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Course Objective
The objective of this study is to understand the concepts of Corporate Governance,
Business Ethics, Corporate Social Responsibility and related areas. This study will
provide insights into the above areas by way of case studies as well as other related
documents.
The areas of corporate governance are vast and the field is evolving and rediscovering
itself. There are some aspects which are regulated and required under law, while others
which are voluntary. This course will delve upon the following areas:
The Global and the Indian context of Corporate Governance. Evolution of CG.
The Regulatory imperatives of Corporate Governance.
Risk management and its relevance to CG.
Corporate Social Responsibility and how it links to the organizational culture and
Governance. How employees and management participate in CSR
Sustainability and how CG and CSR act as the pillars of Sustainability.
Business Ethics and its relationship with the individual Ethics. Understand what
is an Ethical Dilemma? Understanding Trust in the corporate perspective.
Most of the areas will be covered by way of handouts, case studies and assignments,
which will be handed over in the class.
There will be a few sessions which will have specific subject matter experts or persons
who have focused insights into these areas. These sessions are meant for sharing/
exchanging views and getting a more practical insight into the aspects. These will be
scheduled based on availability of the respective experts and classrooms.
Outcome
At the end of the study the student should be able to appreciate why corporate
governance is relevant and what are the relevant principles, processes and challenges.
The student should be able to understand business ethics and the ethical dilemma.
Broad Scope in Six sections
1
Code of Conduct, Code of Ethics, Corporate behavior in public, private
and individual space
o Corporate Social Responsibility
CSR initiatives, Social responsibility accounting, Pollution control, Green
initiatives, human resource management, abiding the law of the land
o 360 degree feedback
Customer, Vendor, Investor and Employee feedback. Proof and audit of
the CG activities and initiatives
o Risk Management
Risk Management framework, Risk mitigation, Risk appetite, Internal
Controls framework and Audit. Management and financial reporting and
MIS.
Time Allocation
The course time as expected to be dedicated for study will be broadly split as under:
Classroom (theory and case studies) 30%
Self-study (handouts and reference) 30%
Research/Projects/Assignments 40%
Prerequisites
Suggestions
While the course is structured to make it as interactive as possible with case studies, the
subject warrants pre-class preparation and reading. It is recommended that assignments
are completed on time and preparatory/ reference materials handed over are read in
advance of the class.
The syllabus detailed herein is expected to be completed in the given time, based on the
pace to be followed both by the students and the tutor.
2
While there will be standard assignments and handouts, the class can work with the
tutor to alter the same within reasonable limits to make it relevant to the group based on
the background of the group.
Some level of primary research/ field work may be required. In case of Group work
(projects/ assignments), joint presentations in the class will be expected. In case of
individual assignments, some of the selected ones may be required to make
presentations in the class.
The end of the term exam will be based on open book/ open internet. Students will have
unrestricted access to the internet. Further details will be made available in the class.
Session 7-8: CG: The regulatory Imperative and the legal perspective
Sarbanes-Oxley Act, 2002 (Sox)
Clause 49, etc
Legal Structures
New Companies Act.
Joint Session on the new Companies Act will be done during the course.
3
Session 9-11: Corporate & Business Ethics and the Ethical Dilemma
Code of Conduct
Code of Ethics
Whistleblower policy
Case study on Business Ethics : Ponzi Scheme and Bernie Madoff
Ethical Dilemma
4
Board of Directors, Audit Committee, Senior Management, behavior and
experience, Executive compensation, Lead by example, Corporate
communication
o Organization Culture
HR Policies and procedures, Open door, Whistle blower, Town hall
meetings, Transparency in decision making, Employee communication
o Corporate Ethics
Code of Conduct, Code of Ethics, Corporate behavior in public, private
and individual space
o Corporate Social Responsibility
CSR initiatives, Social responsibility accounting, Pollution control, Green
initiatives, human resource management, abiding the law of the land
o 360 degree feedback
Customer, Vendor, Investor and Employee feedback. Proof and audit of
the CG activities and initiatives
o Risk Management
Risk Management framework, Risk mitigation, Risk appetite, Internal
Controls framework and Audit. Management and financial reporting and
MIS.
4. Group Assignment
You shall be given a topic and provided with either some source or select areas to be
covered. You are expected to research on the topic and present to the class, your findings
and views.
While the topics are very broad, you may want to focus on a few select areas in
agreement with the professor and cover it well. This may require some field work as
well.
Indicative Topics Names of the participants in the
Group
Sustainability
Senior Executive Compensation
Class action suits on companies
Global Reporting Initiative
Effectiveness of Independent Director
Balancing Business Ethics & Profit
Fines and penalties on Big 4
Case studies Whistle blowing
5
PGDM Trimester 04
NEGOTIATION SKILLS
COURSE OBJECTIVE
This Negotiation Skills course is designed to help you answer the question: “How
can I become a better negotiator?”
LEARNING OUTCOMES
To apply principles of negotiation to improve Negotiation Skills in different
situations.
PEDAGOGIC TOOLS
The structure, content and process of the course is modeled on ‘principled
negotiation’ developed at the ‘Program on Negotiation’ based out of the Harvard
Law School (www.pon.org). The heart of the classroom sessions is a set of
interactive negotiation exercises. These exercises have a dual purpose. You will
learn first by actually negotiating, and then by stepping back to compare your
approach and results with those of your classmates.
The course consists of 9 THEMEs spread over 15 sessions. Each session will be of
80 minutes. The THEMEs that would be covered in the course are under:
Interaction
o THEME 1: How to conduct a successful face to face negotiation?
o THEME 2: How to make your best offer seem even better?
o THEME 3: Do you need an alternative to position based negotiation?
Preparation
o THEME 4: How to prepare for a negotiation?
o THEME 5: How to prepare in a multi-party negotiation?
Difficult People and Difficult Context
o THEME 6: What if they are difficult people?
o THEME 7: What if they are more powerful?
o THEME 8: What if they are difficult and powerful?
o THEME 9: Putting it all together
The study plan folder will constitute the main source of readings for the course.
The other pedagogic tools are:
Text book
Study Plan - reading materials
Class Notes
Case Analysis
6
SESSION 1, 2
THEME 1: HOW TO CONDUCT A SUCCESSFUL FACE TO FACE
NEGOTIATION?
Classroom Session (90*2 min)
3 Objectives in any negotiation
3 stages of interaction
ZOPA in position based negotiation
Position based negotiation - drawbacks
SESSION 3
THEME 2: DO YOU NEED AN ALTERNATIVE TO POSITION BASED
NEGOTIATION?
Classroom Session
4 elements of principled based negotiation
ZOPA in value creation and value extraction
4 ways of communication in negotiation
SESSION 4
THEME 3: HOW TO PREPARE FOR A NEGOTIATION?
Readings
Study Plan Folder
Elm tree House
Classroom Session (90*3 min)
BATNA
Preparation for a negotiation
7 elements of a negotiation preparation
SESSION 5
THEME 4: HOW TO PREPARE IN A MULTI-PARTY NEGOTIATION?
Classroom Session
5 questions to answer while preparing for a multi-party multi issue negotiation
Stakeholder map
Issue map
Leverage
SESSION 6
THEME 5: CREATING VALUE BEFORE CLAIMING VALUE - 1
Readings
Study Plan Folder
Creating Value in Negotiation
7
SESSION 7
THEME 6: CREATING VALUE BEFORE CLAIMING VALUE - 2
Classroom Session
Role Play
Creating Value in Negotiation pgs NS 61
SESSION 8
THEME 7: CREATING VALUE BEFORE CLAIMING VALUE - 3
Readings
Role Play
Creating Value in Negotiation pgs NS 61
SESSION 9
THEME 8: WHAT IF THEY ARE DIFFICULT PEOPLE - 1
Classroom Session
Becton Dickenson Case
SESSION 10
THEME 9: WHAT IF THEY ARE DIFFICULT PEOPLE – 2
Classroom Session
Sara Talley case
8
PGDM Trimester 04
ADVANCED FINANCIAL STATEMENT ANALYSIS
COURSE OBJECTIVE
Analyze of financial statements by considering its relevance in the broader
context of business analysis.
Focus on financial statement users, their information needs, and how
financial statements analysis addresses those needs
Deal accounting analysis, which is the task of analyzing, adjusting, and
interpreting accounting numbers that make up the financial statements.
Apply several basic financial statement analysis technique
LEARNING OUTCOMES
At the closure of the course, the participants are expected to have a clear
understanding and Comprehensive knowledge of the following:
Analysis and Interpretation of corporate financial statements using
appropriate techniques
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Study Plan Folder
9
The textbook to be followed is:
Financial Statement Analysis – John J Wild, K. R. Subramanyam and
Robert F. Halsey, 9th Edition, Tata McGrawHill Edition.
SESSION 1 & 2
THEME 1: OVERVIEW OF FINANCIAL STATEMENT ANALYSIS
Pre-Session Readings
Financial Statement Analysis – Chapter 1
Classroom Session
Business Analysis
Financial Statements – Basis of Analysis
Financial Statement Analysis – Preview
Assignments / Group Work
Financial Detective Case
Problem set 1
SESSION 3 & 4
THEME 2: FINANCIAL REPORTING – LEGAL ASPECTS- IAS, IFRS, GAAP
Pre-Session Readings
Financial Statement Analysis – Chapter 2
IAS , IFRS Guidelines
Classroom Session
Discuss the answers for Problem set 1
Legal Framework
IAS 2,8,18,24 and IFRS
Assignments / Group Work
Problem Set 2
SESSION 5, 6 & 7
THEME 3: ANALYZING FINANCING ACTIVITIES
Pre-Session Readings
Financial Statement Analysis – Chapter 3
Classroom Session
10
Problem Set 2 - Discussion
Liabilities
Leases
Post-retirement Benefits
Contingencies and commitments
Off- Balance sheet Financing
Shareholders’ Equity
Assignments / Group Work
Problem Set 3
SESSION 8, 9 & 10
THEME 4: ANALYZING INVESTING ACTIVITIES
Pre-Session Readings
Financial Statement Analysis – Chapter 4
Classroom Session
Problem set 3 - Discussion
Current Assets
Inventories
Long- term assets
Plant Assets and Natural resources
Intangible assets
Assignments / Group Work
Problem set 4
Pre-Session Readings
Financial Statement Analysis – Chapter 6
Classroom Session
Problem set 4 - Discussion
Income Measurement
Nonrecurring Items
Deferred charges
Supplementary Employee Benefits
Interest costs
11
SESSION 14, 15 & 16
THEME 6: CASH FLOW ANALYSIS
Pre-Session Readings
Financial Statement Analysis – Chapter 7
Classroom Session
Problem set 5 - discussion
Statement of Cash flows
Analysis Implications of cash flows
Free Cash flow
Specialized cash flow ratios
Assignments / Group Work
Problem Set 6
SESSION 17 & 18
THEME 7: OVERVIEW OF PROFITABILITY ANALYSIS, PROSPECTIVE
ANALYSIS AND CREDIT ANALYSIS
Pre-Session Readings
Financial Statement Analysis – Chapter 8,9,10
Classroom Session
Problem set 6 - discussion
Return on invested capital
Prospective analysis
Credit analysis
Solvency analysis
Assignments / Group Work
Problems set 7
SESSION 19 & 20
Students Presentation
12
PGDM Trimester 04
CORPORATE & RETAILS BANKING
INTRODUCTION
The global banking industry has seen a tumultuous change in the last decade.
