............................................................. 106
Management and Liberal Arts ................................................................................................................... 108
Rural Marketing ......................................................................................................................................... 109
Course of Independent Study (CIS) Process of Allocation ...................................................................... 113
Indicative Topics for Course of Independent Study (CIS) .......................................................................... 114
Guest Faculty Profiles ................................................................................................................................ 117
Notes ........................................................................................................................................................ 125
MathFinance AG Gold Medal .................................................................................................................... 126
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PGP (2016-18): Elective Courses
List of Elective Course for PGP (2016-18)
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Term IV
Course Course Title Instructor Credit Term Pre-requisite Maximum no.

Code of sections
EBS117401 Performance Assessment and Management Sonia Nongmaithem 0.5 IV 1
EBS117402 Designing Compensation Management Rajan GVP (Guest Faculty) 0.5 IV 1

System
EBS117403 Decoding Organizational Pathologies Rohit Dwivedi 0.5 IV 1
EBS117404 There is an end to this road: Deconstructing Rohit Dwivedi 0.5 IV 1

Advertising
EBS117405 The Irrational Consumer Himanshu Vashishtha 0.5 IV 1

(Guest Faculty)
EEP117401 Macroeconomics and Public Policy for Keya Sengupta 0.5 IV Basic knowledge of 2
Business macroeconomics
EFA117401 Investment Banking and Business Valuation Naliniprava Tripathy 1.0 IV 2
EFA117402 Security Analysis and Portfolio Management P.Saravanan 1.0 IV 2
EFA117403 Corporate Banking Guest Faculty 1.0 IV 2
EFA117404 Fixed Income Securities Sharad Nath 0.5 IV 1

Bhattacharya
EIS117401 Information Security Management Achyanta K Sarmah 0.5 IV 1
EIS117402 Enterprise Resource Planning Achyanta K Sarmah 0.5 IV 1
EIS117403 Marketing of IT Pradeep Racherla (Guest 1.0 IV 1

Faculty)
EMK117401 Consumer Behavior Pradip Sadarangani 1.0 IV 1
EMK117402 Brand Management Anurag Dugar 0.5 IV 1
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Course Course Title Instructor Credit Term Pre-requisite Maximum no.

Code of sections
EMK117403 Business to Business (B2B) Marketing Rajesh Pandit & 1.0 IV 2
Suryanarayana Valluri
(Guest Faculty)
EMK117404 International Marketing Achal Raghavan (Guest 1.0 IV 1
Faculty)
EMK117405 Product Management Abhishek Singh (Guest 1.0 IV 2
Faculty)
EOP117401 Strategic Supply Chain Management Rohit Joshi 1.0 IV 1
EOP117402 Pricing Analytics and Revenue Management Santosh K Prusty 1.0 IV 2
EOP117403 Project Management Shankar Purbey 1.0 IV 1
EOP117404 Business Forecasting Sanjita Jaipuria 0.5 IV 2
EOP117405 Operations Strategy for Competitive Arindum Mukhopadhyay 1.0 IV 1

Advantage & Parikshit Charan (Guest
Faculty)
ESM117401 Managing Technological Innovation Raja Roy (Guest Faculty) 1.0 IV 1
ESE117401 Corporate Social Responsibility: Madhumita Chatterjee 0.5 IV 1

Perspectives and Practices (Guest Faculty)
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Term V
Course Code Course Title Instructor Credit Term Pre-requisite Maximum no.
of sections
EBS117501 Contemporary Techniques in Training and Sonia Nongmaithem 0.5 V 1
Development
EBS117502 Talent Assessment and Management Mahesh Deshmukh 0.5 V 1

(Guest Faculty)
EEP117501 Time Series Econometrics Khanindra Ch. Das 0.5 V Grade B minus and 1
above in SDM-1 or
SDM-2
EFA117501 Financial Engineering Naliniprava Tripathy 1.0 V Quantitative 1
Finance, Basic
Mathematics and
Statistics
EFA117502 Project Finance P.Saravanan 0.5 V 1
EFA117503 Integrated Treasury & Risk Management Guest Faculty 0.50 V Basics of 2
(Focus on Credit Risk Management) quantitative
finance
EFA117504 Merger and Acquisition Mousumi Bhattacharya 1.0 V 2
& Sharad Nath
Bhattacharya
EFA117505 Behavioral Finance & Value Investing Neelam Rani 1.0 V 3
EGM117501 Business Consulting Practices Niladri Roy (Guest 1.0 V 1
Faculty)
EIS117501 E-Commerce Strategies for Digital Harsh Vardhan Samalia 0.5 V 1
Transformation
EIS117502 Business Intelligence & Analytics Basav Roychoudhury 1.0 V 2
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of sections
EIS117503 Digital Consulting Kaushik Bhattacharya 1.0 V 1
(Guest Faculty)
EMK117501 Retail Management Bidyut Jyoti Gogoi 1.0 V 2
EMK117502 Services Marketing Anurag Dugar 0.5 V 1
EMK117503 Digital Marketing & E-Commerce Suryanarayana Valluri & 1.0 V 2
K Sunil Chandran (Guest
Faculty)
EOP117501 Service Operations Management Shankar Purbey 0.5 V 1
EOP117502 Advanced Quantitative Modelling for Arindum Mukhopadhyay 1.0 V Operations 1
Management Research
EOP117503 Consulting Through Business Modeling Santosh K Prusty 1.0 V 1

EOP117504 Purchasing and Sourcing Management Sanjita Jaipuria 0.5 V 2
ESM117501 Strategies for New and Emerging Markets Harsh Vardhan Samalia 0.5 V Strategic 1
Management I & II
ESM117502 Game Theory and Business Strategy Tara Shankar Shaw 0.5 V Strategic 1
(Guest Faculty) and Management I & II,
Harsh Vardhan Samalia and Managerial
Economics
ESM117503 Strategic Outsourcing Debasisha Mishra 0.5 V Strategic 1
Management I & II
ESM117504 A to Z of Innovation Management LR Natarajan (Guest 1.0 V 1
Faculty)
ESE117501 Agro-based Entrepreneurship Development Tapas Kumar Giri 0.5 V 1
ESE117502 Wisdom Leadership: East-West Perspectives Subhash Sharma (Guest 0.5 V 1
Faculty)
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of sections
ESE117503 Entrepreneurship Development in North Tapas Kumar Giri 0.5 V 1
East
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Term VI
of sections
EBS117601 Cross Culture Management Mahesh Deshmukh 0.5 VI 1
(Guest Faculty)
EBS117602 Strategic Human Resource Management Niladri Roy (Guest 0.5 VI 1
Faculty)
EBS117603 Leadership Decision Making Santosh Prusty & Rohit 0.5 VI 1
Dwivedi
EEP117601 Doing Business in North East India N W Kharkongor 0.5 VI 2
EFA117601 International Finance Sharad N Bhattacharya 1.0 VI 2
EFA117602 Wealth Management Neelam Rani 0.5 VI 3
EGM117601 Strategy and New Media P Guha Thakurta (Guest 0.5 VI 1
Faculty)
EGM117602 General Commercial Knowledge S Shanker (Guest Faculty) 1.0 VI 2
EGM117603 Inspired Leadership Through Personal Gokul Kamath & DVR 1.0 VI 2
Mastery Seshadri (Guest Faculty)
EGM117604 Real Estate Management M S Nageshwar Rao 1.0 VI 2

(Guest Faculty)
EIS117601 Business Continuity Planning Achyanta K Sarmah 0.5 VI 1
EIS117602 VBA for Spreadsheet Automation Achyanta K Sarmah 1.0 VI Basic knowledge 2
of computer
programming
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of sections
EIS117603 Text, Web and Image Mining Vishnuprasad Business
Nagadevara (Guest 1.0 VI Intelligence and 2
Faculty) Analytics
EIS117604 Big Data Essentials Anil Maheshwari (Guest 1.0 VI Business 2
Faculty) Intelligence and
Analytics
EMK117601 Integrated Marketing Communications Vidhya Srinivasan (Guest 1.0 VI 2
Faculty)
EMK117602 Customer Relationship Management M.S.Nageshwar Rao and 1.0 VI 2
S Jyoti (Guest Faculty)
EOP117601 Creative Problem Solving Techniques Rohit Joshi 0.5 VI 1
EOP117602 Strategic Inventory Management Arindum Mukhopadhyay 0.5 VI 1
EOP117603 Managing Supply Chain Risk: Theory and Arindum Mukhopadhyay 0.5 VI 2
Practices
EOP117604 Distribution and Logistics Management Sanjita Jaipuria and 1.0 VI 2

Krishnan Natarajan
(Guest Faculty)
ESM117601 IT Strategy for Business Debasisha Mishra 0.5 Vi Strategic 1
Management I & II
ESM117602 Strategic Insights Into Consumer Goods And K Sunil Chandran and 1.0 VI Strategic 2
Shopper Behaviour Suryanarayana Valluri Management and
(Guest Faculty) Marketing
Management
ESE117601 Management and Liberal Arts Ramnath Narayanswamy 0.5 VI 1
(Guest Faculty)
ESE117602 Rural Marketing Tapas Kumar Giri 0.5 VI 1
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Enrollment for Elective Course: Rules and Procedures
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A participant of the PGP programme needs 14 credits of elective courses during the second year of the
programme. Participants, who have a CGPA of 3.4 and above at the end of Term III examination, will have
the option to opt for 16 credits of elective courses.
The options for elective courses will be solicited in two rounds. The first round will allow the participants
to opt for elective courses of up to 14 credits, while the second round will allow the eligible participants to
opt for additional elective courses up to two credits, subject to availability for the same. Each of these
rounds may follow multiple cycles as explained later in this document.
Each participant will be given an endowment of 2000 points, which will be used to bid for the courses. The
points in ones account is not transferable. The reserve price (i.e., points for minimum eligible bid) for a
course of one credit will be 100 points, and 50 points for a half credit course. Depending on the demand
for a course, a candidate might like to bid for the same with higher points (the bid must be an integer value),
subject to the condition that s/he should be able to bid for the required number of courses during round
one with the endowment of 2000 points. The amount actually charged for registering in the courses will
depend on the clearing prices arrived during the auction process. The points left after registration of
courses in round one can be used by the eligible participants for bidding during round two.
The registration process is structured as a market where the buyer and seller can trade the courses.
The Program Office is the only seller of the courses offered as electives. Each participant will be a buyer,
and will bid for the courses to her/his liking, subject to a reserve price of 100 points for every single credit.
A bid is the maximum points that the buyer is willing to pay for registering in a particular course.
Round One
The Program Office will run the market in several cycles as a sealed-bid auction. Each cycle will be open for
a fixed interval of time. During this interval, a participant will put up a sealed bid for the courses of her/his
choice, and as per the number of credits s/he needs/wants to register for. The total outstanding bids for a
participant cannot exceed the account balance of that participant at the beginning of the cycle. Thus, if b1,
b2, , bn be the bids put up by the participant for the elective courses of required credits, then
b1+b2+ . + bn B
where,
B is the balance points in the account of the concerned participant at the beginning of the current
cycle. For the first cycle of round one, B will be 2000, and
bimi, where mi is the reserve price for the course;

mi = 100 for a one credit course and mi=50 for a half credit course
Any bid that fails to satisfy the above condition will be considered invalid. Participants, who do not bid for the
courses within the stipulated time, or submit invalid bids, will be enrolled for courses at the discretion of the
Program Office.
The Program Office will ensure the secrecy about the bids put up by various participants, so that no one
will have any information about the bids being placed for any course during the time the auction is open
for the given cycle. The bids can be put up during any time of the auction cycle; there will be no advantage
or disadvantage in bidding early or late during the cycle. At the end of the cycle, the clearing price for each
course will be determined based on the demand-supply function for each course. The successful buyers
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will have the clearing price for the course(s) debited from their auction account. The unsuccessful buyers
will have their accounts unaffected by the process. The prices for a course may be different from cycle to
cycle, but all successful bidders will pay the same price for a given course during a particular cycle.
At the end of each cycle, the Program Office will publish the following:
1. list of successful bidders per course

2. list of courses which are still open for auction and the number of seats available in each of these
3. the balance points in the accounts of each participant
A participant who has been unsuccessful in registering for the required credits of elective courses in the
previous cycle will have to participate in the next cycle to bid for the courses still open for registration,
using the points remaining in her/his auction account. The cycles will continue until all the participants
register for the required/desired credits of elective courses.
No change in the option for elective courses will be allowed beyond this. However, after the declaration of
the result of Term III, the participants might opt for additional courses subject to their satisfying the
required criteria.
Round Two
The round two auction of the elective courses will be conducted by the Program Office after the declaration
of term III results. The Program Office will inform all the eligible participants about the elective courses
available for auction and the balance points remaining in the accounts of the participants. The auction
process will be conducted in cycles following the same process as applicable for round one.
Determination of Clearing Price
At the end of each cycle, the clearing price for each course involved in the auction will be determined by
the Program Office. This is a straight forward process. If there are t seats available for a given course and
there are r bids (r>t) against it, the top t bids will be considered successful. In case of a tie, the successful
bid will be determined by random selection. The clearing price of the course, that is, the point to be charged
from every successful bidder for the course, is the bid amount of the last successful bidder. In this case, it
will be the tth bid from the list of bids arranged in descending order of the bid amount. In case rt, then
every bid for the course will be considered successful, and the clearing price for the said course will be the
reserve price for the course, that is, 100 points for a full credit and 50 points for a half credit course. The
clearing price will be debited from the account of the successful bidders.
Illustration for the case r>t
Assuming r = 5 and t = 3, say following are the bids for the given course:
121, 156, 211, 105, 102
The three successful bids are 121, 156 and 211, and the closing price for the course will be 121. Thus, 121
points will be debited from the accounts of the successful bidders.
Illustration for the case rt
Assuming r = 3 and t = 3, say following are the bids for a given one credit course:
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121, 156, 211
All the three bids are considered successful and the closing price for this course will be 100 points, the
reserve price for a one credit course. Thus, 100 points will be debited from the account of the successful
bidders.
Enrollment requirement for elective courses to be offered
For an elective course to be delivered in the areas of Finance, Information Systems, Marketing, Operations
and Quantitative Techniques, and Strategic Management, there must be a minimum of 22 enrollments for
the course. For an elective course in the areas of Economics and Public Policy, Organizational Behavior,
Human Resources and Communication, Sustainability, Corporate Social Responsibility and Ethics, the
minimum number of enrollments must be 15.
If a course does not get at least two-thirds of the minimum required enrollment at the end of cycle one in
round one, the said course will be dropped and the participants opting for the same will have to opt for
other course(s). No points will be debited from the accounts of such participants. If a course does not have
the minimum required enrollments at the end of cycle 2, the same will also be dropped, and the
participants opting for the same will need to bid for other course(s) as in the earlier case.
At the end of cycle one, the participants who have opted for course(s) which have got two-third of the
minimum required enrollment, but not the minimum required enrollment, would have the option to bid
for alternate course(s) in cycle two. This is to ensure that in case the original course(s) gets dropped at the
end of cycle two because of reasons mentioned in the previous paragraph, they still have had a fair chance
to opt for alternative(s) of their liking. While using this option of bidding for alternative course(s), it would
be assumed that the concerned participant had not spent any points in bidding for the original course(s)
which got two-third of the minimum required enrollment, but not the minimum enrollment, at the end of
cycle one. However, if the original course(s) get the minimum required enrollment at the end of cycle two,
their bid for alternate course(s) will be considered null and void.
The maximum enrollment for a given course will depend on the number of sections that the course is
floated for. A section will ordinarily be made up of up to 45 participants.
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Elective Courses Offered for PGP (2016-18)
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Course Code EBS117401

Course Performance Assessment and Management
Instructor Sonia Nongmaithem
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The main objective of the course is to enable future organizational members to understand the process of
performance management and appraisal and the various techniques used for assessment. It also aims to
impart the importance of these processes and how it contributes to the overall success of the organization.
Course Outline (Indicative):
Introduction to the course and overview of the issues; Importance of performance assessment and
management
Developments in performance assessment and management
The performance management cycle performance planning, execution, assessment and review
Techniques of Performance Assessment
Process of providing feedback of the appraisal
Learning Outcomes:
The participants will have a better understanding of the importance of performance management, the
various techniques of performance appraisal and its application.
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Course Designing Compensation Management System
Instructor Rajan GVP (Guest Faculty)
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
To study various elements of compensation system

To understand compensation system as a strategic HR tool.
To analyze people issues in compensation and benefits
To design different types of compensation systems
Couse Outline (Indicative)
The course focuses on building an in-depth understanding of compensation systems within a broader socio-
cultural framework. Based on key concepts and frameworks, the course would address internal/external
linkages to help design robust compensation systems.
It would also raise emerging issues in compensating employees and executives in the globalized era which
is undergoing rapid transformation. The participants would be exposed to situations that would test their
decision making skills, analytical abilities and knowledge of the subject.
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Course Decoding Organizational Pathologies
Instructor Rohit Dwivedi
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Conceptualizing organizations as living systems (Miller,) provides an interesting ability to diagnose and
understand its functioning in ways not yet arrested by any of the scientific management tools and
techniques. Using psychoanalytic perspective, the course is designed to provide its participants an
understanding into critical analysis of organizational dysfunctionalities like those referred by Gabriel () as
the Unmanaged Organization. Describing in detail how all organizations whether businesses or otherwise
over a period of time develop a facet of themselves which remain unmanaged and thus does not get
captured in any of the scientific management approaches to diagnose organizational problems. One
reason being the very fact that they have remained unacknowledged and thus unmanaged since the very
beginning and second, that their presence in the organization remains mostly at a deeper (pathological)
level to be observed by any of the scientific tools of contemporary management. The only way to unravel
organizational pathologies is to decode the subaltern. And to be sensitive to the subaltern facet of the
organizing requires a very different orientation towards managing and a different set of capabilities to
describe and define the ailments.
The course would thus lend an orientation to its participants about the discursive nature of the
organizational reality and how that could be decoded to systematically diagnose systemic irrationalities and
inefficiencies.
Theoretical and Methodological Foundations to Understand Organizational Pathologies

A living systems analysis of Organizations and their functioning
Organizational inefficiencies, dysfunctions and the quest for effectiveness
Decoding the Subaltern: Intellect and abilities to decode the Unmanaged Organization
Businesses, Organizations and the Societies: The Need to Rebalance
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Course There is an end to this road: Deconstructing Advertising
Instructor Rohit Dwivedi
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The course aims to provide a critical analysis of the behind the scene view of the world of advertising
ranging from the fundamentals of cognitive science to the ethics of advertising. Using the same principles
on which contemporary advertising has reached, the course would project for an end of its agent(ic)
capabilities.
Impermanence of the real and the simulated a peep into the disjunctions in advertising
Cognitive Science behind the making and consumption of Advertisements
Outgrowth of an (un)real living: Need for containing the malignancy
Limits to forced consumptionthus advertising !!
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Course The Irrational Consumer
Instructor Himanshu Vashishtha (Guest Faculty)
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
An overview of the various developments in consumer understanding in the field of behavior economics
and Neuromarketing and how that can be used to develop more effective marketing strategy. We will
explore the imperfect or limited rationality with which consumer decision making is made and how it
impacts the marketers and their brand. We will cover topics such as risk aversion, prospect theory, and
present bias, framing and social preferences. We will also explore the various biases that creep into
consumer decision making such as representativeness, availability, adjustment and anchoring. We will then
explore how these impact different aspects of marketing such as communication, pricing and promotions.
We will also touch upon measurements using some new techniques such as EEG, eye tracking and GSR and
evaluate how these can help us assess stimulus and its reactions among consumers.
The course would aim to achieve the following:
To provide an overview of the various concepts in Behavior Economics and Neuromarketing

Discuss the impact of these concepts for a marketer
Course Outline
The myth of Rationality: The Two Systems

Neuromarketing: How Neuroscience can impact marketing?
Neuromarketing: Measurements: EEG, GSR, Facial Coding & Eye Tracking
Bounded Rationality
Choice Architecture: Basic Concepts of Heuristics
Prospect Theory, Risk Aversion and related concepts
Bias in Decision making: Present Bias, Projection Bias
Bias in Decision making: Projection Bias
Implication for Marketing Strategy (Assignment)
Implication for Marketing Strategy (Assignment)
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Course Code EEP117401

Course Title Macroeconomics and Public Policy for Business
Instructor Keya Sengupta
Credit 0.5 Term IV
Pre-requisite Basic knowledge of macroeconomics
Maximum no. of 2
sections
Course Objectives:
To help the managers to make the right business decisions for their companies in response to the
governments monetary , fiscal and other business policies.
To help the managers to understand the uncertain time lags of policy changes so that the reactions of
consumers and business can be ascertained.
To understand the impact of unexpected external shocks involving the unexpected volatility of
exchange rates and commodity prices which may upset the economic forecasts of the business.
To understand how the supply side economics (firms producing goods and services) in business are
based on the demand side economics ( managed by tackling demand through policies)
Macroeconomic policies are today as important for the stability and growth of the economy as for the
growth of the business world. Macroeconomic policies formulated by the government creates the enabling
business environment within which the corporate sector has to operate. Such policies help the manager to
take decisions in their respective sectors for deciding the marketing, investment and operational strategy
for their respective business as a whole. Policies of their company therefore need to respond to changing
macroeconomic policies from time to time.
Policies indicate direction the government wants to take to shape its corporate sector for the overall growth
and development of the country. Macroeconomic policy has a supportive and complimentary role in
providing a stable economic environment conducive to sound investment decisions in business. It can
encourage workers to invest in upgrading the skills to take advantage of new employment opportunities.
The right synergy between the macroeconomic policies of the government and the micro economic policies
of the corporate sector can provide the right strategy for corporate success.
Course Outline:
Introduction to Macroeconomic Policies

Policies Instruments for government revenue: taxation and other instruments
Government Spending and borrowing policies
Monetary Policy and their effects on business
Policies on the external sector
Government Policies for Business in India
Implications for managerial decisions
Learning outcomes:
To develop the ability to understand the policies announced by the government for their own business.
To understand the role of macroeconomic policies in smoothing out the constraints faced by
enterprises and industries.
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To develop the skill to understand how macroeconomic policies facilitates the business environment
and how the microeconomic policies of the company has to be formulated so as to respond to the
changes provided by the macroeconomic policies.
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Course Code EFA117401

Course Investment Banking and Business Valuation
Instructor Naliniprava Tripathy
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 2
sections
Course Description
The Investment Banking &Business Valuation is considered to be the nucleus of the growth model designed
for the economic development of a country. This Industry has developed tremendously since the beginning
of economic planning. Investment Banking interface with major users of the International Capital Markets:
Banks and Financial Institutions, Institutional Investor Segments: Fund Managers, Hedge Funds, Mutual
Funds, Pension Funds, etc., Venture Capital / Private Equity, Mergers & Acquisition. The careers in
Investment Banking and Business Valuation became challenging now a days. Currently each organization is
required to make investment decisions that can add value to the organization. A finance professional
nowadays need to be abreast of various methods, approaches, tools and techniques in decision making
process to derive the maximum value for the organization
Keeping in view, the course has been designed to provide an insight into the operational policies and
valuation practices of the Investment banking organization to meet the growing needs of the economy,
which is need of the day. It also deals with the complete idea about Investment Banking Valuation in
manifold dimensions with latest development in the exciting world of finance.
Introduction to Investment Banking Valuation

Introduction to Valuation, Elements of Business Valuation, Valuation Approach, DCF Valuation, Relative
Valuation, Principles of Value Creation and Value Drivers
Valuing Financial Service firms
Essentials of the Equity / Stock Market: Initial Public Offerings valuation
Venture capital, startup valuation
Private equity, valuing private firms
LBO Valuation
Structured Products, Structured Finance and Investments Division: Loan Syndication
Value enhancement: Economic Value Added
Learning Outcomes:
It will helpful to participants who are contemplating careers in investment banking, security analyst, funds
management, and financial consultant in the industry.
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Course Security Analysis and Portfolio Management
Instructor P.Saravanan
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 2
sections
Course Objective:
This course is designed with the following objectives:
To make the participants understand and apply the basic theory, tools, and terminology of
investment management, portfolio construction and evaluation;
To familiarize the participants with the security valuation including that of analysis and management
of common stocks, bonds and other assets and evaluation of portfolio performance.
To make the participants a complete Professional for the asset management industry.
Understanding the Investment Environment Asset Classes and Financial Instruments

Understanding Risk and return- Asset Allocation Decisions
Asset Allocation Decision-Value Vs Growth
Capital Markets Equilibrium CAPM and APT Models
Efficient Market Hypothesis and its relevance and How to use EMH for investments?
Empirical Evidence on Security Returns- Single Factor, Multifactor and Fama-French Model
Analysis of Financial Statement
Macro Analysis and Micro-valuation of the Stocks
Industry Analysis
Security Valuation Models
Understanding Technical Analysis
Bond Fundamentals, Analysis and valuation of Bonds
Asset Management Industry
Portfolio Performance Evaluation
Active Portfolio Management
Learning Outcomes:
After completing the course, participants will:
Have a good knowledge of portfolio management techniques and how those techniques can be put
into practice.
Able to apply the main portfolio management techniques to real datasets of company share prices, and
to give informed advice on the construction of portfolios.
Able to critically evaluate portfolio management techniques and adapt them to specific portfolio
problems.
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To take complex financial information pertaining to assets returns, and distil from this the information
relevant for portfolio construction.
To determine and present recommendations for portfolio construction, based on the requirements of
a client.
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Course Title Corporate Banking
Instructor Guest Faculty
Credit 1.0 Term IV
Pre-requisite
Maximum no. of sections 2
Course Objectives:
To enable participants t o appreciate business of banking in general and Corporate Banking in

particular.
To equip participants about various practical aspects of Corporate Banking
To know about the best practices in the management of corporate banking portfolio
To develop fair understanding of regulatory environment in the banking industry.
To prepare them for a career in Corporate Banking.
Commercial Banks in India Organizational Structure, Size, Operations and Growth

RBI Regulatory role in the Indian Banking Industry
Analysis of Banks financial statements Deposits, Credit and Investment
Corporate Banking Product Profile
Relationship Banking with Corporate Clientele and strategies
Management of Credit Portfolio in Banks
Identification of Customers, conducting due diligence, understanding the financial needs, structuring
the financial deals/solutions and undertaking risk mitigation measures
Credit Appraisal and Delivery covering documentation and disbursement
Monitoring of Corporate Credit Portfolio to ensure asset quality
Learning Outcomes:
Participants will develop capabilities to join Commercial banks as Relationship Managers and handle credit
portfolio independently.
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Course Fixed Income Securities
Instructor Sharad Nath Bhattacharya
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The fixed income markets are the largest capital markets in the world, contributing to about two thirds of
total market capitalization. They involve a large and diverse set of participants including governments,
banks, private and institutional investors, information service providers and insurance companies. Not only
does its structure vary in complexity across different market segments but so do the features of the traded
instruments and the techniques necessary to analyze them. In this course the attempt is to convey some
of the excitements of bond investment; the richness of theory and practice that underlies this huge market.
The course provides a perspective not only from the bond investors side, but also from the bond issuers
side. It looks at how bond instruments are designed and why they are designed or engineered, the way
they are. It seeks to provide an understanding of how issuers decide on the structure of the bonds that
they are.
Bond market designs, terms and conventions

Basic bond mathematics
Yield curve dynamics and its analysis
Bond Risks: PVBP, Duration and Convexity & Applications,
Designing bond strategies across various markets
Credit Risks in FIS
Using swaps, repos and derivatives for bond investments
Learning Outcomes:
After taking this course participant will have an understanding of the investment characteristics of all
securities traded in the major sectors of the fixed income market, their role in portfolio construction and
their market operations. Participants should be able to demonstrate the understanding of and skills in
valuing fixed income securities and interest rate sensitive products. Participants will also learn practical
applications including management strategies and interest rate immunization.
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Course Code EIS117401

Course Information Security Management
Instructor Achyanta K Sarmah
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Information security is thus a prime concern for the management. A stranded IT backbone can even be the
death knell for an organization. Unfortunately, of all organizational infrastructure, it is much easier to
disrupt the IT infrastructure, and therefore breach the information security, due to its very nature of being
connected and available beyond the boundary of the organization. Thus, it is imperative that special
safeguards and protections are in place to ensure the safety of this all-important IT infrastructure. It is no
wonder, therefore, that most organizations are concerned about the strength of their IT system, and
thereby the Information Security. Most cases of security breach can be attributed either to absence of
robust security policies or to nonexistence of post-disaster business continuity plans. Sometimes, while
such policies and business continuity plans might have been worked on at some point in time, they become
too obsolete by the time their need is ultimately felt. Given this background, this course will delve into ways
and means of formulating an Information security framework for an organization, seen from the prism of
business requirements and their evolutions in an organization.
The course objective includes:
Facilitating the participants in understanding the necessity and dynamics of modeling and policy
formulation for Organizational Information Security
Facilitating the participants in understanding the role played by Information Security in robust
evolution of an organization.
Reflect on challenges and options in security driven business process transformation
Course outline
Architectural and Organizational context of Information Security Need and overview of security
control; The security organization; Application Access control policy; Data and Software exchange
policy; Related organizational security issues Federal sentencing and Economic espionage
Policies and Procedures for Information Security Preparation, Planning and Development of
Information Security policies and procedures , Effectiveness of policies and procedures
Security Baselines Information Security assessment; High-level security assessment; Security
operations; Baseline Organization and Information Security program
Security Compliance Compliance with legal and regulatory requirements; Application Controls
assessment;
Contingency planning Business Impact Assessment, Incident Response, Disaster Recovery, Business
Continuity
Learning outcomes:
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While learning is a process of self-realization, this course would expect the participants to gain effective
acumen on the following directions
Design and develop a corporate information security organization

Design and develop organization wide security policies and security policy documents
Understand and empathize Duty of Loyalty and Care
Contingency planning during security failure
Develop a Baseline Organization and Information Security program
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Course Enterprise Resource Planning
Credit 0.5 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective
This course envisages providing the budding managers with a balanced overview of ERP. It also discusses
the pitfalls that one should avoid while selecting and implementing ERP. The course also argues for Business
Process Reengineering (BPR) which is often catalyzed by an ERP implementation, and shows how one can
go about this assisted by IT. This course is planned to provide participants with BPR motivated by ERP with
an exposure to how a real world ERP functions and used in business. The participants will be able to have
hands on exposure to a real life ERP package which they can configure to get a better insight.
Course Outline:
Introduction and Basic Concepts

Business Process Reengineering (BPR) and Business Process Modeling(BPM)
ERP modules and technologies
Artifacts, Social actor and Reference actor in ERP implementation and maintenance
Learning Outcomes
At the end of this course, a participant should be able to
Initiate Business Process Reengineering toward ERP implementation

Select a suitable ERP vendor for a business
Lead a ERP implementation team towards success
Evaluate and decide on the success of ERP implementation of any given business
Suggest extensions to ERP for a particular business
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Course Marketing of IT
Instructor Pradeep Racherla (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Todays business landscape encompasses predominantly technology-driven business models. Even the so-
called traditional products are ripe for technology-enabled delivery and engagement with customers. It is
imperative for business participants to understand/appreciate this tectonic shift, and study how to drive
marketing of technology-enabled products and services.
In this class, we will study how to segment the markets and target the right customer(s), differentiate
product/service offerings, formulate pricing and distribution channels, form alliances and networks
necessary for dynamic, global marketplaces.
This course focuses on issues pertaining to start-up companies selling technology-based products and
integrates the impact of strategic marketing decisions on the financial performance of the enterprise.
Explore the distinctions between breakthrough technologies vs. incremental improvements, and the
impact on marketing decisions.
Provide decision making frameworks for managing the marketing process (Strategic Focus, Technology
diffusion models)
Understand how to develop value propositions and value-based pricing,
Craft customer oriented business models that change the game in the modern market places
Understand the importance of new media in customer communication.
Learning Outcomes:
At the end of the course, the participants are expected to be:
Aware of the complexities involved in developing and marketing a technology product/platform

Understand the importance of networks and ecosystems in propagating a technology product
Learn methods needed to study, understand and validate customers needs and requirements
Analyze competitive situations and value propositions to deliver accurate pricing mechanisms and
revenue models
Appreciate the legal and regulatory issues inherent in developing/putting together high-technology
products/platforms
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Course Code EMK117401

Course Consumer Behavior
Instructor Pradip Sadarangani
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The objective of this course is to provide participants an overview of consumer behavior concepts, theory
and practice. This is done through the books and case studies. The course aims to develop knowledge and
problem-solving skills with respect to Consumer Behaviour. Substantial emphasis is on a field project to
understand the Buying Behaviour of Consumers in India. How the examination and application of consumer
behavior is central to the planning, development, and implementation of marketing strategies will also be
covered.
Consumer Behavior Overview

Mechanism of Perception
Consumer Research
Analyzing Individual Consumer Markets
Consumer Motivation and Personality
Attitudes Formation and Change
Communication
Knowledge Management
Consumer Decision Making
Consumption and Post-Consumption Evaluations
Analyzing Group Consumer Markets
Culture, Ethnicity, and Social Class
Family & Household Influences
Group & Personal Influence
Making Contact
Understanding Organisation Buying Behaviour
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Course Title Brand Management
Instructor Anurag Dugar
Credit 0.5 Term IV
Pre-requisite
Course Objective:
The objectives of this course are:
To make the participants understand the fundamental principles of branding in the light of
contemporary brand management practices
To make participants capable of explaining branding concepts and ideas in their own words
To equip them with skills to manage brands and measure brand related aspects
What is a brand from sellers and consumers perspective?

Private Labels war with Manufacturers Brands Strategies for both sides
What is the process of building a Brand?
How to present the brand to consumers?
How consumers interpret the brand?
How many products can be sold under a Brand name and which ones?
How to calculate a Brands worth?
How to bring a dead brand to life?
Learning Outcomes:
After the course, the participants would be:
Aware of the nuances of Brand Management

Able to appreciate the basic concepts of brand management
Equipped with necessary skills required to contribute in brand management and measurement
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Course Business to Business (B2B) Marketing
Instructor Rajesh Pandit & Suryanarayana Valluri (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 2
sections
Course Objective:
Business-to-Business Marketing encompasses those management activities that enable a supplier firm to
understand, create, and deliver value to other businesses, governments, and / or institutional customers.
In the context of these business markets, value is the worth in monetary terms of the economic, technical,
service and social benefits a customer firm receives in exchange for the price it pays for a market offering.
There are four guiding principles of B2B Marketing:
Make value the cornerstone

Focus on business market processes
Stress doing business across borders
Accentuate working relationships and business networks
This course is designed to provide participants with a good understanding of the concepts of B2B market
management. It helps them develop critical analysis and problem-solving abilities with respect to business
market management.
The course contend will focus on to
Develop a good understanding of the concepts and frameworks of Industrial or business-to-business

market management (also referred to as B2B Marketing or business marketing).
Develop critical analysis and problem-solving abilities with respect to business market management.
Gain a first-hand understanding of working relationships within and between firms in business markets.
Learning Outcome:
Participants s h o u l d be able to develop the blueprint of B2B market processes for any organization serving
Business-to-business markets differentiating itself from its next best alternative.
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Course International Marketing
Instructor Achal Raghavan (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
To develop concepts and frameworks that allow for success in international business marketing.
To enable a first-hand understanding of how to handle customers, suppliers and trade channels across
international borders.
To enable the crafting of cross-border marketing plans, given the nuances of international trade
commercial aspects and geographic culture.
The course is intended to impart conceptual and practical understanding of what makes up International
Marketing. Apart from customer centric approach throughout the course, political, legal, ethical and
cultural issues underpinning international marketing management also find deserving place in the course.
Rather than teach principles of marketing using international examples, the course explores those aspects
of marketing which are unique to international business. Because the differences in marketing from country
to country are less conceptual than environmental, the consistent focus is on the environment and on the
modifications of marketing thinking and practices occasioned by environmental differences.
The environmental approach to International Marketing as against a conceptual one, permits a truly
worldwide orientation. This universal outlook permits consideration of marketing goods from any one
country to any other country or countries. Executives today are likely to be assigned to one continent today
and another continent tomorrow so they must not limit their thinking to one region. Even staff executives
who never get away from the home office are often responsible for decisions affecting their companys
marketing programs in all corners of the earth.
Learning Outcomes:
Will develop competencies in the participants to manage cross-border international marketing of

products and services.
Will enable the participants to develop logical and strong international marketing plans that integrate
marketing concept with practical geographic realities reflecting local consumer needs.
Will allow the participants to embrace international business experiences with relish rather than
trepidation.
Will empower the participants to accelerate in their careers leading to CXO roles.
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Course Product Management
Instructor Abhishek Singh (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 2
sections
Course Objective:
Develop a good understanding of the concepts and frameworks for product management.
Develop critical analysis and problem-solving abilities with respect to product management.
This course will enable the participants with conceptual and practical understanding of the product
management process and new product development. Starting from the role of a product manager, the
analysis of industry segment, market and customer needs, the course covers in depth topics like product
conceptualization and activities/challenges prior and post launch of new products. Also life cycle portfolio
management, product obsoleting and cross functional working in an organization are focused.
Learning Outcomes:
Participants will acquire sound concepts and principles of product management function a key
competency in any organization, which help them move up fast in their career path.
They will excel in todays world of cross functional operations, with a good idea of their role and
influence in managing the products.
Participants will have a customer centric attitude the key trait to survive and succeed in todays
market conditions.
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Course Code EOP117401