Over a 1,000 banks have failed in the US alone since 2008.
Indian Banks too face this challenge of managing profitability, customer
expectations and shareholder contentment in the current crisis of financial
volatility and economic uncertainty.
In this background, understanding the basic tenets of banking is critical to help
finance majors appreciate the role of the biggest financial intermediary globally
COURSE OBJECTIVES
The course on Corporate and Retail Banking aims at giving participants an
understanding of the various aspects of Banking operations and Bank
Management
These include lending activities, deposit generation, cash management, treasury
operations and Trade Financing activities
LEARNING OUTCOMES
Understand the structure, functioning and operations of Indian commercial
Banks
Recall Yield curve and theory of interest rates and understand how banks decide
the interest rate structure for the bank’s loans and deposits
Understand and Analyze and evaluate corporate loans
Understand and structure a loan portfolio for corporate clients
Understand the treasury operations of a bank, analyze a day’s activity of the
treasury operations and evaluate profitability of the treasury operations
Understand and Analyze and evaluate Retail loan products
Understand and apply risk management principles in a bank
13
The course consists of nine (9) THEMEs spread over 20 sessions. Each session
will be of 80 minutes. The THEMEs that would be covered in the course are under:
Course contents
Session 1 & 2: Banking industry Overview
- The role of financial intermediation (Role of aggregation and liquidity
generation)
- Role of money
- The organization of Indian banking system in India – an overview (Different
types of banks, Micro financing institutions, Regulator)
Session 3, 4 : Money Markets and Theory of Interest Rates
- Theory of interest rates
- Yield curve
Session 5, 6: Role of the Central bank
- Role of the Central Bank as a banker to the banks
- Formulation of monetary policy
- Implementation of monetary policy – tools that the central bank has to
monitor liquidity in the economy
Session 7-10 : organization structure, retail banking, payment systems
- organization structure of a bank (typical structure – front office, mid office
and back office/ HO & branch banking)
- KYC – Bank – customer relationship
- Different types of deposit products
Session 11 -14: corporate banking, credit appraisal and project finance:
- Different types of corporate banking services loan products (working
capital financing – cash credit and WCDL, bill discounting; explanation of
each product, calculation of interest rates )
Session 15, 16 , 17, 18: BASEL norms for prudential lending and capital
adequacy
- Risk Management in Banks
- Asset Liability management in a bank
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
The textbook to be followed is:
1. Management of Banking and Financial Services :- Padmalatha Suresh & Justin
Paul
The reference books are:
2. Commercial Banking – Benton E Gup & James K
14
SESSION 1 & 2
THEME 1: BANKING INDUSTRY OVERVIEW
Classroom Session:
Financial Intermediation
Types of Banks
Public Sector Banks (PSUs)
Private Banks
RRBs/DCCBs/UCBs
FIs, NBFCs and MFIs
Central Bank
Role of Central Bank
Tools of Monetary Policy
SESSION 3 & 4
THEME 2: BUSINESS VERTICALS
Classroom Session:
Retail, Advances and Corporate Banking
Retail Banking
• Branch Banking (Liability Products)
• Retail Loans (Schematic)
Advances
• Priority Sector
• Small and Medium Enterprises
Corporate Banking
• Credit (including syndication and capital markets)
• Treasury (Equity, Debt, Forex)
• Risk Management
SESSION 5
THEME 3: RETAIL BANKING
Classroom Session:
Products Offered
• Accounts
• Deposits
• Cards
• Travel Currency Cards/Forex
• Retail Loans
Personal Loans
Loan against property/shares/gold
Education Loans
Home Loans
Services Offered
• Investment Advisory
• Insurance
15
SESSION 6
THEME 4: CORPORATE BANKING
Classroom Session:
Two Key Business Verticals
Corporate Banking
• Loan Products
• Syndication, Downselling
Treasury
• Dealing
• Equity and Debt Capital Markets
• Funding Desk
• ALM Desk
SESSION 7, 8 & 9
THEME 5: CREDIT APPRAISAL – MANUFACTURING COMPANIES
Classroom Session:
Background of the customer
Industry and Business Model
Financial Analysis
Financial Modelling
Benchmarking with peers
Credit Rating
Structuring Products to suit customer requirements
SESSION 10 & 11
THEME 6: CREDIT APPRAISAL – FINANCE COMPANIES AND NBFCS
Classroom Session:
Presentation of Balance Sheet
Key P&L ratios
NIM
Contribution of Fee Income to Overall Revenues
Operating Expense Ratios
Key Balance Sheet Ratios
Gross NPAs and Net NPAs
Funding Patterns
CASA as percentage of overall funds deployed
16
SESSION 12
THEME 7: SECURITY
Classroom Session:
Definition of secured lending
Types of Security
Moveable and Immoveable property
Market Instruments
Liquid Instruments
Documentation
Creation of charge
- Enforceability
-
SESSION 13 TO 16
THEME 8: RBI GUIDELINES
Classroom Session:
Lending – Domestic and Overseas
Income Recognition and Asset Classification
NPA norms
• DPD
• Out of Order
• Security Valuation
• DCCO
Restructuring
Restructuring under CDR
SESSION 17 TO 20
THEME 9: REGULATORY ENVIRONMENT
Classroom Session:
SARFESI 2002
Background
Enforceability
Application
Basel Norms
Capital Adequacy Norms
Applicability of Capital Adequacy Norms
CRAR (Capital to Risk-weighted Assets Ratio)
Computation of Tier I and Tier II capital
Risk Weighted Assets (RWA)
Models prescribed by RBI for RWA
External Rating and Credit Conversion Factors
17
PGDM Trimester 04
INTERNATIONAL FINANCE
COURSE OBJECTIVE
To understand the international monetary system, the mechanics of foreign exchange
market, investigate the financial issues faced by the Multinational corporations and how
to approach and solve the fundamental financial problems.
As cross border trade, investment and financing increased phenomenally over the last
few years, decision making has become more challenging. Increasing integration in the
global capital markets makes it imperative to have a basic understanding of
International financial system and its influence on corporate decisions. This course
examines international financial economics and the international financial system, with
emphasis on the theories, techniques, and practices relevant to multinational financial
management. It also gives an insight into the much debated new international financial
system, post credit crisis.
From a corporate decision making point of view, the course explores the fundamental
financial problems faced by the corporations in its regular operations, the techniques
and strategies used to overcome the same.
Long term and short term investment and financing is equally important for an MNC.
FDI and FII decisions today are dynamic, thanks to the speed with which the political
and economic risk moves from one country to the other. The course examines the specific
issues in foreign investment and foreign financing (long term and short term) and impact
on the decisions.
LEARNING OBJECTIVES
Explain International Monetary System, macro and micro impact of BOP.
18
SCOPE OF THE COURSE
The study plan covering readings, classroom sessions, Group Work sessions and
Assignments corresponding to each session are outlined below.
It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests
would be conducted on the same. For post contact reading, please refer to the
handouts listed under ‘Additional Readings’.
The course consists of -9 THEMEs spread over 20 sessions. Each session will be
of 90 minutes. The THEMEs that would be covered in the course are under:
o THEME 1: International Monetary System
o THEME 2: Balance of Payments
o THEME 3: Foreign Exchange Markets
o THEME 4: Parity Conditions & Exchange Rate Determination
o THEME 5: Currency Derivatives
o THEME 6: Exposure Management
o THEME 7: Foreign Investment Decision
o THEME 8: Global Financing
o THEME 9: Managing Multinational Operations
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Study Plan Folder
The textbook to be followed is:
Multinational Business Finance Tenth Edition David Eiteman, Arthur
StoneHill, Michael H. Moffet, Alok Pandey
The study encompasses the following:
Pre-Class Readings.
Case Analysis in groups and submission of group assignments on case.
Case discussion in class led by Faculty.
Please come prepared with the pre-session readings as specified for each session, and
bring this study plan booklet in class for sure!
SESSION 1
THEME 1: INTERNATIONAL MONETARY SYSTEM
Pre-Session Readings
(21 pgs 85 min)
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 2
International Monetary System pgs 33 to 51
19
Post-session Additional Readings
(3 pgs 15 min)
Study Plan Folder
Zhou Xiaochuan: Reform the international monetary system Essay by Dr
Zhou Xiaochuan, Governor of the People’s Bank of China, 23 March 2009
IF - 01
Knowledge@Wharton: Has the Time Come to Nationalise Struggling Banks?
Yes, But Carefully IF - 05
Classroom Session
Global Financial Environment
SESSION 2
THEME 2: BALANCE OF PAYMENTS
Pre-Session Readings
(18 pgs – 60 minutes)
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 3
Balance of Payments pgs 58 to 75
Classroom Session
International Economic Transactions
Components of Balance of Payments
Computation of BOP
Capital Account Convertibility & BOP
SESSION 3
THEME 3: FOREIGN EXCHANGE MARKETS
Pre-Session Readings
(64 pgs 150 min)
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education
David K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 4 Foreign Exchange Market pgs 85 to 120
Chapter 7 Foreign Exchange Determination pgs 205 to 231
Classroom Session
Structure of the foreign exchange market
The Spot Market & Forward Market
Arbitrage in the foreign exchange market
20
SESSION 4
THEME 4: PARITY CONDITIONS & EXCHANGE RATE DETERMINATION
Pre-Session Readings
(50 pgs 200 min)
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 6 International Parity Conditions pgs 170 to 193
Chapter 7 Foreign Exchange Determination pgs 205 to 231
Classroom Session
Theory Behind the Parity Relationships
Parity Prevailing?