Course Strategic Supply Chain Management
Instructor Rohit Joshi
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
This course will expose participants to the challenges involved in managing supply chains and understand
the complexity of inter-firm and intra-firm coordination for value creation.
A firms supply chain consists of all operational processes that create value for the firm. Supply Chain
Management therefore involves the coordination of multiple value-creating processes that typically
fragmented and dispersed across organizational and national boundaries. Supply Chain Management has
emerged as a strategic tool contributing to profitability and competitiveness of MANUFACTURING and
SERVICE enterprises. This Strategic Supply Chain Management course, will prominently focus on the
strategic perspective of Supply chain's role in contributing to greater customer satisfaction, improved
performance, lowered costs, and better product development.
Course Outline
The Course is categorised into three Modules:
Module 1: Inter and Intra-Organisational profitability and competitiveness: Strategic Perspective
Linkages of Supply Chain; Analysing markets, understanding organisational strategy and identifying
competitive advantage; Reviewing strategic alignment of Supply Chain Strategies with business
models/drivers
Strategic issues in Supply Chain: Integrated supply chain management (ISCM), Quick Response, Cycle
Time Reduction, Vendor Managed Inventory, Outsourcing, Co-maker ship, Bull Whip effect, Cross
Docking, Postponement, Third and Fourth party Logistics, Reverse Logistics, etc.
Business process performance improvement tools and methodologies
Procurement strategies
Service Centric Supply Chain
Identifying Risks, constraints and trade-offs in Product and Service Supply Chain
Retailer- Manufacturer Conflict: Direct Selling (e-commerce) v/s Channel Selling
Creating a holistic vision and executing a strategy that creates a sustainable Supply Chain.
Beer Game, Risk Pooling Game and Bull Whip Effect Game
Module 2: Information Technologies and Electronic Commerce (ITEC): Strategic Perspective
Improving Supply Chain Performance through coordination, planning and effective use of information
systems and technology; SCOR model.
Supply chain collaboration: Improving and leveraging the information flow to increase collaboration
and visibility, CPFR
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RFIDs, EDI (for exchange for information across different players in the supply chain); Electronic
payment protocols; Internet auctions (for selecting suppliers, distributors, demand forecasting, etc.);
Electronic Business Process Optimization; E-procurement; E-logistics; Continuous tracking of customer
orders through the Internet; Internet-based shared services manufacturing; etc.
Module 3: Supply Chain Strategies: Value Chain Perspective
Value Chain Analysis: to determine what is the right value chain strategy for a business
Innovation in value chains to support or enable product and service innovations
Use value chain to develop value-enhancing services for the customers
System dynamics and its role in value chain analysis
Mapping the value chain: Qualitative and Quantitative approaches
Identifying opportunities for upgrading in the value chain
Modelling Using: Insight Maker, a free, web-based program to create System Dynamic models
Learning Objectives:
The proposed course is intended to help the participants,
To escalate the understanding of the major building blocks, major functions, major business processes,
performance metrics, and major decisions (strategic, tactical, and operational) in supply chain
networks.
To comprehend strategic concepts, tools and techniques of supply chain management using different
case studies.
To develop an understanding of key drivers of supply chain performance and their inter-relationships
with other functions of the company such as marketing, finance, manufacturing and human resource.
To develop an understanding for use of information technology and e-commerce in supply chain
optimization.
To understand the complexity of inter-firm and intra-firm coordination in implementing programs such
as e-collaboration, quick response, jointly managed inventories and strategic alliances.
To impart knowledge about the value creation along the supply chain leveraging technology and
operations strategy
To identify improvement opportunities that exist within supply chains in different industries and to
quantify the improvements that various supply chain strategies offer.
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Course Pricing Analytics and Revenue Management
Instructor Santosh K Prusty
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 2
sections
Course Objective
Pricing Analytics and Revenue Management course focuses on how a firm should set and update pricing
and product availability decisions across its various selling channels in order to maximize its profitability. A
familiar example comes from the airline industry, where tickets for the same flight may be sold at many
different fares, the availability of which is changing as a function of purchase restrictions, the forecasted
future demand, and the number of unsold seats. The adoption of such systems has transformed the
transportation and hospitality industries, and is increasingly important in retail, telecommunications,
entertainment, financial services, health care and manufacturing. Specifically the course will focus on
various pricing decisions like:
Guideline Price Setting: For product categories based on market conditions and target contribution
margin
Price Elasticity / Sensitivity: To estimate impact of pricing on sales volumes
Dynamic Pricing: To estimate price-change triggers based on customer behavior to maximize
revenue/profitability
Discount Pricing: To estimate retail promotion pricing needed to meet return on marketing investment
Bid Pricing: To predict bid price based on historical data
Add-ons, Accessories, and Complementary Product Pricing
Version Pricing: To price different versions
Bundle Pricing: To price different bundles of products
Course Outline
Within the broader area of pricing theory, the course places particular emphasis on tactical optimization of
pricing and capacity allocation decisions, tackled using quantitative models of consumer behavior (e.g.,
captured via appropriate price-response relations), demand forecasts and market uncertainty, and the
tools of constrained optimization.
Module 1: Pricing Principles, Behavioral and Value Based Pricing, and Pricing Structure
Module 2: Differential Pricing, Variable Pricing, Dynamic Pricing, Revenue Management
Module 3: Market Segmentation, Network Management, Markdown Management, Customized Pricing
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Course Project Management
Instructor Shankar Purbey
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
This course is designed to educate participants the basic principles of project management. Participants
will learn details about the project life cycle, how to identify and schedule project resources, create project
flow charts, and produce critical path planning and evaluation reports. Important issues of project selection
and team management are also covered. These learning objectives are reinforced by a course project that
allows the participant to apply the principles and use the tools they learn. In addition, participants are
provided with case studies describing real-world project management problems and their solutions. This
course stresses on learning by doing.
Course Outline (Tentative):
Project management basics, Project Life Cycles

Project Selection and Portfolio Management.
Project Scope Management
Project Time Management
Project Cost Management
Introduction to MS Project
Project Integration Management
MS Project Exercise
Project Risk Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Procurement Management
Project Evaluation and Control
Contemporary approach to Project Management
Learning Outcomes
At the end of the course participants will be able to gain a thorough knowledge on project management
from planning phase to handover. In general participants will be able to
Create a project task list

Estimate project resources and costs
Determine project risks and constraints
Interpret and create a work breakdown structure (WBS), a GANTT chart.
Determine a project's critical path and a critical chain
Build and lead a project team and maintain high team morale
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Evaluate a project.
Negotiate project changes, document project changes.
Able to work with MS Project
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Course Title Business Forecasting
Instructor Sanjita Jaipuria
Credit 0.5 Term IV
Pre-requisite
Course Objective:
There are two distinct general techniques are usually used in business forecasting. The classical models
(regression technique) capture the behaviour of a variable through a structural model based on theory.
Time series models, on the other hand, concentrate on the dynamic characteristics of data. This course
integrates the two techniques for business forecasting. It is entirely based on problem solving and case
analysis. The course objective is to introduce different techniques for forecasting.
Introduction to forecasting
Data collection and analysis for forecasting
Forecasting with smoothing techniques
Forecasting with simple regression models
Forecasting with multiple regression models
Advanced forecasting techniques
Autoregressive moving average (ARMA) models
Autoregressive integrated moving average (ARIMA) models
Trend and seasonality in time series
Introduction to autocorrelation function (ACF) plot, partial autocorrelation function plot
Time series model to deal with heteroscedasticity, autoregressive conditional heteroscedasticity
(ARCH)
Generalized autoregressive conditional heteroscedasticity (GARCH) model, Identification of GARCH
model and forecasting.
Implementing forecasting: its advantages and limitations
Software: Minitab/Statistica 9, Matlab
Learning Outcomes:
After completing this course participant will be
Capable to analyses data for forecasting,

Able to select the appropriate forecasting model for a given data series.
Apply the forecasting model in different field for forecasting data to make strategic plan.
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Course Operations Strategy for Competitive Advantage
Instructor Arindum Mukhopadhyay & Parikshit Charan (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
This course is intended to make the participants aware of the strategic role operations plays in an
organization. In the process, it brings out the strategic implications of the anatomy of operations
management; its linkages with other functional areas and corporate; and the competitive strength of
operations management. This course provides an exposure to the major concepts of operations strategy.
Operations management majors will find the concept of operations strategy particularly useful as they
advance to positions of responsibility. This course will also be useful for people pursuing careers in
marketing, finance, accounting, and other areas of management since it aims to develop inter-functional
communications, to provide insights about firm's operations, and to illustrate the relation between
operations, other functional areas, and the firm as a whole.
This course will provide an amalgamation of various frameworks for addressing strategic issues in business
operations. In particular, the relationships between manufacturing and service companies and their
suppliers, customers, and competitors will be extensively considered for analyzing various strategic issues
for Operational excellence. The course also includes strategic decisions in technology, facilities, vertical
integration, human resources, and other areas. It will help to explore the means to excel in competition-
cost, time, quality, flexibility and innovation.
Operations and Competitive strategy

Operations Strategy for Manufacturing
Operations Strategy for Services
Resource Sharing and other Cost-competitiveness strategies in Operations
Operations Strategy Enablers
Transformation of operations competitiveness
Scenarios shaping Operations strategy in the 21st Centuries
Learning from Indian Perspectives
Learning Outcomes:
Understanding the effectiveness of Operations Strategies in profitability and growth.

Understanding the scope of improvement in business practices through innovation and in Operations.
Identifying the businesses where Generic strategies (productivity, flexibility, quality, response time) will
suffice and the businesses where specific strategies will suffice.
Learning from the experience of well established businesses in strategic transformation and innovation.
Understanding Strategies of recent trends such as Environment Protection, Electronic commerce and
virtual
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Course Code ESM117401

Course Managing Technological Innovation
Instructor Raja Roy (Guest Faculty)
Credit 1.0 Term IV
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Many managers view the challenge of technology and innovation from a functional perspective -- as an
engineering problem, a marketing problem, a problem with reward systems and so on. In this course we
take a general management perspective. We view the management of technology and innovation as the
challenge whose solution requires creative synthesis of the skills and knowledge of finance, organization,
markets, engineering and technology.
This course will focus on the management of technology-based innovations. We will examine how
industries are transformed by new technologies, how managerial action shapes product evolution, and how
managerial competencies affect the innovation performance of firms. No prior knowledge of engineering
and technology is required to take this course.
Course Content (Indicative):
What/Why/When of Technological Changes - Technology, Innovation, and Strategy; Sources of

innovation; Types and patterns of innovation; Standards battles and design dominance
Defining the organizations strategic direction
Make vs. Buy decisions: Horizontal and Vertical boundaries of the firm
Battle for standards
Technological disruption
Choosing innovation projects, Collaboration strategies, Protecting Innovation , Organizing for
innovation, Managing the NPD process
Promises and reality check
Challenges in commercializing technological innovations
Learning Outcome:
You will acquire a set of analytical tools that are critical for the development of technology strategy as an
integral part of business strategy. These tools can provide insightful planning when, as entrepreneurs,
managers, or planners, you will decide which technologies to invest in, how to structure those investments,
and how to anticipate and respond to the behaviors of competitors, suppliers, and customers.
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Course Code ESE117401

Course Corporate Social Responsibility: Perspectives and Practices
Instructor Madhumita Chatterjee (Guest Faculty)
Credit 0.5 Term IV
Pre-requisite
Course Objectives:
To provide a philosophy and comprehensive understanding of CSR

To introduce the Stakeholder Theory
To offer guidelines for Stakeholder Engagement
To identify link between CSR and Sustainability
To highlight Indian CSR tradition and examples
To introduce Global CSR trends and challenges
In the wake of rapid and all-encompassing globalization, the organizations of today cannot simply afford to
envisage their roles as a profit-generating economic entity. Embedded in a social and environmental space
and dealing with human beings, the corporate leader must necessarily take care of holistic responsibility
on all these areas as an enlightened corporate citizen to serve the organization as well as the society. The
present course is designed to instill this sense of responsibility in the participants through its multiple
offerings.
Learning Outcomes:
Develop the Ability in the participants to engage in purposeful Stakeholder Dialogue and creative CSR
Interventions as Future Business Leaders
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Course Contemporary Techniques in Training and Development
Instructor Sonia Nongmaithem
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The objective of the course is to enable the participants to identify training and development needs,
develop appropriate training and development objectives and design effective training programs using
different techniques to enhance job performance so as to improve the overall effectiveness of the
organization and, as a part of strategic HR to reach organizational objectives.
Introduction to the course and overview of the issues

Training Need Analysis
Designing Effective Training
Traditional & Technology-Based Training Methods
Implementation of Training
Evaluation of Training
Recent Trends in Training and Development
Learning Outcomes:
The participants would be able to-
have a better understanding of the circumstances under which training can contribute to effective
performance of organizations
identify the need for training, design appropriate training using the relevant techniques and methods
and
evaluate and understand the effectiveness of training programs
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Course Talent Assessment and Management
Instructor Mahesh Deshmukh (Guest Faculty)
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The objective of the course is to learn about competencies and competency models, including Goleman's
emotional intelligence model. Job Analysis methodologies are also covered to give an overview of the Job
Evaluation and determining their worth.
The course aims to provide a comprehensive understanding of the domain of assessment, planning and
management of talent in organizations.
To begin, participants will explore where talent management originates and the value of developing an
actual program. Different systems and process will be explored. Focus of this course will be competency
based talent identification and management.
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Course Title Time Series Econometrics
Instructor Khanindra Ch. Das
Credit 0.5 Term V
Pre-requisite Grade B minus and above in SDM-1 or SDM-2
Course Objective:
The course shall discuss time series modelling techniques. Time series variables are observed over time at
specific frequency. These variables can be from any functional areas of business and economics. As an
analyst or a manager, one may often come across these time series variables. Understanding their
behaviour can immensely help in forecasting and decision-making in several functions. Time series
econometrics aids in discerning underlying pattern of the data generating process, and separating
information and noise components of the data. The course intends to facilitate learning of these methods.
Introduction to time series analysis

Solving difference equation
Non-stationarity problem, random walk, unit root test, solving non-stationarity
ARIMA modeling, Box-Jenkins methodology
Estimation of time-series models and diagnostics
Model selection, model adequacy test
Forecasting
Co-integration, test of co-integration, Granger causality
Volatility models
Error-correction and VAR models
Learning Outcomes:
Learning outcomes include but not limited to
Modelling behaviour of time series variable

Predicting and decision making using time series models
Understanding why forecasts might fail and how to deal with it
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Course Financial Engineering
Instructor Naliniprava Tripathy
Credit 1.0 Term V
Pre-requisite Quantitative Finance, Basic Mathematics and Statistics
Maximum no. of 1
sections
Course Objective:
Financial Engineering is today changing the practice of finance. Financialservice firms have begun to use
financial engineering as a basis of competition. Corporate financial managers also use financial engineering
to advance shareholder value. The companies can use one type of financial engineering derivatives as
part of their financial programs. Through case studies, we will study in detail how financial engineering is
used in the firms to reduce their costs of financing, to alter their fundamental risk exposures, and new ways
to compete.
The objective of this course is to introduce the techniques used for pricing various types of derivatives and
their practical application. The course is quantitative in nature. The course is highly accessible to any
participant who understands basic mathematics and Statistics and is willing to work hard. The course is
designed assuming that the participant is familiar with the contents of the Quantitative Finance course.
Introduction to Financial Engineering & the Rational for financial Risk management
Mechanics of Forward Market & Forward Rate Agreement
Valuing Futures Contracts and Application of Futures, Interest Rate Futures, Stock Index Futures,
Futures vs. Forwards
Introduction to Swaps and Application of Swaps
Mechanics of Option Markets and Trading Strategies
Option Valuation ModelsBlack Schools Model
Option Hedging Strategies
Value at Risk
Learning Outcomes:
The competence of the participants will be enhanced to advance the shareholder value by minimizing
financial risk in the corporate sectors, understanding the financial challenges related to the corporate
managers, security analyst, funds manager, and financial consultant in the industry.
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Course Project Finance
Instructor P.Saravanan
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Infrastructure has been recognized as a national priority in India. It is preferable that long-term
Infrastructure Finance in Emerging Markets like India is based on project financing arrangements, thus
attempting to mitigate the extreme risks of operating very large projects. Large infrastructure projects -
customarily implemented by the government- being now implemented with private participation and
management, reflect the new trend. All these projects use some form of "project finance", which term is
currently being used synonymously with "Contractual Finance".
The course will look at various facets of Project Appraisal and Management with special reference to Project
Financing, differentiate Project Financing from traditional corporate lending, and explore the risks, types of
instruments and transactions that can be used in such financings. The various considerations and risks
involved in project financings will also be evaluated.
Much of the course will be devoted to understanding why firms use project finance, what makes large
projects unique and prone to failure, and what can be done to improve their probability of successful
completion and their potential for value creation.
The goal of the course is to enhance the ability to create value by improving participants understanding of
the financial, strategic, and managerial challenges associated with large projects.
The course will deal with the following aspects:
Overview of Project financing concepts and the market