Discussion on Asian, Russian & Argentine Crisis
SESSION 5 & 6
THEME 5: Currency Derivatives
Pre-Session Readings
(33 pgs 100 min)
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 5 - Foreign Currency Derivatives pgs126 to 158
Study Plan Folder
Financial Risk Management by Dun & Brad Street– Tata McGraw Hill
Professional Risk Management Gone Wrong: Barings, Orange County,
Hersatt Bank IF - 011
Long Term Capital Management, Enron
Classroom Session
Forward, Futures and Options & Swaps for Currency Hedging
Assignment 1
Problems & Mini Case on FE Market and Currency Derivatives
SESSION 7
THEME 6: EXPOSURE MANAGEMENT
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 8 - Transaction Exposure pgs 239 to 263
21
Classroom Session
Transaction Exposure – Measurement and Management
Lufthansa’s Purchase of Boeing
Assignment 2
Study Plan Folder
Case Analysis: Merton Electronics Corporation IF - 18
SESSION 8 & 9
THEME 6: EXPOSURE MANAGEMENT
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 9 - Operating Exposure pgs 285 to 304
SESSION 10
THEME 6: EXPOSURE MANAGEMENT
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 10 - Translation Exposure pgs 313 to 341
Classroom Session
Translation Exposure: Measurement
SESSION 11
THEME 7: FOREIGN INVESTMENT DECISION
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David K
Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 15 -
Foreign Direct Investment : Theory and Strategy pgs 483 to 501
22
Classroom Session
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Foreign Direct
Investment ONGC Videsh Ltd : A Case in Point pg 506
SESSION 12
THEME 7: FOREIGN INVESTMENT DECISION
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 17 Multinational Tax Management: pgs 537 to 566
Chapter 18 Multinational Capital Budgeting pgs 577 to 596
Classroom Session
Difference between domestic and international capital budgeting
Specific Issues in International Capital Budgeting
Assignment 3
Study Plan Folder
GMS Scenario Analysis IF – 050
SESSION 13
THEME 7: FOREIGN INVESTMENT DECISIONS
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 19 - Cross Border Mergers, Acquisitions and Valuation
pgs 613 to 641
Classroom Session
Cross Border Mergers, Acquisitions and Valuations
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Real Option Analysis – Carlton page 603
Private Equity in Latin America
23
SESSION 14 & 15
THEME 8: GLOBAL FINANCING
Pre-Session Readings
Textbook
Multinational Business Finance: Tenth Edition, Pearson Education David
K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey
Chapter 11 - Global Cost and Availability of Capital pgs 349 to 368
Chapter 12 –Sourcing Equity Globally pgs 376 to 400
Chapter 13 - Financial Structure and International Debt pgs 409 to 433
Study Plan Folder
Carrefour: Foreign Borrowing IF - 052
Classroom Session
Demand for Foreign Securities
Sourcing Equity and Debt Globally – ADR and GDR
WACC of capital for MNC compared to Domestic Firms
SESSION 19 & 20
COUNTRY RISK ANALYSIS
24
PGDM Trimester 04
INVESTMENT ANALYSIS & PORTFOILIO MANAGEMENT
COURSE OBJECTIVE:
The objective of this course is to acquaint the participant with the knowledge and
tools essential for money management. This course will provide an overall view
of the investment decision process. Areas covered will be investment avenues,
risk and return measures, theories behind portfolio creation, valuation models,
and management of the portfolio. The course will cover successful investment
strategies of a few Indian and international investment managers.
LEARNING OBJECTIVES:
Explain the need of investments
Understand the capital market infrastructure
Understand the portfolio theory
Apply asset pricing models for computing the required rate of return
Apply the EIC framework for equity valuation
Recognize the significance of technical analysis and behavioral finance
Understand various portfolio management strategies
Apply the concept of valuation in bonds
Apply the generic portfolio management strategies and measure the portfolio
performance
Apply Portfolio Optimization techniques
25
THEME 9: Equity Portfolio Management Strategies
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Study Plan folder
Other reference books
The textbook to be followed is:
Analysis of Investments and Management of Portfolios 10th Edition. Reilly
and Brown. Cengage.
Other reference material
Investment Analysis and Portfolio Management, 3e, Prasanna Chandra,
Tata McGraw Hill
Investments, 8e by Bodie, Kane, Marcus and Mohanty, Tata McGraw-Hill
Investment Fables by Ashwath Damodaran
The study encompasses the following:
Pre-class readings
Assignments on select topics
Project based on investment strategies
Please come prepared with the pre-session readings as specified for each session, and
bring this study plan booklet in class for sure!
SESSION 1
THEME 1: INVESTMENT SETTING
Pre-session Readings:
Chapter 1: The Investment Setting (Reilly & Brown)
Classroom Session
What is an investment?
Understanding risk
Relationship between risk and return
Measures of risk and return
SESSION 2
Pre-session Readings:
Chapter 4: Organisation and Functioning of Securities Markets (Reilly &
Brown)
Chapter 3: Securities Market: The Battlefield (Prasanna Chandra, , Investment
Analysis and Portfolio Management, 3e)
Classroom Session
Securities Markets
26
SESSION 3
THEME 2: SECURITY MARKET INDICES
Pre-session Readings:
Chapter 5: Security-Market Indexes (Reilly & Brown)
Classroom Session
Need for Indices and their construction
Types of security market indices
SESSON 4
THEME 3: EFFICIENCY OF CAPITAL MARKETS
Pre-session Readings:
Chapter 6: Efficient Capital Markets (Reilly & Brown)
Classroom Session
Need for market efficiency
The Efficient Market Hypothesis
Empirical Evidence on market efficiency
Implications
SESSION 5 & 6
THEME 4: INTRODUCTION TO PORTFOLIO MANAGEMENT
Pre-session Readings:
Chapter 7: An Introduction to Portfolio Management (Reilly & Brown)
Classroom Session (90*2 Min)
Markowitz Portfolio Theory
Efficient Frontier
Exercise on Portfolio Optimization
SESSION 7
THEME 5: ASSET PRICING MODELS: CAPM, APT AND OTHER MULTI-
FACTOR MODELS
Pre-session Readings:
Chapter 8: An Introduction to Asset Pricing Models (Reilly & Brown)
Classroom Session
Capital Market Theory and CAPM Asset Pricing Models
SESSION 8
Pre-session Readings:
Chapter 9: Multifactor Models of Risk and Return (Reilly & Brown)
Classroom Session
Multi-factor Models
27
SESSION 9
THEME 6: FUNDAMENTAL ANALYSIS
Pre-session Readings:
Chapter 11: An Introduction to Security Valuation (Reilly & Brown)
Classroom Session
Security Valuation: Bonds, preference shares and equity
SESSION 10
Pre-session Readings:
Chapter 12: Microanalysis and Micro valuation of the Stock Market (Reilly &
Brown)
Classroom Session
Economic Analysis
SESSION 11
Pre-session Readings:
Chapter 13: Industry Analysis (Reilly & Brown)
Classroom Session
Industry Analysis
SESSION 12
Pre-session Readings:
Chapter 14: Company Analysis & Stock Valuation (Reilly & Brown)
Classroom Session
Company Analysis
SESSION 13
THEME 7: TECHNICAL ANALYSIS
Pre-session Readings:
Chapter 15: Technical Analysis (Reilly & Brown)
Classroom Session
Technical Analysis
SESSION 14
THEME 8: BEHAVIOURAL FINANCE
Pre-session Readings:
Chapter 10: Behavioral Finance: The Irrational Influences (Prasanna Chandra,
Investment Analysis and Portfolio Management, 3e)
Classroom Session
Behavioral Finance
28
SESSION 15 & 16
THEME 9: EQUITY PORTFOLIO MANAGEMENT STRATEGIES THEME
Pre-session Readings:
Chapter 16: Equity Portfolio Management Strategies (Reilly & Brown)
Chapter 23: Strategies of the Great Masters: The Timeless Wisdom (Prasanna
Chandra, Investment Analysis and Portfolio Management, 3e)
Classroom Session (90*2 Min)
Equity Portfolio Management Strategies
Value & Growth, Active & Passive
Strategies of Top Investors
SESSION 17
Pre-session Readings:
Chapter 25: Evaluation of Portfolio Performance (Reilly & Brown)
Classroom Session
Portfolio Evaluation
SESSIONS 18-20
PRESENTATIONS ON PROJECT WORK
29
PGDM Trimester 04
PROJECT APPRAISAL AND FINANCING
Project financing has evolved through the centuries into primarily a vehicle for
assembling a consortium of investors, lenders and other participants to undertake
infrastructure projects that would be too large for individual investors to underwrite
.Commercial banks represent a primary source of funds for project financings. Project
finance is an increasingly widespread financial mechanism, which host governments
and private investors are employing more frequently and in greater volumes as a
method of financing infrastructure projects.
While the most recent economic crisis has had a significant impact on the volume of
capital available, project finance remains a valuable financing approach that offers
significant advantages to participants. Furthermore, it is likely to continue to grow as
the global economy recovers. In arranging these large loans he banks often form
syndicates to sell-down their interests.
This course titled Project appraisal and finance viewed also from the point of view of
bankers participating in Project finance. The course aims to:
1. Provide an overview of project finance, contrast with corporate finance
2. Understand the Project finance appraisal techniques and methods
3. Understand credit evaluation process
PEDAGOGY
The course will use a mix of lectures, assignments and a project. Each session would be
1 ½ hour’s duration.
Textbook
The Reference textbook is:
Projects: Planning, Analysis, Selection, Financing, Implementation and Review.
8th Edition. Prasanna Chandra. 2014. New Delhi: Tata McGraw Hill
Suggested Readings:
Benjamin Esty (2014). Modern Project Finance: A Case Book. John Wiley & Sons.
Prabuddha K. Das (2012). PPP and Project Finance: Development and Use of Financial
Models. Tata McGraw Hill.
30
Session-wise Details
Reading
Session
Topics s from Additional Material
s
textbook
Project Planning
* An overview of the course;
* Nature of Capital An Over view of Project
Expenditure Projects; Finance and Infrastructure
S1, S2 1,2,3
* Strategy and Resource Finance – Benjamin C. Esty
Allocation; - HBSP
* Generation and Screening
of Projects
Project Analysis
* Market and Demand Mini Case – Page No. 4.30 -
S3, S4 3,4
Analysis PC
* Technical Feasibility
Case: Airbus A3XX:
Developing the World's
Largest Commercial Jet (A)
(HBS)
Project Selection - I Mini Case – Page No. 6.39 –
* Investment Criteria PC
S5, S6 6,8,9,12
* Project Cash Flows · Project Mini Case – Page No. 8.31 –
Rate of Return PC
Mini Case – Page No. 9.29 –
PC
Mini Case – Page No. 12.15
- PC
Case: Bidding for Antamina
Project Selection - I (HBS)
S7 11
* Project Risk Analysis Mini Case – Page No. 11.44
- PC
Mini Case – Page No. 13.22
Project Selection - II
– PC
S8 *Special Decision Situation 13,14
Mini Case – Page No. 14.37
*Social Cost Benefit Analysis
- PC
Project Selection - II Social Cost-Benefit Analysis
*Social Cost Benefit Analysis of Delhi Metro,
S9, S10 *Judgemental, Behavioural, 17 M N Murty & others,
Strategic, Organizational Institute of Economic
Consideration Growth, 2006
31
Case: Arundel Partners
Project Selection - II (HBS)
S11, S12 *Application of Real options 16
in Project Appraisal Mini Case – Page No. 16.32
- PC
Case: Financing the Mozal
Project Financing
project (HBS)
*Source of capital
S13, S14 18
*Preparation of Detailed
Mini Case – Page No. 18.45
Project Report
– PC
Project Financing
*Preparation of Detailed Case: Athens Ring Road
Project Report *Financing (Attiki Odos) (HBS)
S15, S16 Infrastructure Projects · PPP 19, 20
models Mini Case – Page No. 20.22
*Venture Capital and Private - PC
Equity
* Managing Credit Risk
from Chapters 8 & 9,
Padmalata Suresh & Justin
Paul: Management of
Banking and Financial
Project Financing Services. Pearson
S17, S18 *Credit Appraisal and Education. 2nd Edition
Default Risk Analysis
*Basel II: Assessing the
Default and Loss
characteristics of Project
Finance Loans (A) & (B) –
Benjamin C. Esty – HBSP
*Managing Credit Risk
from Chapters 8 & 9,
Padmalata Suresh & Justin
Paul: Management of
Project Financing Banking and Financial
*Credit Appraisal and Services. Pearson
S17, S20 Default Risk Analysis 23 Education. 2nd Edition
*Project Review and
Administrative Aspects *Basel II: Assessing the
Default and Loss
characteristics of Project
Finance Loans (A) & (B) –
Benjamin C. Esty - HBSP
32
PGDM Trimester 04
CONSUMER BEHAVIOR
INTRODUCTION
Consumer Insights ignite sound marketing decisions and understanding
consumers is essential for business success. Successful formulation of a marketing
plan as well as its implementation is dependent on how well the planners and
doers have understood consumers. Hence this elective course aims delving into
concepts and tools that help marketing majoring students to understand
consumer behavior and design and implement responses based on such
understanding.
LEARNING OUTCOMES
Understand variations in consumer choice and usage phenomena
Understand Psychological and Socio-Cultural Factors influencing consumer
behavior
Analyze influence of these factors on choice, usage and adoption of brands
Formulate Marketing Programmes in the light of the above understanding and
analysis
PEDAGOGIC TOOLS
The textbook to be followed is:
Consumer Behavior: Buying, Having and Being, Michael Solomon,
Prentice Hall.
The Reference Books to be followed are:
Why we buy: The Science of Shopping, Paco Underhill, Texere Publication,
NY.
How Customers Think, Gerald Zaltman, HBS.
We are Like that Only, Rama Bijapurkar.
It Happened in India, Kishore Biyani.
Suggested Journals - Journals such as journal of Marketing, Journal of Marketing
Research, Journal of Consumer Research, Psychology and Marketing, Harvard
Business Review, Journal of Consumer Psychology. All journals can be accessed
through EBSCO database.
Suggested Authors
Itamar Simmonson, John Deighton, Robert Dolan, Baba Shiv, Gerald
Zaltman, Paco Underhill.
Others
Access to an audiovisual recording device (mobile phone, digital camera
or handycam)
33
LEARNING METHODS
Consumer Behavior is close to our lives as we are all consumers. Hence the
pedagogy shall be highly learner centered. Participants are expected to engage
closely with their own customer and consumption experiences so that the
learning is experiential. A combination of mini projects, exercises, reflective
diaries, case discussions and lectures will facilitate learning. Most of the course
work to be done outside class will have to be done in small study groups. Form
your groups (four members in each) that allow maximum diversity among group
members.
THEMES
1. Introduction to the course and its relevance to marketing professionals
2. Understanding Consumer Behavioral variations across product categories
3. Consumer Decision Making Process
4. Adoption process of new products
5. Post Purchase behavior
6. Personality and lifestyle
7. Perception and Attitude
8. Learning
9. Reference Groups and Family
10. Culture
11. Sub-culture
12. Social Class
SESSION 1
THEME 1: INTRODUCTION
(Introduction to the course and its relevance to marketing professionals)
Pre session Readings
Text book introductory chapter
The Quest for Customer Focus CB-01
Becoming a Customer CB-13
Classroom Session
Conceptual overview of Understanding Consumer Behavior
Course describing the impact of Intrinsic and extrinsic variables on Consumer
decision making and usage of products and services
34
Cases / Exercises
Intro to Depth interview Exercise
Intro to Observation Exercise
Intro to Seminar
SESSION 2 & 3
THEME 2: UNDERSTANDING CONSUMER BEHAVIORAL VARIATIONS
ACROSS PRODUCT CATEGORIES
Classroom Session
Discussion on Product categories
Variations in purchase across categories and Variations in use across categories
Cases / Exercises
Depth Interview
SESSION 4
THEME 3: CONSUMER DECISION MAKING PROCESS
Pre session Readings
Text chapters on consumer decision making Chapter 16
Additional Readings
Get close to your customers CB-16
Buying a House
Classroom Session Chapter 15
Discussion on Complex decision making process and
How economic and emotional factors impact decision making
Cases / Exercises
Observation exercise
SESSION 5
THEME 4: ADOPTION PROCESS OF NEW PRODUCTS
Pre session Readings
Lecture Notes
Additional Readings
Eager sellers and stony buyers CB-33
Classroom Session
Discussion on how non-economic factors impact adoption of products and
services
SESSION 6
THEME 5: POST PURCHASE BEHAVIOR
Pre session Readings
Lecture Notes
Additional Readings
Why did customers hire your product? CB-43
35
Classroom Session
Mapping the consumption process for marketing insights
Discuss attribution, dissonance reduction and disconfirmation theories
SESSION 7
PRESENTATIONS BASED ON THE OBSERVATION EXERCISE
SESSION 8 to 10
THEME 6: PERSONALITY AND LIFESTYLE
Pre session Readings
Lecture Notes
Additional Readings
Discovering new points of Differentiation CB-52
Rediscovering Market Segmentation CB-62
Classroom Session
Discussion on how understanding of individual self and lifestyles help marketing
decisions
Discussion on VALS for market Segmentation and targeting Discussion on ZMET
Cases / Exercises
Century of the Self (to be supplied by the instructor) Chapter 5
SESSION 11 & 12
THEME 7: PERCEPTION AND ATTITUDE
Pre session Readings
Text book chapter
Additional Readings
Analyzing consumer perceptions CB-73
Classroom Session
Discussions on voluntary and involuntary attention.
Perception
Perceptual mapping and
On how contextual stimuli impact perception and on measuring attitudes.
SESSION 13
THEME 8: LEARNING
Pre session Readings
Lecture Notes
Additional Readings
Cognitive Lock-in and Power law of practice (Journal of Marketing article
available in Ebsco)
Classroom Session
Discussion on cognitive lock-in
36
Habitual consumption and drivers of loyalty
Sales promotion and change in behavior Loyalty Programs
ELM Model
Cases / Exercises
Balbir Pasha
SESSION 15
(Extrinsic Factors Impacting Consumer Decision and consumption)
THEME 9: Reference Groups and Family
Pre session Readings
Lecture Notes
Additional Readings
Crowd sourcing
The Buzz on Buzz CB-86
Classroom Session
Discussion on the role of reference group in consumer decision making.
Impact of word of mouth on consumption.
Practices for generating positive word of mouth
Family decision making and Life cycle
SESSION 16
THEME 10: CROSS CULTURAL VARIATIONS IN CONSUMER BEHAVIOR
Pre session Readings
Lecture Notes
Additional Readings
Why we buy what we buy: A theory of consumption values” CB-96
Convergence and divergence in consumer behavior CB-110
Classroom Session
Discussion on Concepts and dimension of culture
Cultural values
Indian cultural values and
Global cultures
SESSION 17
THEME 11: CONSUMER SUBCULTURES (IN THE INDIAN CONTEXT)
Pre session Readings
Lecture Notes
Additional Readings
McKinsey and Crisil reports on Indian consumers
We are like that only
It happened in India
Classroom Session Chapter 17
Discussions on cultural factors specific to Indian Market
37
SESSION 18
THEME 12: SOCIAL CLASS
Pre session Readings
Lecture Notes
Additional Readings
The continuing significance of social class in Marketing CB-119
Classroom Session Chapter 18
Discussion on Social classes in Urban and Rural India
Consumption differences across social classes Urban
Cases / Exercises
Unilever in India: Project Shakti
SESSION 19 & 20
THEME 13: CONSUMER RESEARCH
Pre session Readings
Lecture Notes
Additional Readings
What is consumer Research (Article by Holbrook in Journal of consumer research
1987 in ebsco
Hidden Mind
Mind of the Market: How customers think
Classroom Session
Discussions on ZMET
Cases / Exercises
Nestle Crunch Bar (to be provided by the professor.
38
PGDM Trimester 04
SALES & DISTRIBUTION MANAGEMENT
INTRODUCTION
The success of any business depends greatly on effective and efficient Sales
management. Distribution management, in most industry verticals, is an important sub-
set of the sales function.
Sales Management
Sales management is a critical component of marketing management and is the direct
interface with the customers. Sales management has the focus on Customer Service and
is concerned with strategic decision making on delivery of customer service levels and
the execution of marketing plans to achieve these.
Sales management means the planning, direction and control of personal selling,
including recruiting, selecting, equipping, assigning, routing, supervising, paying and
motivating as these tasks apply to the personal sales-force says the American Marketing
Association.
However, today, sales management is much more than managing the sales force. Today,
sales management also includes the components of promotions, customer service, key
account management, marketing logistics, marketing research, managing the
distribution network and co-ordination with all functions which contribute to better
customer service.
The focus of this course would be to understand the importance of sales management
and channel efforts at achieving volume, growth and profitability targets through the
salespeople and the distribution channels while working closely with all other functions
in the company.
In the past, companies were keen to themselves undertake all the activities necessary to
‘reach’ the product or service to the consumer or end user. Today, there are a host of
39
intermediaries willing to work as ‘channel partners’ or ‘logistics service providers’ to
help companies perform this task cost effectively.
Channel management:
Channel management is that part of Distribution management which is managed by the
sales managers. The other part is physical distribution or logistics, which is not within
the scope of this course.
Distribution management serves the primary function of ensuring that the product or
service is made available to the consumer within an arm’s length of his or her desire.
Distribution management takes care of the availability (physical distribution) and the
visibility. It is that aspect of the marketing function, which provides the ‘place’, ‘time’
and ‘possession’ utility to the consumer.
Sales managers also work closely with the supply chain or logistics function to take care
of the physical distribution tasks of managing inventory, warehousing and
transportation.