Structuring / Motivations for project finance
Structuring projects
Valuing Projects: The Concept of ERR
Valuing Projects
Managing Project Risk Restructuring Risk
Financing Projects - (Integrating Islamic Finance and conventional Western Finance)
Financing Projects - (Issues in financing large, green field projects)
Essentially, the course revolves around the following four major aspects:
Structuring Projects: what is project finance and why do firms use it?
Valuing Projects: what valuation challenges do large, emerging market, highly leveraged
transactions present?
Managing Project Risks: how to identify, assess, and allocate project risk; and
Financing Projects: what instruments are available and which ones are most appropriate?
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Learning Outcomes:
To enhance the ability to create value by improving participants understanding of the financial, strategic,
and managerial challenges associated with large projects.
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Course Title Integrated Treasury & Risk Management (Focus on Credit Risk Management)
Instructor Guest Faculty
Credit 0.50 Term V
Pre-requisite Basics of quantitative finance
Maximum no. of 2
sections
Course Objectives:
To explain the role and objective of treasury operations in Banks/FIs

To appreciate various investment products of Banks/FIs
To understand various components of Treasury and its risk management
To manage the assets and liabilities of a bank/FI through integrated treasury management
Introduction to Treasury Management in Banks/FIs

Concept of integrated treasury Domestic as well as Forex treasury
Functions of various offices of treasury - Dealing Room (Front Office), Mid Office & Back Office
Product profile in treasury
Asset Liability Management of Banks/FIs A treasury perspective
Management of Investments in Banks/FIs
Concept of risk management in the banks and financial institutions
Identification, measurement and management of various risks in Banks/FIs
Learning Outcomes:
Participants will develop capabilities to join Commercial banks /Investment Banks as Treasury
Managers/Risk Managers. The course will enable the participants to master integrated treasury
management operations.
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Course Merger and Acquisition
Instructor Mousumi Bhattacharya & Sharad Nath Bhattacharya
Credit 1.0 Term V
Pre-requisite
Maximum no. of 2
sections
Course Objective:
M&As provides an strategic route for fast growth. Though every such corporate move on M&A mode aims
to produce success, what happens after the merger/ acquisition is many a times the opposite to the
expectations of the people behind such actions of corporate restructuring. This is especially true for the
risk that the organizations have to deal with the post merger issues, particularly when two different
organization cultures are involved in the process. In this context, this course makes an attempt in enabling
the participants to have a complete understanding of the M&A process from the financial perspective. This
course on M&A decisions of firms draws heavily from concepts and frameworks developed in large number
of disciplines in management available in corporate finance, capital markets, organization theory and
corporate strategy. The objectives of this course are
To facilitate the participants in grasping the mechanism of Valuation of Firms from M&A perspective
To enable the participants to become familiar with the various aspects of Mergers and Acquisitions.
Also make them learn the strategic perspectives of Mergers and Acquisitions.
Introduction to Corporate Restructuring and M&As

The Process of Corporate Restructuring and M&As
Building Value A Strategic Perspective
Integration Strategy
Deal Structuring
Takeover Defences
Merger and Acquisition in Indian context
Successful Execution of Acquisitions
Cross Border Acquisitions
Legal and Taxation Aspects
Restructuring for Risk Reduction
Post-Merger Scenario
Learning Outcomes:
Apply regulatory framework and valuation methods to acquisitions.

Understand why firms use M&A as a strategic option for growth.
Compare and select methods of structuring and funding acquisitions.
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Course Behavioral Finance & Value Investing
Instructor Neelam Rani
Credit 1.0 Term V
Pre-requisite
Maximum no. of 3
sections
Course Objective:
Over the past several decades, the field of finance has developed a successful paradigm based on the
notions that investors and managers were generally rational and the prices of securities were generally
efficient. In recent years, however, anecdotal evidence as well as theoretical and empirical research has
shown this paradigm to be insufficient to describe various features of actual financial markets. In this
course we examine how the insights of behavioral finance complements the traditional paradigm and sheds
light on the behavior of asset prices, corporate finance, and various institutions and practices.
Behavioral Finance is the study of how people in general and investors in particular make common errors
in their financial decision making due to their emotions. It is the study of psychology and finance. The course
combines behavioural and cognitive psychological theory with conventional finance to provide
understanding how people make financial decisions. It represents a collection of different approaches
which seek to explain the existing findings and puzzles and perhaps refine our notions of rationality.
Behavioral finance argues that many facts about asset prices, investor behavior, and managerial behavior
are best understood in models where at least some agents are not fully rational.
Behavioral finance is a useful framework to understand mental models of biased and irrational individual
investors and constrained institutions can move prices when markets are not efficient. And deviations from
fundamental value create opportunities and risks for investors, in both security selection and asset
allocation. It introduces cognitive biases and discusses the impact of these on financial decision-making as
introduced in other courses.
Behavioral finance offers exciting insights into the role of human behaviour in financial decision-making. It
has greatly unravelled how individuals assess investment opportunities, formulate their portfolios and
trade in the market. The insights brought about by behavioral finance are immensely valuable for an
improved understanding of the behaviour of aggregate market prices. The behavioral finance approach is
key to the understanding of the profitability of arbitrage opportunities in the market. It helps to identify
the influence of market irrationality and formulate timely and focused investment and trading strategies.
It offers promising directions in the structuring of products and its effective communication to clients. The
practical applications which emerge from the recent advances in behavioral finance would be the key focus
of the course.
As such, this course is intended to complement other finance courses
Introduction to Behavioral Finance

Market efficiency and Behavioral Finance
Review of market efficiency theory
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Difficulties in arbitrage, Limits to Arbitrage

Understanding Behavioral Biases, Investor behavior, Influence of biases and heuristics in investor
decisions, Rational investing in inefficient markets, Prospect Theory, Heuristics, Cognitive errors,
Knightian Uncertainty, Loss Aversion, Disposition Effect, Herd behaviour
Sentiment, bounded rationality, mental models, Measuring of investor sentiment, Financial planning
process and investor psychology, Neuroeconomics and Neurofinance
Non-behavioral finance - Some motivating evidence
Persistent decision-making biases, Behavioral corporate finance,
Equity premium puzzle, Bubbles, Anomalies, Momentum and Market Crashes.
Learning Outcomes:
The participant should be able to, upon completion of the course:
To understand how cognitive biases predictably and consistently affect our decisions, and how our
intuitions on how the mind works are faulty.
To understand how these biases affect the decisions of finance practitioners.
To understand experimental methods in cognitive sciences and behavioral Biases.
To develop multidisciplinary thinking and understand psychology of human misjudgement.
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Course Code EGM117501

Course Business Consulting Practices
Instructor Niladri Roy (Guest Faculty)
Credit 1.0 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The Business Consulting course is an offering which would help participants understand consulting models,
practice consulting skills and solve real life problem of clients. The course focuses on the entire consulting
life cycle from opportunity identification to project closure and is built on real life case studies and
experiences of the faculty.
Course Outline (Indicative)
Understand and appreciate the different models of consulting (Strategy, Operations, Functional,
Behavioural)
Develop an understanding of the classical consulting process
Learn the Issue Tree approach as a tool to diagnose a problem
Work through a real life business problem and offer a consulting solution to the same
o Problem validation
o Diagnosis
o Consulting Methodology
Learn about some classical consulting competencies and how to develop them
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Course E-Commerce Strategies for Digital Transformation
Instructor Harsh Vardhan Samalia
Credit 0.5 Term V
Pre-requisite SM-I and MIS
Maximum no. of 1
sections
Course Objective:
This course aims to familiarize students with e-business issues integrated across a range of management
and non-management related disciplines. The course focuses on the application of e-business technologies
to both large and small firms from strategic perspective. Course will try to explore breadth of strategy issues
relating to new business models and emerging technologies.
To learn how business models are being affected by the interconnected world in which we live and how
an interconnected world affects the management of a firms resources.
To be able to determine how the Internet is affecting firms and how firms may have to change their
organizations, methods and processes to compete in a digital economy.
Imperative for E-Business Strategy; Economics of E-Business: Network effects, Impact of internet on
business relationships; Developing E-business Strategy: Effect of E-business on industry structure, Value
Chain Reconfiguration, resources and their deployment in online world, E-Channel Strategies; Importance
of owning digital intellectual property rights, E-business Innovation; Leveraging technology and digital
capabilities to anticipate changing market behaviors, Monetizing data to build new services, Overview of
Industry 4.0 and its impact.
Learning Outcomes:
This course will enable students to
Gain an understanding of the role that IS plays in the firms strategy and how every business is now e-
business only.
Better understand, how the capabilities provided by IS/ IT can enable a firm to succeed in a highly
competitive environment.
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Course Business Intelligence & Analytics
Instructor Basav Roychoudhury
Credit 1.0 Term V
Pre-requisite None
Maximum no. of 2
sections
Course Objective
This course is planned to provide participants with:
Understanding of Business Intelligence and its importance to organizations

Overview of technology behind data warehouses and data marts
Knowledge of various data mining algorithms
Hands on experimentation with algorithms for data mining using open-source industry standard tools
Most of the time, efficient managerial decisions are based on analysis of data. Business Intelligence is a tool
at the hands of the manager to provide information from both historical as well as current data. It also
allows the manager to monitor the business performance.
Data is getting accumulated at astronomical rate, thanks to availability of the Internet, e-Commerce, e-
Banking, POS devices, Bar Code Readers, RFID tags, and intelligent machines. Most of these data are useless
unless someone analyzes them for discovery of certain type of knowledge.
While one can procure a BI tool and implement the same at ones organization, it is often useful to get
ones hands dirty and analyze the data on ones own. Data Mining, a tool for BI, has thus become a rapidly
growing field where new techniques are developed to assist managers to make intelligent use of the vast
data repositories to derive useful information. A number of successful applications have been developed
using data mining tools in the areas of customer relationship management, credit rating, fraud detection,
etc.
This course intends to expose the participants to Business Intelligence as a concept and deal with different
data mining algorithms and techniques for Business Analytics so that they can decide on their suitability for
various business problems. The major focus of this course will be to understand the use of the algorithms
for specific business situations. However, while going into these algorithms, the course intends to take an
action oriented approach thus it does not intend to delve into the theoretical details of the same.
To make the course more relevant, participants will be using the very popular analytics package R - to
analyze different datasets using the knowledge gained from this course.
Course Outline (Indicative)
Introduction to Business Intelligence

Data Warehouse: Architecture; Extraction, Transformation and Load
Data Mining for Business Intelligence - Overview
Understanding Data Mining Algorithms
Evaluating Performance
Data Exploration and Dimension Reduction
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Multiple Linear Regression

Classification Methods
Classification and Regression trees
Logistic Regression
Neural Nets
Association Rules
Cluster Analysis
Learning Outcomes
Decide on particular data mining algorithm for a given business problem

Execute the algorithms to get desired outcomes
Use open source data mining tools
Use data mining towards business intelligence
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Course Digital Consulting
Instructor Kaushik Bhattacharya (Guest Faculty)
Credit 1.0 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
This course is envisaged to provide an understanding of the consulting process and especially so in Digital
technology. It aims to provide participants with an understanding of the consulting lifecycle followed in
Strategy and Implementation of projects in various Digital technologies.
Changing perspective of consulting in the face of digital technologies

Disruption to ecosystem
IT Business Consulting life cycle dimensions, phases and frameworks
Ubiquitous connectivity opportunity and challenges to business
Leading edge digital technologies
Opportunities in consulting and changes in business strategies
Moving to the Cloud
Application of Big Data to solve business problems
Application of IoT to solve business problems
Resurgence of Artificial Intelligence
Application of AI techniques to solve business problems
Singularity
Strategies for Digital Consulting, and difference from traditional practices
Economics of Digital Consulting
Relevant tools and vendors
Implementation issues
Learning Outcomes:
To equip participants with the necessary background to enter the Digital Consulting industry and provide
the necessary toolkit to successfully execute strategy and implementation projects.
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Course Title Retail Management
Instructor Bidyut Jyoti Gogoi
Credit 1.0 Term V
Pre-requisite
Maximum no. of 2
sections
Course Objective:
The Indian market place has undergone enormous changes in the field of retailing. Modern retail has
emerged and co exists along with traditional retail formats. This change has brought about many a related
transformations in the way organizations look upon their distribution strategies and distribution
relationship management strategies. Value of assortment, purchase experience, channel consolidation,
volume driven relationships etc., have acquired a completely new dimensions. Retailing is considered
important, both economically and socially as it affects large populace as consumers, as shopping is all
pervasive and also as an intensive employer. All this have led to renewed interest in Retailing as a
phenomenon. This course has been developed to meet the requirements of studying Retailing in order to
enhance understanding of the domain and better equip professionals to ready themselves for the sector
either as the core beneficiary or as collaborators. The course is designed to provide the participants an
answer to the question of how to in retailing with emphasis on practical applications of retailing policies,
methods and procedures for both small and large operations.
World of Retailing and Emerging Scenario

Various Retail Formats and Retail Market Strategy
Location Strategies
Strategic and Financial Decisions in Retailing
Category Management and Merchandise Decisions
Franchising
Retail Branding and Communication Mix
Supply Chain issues in Retailing
Managing Organization Structure and Human Resources
Mall Management
Learning Outcomes:
This course aims to provide participants with an in-depth knowledge of retailing applications and a range
of skills in a variety of retail management techniques. On successful completion of the program, participants
will be able to:
Understand the structure and development of contemporary retailing in an international context

Derive, plan, implement and evaluate specific retail activities.
Generate and analyse the information required for decision-making at strategic and operational levels
in retailing
Understand about roles of merchandising
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Course Title Services Marketing
Instructor Anurag Dugar
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
Marketing of Services is said to be challenging because of the inherent Service Characteristics. This course
aims to prepare participants to appreciate the challenges and to tackle them. The course will introduce the
nuances of Services Marketing and will go on to deal with the Extended Marketing Mix (7Ps) of Services.
How are services different from products and - what are the implications for marketers?
Applying the conventional marketing mix elements (4Ps) on services
Extended marketing mix for services
o Designing and Managing the Process
o People come first the HR dimension of services marketing
o Physical Evidence and its role in services marketing
How to measure service quality?
How to manage consumer expectations in services?
How to manage, if the service fails?
How to manage demand fluctuations in services?
Learning Outcomes:
To understand the nuances of services and impact of the same in developing marketing strategies.
To be able to apply knowledge of extended marketing mix in designing strategies for the service
business.
To be able to understand and apply the concept of service quality.
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Course Digital Marketing & E-Commerce
Instructor Suryanarayana Valluri & K Sunil Chandran (Guest Faculty)
Credit 1.0 Term V
Pre-requisite
Maximum no. of 2
sections
Course Objective:
To inculcate deep interest among participants in the importance of Digital Marketing & e-Commerce
in contemporary business landscape.
To provide participants with the necessary skills to deeply understand how to enable businesses to
leverage Digital Marketing & e-Commerce.
Such specialized skills can enable the participants to seek placement opportunities in myriad companies
that are seeking to leverage the power of e-Commerce.
The course gives equal emphasis on Digital Marketing and E-commerce subjects. It covers the knowledge
and skills that are required in digital era we are in. Core topics like web design, web based marketing, search
engine optimization is comprehensively covered, including details like managing blogs and web analytics.
Leveraging the social media like Face Book, Twitter, etc as powerful tools in e-marketing and so are
Webinars, Podcasts, FAQs, E-book the know-how have been explained. The E-commerce evolution is
exhaustively dealt with focus and time on mobile marketing.
Learning Outcomes:
Participant will connect well and engage seamlessly with the market place, whether it is B2B Markets
or B2C Markets and would be able to add value to the organization.
It has the potential to take customer engagement to a much higher level enabling participants to be
ready from a digital marketing and e-commerce perspective
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Course Service Operations Management
Instructor Shankar Purbey
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective
Service firms have unique characteristics that challenge managers. For example, service firms are people-
oriented because of the direct interaction with customers. Customers generally participate in the service
process, often with direct and uncensored interactions with employees and facilities. The resulting
variations in demand present a challenge to the operations manager to effectively use the perishable
service capacity. This results because production and consumption occur simultaneously and thus the
inability to inventory services. The intent of the service operations management course is to provide
participants with an understanding of the analysis, decision making and implementation issues of managing
the operational aspects of a service. There must be a strategy for providing service, which matches the
target market with the strengths of the Service Company. Furthermore, the operational decision-making
must support the service strategy of the company. Borrowing techniques from the manufacturing sector
can resolve some issues; others are uniquely service oriented and require special consideration. The course
will have a comprehensive and systematic coverage of service operations by providing concepts and tools
necessary to effectively manage a service operation.
The Role of Services in an Economy and the Nature of Services

Service Concept
Managing Customer and Supplier relationships
The Service Delivery Process
Resource Utilization
Service Performance Management
Operational Improvement
Service Strategic Change
Managing Service Profit Chain
Learning outcomes
Understand the difference in managing service and manufacturing firm

Design a service system
Manage a service firm efficiently and effectively.
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Course Advanced Quantitative Modelling for Management
Instructor Arindum Mukhopadhyay
Credit 1.0 Term V
Pre-requisite Operations Research
Maximum no. of 1
sections
Course Objective:
The goal of this course is to prepare participants to making managerial decisions using statistics and
quantitative tools. Other than the basic quantitative methods, this course will place a much stronger
foundation on conceptually understanding the managerial problems using the mathematical tools which
requires to develop the conceptual managerial scenarios. But the emphasis of the course will be on the
conceptual understanding and application of the quantitative tools rather than on the theory behind the
tools.
The course will involve excel solver tool applications frequently.
Review of Basic Quantitative methods in Managerial Decision making

Convex programming
Advanced topics in Linear Programming
Multicriteria decision making
Group Decision Making models
Nonlinear Programming with single objective and multiple objectives
Stochastic Modelling Applications in futuristic decisions
Advanced models for Managing Waiting Lines
Decision making Under Bias and Personal Judgment: Fuzzy programming
Evolutionary Algorithms with Management Applications
Artificial Neural Networks with Managerial Applications
Learning Outcomes:
This subject will provide participants with
Ability to understand and analyze managerial problems in industry so that they are able to manage and
utilize resources (capitals, materials, staffing, and machines) more effectively;
Knowledge of formulating mathematical models for advanced quantitative analysis of managerial
problems in industry;
Skills in the use of advanced quantitative techniques and computer tools in solving real problems in
industry in global business scenarios
Capability to select the best method among many available or hybridizing methods for outstanding
performance.
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Course Consulting Through Business Modeling
Instructor Santosh K Prusty
Credit 1.0 Term V
Pre-requisite
Maximum no. of 1
sections
Course Introduction
Business models are the logic of choices the organizations made for how to operate in a business
environment. The companies in emerging economies continuously think of designing and updating their
business model to derive competitive advantage in both state and international arena. For example, Amway
is a large manufacturer of household products that uses the direct selling approach. The company was
established in the late 1940s and over the years, still using direct selling, branched into the United Kingdom,
Europe, and Japan. With this global success, it expanded further, into the Chinese market. However, the
company must look at its strategy after the Chinese government implements regulations on the direct
marketing business model. What could be the Business Model of Amway in China? How would Amway
refine its original Business Model to compete and sustain in China?
The course is intended to impart a consulting skill of understanding and designing business models for the
client to operate competitively in its business environments. Specifically, the intended learning from the
course are to:
Quickly determine an organizations business model