LEARNING OUTCOMES
Provide a firm foundation for understanding all concepts of sales and channel
management
To understand the human resource aspects of sales management as the sales
manager has to get work out of sales teams and channel partners in order to serve
and retain long-term customers.
To get a practical orientation of sales management and channel management to
help participants apply the concepts in their working environment.
To understand the skills required to effectively manage a distribution channel
system
Understand the practical realities of setting up, developing, operating and
evaluating a sales organization and channel network
The course will help the student to:
Develop the ability to handle sales and channel management responsibilities
Understand choices available in the selling process of products or services and
how to select the best alternatives including the right channels
Build and nourish sales teams and marketing channels
40
Understand any limitations under which sales people operate
Develop a pragmatic approach for selection, growth and evaluation of channel
partners
PEDAGOGIC TOOLS
The course will be presented using a variety of methods, such as, lectures, case
studies, current examples, class discussions and student presentations
The textbook to be followed is:
o Sales & Distribution Management – Text and Cases by Vasant M Cavale &
Krishna K Havaldar – published by Tata McGraw Hill (2nd edition)
Reference books:
1. Sales Management: Decisions, Strategies and Cases by E W Cundiff, R R Still & N
A P Govoni – Prentice Hall of India Pvt Ltd
2. Marketing Channels by A T Coughlan, E Anderson, L W Stern & A I El- Ansary
- Pearson Education
3. Marketing Channels – a management perspective by Bert Rosenbloom, The
Dryden Press
41
Other Key points
Evaluation parameters are indicated in this course outline. There will be a
continuous evaluation of the students.
Attendance, punctuality and participation in the class will be highly appreciated.
One student will be selected at random every day from the group to present the
case.
It is expected that ALL the students come prepared to discuss the designated case
every day
One student will be selected every day at random to present the session Learning
There could be a short quiz after some of the classes.
Deadlines given for completion of assignments have to be strictly met. No
extensions will be given for any reason.
There will not be any make-up quizzes / assignments for those who miss them
for any reason.
Case Discussion
There are 14 students in the course. There will be 4 groups of 3 students each and one
group of 2 students (total 5 groups). These groups will work on both the case studies
and the Project mentioned later in the outline.
Please come prepared with the pre-session readings as specified for each session, and
bring this study plan booklet in class for sure!
COURSE SCHEDULE:
The course has 10 classes (of 3 hours duration each with 2 sessions). The session plan has
been given below.
The course will be a combination of class sessions on concepts, case studies, assignments,
project work and quizzes.
SESSION PLAN:
Session
Topic for Discussion
No.
Introduction to Sales Management. Relationship with Distribution
1
Management (Ch 1)
2 Personal Selling process (Ch 2)
3 Planning, Sales Forecasting and Budgeting (Ch 3)
4 Management of Sales Territories and Quotas (Ch 4)
5 Organizing and staffing the sales force (Ch 5)
6 Training and Motivation of the sales force (Ch 6)
7 Compensating and Leading the sales force (Ch 6)
8 Controlling the sales force (Ch 7)
42
9 Planning and execution of Sales Promotions (Ch 17)
10 Managing Key Accounts
11 Distribution management and the marketing mix (Ch 8)
12 Marketing channels (Ch 9)
13 Channel planning and design (Ch 12)
14 Channel planning and design
15 Training and Motivation of channels (Ch 12)
16 Channel management (Ch 13)
17 Dealer management principles (Ch 13)
18 Channel information systems (Ch 14)
19 Channel Institutions – Retailing (Ch 9)
20 Channel Institutions – Wholesaling (Ch 10)
Note: Details in brackets denote the Chapter numbers from the prescribed text book.
CASE DISCUSSION:
There are 45 students in the course. We will form 15 groups of 3 students each. These
groups will work on both the case studies and the Project mentioned later in the outline.
List of the groups should be forwarded to the Course Coordinator well before the start
of the course.
All the cases are from the prescribed text book unless indicated otherwise in the table
below:
Session Case for discussion Groups to present
1&2 United Airflow Inc (C&S) 1,6,11
3&4 A G Refrigerators Ltd (pg 89) 2,7,12
5&6 Marquette Frozen Foods Co (C&S) 3,8,13
7&8 Christopher Candy Co (C&S) 4,9,14
Hammacher Co (C&S) 5,10,15
9 & 10
Electrical Equipment Ltd (pg 637) ALL
11 & 12 Snow White Paper Co -2 (pg 417) 11,6,1
13 & 14 Gem Soaps & Detergents (pg 457) 12,7,2
15 & 16 Apple Food Products (pg 459) 13,8,3
17 & 18 Kinetic Engineering Co (pg 461) 14,9,4
Indian Engineering Ltd (pg 495) 15,10,5
19 & 20
Teekha Spices Ltd (pg 497) ALL
43
Note: C&S refers to: Sales Management by Cundiff, Still and Govoni (below)
RECOMMENDED READING:
Article to be read
Ending the war between Sales & Marketing – Philip Kotler, Neil Rackham & Suj
Krishnaswamy (HBR – Jul/Aug 2006)
Effective Sales Management – Rex C Houze (American Salesman – National
Research Bureau)
Match your sales force structure to your Business Life Cycle – Andris A Zoltners,
Prabhakant Sinha & Sally E Lorimer (HBR – Jul/Aug 2006)
Better Sales Networks – Tuba Ustuner & David Godes (HBR – Jul / Aug 2006)
How to sell Services more profitably – Werner Reinartz & Wolfgang Ulaga (HBR –
May 2008)
Sales Territory alignment: an overlooked productivity tool – Andris A Zoltner &
Sally B Lorimer (Journal of Personal Selling & Sales Management – vol XX, No 3,
summer 2000)
Determinants of distribution intensity – Gary L Frazier & Walfried M Lassar
(Journal of Marketing, vol 60, Oct 1996)
Channel selection for new industrial products: a framework, method and
application – V Kasturirangan, Melvyn A J Menezes and A P Maier (Journal of
Marketing, vol 56, Jul 1992)
The theory of Power and Conflict in channels of distribution – John F Gaski (Journal
of Marketing, vol 48, summer 1984)
An empirical look at Franchising as an Organizational form – Seth W Norton
(Journal of Business, vol 61, No 2, 1988)
PROJECT BRIEF:
44
For each part of the Project, study problems relating to:
Sales Management – Part 1
Channel Management – Part 2
- For the selected company / companies.
For each part of the project, Understand and narrate:
What was the problem?
What was the impact of the problem on customer service / company results?
Who were the players involved?
How was the problem solved?
What was the impact of the solution?
How differently would you have handled the same problem?
Note: if you cannot get the details of both sales management and channel management
for the same company, you can select two companies, one for each part of the project.
45
PGDM Trimester 04
RETAIL MANAGEMENT
INTRODUCTION
Retail in India is as old as the country itself. 12 or 14 million retail outlets - maybe a few
million more or less is proof of the reality of the Indian consumption story. A fast track
economy has put enough and more of disposable income into the consumers’ wallet
and they are voting for choice, wider range and a great shopping experience. Even
during the downturn of 2007 to 2009, the crowd at any of the popular malls is
testimony of this sweeping change. And yet, brand owners and retailers have barely
scratched the surface. There is this huge untapped potential in the Tier II and III cities,
a mind boggling reservoir of consumers in rural areas. “The bottom of the pyramid”
concept is a sleeping giant in the Indian context. Yet another reality is the latent
potential of some newer urban retail models. After all, the corporate or organized retail
share in India is still miniscule, about 7-8 % as against 85 % organized market in USA.
South East Asian countries like China, Korea and Vietnam are at approximately
20% share. The opportunity for is without dispute, tremendous
COURSE OBJECTIVE
The objective of the Retail Management course is to give an overview about the
Retailing sector, focusing on the Indian context with adequate exposure to
International aspects as well, so that the Students get the following inputs:
Would get an overall understanding of Retail Management
Would develop a working knowledge about the Indian Retail sector
Understand the details and intricacies of the various Retail functions.
Gain sufficient knowledge to explore and leverage opportunities in this sector
LEARNING OUTCOMES
Get an overview about Retailing, Understand the various formats including
Franchising, International Retail, Indian Retail and the key drivers.
Understand the strategic elements of retail including.
Get an overview of the different Retail functions and career paths.
Understand the various strategic elements of Retail management especially
the cost structures, Go to market, the financial aspects and MIS.
Understand about catchment area, store design and VM
Understand about Merchandising, Category management, Private label and
Pricing.
Get an overview about consumer behavior, shopper behavior and Retail
marketing including annual marketing plans, retail advertising, social media
marketing, etc.
Understand about retail operations
Understand about IT and CRM in the Retail context.
46
SCOPE OF THE COURSE
The classes will be conducted using Powerpoint slides and is intended
to be participative.
The focus of the classes will be on discussing live industry examples to
explain the various concepts and details.
Students are expected to read the concepts and theories in advance to be
able to participate.
There will be projects given and should be done as groups. The presentations
by each group will be given marks for evaluation.
The themes that would be covered in the course are :
o Theme 1: Overview about Retail
o Theme 2: Strategic Retail Management
o Theme 3: Merchandising Management
o Theme 4: Shopper behavior & Retail Marketing
o Theme 5: Store Operations
o Theme 6: Other Support functions, Retail IT and CRM
47
THEME 2: STRATEGIC RETAIL MANAGEMENT
Strategic elements of Retailing
o Format
o Location
o Assortment
o Service
o Pricing
o SCM
o Cost structure & Go to market
Financial aspects & MIS
Catchment Area Analysis, Store design & VM
Project – Select any store and analyze the various strategic elements of the store as also
areas of improvement.
48
THEME 5: STORE OPERATIONS
Key deliverables
Elements of store operations
Key issues
Project – Decide on a store format and prepare a comprehensive business plan for the
same with regard to its various strategic elements
49
PGDM Trimester 04
INTEGRATED MARKETING COMMUNICATION
COURSE OBJECTIVE
The purpose of this paper is to provide an understanding of Advertising and
Promotion, with an IMC perspective.
To provide a perspective on the growing importance of the IMC approach in a
changing environment – technology, media, and the consumer,
To provide an appreciation of the organizational challenges in implementing an
IMC program.
To create an understanding of the strategic importance of different
Communication Functions (Sales Promotions, Direct Marketing, Public Relation
and Publicity, apart from Advertising).
To point out how to strategically integrate the various communication functions,
so as to positively impact the brand and build brand equity.
LEARNING OUTCOMES
Students should acquire the ability to -
Understand the relationship between Marketing Objectives, Promotional
Objectives and the IMC Plan.
Know and strategically deploy the different communication tools/ functions.
Analyze the current IMC campaigns of various brands.