Evaluate how a particular business model helps an organization create and capture value over time
Understand how the business models of different organizations interact, and
Consider how to improve an extant business model, and thus learn the basics of how to design a new
one.
The principal purpose of modeling is to improve our understanding of the ways in which an organization's
performance is related to its internal structure and operating policies as well as those of customers,
competitors, and suppliers. During the course you will use and/or develop Strategy Models to explore such
strategic issues as fluctuating sales, production and earnings; market growth and stagnation; the diffusion
of new technologies; the use and reliability of forecasts; and the rationality of business decision making.
You will have a chance to use VENSIM software for modeling. The pedagogy of the course will focus on
learning-by-doing method. This course is targeted to be as interdisciplinary.
No prior computer modeling experience or higher mathematical background is needed. Integration of all
functional knowledge of Management that the participants have gone through would be sought to be used
for modeling.
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Course Purchasing and Sourcing Management
Instructor Sanjita Jaipuria
Credit 0.5 Term V
Pre-requisite
Maximum no. of 2
sections
Course Objective:
This course covers the concepts, processes and managerial skills needed to manage different activities of
purchasing and sourcing. The basic objectives of this course is to
make participant aware of different purchasing and sourcing issues.

make the participant familiar with impact of purchasing and sourcing management on the competitive
success and profitability of modern organization.
This course also make participant to develop different strategic plan to better manage the purchasing and
sourcing activities so as to make improvement in purchasing performance and hence organizations
performance can be improved.
Introduction to strategic procurement and sourcing

Purchasing process
Purchasing policy and procedure.
Insourcing/outsourcing
Supplier management
Supplier quality management
Negotiation
Managing contracts
Spend analysis for purchasing
Kraljics purchasing portfolio model
Supplier satisfaction management.
Customer satisfaction management in industry
Learning Outcomes:
After completing this course, participants will able to:
Identify different issues in managing purchasing and sourcing activities

Better manage the procurement and purchasing activity
Analyze the supplier performance
Develop strategic framework to better manage the purchasing activities
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Course Strategies for New and Emerging Markets
Instructor Harsh Vardhan Samalia
Credit 0.5 Term Term V
Pre-requisite Strategic Management I and Strategic Management II
Maximum no. of 1
sections
Course Objective:
The world order has changed significantly in the last two decades. This change is to a large extent explained
because of the rise of emerging markets to the center stage of global capitalism. Most of the old business
rules and management philosophies that evolved in the developed economies like the US and Japan are
not applicable as is to new and emerging markets as players in these markets go by different competitive
game plans.
This course will offer a comprehensive look at emerging markets as they integrate with the global economy
and increasingly become the global mainstream. The overall learning objective is to give course participants
a lot of useful concepts and theories related to managing an enterprise in the emerging market domain.

Introduction to the course: what is an emerging market, why study emerging markets; Nature of
Institutional Voids in Emerging markets, Spotting and Responding to Institutional Voids, Exploiting
Institutional Voids as Business Opportunities, Multinationals in emerging markets, Strategies for Emerging
Markets, Emerging Giants: Competing at Home, Survival strategies for Local companies in emerging
markets, Going Global, How Distribution is different in emerging markets, Capturing critical middle class in
emerging markets,
Learning Outcomes:
The students will gain a strategic vision of the New and Emerging Markets. The participants will also
understand the emerging market dynamics and what capabilities are required to win in these emerging
markets, especially in Asia. Participants of this course will be able to analyze emerging markets from
multiple perspectives from local competitors struggling to overcome resource and knowledge constraints
to build global-oriented businesses, to emerging market champions, to multinationals from developed
countries that are trying to tap into emerging markets for new growth.
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Course Game Theory and Business Strategy
Instructor Tara Shankar Shaw (Guest Faculty) and Harsh Vardhan Samalia
Pre-requisite Strategic Management I and II; Managerial Economics
Maximum no. of 1
sections
Course Objective:
People rarely make decisions in a vacuum. The right choice for us may depend upon the choices made by
others. In turn, the profits and happiness of these other individuals depends on the actions that we will
take. Game theory offers a systematic way of analyzing strategic decision-making in interactive situations
as it also referred to be the science of strategic interaction. Equilibrium analysis approach will be used to
study topics including the use of credible threats and promises, strategic use of information through
signaling and screening, taking a view at how strategic interaction outcomes can be predicted by using the
concept of Game Theory.

Introduction to Game Theory and Business Strategy: Basic concepts and terminology used in the field,
Understanding the rules, Decision theory vs Game theory; Games with Perfect Information and Mixed
Strategy Equilibrium: Nash Equilibrium, The Prisoners Dilemma, Cournots Model of Oligopoly, Bertrands
Model of Oligopoly, Strategic Games in which Players may Randomize; Industry Analysis: Concept of Value
Net and Inducing Co-optetion, Formulating Entry Deterring Strategies and Predatory Pricing, Strategic use
of Information: Signaling
Learning Outcomes:
This course will enhance the student's ability to think strategically in complex, interactive situations.
Another objective is to broaden the students understanding in order to make him / her realize the
similarities between these simple games and many situations both in business and in life.
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Course Strategic Outsourcing
Instructor Debasisha Mishra
Maximum no. of 1
sections
Course Objective:
This course provides a comprehensive approach to strategic outsourcing, which is assuming importance in
global business environment. This course will enable the students to develop insight into the strategic
outsourcing world for the firms in order to gain competitive advantage.

Role of Strategic Sourcing in a Changing World and drivers of outsourcing.
Social and Philosophical Considerations of Outsourcing and managing the cultural differences
From Tactical to Strategic Outsourcing
Outsourcing within Industry Verticals such as banking, insurance, telecom and technology, public,
retail, charity and SME sector.
Strategic Outsourcing: Risks, Rewards and Relationships
Sourcing models and strategic outsourcing decision governance
Transition and Relationship Governance
Minimizing risk through relationship and contract.
Offshoring Leaders, Laggards and Hopefuls (Discussion on countries for outsourcing)
Implementing Successful Strategic Outsourcing Program
Learning Outcomes:
The students will be better prepare for the business world as outsourcing has become a way of life in
business world irrespective of the domain areas.
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Course A to Z of Innovation Management
Instructor LR Natarajan (Guest Faculty)
Credit 1.0 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The main objective of the course is to enable future organizational members to understand the process of
performance management and appraisal and the various techniques used for assessment. It also aims to
impart the importance of these processes and how it contributes to the overall success of the organization.
In todays era, where the economy and market conditions are changing rapidly, coupled with intense
competition and the phenomena of commoditization, it has become essential for any business to develop
a deep understanding of innovation, followed by practicing it . Keeping the above in mind, and to prepare
the future leaders passing from IIM to be skilled in Innovation, the course is designed with the following
broad objectives
Develop a very good understanding on the importance of Innovation to any business

Understanding the essentials of becoming an Innovator The insights, the tools & techniques, the
process
Develop a clear understanding and importance of building a robust Innovation eco system in any
business
Learn the importance and the art of integrating innovation, right at the strategy formulation stage.
Develop a deep understanding on the process frame work involved in ones Innovation journey (Right
from spotting an opportunity to realizing benefits from the marketplace)
Lastly, to develop good insight into How to measure Innovation, which is critical in improving
innovation process
A to Z of Innovation management, as the name implies, is aimed to cover all aspects of innovation
management, covering the importance of culture, the focus, the drive, the strategy, the process, and all
the insights that are required in creating internal innovation champions. The course focuses extensively on
developing innovation skills among the participants.

Innovation Demystified, Importance of Innovation
How innovators disrupt the market -
Creativity Everyone can - Frame based thinking tools, Insight mining, Fusion, Boundary challenge,
Brain writing Versus Brain storming, Importance of going beyond ones experience
Why & How of Embedding Innovation into Strategy Strategy Development
Innovation Culture & its Importance (Focus & Drive) in strategy Development & Deployment:
Leadership, Innovation vision, Innovation Strategy, Innovation Processes, Innovation Structure
Strategy deployment - Process frame work for Mining Innovation opportunities & arriving at new
strategic profile: Consumer eyes, Market behaviors, Product parameters, Strategy canvass
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Exploring new and emerging frontiers in innovation

Forecasted Future trends new direction for Innovation , How industry convention is being disrupted
Innovations in Consumer experience
Collaborative innovation - to accelerate ones innovation journey
CO- CREATION In accelerating ones Innovation Journey
Ethnography Understanding the unarticulated needs of consumers
How to measure Innovation?
Learning Outcomes:
The course is expected to give participants the necessary skills to become innovators and drive innovation
in the organisations that they will be associated with during their careers.
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Course Agro-based Entrepreneurship Development
Instructor Tapas Kumar Giri
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Objectives:
To facilitate the participants in understanding the potential scope of Agro Industrial Businesses in
dynamic market economy;
To develop enterprising skills, behaviors and attitudes;
To enhance awareness and capability for setting up a agro-enterprise;
To equip the participants with the insights and input of Agro-Enterprises Development;
To enhance managerial skills and aptitude of the participants in handling agribusiness and allied sectors
in real life situations.
Course Outline:
Globalization and Agribusiness policies;

Economic Reforms and Indian Agriculture;
Emerging trends in agricultural production, processing, marketing and exports
Entrepreneurial challenges and opportunities in agriculture and rural sectors;
Agribusiness Entrepreneurship potential in North East
Identification, Feasibility Analysis of agro-business Project in India
Logistic Issues in Agri-food Supply Chain in North East
Essential Managerial Skills for successful Agribusiness Entrepreneurs;
Birds Eye view of agro-based enterprises and food industries in India
Market Analysis and customers (product) need assessment
Post Harvest Value Chain Analysis in Agribusiness
Creative thinking, problem solving and decision-making for Entrepreneurs
Negotiation/Networking skills for Entrepreneurs
Planning, organizing and coordinating for successful business plan development
Stories of Agri-business Entrepreneurship in North east India
Learning Outcome:
Participant will be equipped with proper knowledge and managerial skills to transform this highly
unorganized sector into the most productive and remunerative ones and will gain in much needed
competitive advantages in differentiated product markets.
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Course Wisdom Leadership: East-West Perspectives
Instructor Subhash Sharma (Guest Faculty)
Credit 0.5 Term V
Pre-requisite
Maximum no. of 1
sections
Course Objectives:
Take the participants along the leadership path from information through knowledge to wisdom
Ignite the inner power of the participants by familiarizing them with the illuminated mind of great
leaders from the East and the West from the field of management and beyond
Acquaint the participants with the lives of some great masters Leaders of thought, word and action
Derive lessons from personal interviews with inspiring leaders for personal enrichment and
organizational transformation
Internalize the concepts shared in the lectures by practice of experiential processes each day in the
class for inner transformation
The nature of the course is both conceptual as well as experiential. It takes the mind of the participants
from the abundance of information through the crystallization of knowledge towards dawning of wisdom
in Leadership consciousness. The course is designed along the spirit of the poem by T S Eliot: Where is
wisdom we have lost in knowledge? / Where is knowledge we have lost in information? It carves out the
leadership journey for the participants by making them acquainted with thoughts and words of
transformational and inspirational leaders both from the East and the West, from management or
otherwise.
Learning Outcomes:
The participants will take home cardinal leadership lessons from some great masters and their perspectives
and practices on Leadership to pursue in their own life and work. It will also offer them a well-designed and
philosophically anchored experiential process as a lifelong companion for enlightening their consciousness
for leadership effectiveness.
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Course Entrepreneurship Development in North East
Credit 0.5 Term V
Pre-requisite NIL
Maximum no. of One
sections
Course Objective:
To foster a new concept and approaches of successful entrepreneurship Development in North East
India
To enhance awareness and understanding of challenges and opportunities in entrepreneurship
To hone entrepreneurial skills for growing frontier of innovations and entrepreneurial activities
To share best practices of innovation and entrepreneurship among participants;
Module I: Introduction to Entrepreneurship
Need for Entrepreneurship in North East India

Entrepreneurship Environment and Culture in North East
Characteristics of a successful entrepreneur
Advantages and disadvantages
Module II: Innovation and Entrepreneurship Framework
Introduction to Innovation and its imperatives on Entrepreneurship Development

Basic Framework for Entrepreneurship Development
Drivers of Innovation for Entrepreneurship in North East;
Innovative leadership and Entrepreneurship Development
Module III: Innovation tools and techniques for Entrepreneurship
Sustainable products and services network

Eco-design and Entrepreneurship,
supply chain through Innovation
Innovative technology and Eco-efficiency in Sustainable business
Module IV: Sustainable Innovation Marketing and the Future
ECOMIND - Environmental Market and Innovation Development

ZEROWIN - Towards Zero Waste Industrial Networks
Module V: Policy implications in Sustainable Entrepreneurship Development
Innovations, IPR and Patents

Compliances for the Entrepreneur and Manager
Learning Outcomes:
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Participants will identify and assess entrepreneurial traits.

Participants will explore entrepreneurial opportunities.
Participants will develop and analyze market research
Participants will assess their markets competitors and industry.
Participants will understand and develop a business plan
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Course Cross Culture Management
Instructor Mahesh Deshmukh (Guest Faculty)
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
This course approaches management and organizational behavior from cross cultural perspective and
explores the significance of cultural differences for management practices within increasingly diverse
national and international contexts. The purpose of the course is to increase awareness of cross cultural
issues, and to learn constructive approach to prepare participants to be able to work in multi-cultural
environment.
National culture and impact on business

Dimensions and determinants of culture
Culture and organization
Impact of culture on managerial processes
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Course Strategic Human Resource Management
Instructor Niladri Roy (Guest Faculty)
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The HR Strategy course is an elective designed to build capabilities in participant who wish to pursue
general management, P/L leadership roles in their careers.
Understand the rapid changes in the environment ( geopolitical , social , demographic and technology
trends ) and its implications on the enterprise and enterprise strategy
Understand HR from an Outside-In (Business perspective) versus and Inside-Out HR process
delivery perspective
Use tools, frameworks and mental models to re-frame the HR Programs so that they enable business
results
Understand how to Market & Communicate HR Programs
Iterate and develop the HR Strategy of their organizations
Course Outline
Introduction to the HR Strategy Course

Building the HR Strategy
The Foundations of Business & Strategy
Introduction to HR Value Creation
Strategic and Operational Differences in HR
Introduction to Human Processes and OD
Building the HR Strategy
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Course Leadership Decision Making
Instructor Santosh Prusty & Rohit Dwivedi
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The course intends to depart from the traditional courses on managerial decision making and positions it
for a complex situation deserving a solution as either risk aversive or gainful. Using evidences from
Psychology, Behavioral Economics and Neuroscience the aims to help us understand why managers depart
from maintaining objectivity and rationality.
The course does not claim to provide any tools of the best choices to be made, but would dwell into the
nuances of understanding the process of behavioral decision making situation. Mostly being a seminar cum
laboratory course, where the participants will need to share the responsibility of executing the purpose of
the course. The instructors would like to join them assuming parity in their level of understanding with
theirs. The instructors will ensure that all the active participants in the course would be equipped with an
understanding into the human biases and judgement errors and design (systemic) solutions to overcome
them.
Course Outline:
Rationality and irrationalities in Decision Making Situations

Mapping the human decision making process and outcomes
Containing errors of judgement and decision making process
Design solutions to contain decision making derailments
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Course Title Doing Business in North East India
Instructor N W Kharkongor
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
To be socially, and economically sustainable, Indias growth story needs to be inclusive. However, the
countrys north east has been experiencing a comparatively slower pace of industrialization and socio-
economic growth. Though the region is blessed with abundant natural resources for industrial development
and social development, they have not been utilized to their full potential.
The region has certain distinct advantages. It is strategically located with access to the traditional domestic
market of eastern India, along with proximity to the major states in the east and adjacent countries such
as Bangladesh and Myanmar. The region is also a vantage entry point for the South-East Asian markets. The
resource-rich north east with its expanses of fertile farmland and a huge talent pool could turn into one of
Indias most prosperous regions. With this as a backdrop, it is felt necessary to float an elective course on
Doing Business in North East India to encourage as well as providing an opportunity to the PGP
participants to contribute to the socio economic development of north east.
The main objective of the Course is to make participants aware of the salient features of north eastern
states, and to also encourage them to contribute to the socio - economic development of the Region, either
by starting/initiating a business enterprise directly or indirectly, or by bringing and expanding business
activities in the eight states of the region in areas of their choice.
Agriculture & Allied Sector

Industrial Sector
Service Sector
Learning Outcomes:
Role, play by IIM Shillong participants in the socio - economic development of North East India.
Sustainable tapping and utilization of north east available natural resources.
Bringing North East India at par with mainland India.
Building and expansion Indias border trade.
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Course Title International Finance
Instructor Sharad N Bhattacharya
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
Businesses are operating in an increasingly competitive global environment. Managing businesses exposed
to international competition either directly or indirectly requires an understanding of currency risks and
international financial markets. In this course, emphasis will be on the international financial system,
international investments, and international financial management. This course is especially helpful for a
participant pursuing a career in international banking, global asset management, or international corporate
finance. The Global Financial Crisis has changed the global financial landscape tremendously. This course
not only provides an understanding of the existing international financial architecture, but an
understanding of rapidly evolving global institutions and markets.
Introduction to International architecture involving Global Institutions and markets