Create and evaluate an IMC Campaign.
50
2. The Role of IMC in the Marketing Process
Session Coverage
Marketing and Promotion Process Model. Marketing Strategy and Analysis.
Target Marketing Process. Developing the Marketing Program. Developing the
Promotional Strategies.
Learning Objectives
Understand the Marketing Process and the role of Advertising and
Promotion in an organization’s IMC Program.
Understand the various decision areas under each element of the Marketing
Mix, their influence and interaction within the Promotional Strategy.
Understand the role of Market Segmentation and Target Marketing in an IMC
program.
Understand the implications of Positioning and Repositioning strategies on
the IMC Program
51
5. The Communication Process
Session Coverage
Basic Communication Model. Analyzing the Receiver. Involvement. Cognitive
Processing of Communications. The Response Process and the Effects of
Advertising.
Learning Objectives
Remember the basic Elements of the Communications Process and the Role
of Communications in Marketing.
Understand the various Models of the Communication Process.
Be able to analyze the Response Process of ‘Receivers’ of Marketing
Communications including alternative Response Hierarchies and their
implications for Promotional Planning and Strategy.
Be able to analyze the nature of consumers’ Cognitive Processing of
Marketing Communications.
52
Remember the various Methods of Budgeting
Be able to apply the concepts of the Objective and Task method of budgeting.
53
11. Evaluation of Different Types of Media
Session Coverage
Advantages and disadvantages of electronic media, magazines, news-papers.
Types of News Paper advertising and Support Media. Advantages and
disadvantages of Support Media. Purchasing media. Future trends.
Learning Objectives
Understand the advantages and limitations of various Media in developing
a promotional program
To examine how Advertising Space is Purchased in magazines and
newspapers, how Readership is Measured, and how Rates are determined.
Understand the future trends in media
54
techniques and types. Coordinating Advertising and Sales Promotions. Sales
Promotion abuse.
Learning Objectives
Understand the Role of Sales Promotion in the IMC program and remember
why it is gaining in importance.
Understand and analyze the various Objectives of Sales Promotion
programs.
Understand and be able to suggest the appropriate types of Consumer and
Trade-oriented Sales Promotions tools to meet the varying communication
objectives
Understand the potential problems and abuse by companies in their use of
Sales Promotions.
55
Advertising and Promotion Ethic. Social and Ethical criticism. Economic effects
of Advertising. AAAI and The Standard’s Council of India. Statutory
regulations.
Learning Objectives
Understand various perspectives concerning the Social, Ethical and
Economic aspects of Advertising and Promotion.
Examine the Social Criticisms of advertising.
Understand the Economic impact of Advertising and its effects on consumer
choice, competition, and product costs and prices.
Understand how Advertising is regulated including the role and function of
various regulatory agencies.
Understand self-regulation of advertising and evaluate its effectiveness.
PRE-SESSION READING
Text Book: Advertising and Promotion an Integrated marketing
Communications Perspective by George E Belch, Michel A Belch and Keyoor
Purani
ADITIONAL READING
Kenneth Clow, Donald Back, (2003), “Integrated Advertisements,
Promotion and Marketing Communication”, Prentice Hall of India, New
Delhi
Kenneth Roman, Jane Maas,”How to advertise”
David Ogilvy,”Ogilvy on Advertising”
John Caples,”Tested Advertising Methods”
Jane Mass,”Adventures of an advertising woman”.
Suggested Magazines
Economic Times, Brand Equity
Business Line
Brand Line
Campaign
Advertising Age
Agencyfaqs.com
Exchange4media.com
Suggested Journals:
Harvard Business Review
Journal of Promotion Management
International Journal of Advertising
PEDAGOGIC TOOLS
Lectures, PPTs, Mini Cases, Exercises.
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PGDM Trimester 04
SUPPLY CHAIN MANAGEMENT
COURSE DESCRIPTION
The course is essential for participants who would like to pursue a career in
supply chain management directly or as operations manager in business firms, or
involved in development and / or implementation of ERP / Supply Chain
Software. It would also be desirable domain knowledge for persons in or aspiring
to be in senior management positions of firms in the Automotive, Retail, Food,
Consultancy, E-business, or any other industries that are heavily dependent on
the success of their supply chains.
It provides an opportunity to learn how to assess an existing supply chain in
terms of its strategic fit with the business strategy. Participants learn to design
supply and distribution networks and evaluate the issues, linkages and tradeoffs
in and between the six drivers of a supply chain. A few case examples of e-
business makes them appreciate the factors that are important for e-business
supply chains. A few games and role plays by participants gives them an
opportunity to have some experience with a few key supply chain concepts
themselves and is aimed towards better learning through participation.
The course is covered through concept discussions, case illustrations and
discussions, case problem solving on supply chain management concepts.
LEARNING OUTCOMES
After completing the course participants would be able to answer / do the
following:
What is Logistics and Supply Chain Management?
What are the key issues in Supply Chain Management?
Explain why there is no right supply chain for even same or similar
products and why each supply chain has to be designed based on the target
market, product characteristics and business strategy.
Recall all the central and important concepts and the conflicting issues
within the six supply chain drivers (Logistics and Cross functional).
Use simple quantitative techniques and conceptual frameworks for better /
optimum supply chain design and solutions.
Give examples of some Indian and International Supply Chains and explain
the differences / similarities.
Explain the indispensable role of Information Technology as an enabler of
better supply chain management.
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SCOPE OF THE COURSE
The study plan covering readings, classroom sessions, and Assignments
corresponding.
It is mandatory to go through the ‘Pre-Session Readings’. For post contact
reading, please refer to the handouts listed under ‘Additional Readings’.
This part, that is, PART I of the course consists of 6 themes spread over 10
sessions. Each session will be of 90 minutes. The themes that would be covered
in the course are under:
Theme 1: Introduction and Overview
Theme 2: Supply Chain Strategy
Theme 3: Distribution Network Configuration
Theme 4: Distribution Network Design
Theme 5 : Multi-Echelon Inventory Management & Risk Pooling
Theme 6: Pricing and Revenue management in a Supply Chain
PEDAGOGIC TOOLS
The course will be presented using a variety of methods, such as, lectures, case
studies, simulations, current examples, class discussions and student
presentations
The Reference Text Books to be followed are:
Simchi-Levi, Kaminsky, Designing & Managing The Supply Chain, Tata
McGraw Hill, Third Edition / latest
Janat Shah, Supply Chain Management, Text and cases, Pearson Education,
Latest
Donald J. Bowersox, David J. Closs
Logistical Management, The Integrated Supply Chain Process, Tata McGraw
Hill, Latest
Martin Christopher, Logistics and Supply Chain Management, Pearson
Education, Second Edition
Coyle, Bardi, Langley A Logistics Approach to Supply Chain Management,
Cengage Learning, 2009
Manufacturing Planning and Control for Supply Chain Management by
Thomas E Vollmann (5th edition)
Designing and Managing the Supply Chain by David Simchi-
Levi (2nd edition)
A Logistics Approach to Supply Chain Management by John J Coyle, C.J.
Langley, B.J Gibson, R.A Novack, Edward J Bardi
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Sunil Chopra, Peter Meindl, D. V. Kalra, Supply Chain Management,
Strategy, Planning and Operation, Pearson Prentice Hall, Latest / Fifth
Edition
SESSION 1
THEME 1: INTRODUCTION AND OVERVIEW
SESSION 2, 3
THEME 2: SUPPLY CHAIN STRATEGY
Pre –session Reading
Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir
Kalra, Fifth Edition Chapter 2, 3
Study Plan Folder
“What Is the Right Supply Chain for Your Product?” by Marshall L. Fischer (HBR
article)
“Aligning Supply Chain Strategies with Product Uncertainties” by Hau L. Lee
(HBR article)
The Triple- A Supply Chain by Hau L. Lee (HBR article)
Case Study - 7- Eleven Japan Co. (from ref. book by Chopra, Meindl, Kalra)
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Classroom session
Integration of Business Strategy to Supply Chain Strategy
Efficient and Responsive Supply Chains
Comparison of Supply Chains for Functional and Innovative products
Dealing with Product Uncertainties
Case Discussion
SESSION 4, 5
THEME 3: DESIGNING DISTRIBUTION NETWORK
CONFIGURATION AND APPLICATION TO E-BUSINESS
SESSION 6
THEME 4: DISTRIBUTION NETWORK DESIGN
Pre –session Reading
Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir
Kalra, Fifth Edition (Chapter 5)
Case Study: Ford Asia pacific and Africa: The E- Coating facility Decision in
Gujarat, India (A) – HBS case no. # 9-914-014
Classroom session
Factors that influence network design
Steps in network design
Data collection and aggregation
Solution methods and Network
optimization models
Case Discussion
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SESSION 7, 8, 9
THEME 5: MULTI-ECHELON INVENTORY MANAGEMENT AND RISK
POOLING
Pre –session Reading
Textbook
Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir
Kalra, Fifth Edition Chapter 11, 12
Study Plan Folder
Computerized Simulation: “Risk Pool Game” from appendix section of ref. book
by Simchi Levi
Note: The game to be loaded by participants from CD given along with the same book
on their individual computers.
Classroom session
Safety Inventory in Multi-echelon supply Chain
Impact of Replenishment Policies and Aggregation
Effect of lead time and supply uncertainties
Determining Optimal Cycle Service Level and Expected Profits
Practice problems on Cycle Service Level Fill Rate, Expected Profit for supply
chains in Retail and other industries.