Foreign Exchange Market
Currency Exchange Rates
Parity Relationships
Exposure Management
Hedging Techniques
VaR and Expected Shortfall
Currency Risk Management
Investment Decisions across borders
Financial Management of Multinational Firms
Learning Outcomes:
Participants taking this elective course should expect to learn the nature and purposes of financial
management in the international context. They will gain skills in international investment and financing
techniques and in exchange risk management including value at risk and its variants, develop strategies for
investing internationally, including hedging exchange rate risk, adjusting to client preferences and home
currencies, evaluating performance, estimating a corporations exposure to real exchange rate risk,
strategies to hedge risk or to dynamically adjust to shocks, and reasons for a corporation to hedge. They
will learn how to identify and judge the riskiness of a currency from a firm's perspective, and how to
measure and manage the company's exposure to exchange rate and international interest rate risks. They
will discover how companies use international bond, swap and equity markets to make cross-border
financing decisions, understand the international cost of capital and gain skills in analyzing cross-border
investments. In the end, the goal is to apply state-of-the-art techniques to the international firm's
investment, financing and risk management decisions.
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Course Wealth Management
Instructor Neelam Rani
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 3
sections
Course Objective:
The recent upsurge in disposable income among the affluent class has added to the significance of wealth
management as a discipline in India. There is a strong and growing demand for expert wealth managers
capable of handling wealth for the high net-worth individuals (HNI) as well as large organisations in a
professional way. The demand for the Wealth Managers remains strong in banking, financial services and
insurance sector.
Wealth Management is an advanced form of financial planning that provides individuals, companies and
families with investment management, taxation advice, portfolio management, estate planning, asset
management, trust management services etc. Wealth management business has typically been a
consequence of the rapid growth in savings and income levels. Wealth Management market has seen
healthy growth in India, given its economic growth and rise in savings and mass affluence. The Indian
market offers a good scope for growth, given its long-term economic prospects, positive demographics,
current low penetration and mass affluence.
The aim of this course is to make participants familiar with the theoretical and practical aspects of
investment life cycle and wealth management decisions .The wealth management sector is booming and
offers a variety of career options in different fields.
Introduction to Wealth Management and the Indian scenario

Financial Planning & Wealth Management Process Client Acquisition
Investment Risks and Returns
Asset Allocation and Diversification
Investment Products
Managed Investments
Evaluation of various Investment Products
Designing client portfolio, Cognitive dissonance bias of clients
Behavioural investor type diagnostic process
Family office Services & impact investing
Retirement Planning
Operational aspects, transactions and other processes and Taxation
Estate Planning
Learning Outcomes:
The participant should be able to, upon completion of the course:
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understand the different types of requirements of clients at various stages and get acquainted with
financial planning as an approach to investing, insurance, retirement planning.
understand the role of various investment products and structured products in long term wealth
creation and the risks underlying such products and services.
assess the risk profile of clients and the importance of asset allocation in wealth management
identify and analyse their requirements of managing their wealth by creating a balanced financial
assets/portfolio keeping in mind their age, life-cycle stage and financial asset base.
get oriented to income tax, wealth tax and legalities of estate planning in personal finance, and
regulatory aspects
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Course Strategy and New Media
Instructor P Guha Thakurta (Guest Faculty)
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The objective of the course would be to apprise participants about the economic, political and social impact
of the mass media on society in general and Indian society in particular with the intention of enabling them
to devise personal, organizational, industrial and business strategies using the internet. The course will
provide a broad global perspective on the working of the mass media while explaining specific local
elements in developed and developing countries. The course would explain the commercial as well as the
aesthetic considerations that influence the functioning of organizations engaged in mass communications.
It would historically review the way in which information and communication technologies have impacted
the mass media and how ethical issues relating to the media have evolved over time. The course would
look at the ways in which the internet or the worldwide web has not merely become an important mass
medium in itself. It seeks to highlight the manner in which the new medium is exerting a profound influence
on existing media by making these more personal and participative.
The course would also consider the market-oriented, commercial considerations that impact the mass
media which is often perceived to be in contradiction to the role of the media in providing a public service.
The course would introduce participants to foundational works on the political economy of the media while
highlighting patterns of interface between media organizations and society. Specifically, the course would
look at the socially-constructed nature of news that challenges ideas and notions of news as being
something out there which is objective or value-free. It would highlight the power of the media in
ideological terms and the corporatization of the media. The course further examines the practical and
pragmatic implications for organizations and management professionals of the use of fast-changing
technologies for mass communications.
What is communication? What is mass communication?

The challenges of communicating across cultures
What is news?
Relative strengths and weaknesses of different mass media print, radio, television, cinema and the
internet
History of media technology: From the printing press to the I-pod
Comparing the media in developed and developing countries: the US and India
What is unique about Indias experience with television
The political economy of the media: Ownership patterns, convergence and consolidation
History of media ethics
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Reconciling ethics and commerce

Organizational practices in media industries
Linking culture and strategy: the cases of BBC and CNN
Coexistence of old and new media technologies
Media Convergence: How the internet is influencing the old media
Can newspapers survive? (Including a film show)
The future of the worldwide web: personal and participatory media
Coexistence of old and new media technologies
Case study of video-on-demand in Hong Kong
Freedom of Expression in the Age of the Internet: Legal issues concerning the media: censorship,
copyright and plagiarism
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Course General Commercial Knowledge
Instructor S Shanker (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
Effective management of Commercial Contracts is a daunting task requiring adequate and practical
GENERAL COMMERCIAL KNOWEDGE, more so in the current context of Globalization & E-Commerce. The
liberalization, privatization, globalization and the advancement in information technology have been
creating border-free trade regimes furthering the global competition.
To tackle the complications in trans-national trade & contracts, a host of International Institutions &
Conventions such as FIDIC, WTO, ICC, UNCITRAL, UNCTAD, WCO, WB/IMF, UN/EDIFACT, etc., have
introduced several rules, regulations and models for various types of Commercial Contracts. These are
intended to bring about uniformity in understanding of commercial contracts and international trade
issues.
Course Content (Indicative)
Overview of Commercial Contracts: Types & Kinds of Contracts.

Basic Concepts of Contracts / Sale of Goods, etc.
Contractual Risk Perceptions & Drafting of Good Commercial Contracts
International Commercial Terms (INCOTERMS 2000 & 2010)
COMBITERMS 2000 (Cost allocation under INCOTERMS)
Warranty, Guarantee, Condition, Essence, Performance etc.
Force majeure, Variations/ Escalations, Re-let, Risk-purchase
Practical Issues on Penalty and L.D
Arbitration & Dispute Settlement
Contracts involving employment and services
Contract Models: ICC, UNCITRAL, FIDIC etc.
Public Private Partnerships & Right to Information
Consumer Protection & Contracts
Negotiable Instruments - Letters of Credit - ICC UCP600/URC 522
Commercial Terminologies
Service contracts SLA, KPI, SOW
Insurance
Abbreviations: ICC: International Chamber of Commerce; UNCITRAL: United Nations Commission on

International Trade Law; FIDIC: Federation Internationale des Ingenieurs Conseils; WCO: World Customs
Organization; EDIFACT: Electronic Data Interchange for Administration, Commerce & Transport
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Course Inspired Leadership Through Personal Mastery
Instructor Gokul Kamath & DVR Seshadri (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
In order to lead others, we need to first understand ourselves at a deep level. Such understanding results
from a reflective mindset, which results in managing ourselves better. This culminates in personal mastery.
When a leader manifests personal mastery, he/she transforms to become an inspired leader. This course
focuses on these two related and important subjects, and is hence appropriately called, Inspired
Leadership through Personal Mastery, (ILPM for short).The course is deeply transformational and will
result in reinvention of ourselves.
The course will help participants to:
Understand that personal mastery, inspired leadership and reinvention of the individual are
interconnected. The course will help participants to embark on this journey, so as to transform
themselves into extraordinary leaders.
Help each participant to understand his/her individual personal frameworks and issues that hold
him/her back from achieving his/her full potential.
Develop a basic understanding of the concepts and frameworks of reinventing ourselves.
The course seeks to be truly transformational at a very personal level, in that it seeks to cause a permanent
shift in the consciousness of the participants.
This is an extremely reading-intensive course. The course is extremely demanding. It requires deep
reflection of each participants personal life journey. The course by its nature will involve considerable
discussion on philosophy and spiritual aspects of human existence, including considerable discussion on
the rich Indian spiritual and philosophical thought and its bearing on the various topics covered in the
course. Anyone who is allergic to these dimensions of life may please refrain from taking the course.
Module I: Recognising need for having a purpose for my life

o Taking ownership of my life, Building your lifes vision, Continually raising our internal bar, Inspired
Leadership
Module II: Mind its nature, power and potential
o Jettisoning the dysfunctional baggage we carry, Recognizing my lifes drama and the
dysfunctionalities that haunt me, Bridging the Knowing-Doing Gap, Discovering your Passion
Module III: Causes of Leadership Failure and how not to fall into that trap
o What kind of organisations you would like to create (envision)? What kind of leadership would you
like to embody? What would be your personal mastery? Mistakes to Avoid:
o Bad Leadership
o Indian-ness and working within the ecology
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Module IV: Towards Self-mastery

o Developing metrics for assessing our lives, Understanding defining moments, Self-Leadership,
What do we all seek in our lives?
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Course Real Estate Management
Instructor M S Nageshwar Rao (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
To enable participants to develop specialist knowledge in the domain of real estate management. While
the concepts will be applicable in various geographies, the focus of the course will be on the Indian
context.
To inculcate deep interest among participants in the real estate sector, to enable them to pursue
specialist career paths with good growth opportunities in this high-growth sector.
Enable participants to make informed decisions on behalf of their companies, in the real estate sector,
after taking into account the risks involved and the opportunities that are available.
Enable the institute to be a hub to attract real estate companies for placement.
Given that many management professionals are increasingly acquiring deep domain expertise in specific
verticals, this course has been designed specifically for participants to acquire deep knowledge of the real
estate sector. This course will equip the participants with the knowledge of the sector that is relevant to
the present day realities and the needs of the future. For other managers who may not be directly working
in this sector, deep knowledge of the real estate sector will be invaluable as they move into higher
management positions, since all industries have significant linkages to the real estate sector. The Course
faculty brings the unique combination of domain expertise and academic rigor to provide a rich and deep
understanding of the real estate sector in its entire vicissitudes.
Also, we would like to offer this course as a three-day executive education program for practitioners from
the sector. Such interaction will also strengthen the practical content of the Real Estate Management
course.
The broad sequence of the modules that will be covered in the course are:
An overview of the course and the sector, followed by discussion of the real estate ecosystem, In this
module we will also discuss how real estate sector is different from other industries, and hence why a
separate study of this sector is warranted
Economic theories and urban design principles
Property development process
Significant drivers of the real estate boom in India. These include: new policy guidelines that have
fuelled FDI into the Indian real estate space
Options for financing and valuation of real estate
Need for and importance of IT in real estate to better capture market information
Understanding the primacy of project development
Marketing of various types of real estate such as residential and commercial properties
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Importance of branding in real estate

Robust market intelligence systems in real estate
Business opportunities in real estate
Issues relating to social responsibility and ethics in real estate
The course ends aptly with a case that captures the life of a Harvard MBA in the real estate industry
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Course Business Continuity Planning
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The essence of business has remained the same over ages growth and its valuation. However, the volume
and complexity of data available to any business has increased phenomenally over the years. Traditionally
planning for continuity had been seen as a thinking ahead step for crisis management. However, in todays
connected world, where business houses invariably operate from dispersed locations, continuity is no
longer a concern to be handled during crisis situations alone. Both for a start-up and an established
corporate, continuity planning is intrinsically a functional area which takes care of the growth and valuation
of business as time passes. This course would aim at bringing in the essence of business continuity in this
new age perspective and realizing a systematic approach for the same vis--vis real life scenarios and cases.
Course Outline:
Decision making for planning Planning and Planning techniques; Formal models of planning; Decision
theory and Planning; Decision making through problem solving; Solving the THM problem
Business Impact Assessment Screening and Scoping; Incident flagging; Interventions for impact
assessment; Appraisal and sufficiency of net benefit/loss
Incident Response Temporality of reaction; SOS; containment and accuracy; Incident handler
Planning and Policy making for recovery and disaster management Ex ante and Ex post planning;
transparency and public accountability; stakeholder involvement; Inference reliability for policy
improvement
Learning Outcomes:
Use continuity planning as a growth valuation tool for a business

Bottom up and top down approach for continuity planning
Manage and ascertain the continuity of business and services in a crisis hit location with the help of
other functional locations of a business
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Course VBA for Spreadsheet Automation
Credit 1.0 Term VI
Pre-requisite Basic knowledge of computer programming
Maximum no. of 2
sections
Course Objective:
In this world of Apps, applications from the most trivial ones to the magnanimous ones are expected to be
distributable off-the-shelf across platforms. Thus, development of apps and plugins fitting our specific
business needs and enhancing our software systems with it draws unavoidable interest. Welcome to the
world of macros! this course will delve into Visual Basic for Applications (VBA) allowing automation of tasks
in Microsoft Excel and developing ActiveX controls and plugins from the macros.
Course Outline:
Macros in Excel Basics of VBA, Macro Recorder

VBA programming constructs Variables, range, objects, data types, decision and control structures
etc.
Functions and procedures in VBA Windows API, building modules and classes, referencing modules
across workbooks
Event handling in VBA The EDM (event delegation model) of VBA; capturing data from the web and
other applications into macros
Developing and deploying ActiveX controls and plugins from VBA macros
Learning Outcomes:
Automate spreadsheet tasks using macros

Develop ActiveX controls and plugins
Develop customized solutions for data analysis and decision making
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Course Text, Web and Image Mining
Instructor Vishnuprasad Nagadevara (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite Business Intelligence and Analytics
Maximum no. of
2
sections
Course Objective
This course is planned to provide participants with:
understanding of basic concepts and methods in text mining, such as document representation,
information extraction, text classification and clustering
the ability to use benchmark corpora, commercial and open-source text analysis and visualization tools
to explore interesting patterns in textual data
understanding of various techniques and algorithms (such as support vector machines) for advanced
text mining, text classification and clustering, opinion mining, and their applications in real-world
problems;
Knowledge of various components of web mining such as web structure mining, web content mining
and web usage mining
familiarity with the basic concepts involved in image mining including image processing and
classification
Given the large amounts of unstructured data flooding the Internet, mining high-quality information from
text and web becomes increasingly critical. The actionable knowledge extracted from text data facilitates
effective decision making in a broad spectrum of areas, including business intelligence, information
acquisition, social behaviour analysis and strategization. This course will cover important topics in text
mining, web mining and image mining leading to text and web analytics. Participants will also be exposed
to use of software for text and web mining. The course places emphasis on the use of techniques for
different aspects of text and web mining and strategization based on the mining results. In general,
exposure to each topic will be supported by a real life case study. In order to make the course more
relevant, and practice oriented, participants will be using the very popular analytics package, WEKA and
applying the techniques on different corpora (text databases).
Course Outline
Introduction to mining unstructured data

Introduction to text mining
Natural language processing and document representation
Classification and clustering techniques for mining text data
Sentiment analysis
Social media and network analysis
Introduction to web mining
Web structure mining
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Web content mining

Web usage mining
Click stream analysis
Image mining, Image processing and Image classification
Learning Outcomes
Mine and analyse the data from text data, web data and image data
Identify the appropriate techniques for analysing the data drawn from text, web and image sources
Extract sentiment from social media and strategize based on sentiment analysis
Use open source mining software package
Strategize based on the analysis of unstructured data
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Course Big Data Essentials
Instructor Anil Maheshwari (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite Business Intelligence and Analytics
Maximum no. of 2
sections
Course Objective:
To learn about Big Data, and key technologies - Hadoop and MapReduce.
Organizations have a big challenge in dealing with the growing volume, velocity, and variety of data. They
can choose to ignore it and be buried under the data, or they can actively engage and utilize it for
competitive advantage. Big data is, by definition, that which cannot be handled with at-hand data
management tools such as RDMBS. Hadoop provides a distributed architecture using commodity hardware
for efficient storage of web-scale data, as well for minimizing data movement during subsequent
processing. MapReduce provides a framework of parallel processing algorithms for web-scale data (sets
and streams) with limited resources in near-realtime. A few other related operating tools such as HDFS file
systems, HBase columnar database systems, Hive data warehousing system, and Pig programming
language, help complete the Big data stack. This is the Big Data stack used by web search engines, and for
generating real-time trending reports from social media streams, for example.
Big Data an Introduction

Big Data Analytics applications
Big Data Architecture Hadoop clusters
Big Data Storage HDFS, HBase and Hive
Big Data Processing MapReduce algorithms
Big Data Languages Pig, and Hql
Streaming Big Data Real-time processing
Big Data customization of Anlaytic algorithms (Trees, Clustering, Recommender)
Participants could be asked to do two projects: (a) they will be encouraged to explore opensource
frameworks around Hadoop and MapReduce. Each participant (or group of participants) can pick up an
Open-source project around Hadoop and give a demo/presentation on it. (b) They will create a simple
Hadoop cluster, and design efficient MapReduce algorithms to analyze streaming data.
Learning Outcomes:
Understand the context and framework for new Big Data Technologies
Understand Hadoop ecosystem of tools for organizing and storing data in clusters
Understand MapReduce framework for parallel processing to achieve fast results
Hands on experience of implementing a Hadoop cluster and MapReduce algorithms
Understand how data analytic algorithms should be modified for mining massive datasets
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Course Integrated Marketing Communications
Instructor Vidhya Srinivasan (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
This course is designed to familiarize participants with a wide range of managerial decisions in formulating
promotional strategy and management of the marketing communication process.
Central to it is keeping the core brand intact and using the various mediums to present the brand message
in a cogent integrated form, maximizing reach and returns.
It includes the process of advertising management using brand tenets and gives them an insight into various
creative and unconventional forms of marketing communication like public relations, sponsorships, word
of mouth and viral marketing.
Course Outline (indicative):
The Promotional Mix, Role of Marketing Communications in Marketing, Evolution and Importance of
Integrated Marketing Communication - The Communication Process, Behavioural Aspects of Marketing
Communication, Consumer response to persuasive communication
Planning and organising the Integrated Marketing Communication Processes: Concepts of STP,
Identification of the target audience, Establishment of Marketing Communications objectives, Setting
Marketing Communication Budget, Organising for Marketing Communications : Role of Ad Agencies and
other Marketing Communication organizations, Client Agency Relationship.
Creative Strategy - Understanding the Creative Development Process - Creative Tactics - Media Objectives
Strategy and Planning - Making the Progression from the Marketing plan to the Media Plan - Challenges in
Media Planning - India Media Scenario
Media Selection based on communication Objectives - Understanding Media, Print, Television, Radio, OOH,
Internet - Understanding Web 2.0
Other elements in Marketing Communications Strategy: Below the line Communications, Sales Promotion,
Public Relation, Event management, Publicity, Corporate Advertising, Direct Marketing, Personal Selling.
Monitoring and measuring the effectiveness of Marketing Communication Elements.
Learning Outcome:
At the end of the course participants will be able to plan and develop an integrated marketing
communications campaign. They will be taught to think and challenge established paradigms and bring
innovation into communication
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Course Customer Relationship Management
Instructor M.S.Nageshwar Rao and S Jyoti (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
Customer Relationship management which hogged the limelight at the start of the millennia has continued
to be the buzz word amongst businesses & academicians across the world. It has found its rightful place in
the competitive strategic imperatives of progressive companies helping them sustain and rake in the
additional profits while helping them focus on the customer as espoused by following quote by the father
of our nation.
A customer is the most important visitor on our premises. He is not dependent on us. We are dependent
on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider of our business.
He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us the
opportunity to do so. - Mahatma Gandhi
The exuberance that CRM is the solution to solve key organizational problems has now transformed into
an important field of study and practice due to the solidity of the CRM Concepts, Frameworks,
Methodologies duly aided by analytical & technological advancements. Customer Relationship
Management has gained massive following as the focus of Marketing shifted from Product Centricity to
Customer Centricity. Further, studies and research literature have demonstrated the economic sense of
identifying, retaining and mining existing customers through advanced processes in B2C and B2B Markets
and across other relationship spheres.
This has brought CRM and its management theory into the Board Rooms of large companies worldwide.
Following Large Scale Implementations of CRM and associated Solutions, The advent of the Digital age, e
commerce and digital solutions are again turning CRM on its head and reconstructing what it means to
serve customers.
This course envisages to inculcate deep interest among participants in the importance of Customer
Relationship Management and to impart specialized skills which can help participants to be of interest to
those companies with need for such skills
Course Outline (Indicative) :
Concept of Customer Relationship Management

o Criticality of Customer Relationships
o Explosion of CRM both in Marketing and IT
Conceptual Foundation of CRM
o Evolution of CRM
o Benefits of CRM
o Schools of CRM
o CRM Defined
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Building CRM Frameworks

o Process View of CRM
o Relationship Building as a Process
CRM in B2C Markets
o CRM in Product Markets
o Service Recovery
CRM in Services Industry
o CRM in Services
o CRM in Hospitality, Telecom, Banking and Airlines.
CRM in B2B Industry
o Characteristics of Business Markets
o Importance of CRM in B2B Markets
CRM - Key Account Management
o Need for Key Accounts
o Customer Management Life Cycle
E CRM Solutions
Sales Force Automation
o Data warehousing and Data Mining
o Campaign Management
o Sales force Automation
o Customer Service and Support
Loyalty Programs
Customer Satisfaction Surveys
NPS
Understanding Customers
Contact Centers An Understanding of Strategy, Structure, Metrics
Challenges in CRM Implementation
ROI From CRM
What Doesnt Work in CRM
Customers increasing Role in CRM
CRM vs CMR
CRM in the Digital world
o Instant Feedback,
o Enabling the Customer to manage their service
Relevance of CRM going forward
o Digital Generation
o Impact of SMAC
Learning outcome
To inculcate deep interest among participants in the importance of Customer Relationship Management.
To equip them with deep with understanding of emerging CRM ideologies, implementation strategies and
challenges. Be a destination for specialized CRM skills that can attract companies with need for Customer
Relationship Management Skills.
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Course Creative Problem Solving Techniques
Instructor Rohit Joshi
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
In today's highly competitive milieu, adopting innovation to occupy a prominent position is a must for
companies. Creative ideas do not suddenly appear in people's minds for no apparent reason. Rather, they
are the result of trying to solve a specific problem or to achieve a particular goal. Albert Einstein, Leonardo
da Vinci, Thomas Edison and other creative geniuses did not wait for ideas to strike, rather that were the
result of a huge amount of mental problem solving trying to close a discrepancy between the problems and
as they were understood at the time. This means that Managers and anyone else who solves scores of
problems daily, must adopt methods of solving problems that yield tangible results. This course is designed
with that objective in mind.
This approach has been formalized as Creative Problem Solving (CPS). CPS is a simple process that involves
breaking down a problem to understand it, generating ideas to solve the problem and evaluating those
ideas to find the most effective solutions. Highly creative people tend to follow this process in their heads,
without thinking about it. Less naturally creative people simply have to learn to use this very simple process.
The CPS course is designed to provide an understanding of problem solving and creative process in a
systemic framework.
The specific learning objectives can be listed as to:
To define creativity, identify the creative process, and demonstrate that creative skills can be enhanced.
Identify key problems, their root causes, structure them, grasp the creative process and appreciate the
use of divergent thinking in open ended problems.
Imbibe the value of looking at problems from opportunity perspective.
Apply Creative Problem Solving techniques for idea generation and structuring in a systematic manner.
Utilize creative techniques in real-life contexts such as competitiveness, e-biz, entrepreneurship,
innovation, knowledge management, learning, quality.
The Course is designed into following three modules:
Module 1: Opportunities/Problems Structuring, Creativity and Idea Generation
Opportunity and problem finding: Osborne/Parnes Approach

Problem Structuring
Perspective of Creativity; NGT, Brainstorming, Context: integrating theme/emerging industries
Idea Generation techniques: Attribute listing, Morphological analysis
Divergent Techniques Synectics
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Module 2: Idea Structuring: Tools and Techniques
Idea Structuring: Graphical tools, ISM, Relationship exercise

Flexible System Management, SAP LAP Analysis, Flexibility Influence Diagram
Scenario Building, Harva Method
Module 3: Cases, Application and Practitioner Perspective
Option Field/ Profile Methodology, Individual and group Creativity, TRIZ,

Creativity Application in Business: Various Domains of Management
Learning Outcomes:
After completing this course, you should be able to:
Recognize and overcome barriers to using Creative Problem Solving in management practices and
decisions.
Make better decisions through critical thinking and Creative Problem Solving
Adapt to different thinking styles in group and team environments
Recognize and remove barriers to creativity to foster an innovative work environment
Systematically analyse a target problem
Transform your creativity into practical business solutions
Develop a strategic plan for incorporating creative problem solving into an organization.
Every problem contains the seeds of its own solution
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Course Strategic Inventory Management
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
The goal of this course is to prepare participants to making managerial decisions regarding strategic ways
to manage inventories. This is a course which contains quantitative and qualitative aspects of inventory
decisions. Participant have to use some quantitative and strategic thinking in this course. Case studies will
be used frequently to understand practical aspects of topic covered in the course. Excel solver will also be
used wherever required.
Introduction to Inventory Models and Its relationship with other disciplines

Measuring Inventory costs and system-efficiency.
Inventory models under constant demand
Inventory Models under changing demands.
Managing inventory under several situations: constraints, perishability and disruptions
Static and Dynamic Probabilistic inventory models
Managing inventory in Humanitarian and Disasters situations.
Inventory management under risk
Stakeholders in Inventory Managements and their roles in inventory decision.(Coordination in
inventory systems through profit and risk sharing)
Sustainability in inventory systems and recent trends
Learning Outcomes:
On completion of this course, learners will be able to:
Use different methods of stock valuation to manage stocks and costs related to stocks
How strategically manage inventory in Humanitarian and Disasters cases.
Recognize the need for safety stock and its impact on service level
Identifying various business situations and their adaptation in inventory policy
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Course Managing Supply Chain Risk: Theory and Practices
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
With their increasing dimensions and turbulent market environment, supply chains are becoming
vulnerable to uncertainties and risks in the supply, monetary and communication disruptions having an
adverse ripple effect on organizations. Keeping these facts in mind, this course will provide the
understanding of importance and various aspects of supply chain risk and develop risk-centric decision
making. Case studies will be used frequently to understand various topics covered in the course. Excel
solver may also be used wherever required.
Defining Risk and its role in Supply Chain Decision Making

Detection and Analysis of Supply Chain Risk
Control and Mitigation of Supply Chain Risk
Models for Supply Chain risk
Approaches of managing Risk in Supply chains
Mitigating Supply Chain Disruptions: Cause oriented and effect oriented approaches
Risk Sharing in Supply Chain
Business Continuity
Role of flexibility in supply chain risk
Supply Chain Security
Learning Outcomes:
Understanding criticality of Supply Chain Risk.

Understanding Supply Chain Risk Management key practices and determine sufficiency.
Understand the likelihood and the consequence of insufficient SCRM practices.
Knowing Proactive and Reactive strategies in Supply chain risk.
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Course Distribution and Logistics Management
Instructor Sanjita Jaipuria and Krishnan Natarajan (Guest Faculty)
Credit 1.0 Term VI
Pre-requisite
Maximum no. of 2
sections
Course Objective:
The objective of this course is to provide the participants with a good knowledge on logistics management
and how this course can be related with the organization and their business needs. This course objective is
to
discuss importance of logistics management and different issues in managing logistics
discuss the importance and impact of logistics performance on an organization
discuss the different activities in logistics management
introduce the international logistics
Introduction to logistics management

Integrated logistics and the supply chain
Inventory and the supply chain
Logistics management problem
Warehousing and storage
Material handling
Cold Chain Logistics
Transport Decision
Customer Service Goals
International logistics
Barrier to internal integration
Transportation managing flow of the supply chain
Reverse Logistics
Best practices in logistics
Measuring logistics and performance
Managing global pipeline
Green logistics way forward
Leading edge logistics Role of IT, Emerging Trends
Learning Outcomes:
After completing this course, participants should be able to:

Develop solution for different logistics functions issues
Better manage the logistics operations
Develop strategic, tactical and operational plan to overcome different barriers to manage logistics
operations
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Course IT Strategy for Business
Instructor Debasisha Mishra
Credit 0.5 Term Term VI
Maximum no. of 1
sections
Course Objective:
This course provides a comprehensive approach to IT strategy for Business. Currently the IT is gaining more
and more importance in business strategy. This course will enable the students to develop insight into
formulating IT strategy to run the business.

Components of IT infrastructure.
IT influence on business environment and organization.
Formulating IT strategy and investment considering your business scenario.
E-commerce strategy adaptation for business.
E-Commerce strategy for various different kinds of business like construction, insurance etc.
IT strategy for retail business.
IT Strategy for ERP implementation.
IT strategy for IT and Non-IT companies.
IT strategy in various scenarios
It strategy for mergers and acquisitions.
Learning Outcomes:
This course will give students a brief idea about the ways to use IT for business to gain competitive
advantage in the real life.
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Course Strategic Insights Into Consumer Goods And Shopper Behaviour
Instructor K Sunil Chandran and Suryanarayana Valluri (Guest Faculty)
Credit 1.0 Term Term VI
Pre-requisite Strategic Management and Marketing Management
Maximum no. of 2
sections
Course Objective:
This course aims to provide the participants with an in-depth knowledge of the FMCG Industry and the
science behind Shopper behavior. At the end of the course, participants will demonstrate an understanding
of the following.
Deep dive into the FMCG industry in India and Internationally.

Sales & Distribution in the FMCG Industry.
Branding and Positioning in the FMCG Industry.
Science of Shopping
Shopper behaviour in different channels.
Integration of Shopper behaviour into Retail Strategy.

Introduction to the course and setting expectations.An understanding of the FMCG industry, Strategic
choice in the FMCG Industry, Leveraging Marketing Capabilities, Growth challenges in the FMCG Industry-
analysing Product extensions, Acquisitions and New Product development initiatives, Insight into how a
Brand moves into being a Superbrand in the FMCG category, Differentiation in the FMCG Industry:an Indian
perspective, Bottom of the Pyramid:How to create value for low income or rural customers?, Channels of
distribution and the role of each player, Importance of secondary sales and trade inventory, Retail Strategy
:A strategic model in retailing, Competitive advantages in Retailing and Category Management, Structure
of Retail in India and Retail Formats, Category Captaincy.
Learning Outcomes:
Participants will be familiar with the working of the FMCG Industry and the relevance of Shopper Marketing
covering the following.
A strategic overview of the FMCG industry from a sales and marketing perspective.
Relevance of a branding strategy and significance of strategies followed by some key players.
Detailed understanding of the channels of distribution in the FMCG industry and the relevance of
players in the distribution channel. Management of some of the key players in the channel.
Product positioning and impact of the same on brand/product extensions and on new product
introductions.
Relevance of packaging and product placement in shelves on sales in the FMCG industry.
Importance of secondary sales and the impact of inventory levels on profitability of the key players in
the distribution channel.
Strategy in retail.
Structure of retail and types of retail formats.
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Shopper as different from a customer.

Sources of competitive advantage in Retail.
Process of category management and planning as also product placement in the retail shelves.
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Course Management and Liberal Arts
Instructor Ramnath Narayanswamy (Guest Faculty)
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objectives:
To highlight the key learnings from the discipline of Liberal Arts for enrichment of the field of
Management
To expand the horizons of pedagogical methods by incorporating inputs from Theatre, Films etc.
To ignite the creative faculties with insights from creative masters in the domain of Arts, Literature,
etc.
To develop our right brain faculties and lateral thinking ability
To enable problem solving by being able to think out of the box
The present course draws inspiration from the recent work and teachings of some renowned management
academics like Prof. Joseph L Badaracco Jr. of Harvard Business School and Jim Maarch of Stanford Business
School who had been successfully experimenting with teaching Ethics and Leadership from Arts and
Literature. At a time when structured management curriculum sometimes gets stuck in the unintended
vortex of linearity of thinking and binary logic, this course exposes the participants to new ways of thinking,
living and learning for effectiveness in our work and life, relationships and communication.
Learning Outcomes:
The course will help evolve a holistic vision of management thinking and our leadership roles by developing
a balanced approach to life and work by way of understanding the mutually enriching relationship between
Management and Liberal Arts
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Course Rural Marketing
Credit 0.5 Term VI
Pre-requisite
Maximum no. of 1
sections
Course Objective:
1. To understand basic concepts and emerging perspectives of rural marketing

2. To assess the rural market potentials and opportunities
3. To analyse the rural consumer behaviour and preferences
4. To assess the challenges of successful rural marketing
5. To share the best practices and experiences in rural marketing.
Module I. Rural Market the New Horizon
Understanding Rural Economy

Understanding Rural markets, their Evolution; Characteristics;
Drivers of Rural marketing,
Analysing Rural market opportunities and challenges
Module II. Rural Marketing Insight
Understanding Rural Consumer;

Rural vs. Urban;
4As Approach in Rural market
Rural Market Research
Module III. Rural Marketing Design and Strategy
Marketing Mix for rural marketing,

Pricing methods & Strategies
Promotion Strategies
Product distribution Strategies
Module IV. Agricultural marketing Applications
Marketing of Agricultural produce;

Marketing of Agricultural inputs and outputs
Marketing of Rural Industry Products,
Marketing of Services
Module V. Cutting Edge Innovations in Rural Marketing
Marketing Innovations
Real Life Learning Experiences
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ICT in Rural marketing

Future of Rural marketing
Learning Outcomes:
The participants will be able to understand and enhance their knowledge base and skills in rural marketing,
especially in:
The new horizons in rural marketing, and supply chain management;

Rural Consumer behaviour and preferences; and
Experiencing best practices in rural business.
It is expected that after completion of this course the participants will be able to plan, implement and
manage the rural marketing issues of any business organization.
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Course of Independent Study
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Course of Independent Study (CIS) Process of Allocation
The broad list of CIS Topics from various functional areas including the name of the supervisor is listed in
next page. These are only indicative topics, and can be fine-tuned based on the interest of the participant
taking them up.
The interested participants will have to submit a CIS proposal, based on the aforesaid list, to the concerned
supervisor, with a copy to the PGP Office, within a stipulated date. This date will be informed in due course,
but will be before the process of elective course selection. The participants may consult the concerned
faculty member for any clarification regarding the topic and scope of work.
Once the proposals are submitted, the concerned supervisor will make the final decision about acceptance
of the proposal, and will inform the same to the PGP Office. The PGP Office will, in turn, inform the same
to the concerned participants.
The participants whose CIS proposal gets accepted will need to bid for one credit less of elective courses
during the auction process for the latter. They would consequently have 100 points reduced from their
initial endowment of points, i.e., they would have 1900 points instead of 2000 point at the start of the
auction process.
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Indicative Topics for Course of Independent Study (CIS)
Anurag Dugar
Product vs Service Advertising

Arindum Mukhopadhyay
Effect of plastic money and E-Wallet in Supply Chain Management: National and Global Perspectives
Operations and Pricing strategies for the Bottom of the Pyramid markets
Basav Roychoudhury
Social Media Analytics to decipher information from social media conversations (The participant will
need the knowledge of computer programming to take up this study)
Harsh Vardhan Samalia
Study of Digital Copyrights impact on Indian Bollywood Industry

Exploring factors impacting adoption of technology for cashless transactions on bottom of pyramid
Keya Sengupta
Stock Market valuation and Companys Investment Decision

Impact of corporate tax on investment decision of a firm
Khanindra C Das
BRICS economic integration: Scale, drivers, and implication for MNCs

Mousumi Bhattacharya
The relationship between risk, return and trading volume in Indian Stock Market.
How efficient are Indian Stock Markets?
Natalie West Kharkongor
Impact of Demonetization of 500 and 1000 Rupee Notes

Building & Construction Waste and its Effects
Neelam Rani:
Cross-Border Acquisitions/ Mergers and Acquisitions in High Tech Industries of Indian Companies
Study on Investors Sentiments
Rohit Dwivedi:
Costing for Human Resource Development

Costing for Negative Behavior at Workplace
Rohit Joshi
Agri-supply chain management

E-fulfillment and multi-channel distribution in Indian Context
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P Saravanan
Economic crimes in India: An Empirical Investigation

Corporate Governance Practices in Family Firms and Value Creation
Sanjita Jaipuria
Logistics issues in bakery supply chain

Santosh K Prusty
Pricing and Revenue Management in e-Commerce Business

Business Dynamics of Start-up Firms
Sarad Nath Bhattacharya
US stock market's influence on Emerging Stock Markets

Predictability in Commodity and Energy Markets
Shankar Purbey
Reverse logistics issues in ecommerce business

Analyzing customer complaints for service recovery
Sonia Nongmaithem:
Gender Issues and the modern Indian Workplace

Training and Development
Tapas Kumar Giri
Livelihood Development of Rag-Pickers in Shillong