SESSION 10
THEME 6: PRICING AND REVENUE MANAGEMENT IN A SUPPLY CHAIN
SESSION 11 & 12
THEME 7: SUPPLY CHAIN PLANNING
Pre session Readings:
Text Book: Manufacturing Planning and Control for Supply Chain Management
by Thomas E Volkmann (5th edition)
Chapter – 2 (Page 17-29)
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Chapter – 3 (Page 60-81)
Chapter – 6 (Page 168-202)
Chapter – 7 (Page 222-245)
Chapter – 8 (Page 260-275)
Chapter – 10 (Page 336-338)
SESSION 13 & 14
THEME 8: TRANSPORTATION AND LOGISTICS
SESSION 15 & 16
THEME 9: STRATEGIC ALLIANCE
Pre session Readings:
Text Book: Designing and Managing the Supply Chain by David Simchi-
Levi (2nd edition) Chapter – 6 (Page 143-161)
SESSION 17 & 18
THEME 10: REVERSE LOGISTICS
SESSION 19 & 20
THEME 11: SUPPLY CHAIN PERFORMANCE MEASURES
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PGDM Trimester 04
SOFTWARE ENGINEERING AND PROJECT MANAGEMENT
COURSE OBJECTIVE
To learn & study in detail various aspects of Software Engineering as well as
Elements & Steps which make up a Typical Software Development Process Model
as well as various Systems & Methodologies used for Management of Software
Projects
LEARNING OUTCOMES
Clarity with regard to
Various Concepts, Steps, Sub-models & Structures which form part of SEPM
New Emerging Technologies in the Area of Software Engineering
New (Technology-driven) Horizons related to Software Project Management
PEDAGOGIC TOOLS
POWERPOINT PRESENTATIONS, READING REFERENCES
SESSIONS 1 to 3
THEME 1: INTRODUCTION TO MANAGEMENT OF SOFTWARE PROJECTS
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
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Topics
Introduction to SE
Requirement Analysis
Proposals, Scoping, Risk Management
SESSIONS 4 to 6
THEME 2: ISSUES RELATED TO SOFTWARE PROJECTS & STRUCTURE
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
Topics
Change Management & Control
Mindset Issues
Flow Charts
SESSIONS 7 & 8
THEME 3: STAGES OF SOFTWARE ENGINEERING
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
Topics
Cost Estimation
User Interface Design
New Horizons – Nine Steps
SESSIONS 9 & 10
THEME 4: APPLICATION AREAS
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
Topics
Client Server Technology
Pareto Approach
Assignments: A Software Development Proposal TO BE SUBMITTED
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SESSIONS 11 & 12
THEME 5: THE MILLENIUM APPROACH
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
Topics
Sockets Approach
Peripheral Tools - Innovator
Introduction to ERP
SESSIONS 13 & 14
THEME 6: BUSINESS INTELLIGENCE
Pre-Session Readings
Study Plan Folder
Classroom Session
Power point Presentations - Interactive
Topics
BI Structure
SESSION 15
THEME 7: TEST & QUIZ
Pre-Session Readings
Study Plan Folder
Classroom Session
TEST & QUIZ
SESSIONS 16 to 18
THEME 8: SOFTWARE ENGINEERING FOR THE ENTERPRISE
Pre-Session Readings
Study Plan Folder
Laboratory Session
NAVISION SOFTWARE
Topics
ERP DEMO
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SESSION 19
THEME 9: DOCUMENTATION ASPECTS OF SE
Pre-Session Readings
Study Plan Folder – All Topics
Classroom Session
Power point Presentations - Interactive
Topics
DMS
SESSIONS 20 & 21
THEME 10: PROJECT PRESENTATION
Pre-Session Readings
Study Plan Folder – All Topics
Group Work
POWERPOINT PRESENTATION by the STUDENTS IN GROUPS
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PGDM Trimester 04
TOTAL QUALITY MANAGEMENT
COURSE OBJECTIVE
To enable the students to understand the concept of Quality in different business settings
and develop the ability to select and put to use appropriate Quality Management tools
to suit the requirements.
Theme 1: Understanding Quality
Theme 2: Contribution of the Quality Gurus
Theme 3: TQM Tools and Processes
Theme 4: TQM Applications
Theme 5: Quality Standards and Awards
Theme 6: TQM Processes in Practice
LEARNING OUTCOMES
Awareness of the evolution of TQM and the contribution by the pioneers in the
field.
Appreciation of the various TQM tools and the ability to drive their application
in different business settings
Awareness of the Quality management standards, certifications and awards and
the path to their achievement
Develop understanding of real life situations
The ability to choose, draw up plans and implement appropriate TQM solutions
on the ground in any given situation through case studies and real life examples
PEDAGOGIC TOOLS
Reference Text book – Total Quality Management by Dale H. Besterfield et al;
Pearson Prentice Hall, Third Edition
Case discussions
Experience sharing
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THEME 1: UNDERSTANDING QUALITY
SESSION 1 & 2
Pre-Session Readings
Readings on Understanding Quality
Classroom Session
Course introduction
What is Quality?
Understand the dimensions and scope of the ‘Q’ word.
Identify the key stakeholders: Consumer, Brand, and Organization.
Crystallize the concepts of Quality of products and Quality of service. Discuss
measures for Quality.
Group Work
Share personal experiences of Quality in day to day life.
Assignments
Readings on contribution by the Quality gurus
Pre-Session Readings
Readings on contribution of the Quality gurus.
Classroom Session
Evolution of TQM over the decades
Quality pioneers and their work/ focus areas - Shewhart, Deming, Juran,
Ishikawa, Crosby, Feigenbaum, Ohne, Taguchi.
Assignments
Readings on contribution by the Quality gurus
SESSION 4
Pre-Session Readings
Readings on contribution of the Quality gurus.
Classroom Session
Underlying commonalities of the approaches of the Quality Gurus
Points of difference in their thinking
Cultural idioms and their impact
Develop a common baseline approach to TQM
Assignments
Revision of SQC processes, readings on TQM tools
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THEME 3: TQM TOOLS AND PROCESSES
SESSION 5
Pre-Session Readings
Readings on SQC processes, and TQM tools
Classroom Session
Revise key SQC concepts – Measures of central tendency and dispersion,
Correlation, Regression
Concept of Six Sigma
Concept of variability in operations and its impact on outcomes
SESSION 6
Classroom Session
The ‘7 Quality Tools’
Other Quality Management tools
Practical aspects of implementation and choosing right tools for the occasion
Group Work
Benchmarking case discussion
Assignments
Readings on FMEA
SESSION 7
Pre-Session Readings
Readings on FMEA
Classroom Session / Group Work
Understanding of Failure Modes and its place in TQM
Carrying out an FMEA exercise and analyzing the outcomes
Drawing up follow up actions
Assignments
Reading on QFD
SESSION 8
Pre-Session Readings
Reading on QFD
Classroom Session / Group Work
Concept of QFD and the need for it
Terminology used in QFD and steps in implementing QFD
Construction of the House of Quality
Cascading of QFD from the VOC to detailed manufacturing plans
Assignments
The Polaroid case
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SESSION 9
Classroom Session / Group Work
Submission of Polaroid Case analysis
Discussion on questions raised and its relevance to the use and application of
TQM practices
Question/ Answer session
Assignments
Readings on TPM
SESSION 10
Classroom Session / Group Work
TQM approach in service industry
What are the points of convergence and divergence vis-à-vis manufacturing
industry
What are the key determinants of quality in service industry
What are the most appropriate TQM tools for different situations
SESSION 13
Pre-Session Readings
Reference work on Taguchi’s concepts on TQM
Classroom Session
Introduction to Taguchi’s theories
The Loss Function
Parameter and Tolerance design
Assignments
Reference work on CRM and Vendor Quality Management
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SESSION 14
Pre-Session Readings
Reference work on CRM and Vendor Quality Management (VQM)
Classroom Session
Introduction to Vendor Quality Management
Benefits of VQM
Steps in implementing a VQM process
Customer interface and Quality
Assignments
Toyota case
SESSION 15
Classroom Session / Group Work
Submission of Toyota Case analysis
Discussion on questions raised and its relevance to the use and application of
TQM practices
Question/ Answer session
Assignments
Readings on Quality Awards and recognitions
Reference work on Quality standards and awards across industries – group
work/ paper submission
Sundaram Clayton Case Study
SESSION 17
Classroom Session / Group Work
Submission of Sundaram Clayton Case analysis
Discussion on questions raised and its relevance to the use and application of
TQM practices
Question/ Answer session
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HR collaboration and interventions
IT enablement
Target setting and measuring results
SESSION 19
Classroom Session / Group Work
Quality in real life – identifying opportunities and applying appropriate solutions
SESSION 20
CONCLUSION
Brief overview of the course, revision and clarifications on specific issues, topics.
Course review and feedback – what were the hits and what the misses were.
72
PGDM Trimester 04
LEAN MANAGEMENT
OBJECTIVES
At the end of the course the participants will know and apply the following:
Toyota Production System and its elements
Guidelines to create lean value stream
Value Stream Costing, Value Stream Measurements and Cell
Measurements
Lean principles (Value, Value Stream, Flow, Pull, Perfection) and its
practical application in Manufacturing and Service Industry.
Application of Lean in Supply Chain
A3 problem Solving
METHODOLOGY
The participants will learn this course through the following ways:
• Case Study Approach
• Quiz
• Consistent evaluation – individual and group (Tests)
• Experience sharing
• Text book study / notes dissemination
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5. Practical Lean Accounting, Brian Maskell, Bruce Baggaley
6. A study of Toyota Production System , Shigeo Shingo
7. Creating Level Pull, Art Smalley
8. Building a LEAN fulfillment Stream , Robert Martischenko
9. Making Materials Flow, Rick Harris
EVALUATION SCHEME:
S. No Parameter Marks When Remarks
Simulation Experiential Learning game,
First four
1 (Plug Game) 10 evaluated on basis of
sessions
(Team-based) performance
Tests your understanding of
After 10
2 Quiz (Individual) 30 what has been taught in the
sessions
first ten sessions
Presentation After 19 Tests your understanding of
3 10
(Team)/Case sessions LEAN MGMT
After
Final Exam Test Questions on entire
4 100 twenty
(External) syllabus
sessions
SESSION PLAN:
SESSION 1 TO 4
Topic to be covered: Toyota Production System, Lean, Characteristics of Lean,
Characteristics of Lean, Simulation of Waste Elimination, Five principles of Lean, 8
wastes , Guidelines to create Lean Value Stream
Objective: Overview of the elements of TPS, Know Muda, Mura and Muri, Gain an
insight into waste elimination by playing a plug game. Understand VA, NVA and ENVA
Materials Used/Case Study/ Presentation/ Project: Toyota way- Liker, Learning to See
– Dan Jones
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SESSION 5
Topic to be covered: Value Stream Mapping
Objective: Learn “As is” mapping through VSM
Materials Used/Case Study/ Presentation/ Project: Learning to See – Dan jones
SESSION 6 to 7
Topic to be covered: Value Stream Measurements and cell performance measurement,
Value Stream Costing
Objective: Manage Value Stream using these measurements, VSM costing – Cost per
unit and cost based on rate of flow
Materials Used/Case Study/ Presentation/ Project: Practical Lean Accounting, by Brian
Maskell
SESSION 8 TO 10
Topic to be covered: Creating a Continuous Flow
Objective: Implement Continuous Flow while implementing guideline to create Lean
Value steam
Materials Used/Case Study/ Presentation/ Project: Creating Continous Flow, Mike
rother and Rick Harris
SESSION 11 TO 12
Topic to be covered: Making Materials Flow
Objective: Ensure that single piece flow is ably supported by synchronous material
flow
Materials Used/Case Study/ Presentation/ Project: Making Materials Flow, Rick
Harris
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SESSION 13 TO 15
Topic to be covered: Creating Level Pull
Objective: Insights into the concept of Pull – Introduction to Kanban
Materials Used/Case Study/ Presentation/ Project: Creating Level Pull – By Art
Smalley
SESSION 16
Topic to be covered: Creating Pull Systems, (a)Principles of Kanban, (b) Calculate no
of Kanban Cards and (c) Managing the System
Objective: In-depth understanding of Pull by applying principles of Kanban
Materials Used/Case Study/ Presentation/ Project: Implementing a Mixed
Model Kanban System – Robert Taylor , James Vataro
SESSION 17
Topic to be covered: Lean in the Supply Chain (Create Fulfillment Stream)
Objective: Plan for Every Part and applying LEAN to the supply chain
Materials Used/Case Study/ Presentation/ Project: Building a LEAN fulfillment
Stream, Robert Martischenko
SESSION 18 to 19
Topic to be covered: A3 Thinking ( A3 Problem Solving report)
Objective: Practice A3 reports by solving A3 exercises
Materials Used/Case Study/ Presentation/ Project: Understanding A3 thinking – Art
Smalley and Durward Sobek
SESSION 20
Topic to be covered: Case Presentation
Objective: Application of knowledge
76
PGDM Trimester 04
SELECTION AND RECRUITMENT
OBJECTIVE
Successful managers and team leaders need the skills to find and recruit the best
candidates for their team. This course focuses on successful recruitment and
selection decisions which would help the organization to build a solid talent pool
within the organization.