Ecotourism Imperatives in North East India
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Guest Faculty Profiles
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Abhishek Kumar Singh is a qualified engineer with B.E. from R.V. College of Engineering and M.S. from New
Jersey Institute of Technology, in addition he is an alumni of PGSEM (Post Graduate in Software Enterprise
Management) from Indian Institute of Management Bangalore. He has over 14 years of experience in
engineering, marketing, sales and business in the private sector. Currently he is working in the role of
a Business Leader in the Aerospace and Defense industry.
Achal Raghavan is a Strategy and Business Excellence Consultant, currently engaged in consulting, teaching,
executive education and writing. He consults in the areas of strategy, business excellence and ethics. He
has 32 years of work experience in automotive and engineering industries, including 11 years at the level
of Board of Directors; plus 9 years in teaching and consulting. He has in-depth knowledge of different
cultures and business practices worldwide. His specialties include Strategic management, international
business, green business management, B2B marketing, M&A's, ethics and governance, executive
education.
Anil K. Maheshwari brings over 25 years of rich work experience in IT industry and academia. He did his
B.Tech from IIT Delhi, MBA from IIM Ahmedabad & PhD from Case Western Reserve University. He is
currently teaching at Maharishi University of Management, Fairfield, IA . Prior to coming to the US, he
worked in India for over 7 years, including working at Wipro Infotech and running his own IT consulting
company. His areas of interest include Emerging Technologies, Data Analytics, Organizational Learning,
Organizational Development, and Trust.
D V R Seshadri has 15 years of industry experience in senior positions in petroleum refinery, pharmaceutical,
manufacturing and software & multimedia sectors and 15 years of teaching experience in various premier
institutes. He is a Fellow from IIM Ahmedabad, Master in Engineering Science from University of California,
San Deigo and BTech from IIT Madras. He has led multiple corporate training sessions for India Top 50
companies (including Tata Group, Larsen & Toubro, Infosys, Siemens, Apollo Hospitals), international
companies (including in Sultanate of Oman, Dubai, Thailand) as well as state and central governments
G V P Rajan is a keen strategist with the flair for designing and implementing innovative strategies and HR
Interventions for accelerated growth of the organization. He has more than 9 years of experience in
handling HR issues pertaining to large organizations. He has done post-graduation in Psychology from
Allahabad University, and started his career in NTPC, where he worked in various HR roles spanning diverse
areas - performance management, rewards, administration, industrial relations, training, TQM, welfare,
employee benefits, CSR, education, public relations, OD interventions and various HR initiatives. After
completing his PGDM (Strategy) from Indian Institute of Management Lucknow, he has moved to Strategy
Consulting. He has handled consulting assignments for a State Power Transmission Utility for restructuring
of their organization structure, growth strategies and development of HR systems and policies. He has
helped develop HR strategies for organizations in appraisal processes, selection processes, compensation
and benefits, career development, communication strategies, change management plans etc.
Himanshu Vashishtha is a Market researcher with 18 years of experience with a masters degree in
Communication from MICA, India. In his previous avatar, he was MD, Nielsen Middle East And Africa. In the
role he managed a team of over 1200 people across Middle East and African markets. He is currently CEO
of SixthFactor consultancy, a new age market research firm providing clarity to clients for profitable
decision making.
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Jyoti S is an independent IT operations consultant focused on the Banking & Financial Services Industry. Her
professional career transcends across Public Sector Banks to Multinational Banking Corporations. Her
expertise encompasses managing multiple business owners across the designated portfolio and generate
demand pipeline of opportunities in growing business. She has rich hands on experience in managing
critical internal customers in captive business units to dealing with external customers with P&L
responsibilities. She has played leadership roles in customer relationship process and program
management domains in on site & offshore assignments. She has also been part of key account
management and large team management teams both in captive and outsourcing set-up. Her diversified
experience includes working in start-ups and large multi-national companies. Jyoti has had an illustrious
career spread over 18 years in multiple organizations in start up, matured & high growth modes primarily
focused on Customer Relationship Management area. Some organizations Jyoti has associated with are
Can Bank computers, Deutsche Bank Operations, iGate Global Solutions Ltd & ANZ Operations Technology.
K Sunil Chandran is a senior consultant with three decades of prior business experience. A strong peoples
person, most of his career has been in leading large teams. His initial experience was in Sales and Marketing
in a competition intense industry. At a very young age he became the Head of Sales and Distribution for a
national brand. Having gained rich experience in established industries, his yearning to traverse the less
trodden paths which would contribute to his existing repertoire of skills saw him moving into the very
nascent Retail Industry. He was instrumental in setting up and stabilizing the business with one of the first
organized players of the Retail Industry in India. He was the COO when he left Foodworld to join Reliance
retail in setting up their operations. He was subsequently the COO with Aditya Birla Retail managing the
supermarket operations (Pan Indian network of close to 700 stores)
Kaushik Bhattacharya hold an MBA from Johnson School, Cornell University and is a management consulting
professional with 18 years of experience, much of it with Big 4 firms at Fortune 500 clients. He has worked
on projects at various industries, namely Insurance, Finance, Telecom, Utilities, Oil & Gas, Pharmaceuticals
and Healthcare. He is currently with KPMG in India. Before that, Kaushik has worked with firms like EY USA,
IBM Global Business Services USA, Deloitte Consulting USA, and PwC India. At EY, Kaushik led the BI practice
at EYs North East Subarea in USA. Also at EY, Kaushik was one of the founding members of the Cloud
Advisory Practice in North America and was recognized for excellence in a firm wide innovation challenge
for developing new service offerings. At KPMG, Kaushik is a member of the firms Data & Analytics
leadership team and leads its Center of Excellence nationally. Kaushik is an executive committee member
of the Data Science Foundation and a member of the NASSCOM/BIS appointed group on Big Data standards.
Krishnan Natarajan - Operations & Supply Chain Management professional, with over 40 years of rich and
varied industry experience in reputed MNCs (HUL, P&G, Pepsi Foods, Thomas Cook) & Indian MNCs
(Mahindra & Mahindra & Arvind Mills) in senior roles in SCM, Strategic Sourcing, Commodity Buying,
Incoming Quality, Contract Manufacturing and Strategic Cost management. Teaching experience in last 6
years, as a visiting faculty in management institutions, which include Amrita School of Business, BIM Trichy,
Narsee Monjee-Mumbai, FLAME School-Pune and IIM-Udaipur. Guest faculty at IIM Lucknow and Co-
faculty for MDP Programs at I.I.M, Ahmedabad.
L. R. Natarajan is a multi-faceted executive, with a total of over 35 years of experience, who has worked in
a number of industries, spanning from Agricultural, Engineering, Automotive, Consulting, Manufacturing,
Retailing of Consumer Goods and Services. Originally trained as a graduate automobile engineer from the
Madras Institute of Technology, he expanded his professional profile into many business and process
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management areas including lean flow manufacturing, Theory of Constraint, leadership development,
organizational innovation development, business turn-around and disruptive innovation.
M. S. Nageshwar Rao has over 22 years experience in Engineering plastics, Polyester, Construction
materials, Construction Equipment and in the Real Estate sector. After working with a highly reputed real
estate and construction giant in India for over 10 years, he became an entrepreneur setting up
organizations that specialized in real estate consultancy, interior design and execution. During this journey,
he assisted multiple property development companies to set up real estate operations in Bangalore. In his
experience spanning over two decades in estate sector, he has worked closely with the top anagement
teams and the customers of major property development companies. He is a civil engineer from UVCE
Bangalore and is an alumnus of IIM Bangalore where he completed his residential long term executive
management certification program.
Madhumita Chatterjee was till recently Director of (IFIM) Business School in Bangalore. She has done her
PhD on CSR and her book on CSR has been published from Oxford University Press. At present she is acting
as a partner in an NGO in Bangalore.
Mahesh Deshmukh. a trained psychologist, holds a BA in Psychology and an MA in Industrial Psychology

from Pune University; an MSc in Management from the National University of Singapore; and a Ph.D. in
Applied Psychology from the Indian Institute of Technology Bombay. He is recognized as a change
management, talent management & organization development professional with extensive experience in
the design and implementation of Assessment centers, Development centers, Senior level executive
assessments & development, Job analysis and competency design projects, Leadership development and
executive coaching. He is an experienced trainer in the areas of Interview and feedback skills, Performance
appraisal, Personality questionnaires, Ability tests, and Communication. His 19 years of HR experience in
both industry and consultancy spans across private sectors including Financial services, Manufacturing and
Information technology as well as through restructuring projects in NGOs. He has Level I & II certification
from SHL, a trained senior assessor with DDI, a master trainer with Hogan Assessments and holds the
highest level of certification from Centre for Creative Leadership.
N. Gogul Kamath, with a total of 30 years experience in areas of Sales, Channel Management, Recruitment,
Training and Management functions, he has taken into being an Independent consultant and visiting faculty
at various institutions. His areas of interest include Sales and Distribution Management with a deeper focus
on Selling Skills and Leadership through Personal Mastery.
Niladri Roy is an ACA, Chartered Accountant, and has been a consultant with multinationals, promoter
driven Indian companies, global conglomerates, in the areas of Business Transformation, Organization
Redesign and HR Function Effectiveness. In the last couple of years have consulted with Leadership teams
in Chemicals, Textiles, Auto Components, IT Products, IT Services, Financial Services (Banking and Life
Insurance), Engineering Services.
Paranjoy Guha Thakurta is an independent journalist and an educator. His work experience, spanning over
36 years, cuts across different media: print, radio, television and documentary cinema. His main areas of
interest are the working of the political economy and the media in India and the world, on which he has
authored/co-authored books and directed/produced documentary films. He had his education at St.
Stephens College, University of Delhi (1972-75) and at the Delhi School of Economics (1975-77) in the same
121 | P a g e
university from where he obtained his Masters degree in Economics. He started his career as a journalist
in June 1977 and has been employed with various media organizations.
Parikshit Charan is working as an Assistant Professor in IIM Raipur. He obtained his PhD from department
of Management studies, IIT Delhi. He has more than 8 years of work experience and published five papers
in International Journal and presented more than thirty papers in international conferences. For detailed
CV one may visit: http://www.iimraipur.ac.in/pdf/pcharan.pdf
Pradeep Racherla holds PhD in Business Administration, Fox School of Business, Temple University,
Philadelphia and is the Director of Aspiron Consulting Ventures. His research and teaching interests include
Digital and social technologies; Ecommerce/Mobile marketing and analytics; Marketing strategy;
Information technology and business value; Entrepreneurship & Business Model Innovation. His recent
projects have been with the organizations like Opera Software (Mobile Marketing and analytics),
Flipkey.com (part of TripAdvisor.com) (Online word of mouth/consumer behavior), Philadelphia Wireless
initiative (Consumer Technology adoption), Lockheed Martin (Social networks and employee engagement),
Amarillo civic center (customer satisfaction), Harrington Medical Center (Economic impact), Philadelphia
Franklin Institute & Museum (Visitor satisfaction),
Raja Roy holds Ph.D from University of Pittsburgh, Master of International Business from IIFT, New Delhi,
BE from Jadavpur. He is an Assistant Professor, College of Business and Management at Northeastern
Illinois University, USA. Prior to moving to the States he was with CESC Ltd (RPG Enterprises) and with
Hindustan Unilever Ltd.
Rajesh Pandit has overall experience of over 20 years. He has been training senior corporate professionals
in Production, Sales, Marketing and Customer relationship areas. His consulting clients include e Aditya
Birla, Robert Bosch, Ceat Tyres, Tata Steel, Tata Motors, Tafe and Provident Housing. His experience spans
across pre-sales, client acquisition, key account management, delivery and operations management,
strategic planning and vendor management and customer relationship management with highly reputed
global organizations. He worked in Infosys for 9 years during the formative years of the organization; was
head of Western Region in US at iGate for 3 years and was head of partner management and strategic
planning office at Fidelity Indias captive unit during his stint at Fidelity for close to 5 years. In his last role
at HP, he was heading the delivery of professional services organization attached to HPs software product
business in India.
Ramnath Narayanswamy is an eminent Professor of Economics and Social Sciences. IIM Bangalore with
several noteworthy publications to his credit.
S. Shanker by qualification has a degree in Commerce, a degree in Law and two PGDs (One in HR and the
other in International Business). He brings a rich multi-functional, multi industrial experience of 25 years.
He started his career with Shaw Wallace in the commercial Department, managing the supply chain and
indirect tax function of the detergents factory. Subsequently he moved on to join Hindustan Unilever in the
retail and institutional trade. He was with HUL for a decade and then took a sabbatical to pursue a PGD in
International Business. On completing his PGD in International Business, he joined ECOLAB an American
Chemicals company as their Head of Sales for India. He then joined AVON an Infrastructure Management
Company as General Manager - Business Development & Operations for India.
Subhash Sharma is the Director, Indus Business Academy (IBA), Bangalore and Noida. A Fellow of IIMA he
has been an eminent author of several books on East-West Perspectives of Leadership.
122 | P a g e
Suryanarayana Valluri is an independent consultant with over 24 years of experience in the IT & Telecom
Industries. He holds a B.E (ECE) degree from Osmania University and a Post Graduate Diploma in Business
Management from XLRI with specialization in Marketing and Systems.
Tara Shankar Shaw , a Ph.D in Economics, State University of New York at Buffalo, Buffalo, NY, is currently
teaching at IIT Bombay and his primary interest is in applied economics. He works in applied labor
economics and corporate organizational theory. He had taught at University of Buffalo worked at Alfred
University as an Assistant Professor. He had also been ad visiting faculty in the business department of
Singapore Institute of Management, Singapore. His specialties include Applied Microeconomics, Labor and
Demographic Economics, Corporate Organizational Behavior and Econometrics
V. Nagadevara obtained his doctorate in Economics and Operations Research, and also worked at Iowa
State University. His current interests are Data Mining techniques and applications, application of
Operations Research Techniques, Project Management, Project Evaluation and Information Technology
applications. He has carried out many research and consultancy projects for various organizations such as
UNDP, NABARD, Government of India, Central Silk Board, Government of Karnataka, Karnataka Housing
Board, NCDC, Wipro, PSC, Powergrid, ETA (UAE), Wise Scope Technologies (UAE), etc. He has also published
a number of articles in India and abroad on Data Mining, Applications of Statistical Methods and Operations
Research techniques.
Vidhya Srinivasan has two decades of learning in Image Management and Brand Building Strategy and
Implementation, Key account management, Business Development, Budgeting, Resourcing, Training and
retaining teams in my career in Advertising and PR firms. Her goal is to use all this experience to make a
difference to the society especially the less privileged. Her specialties include Communication Strategy,
New Business Development, Networking, Training and Mentoring. She holds PG Diploma in PR and
Advertising and Law Degree from Mumbai University and currently she manages Sarara - a boutique
consulting firm in Marketing Communications.
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Notes
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MathFinance AG Gold Medal

For the award of MathFinance AG Gold Medal for securing the highest marks in quantitative finance courses,
the following courses will be considered:
Investment Banking and Business Valuation

Security Analysis and Portfolio Management
Fixed Income Securities
Financial Engineering
Integrated Treasury and Risk Management
International Finance
(End of document)
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Elective Courses - PGP (2016-18)

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List of Elective Course for PGP (2016-18)

Course Course Title Instructor Credit Term Pre-requisite Maximum no.

EBS117402 Designing Compensation Management Rajan GVP (Guest Faculty) 0.5 IV 1

EBS117403 Decoding Organizational Pathologies Rohit Dwivedi 0.5 IV 1

EBS117404 There is an end to this road: Deconstructing Rohit Dwivedi 0.5 IV 1

EBS117405 The Irrational Consumer Himanshu Vashishtha 0.5 IV 1

EFA117401 Investment Banking and Business Valuation Naliniprava Tripathy 1.0 IV 2

EFA117402 Security Analysis and Portfolio Management P.Saravanan 1.0 IV 2

EFA117403 Corporate Banking Guest Faculty 1.0 IV 2

EFA117404 Fixed Income Securities Sharad Nath 0.5 IV 1

EIS117402 Enterprise Resource Planning Achyanta K Sarmah 0.5 IV 1

EIS117403 Marketing of IT Pradeep Racherla (Guest 1.0 IV 1

EMK117402 Brand Management Anurag Dugar 0.5 IV 1

Course Course Title Instructor Credit Term Pre-requisite Maximum no.

EOP117402 Pricing Analytics and Revenue Management Santosh K Prusty 1.0 IV 2

EOP117403 Project Management Shankar Purbey 1.0 IV 1

EOP117404 Business Forecasting Sanjita Jaipuria 0.5 IV 2

EOP117405 Operations Strategy for Competitive Arindum Mukhopadhyay 1.0 IV 1

ESE117401 Corporate Social Responsibility: Madhumita Chatterjee 0.5 IV 1

EBS117502 Talent Assessment and Management Mahesh Deshmukh 0.5 V 1

EIS117502 Business Intelligence & Analytics Basav Roychoudhury 1.0 V 2

EOP117503 Consulting Through Business Modeling Santosh K Prusty 1.0 V 1

EGM117604 Real Estate Management M S Nageshwar Rao 1.0 VI 2

EOP117604 Distribution and Logistics Management Sanjita Jaipuria and 1.0 VI 2

Enrollment for Elective Course: Rules and Procedures

bimi, where mi is the reserve price for the course;

1. list of successful bidders per course

Determination of Clearing Price

Illustration for the case r>t

121, 156, 211, 105, 102

Illustration for the case rt

121, 156, 211

Enrollment requirement for elective courses to be offered

Elective Courses Offered for PGP (2016-18)

Course Code EBS117401

Course Outline (Indicative):

Course Code EBS117402

To study various elements of compensation system

Course Code EBS117403

Couse Outline (Indicative)

Theoretical and Methodological Foundations to Understand Organizational Pathologies

Course Code EBS117404

Couse Outline (Indicative)

Course Code EBS117405

The course would aim to achieve the following:

To provide an overview of the various concepts in Behavior Economics and Neuromarketing

The myth of Rationality: The Two Systems

Course Code EEP117401

Introduction to Macroeconomic Policies

Course Code EFA117401

Course Outline (Indicative):

Introduction to Investment Banking Valuation

Course Code EFA117402

This course is designed with the following objectives:

Course Outline (Indicative):

Understanding the Investment Environment Asset Classes and Financial Instruments

After completing the course, participants will:

Course Code EFA117403

To enable participants t o appreciate business of banking in general and Corporate Banking in

Commercial Banks in India Organizational Structure, Size, Operations and Growth

Course Code EFA117404

Course Outline (Indicative):

Bond market designs, terms and conventions