LEARNING OUTCOMES
Have knowledge of various concepts surrounding recruitment and selection.
Understand aspects of recruitment and selection planning.
Be familiar with aspects relating to the recruitment process.
Comprehend the processes and characteristics of the selection process.
Measuring R&S effectiveness
PEDAGOGIC TOOLS
RECOMMENDED BOOKS:
Human Resource Selection by Robert D. Gatewood and Hubert S. Feild, South
western Cengage Learning, Mason, Ohio 2001
Staffing Organization, Herbert G. Heneman III, Timothy A. Judge, 5th Edition,
McGraw Hill International
REFERENCE BOOKS:
Employee Selection, Lilly M Berry, Thomson Publications
Hiring & keeping the best people, HBS Press
Human Resource Planning, Dipak Kumar Bhattacharyya, 2nd edition, Excel
Books.
High performance hiring by Robert w. Wendover, Crisp Publication, California,
1991.
Human Resource planning, Deepak Kumar Bhattacharya
HRM, Gary dessler
THEMES:
1. Human Resources Planning
2. Recruitment Process
3. Screening Candidates
4. Reference Checking & appointment order
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Demand of Forecasting
Employment Trends
Replacement Needs
Productivity
Growth & Expansion
Absenteeism
Work Study
Work load analysis
Work Analysis
Case Discussion - Class Assignment
MODULE 3
SESSION 11, 12 & 13
Screening the candidates
Application Forms: bio-data / resume / curriculum vitae and weighted
application blanks: meaning definition, purpose, advantages and disadvantages
– taking a behavioral approach to recruitment: spotting personality patterns,
making basic assumptions, predicting the future, strategy Vs. Technique. Pinning
down what is needed: targeted interviewing, focusing on behavior, assessing how
person performs, and assuming they have been hired. – Identifying the
ingredients of success: the winning candidate’s profile, challenges in the
78
interview, the starting point, day to day execution, dealing with people, the inner
person, additional characteristics. Studying the CV.
Testing. Meaning, definition, purpose, advantages and disadvantages. Ability
tests clerical ability test, mechanical ability test, mental ability test, physical ability
test, personality assessment test, typing test, shorthand test, computer proficiency
test
Session - 14 Interviewing: Planning the interview, Interview process - getting
started, examining the 5 interview areas, examining the strengths & weaknesses,
listening to what are being said, digging for behavioral gold, probing for specifics,
spotting patterns, using an interview checklist, Allowing candidates to ask
questions at the end, explaining the procedure of selection and concluding with
a happy note, making the decision. Interview in public sector undertaking,
statutory requirements.
MODULE 4
SESSION 15, 16, 17, 18, 19 & 20
Reference checking & Appointment orders: meaning, definition and purpose.
Verification of character, criminal antecedents, previous work behavior and
education qualifications. Verification of community certificates in public sector
companies
Meaning, definition, and purpose. Statutory requirements (under the Shops and
commercial establishments Act). Contents of appointment letter, hard copy (or
soft copy), method of delivery and retrieving the acknowledgement copy.
Medical Examination & acceptance of offer for joining.
Measuring Recruitment – Recruitment 4 meter model
Class Workshops
Class Presentations
Class Test
79
PGDM Trimester 04
LEARNING & DEVELOPMENT
LEARNING OUTCOMES
Hence, the L&D function is responsible for:
Training needs identification and analysis
Program design
Implementation of L&D initiatives
Evaluation of L&D effectiveness
COURSE OVERVIEW
Students will be taken through a series of 5 modules, each module focusing on
specific aspects of L&D.
Pre session readings and post workshop assignments to make the coverage
comprehensive
Total session or classroom time to be 30 hours with approximately 20 hours of pre
work and post work.
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COURSE CONTENT
Module 1: Introduction to L&D
Module 2: Learning Need Identification & Analysis
Module 3: Selection and design of Learning & Development programs
Module 4: Ascertaining effectiveness of L& D
Module 5: Role of L&D in Career Development
MODULE 1: INTRODUCTION
(INTRODUCTION TO THE COURSE AND ITS RELEVANCE TO HR PROFESSIONALS)
SESSION 1
NEED FOR GOOD L&D PRACTICES AND ITS ROLE IN THE ORGANIZATION
Pre session Readings
Text Book
CASES/EXCERCISES
Case let: “Reinventing the Wheel at Apex Door Company” LD - 01
SESSION 2
COMPETENCY BASED APPROACH TO LEARNING AND DEVELOPMENT
Pre session Readings
Text Book
CASES/EXCERCISES
Case let: “Working at Bob’s in Rio” LD - 02
SESSION 3
OVERVIEW OF L&D AND THE SYSTEMS APPROACH WITH FOCUS ON ROLE
OF DIFFERENT STAKEHOLDERS IN THE L&D PROCESS
Note:
The sessions of Module 1 are in L2-Comprehension level as per Blooms Taxonomy
classification.
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MODULE 2: LEARNING NEEDS IDENTIFICATION & ANALYSIS
SESSION 4 to 9
VITAL SOURCES FOR EFFECTIVE COLLECTION OF LEARNING NEED
IDENTIFICATION AND ANALYSIS
SESSION 10 & 11
Session Using Psychometric Tools to identify and analyze specific training needs
Psychometric Tools titled Motivational Profile LD - 31
(To be provided by TVRLS)
Note: The sessions of Module 2 are in L3-Application level as per Blooms Taxonomy
classification.
Note: The sessions of Module 3 are in L3-Application level as per Blooms Taxonomy
classification
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MODULE 4: ASCERTAINING EFFECTIVENESS OF L& D
SESSION 15, 16 & 17
ROI on training/learning
Evaluating effectiveness of L&D
Case let: “Evaluating training at Hutchinson Inc.” LD - 58
(Managing Human Resources, 6th Edition, Wayne F. Cascio)
Note: The sessions of Module 5 are in L1-Knowledge level as per Blooms Taxonomy
classification
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PGDM Trimester 04
CHANGE MANAGEMENT & OD
Post 9/11 terrorist attack businesses around the world were impacted in different ways.
Tourism and travel were impacted by greater travel restrictions over a prolonged period,
nations were impacted by having to spend more on security and other intelligence
related measures, The Global Financial Crisis of 2008 fueled by the mortgage lending
crisis in the US impacted banks and financial institutions in many ways. Over a 100
mortgage companies closed down, suspended business or were sold out. Top
managements too did not escape intact. CEO’s of two of the largest financial institutions
resigned within a week of each other. All of these changes did not just shake the
organizations, in fact the people therein too were affected. Job security was at a low
during the period 2007 to 2009. Many people feared being laid off from jobs they held.
Socio-economic changes have brought about a huge change in lifestyles, attitudes, values
and outlook of people. The new Generation Y has its own distinguishing characteristics
which calls for completely different paradigms at work, social and family life. In many
economies around the world the opportunities for people have increased manifold in
the recent years. However the ability and psychological infrastructure to cope with the
rapid change has not kept pace and therefore the fall out has been extremely difficult
and individuals are unable to face up these changes and looking for various sources of
help in their personal and professional lives.
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Learning Outcomes of the Course
Upon successful completion of the course students will be able to
a) Define and Understand Organization Development and Change Management
and how the field evolved and shaped over time
b) Who or What is an OD consultant or Practitioner and kind of abilities needed to
be a successful OD professional.
c) Understand the processes of Organization Development and the various tools,
procedures and techniques used by practitioners in the field.
d) Understand how OD can influence managing change at individual, group as well
as organizational wide level.
e) Understand application of OD in various contexts including Human Process,
Techno-structural, HRM as well as Strategic Change Interventions.
f) Emerging Paradigms and Trends in Organization Development & Change
Management.
PEDAGOGY
The primary approach for this course will be a facilitated understanding driven by self-
reading, guided class discussion; instructor facilitated case discussion and presentations.
This will be juxtaposed by an understanding of the application in organizational settings
by practitioner interaction and discussions and group and individual work assignments.
Learning and understanding of concepts will be evaluated by class participation, quizzes
and a end term written examination.
SESSION 1
INTRODUCTION TO CHANGE MANAGEMENT
Classroom session:
What is change?
Forces of Change
Types of Change
Continuous and Discontinuous changes
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SESSION 2
WHAT IS ORGANIZATION DEVELOPMENT (O&D)?
Classroom session:
OD & Transformation
General strategies for effecting changes in Human Systems
SESSION 3
MANAGING CHANGE
Classroom session:
The Art of Balancing
Establishing contact
Stimulating conversations, ensuring congruence of messages, activities, policies
and behaviors
Providing opportunities for joint creation
Anticipate, identify & address people problems
SESSION 4
MODELS OF CHANGE
Classroom session:
Content-based models
Process-based models
Integration of change models
SESSION 5
RESISTANCE TO CHANGE
Classroom session:
Positive / Negative
Reducing resistance to change
Reviewing HBR article: Why do employees resist change? (HBR- May/June 1996)
SESSION 6
Classroom session:
Role of Change agents
Skills required for the role of change agents
Level 5 leadership (from good to great)- Review HBR article: “Your Company’s
Secret Change Agents”- (HBR- May 2005)
SESSION 7
ORGANIZATION CULTURE & CHANGE
Classroom session:
Formal and Informal components of Organization Culture
Role of leadership in Changing Organization Culture
Smell of the workplace.
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Reviewing Nummi case study from MIT Sloan Management Review (How to
Change Culture- lessons from NUMMI – Winter 2010, volume 51, No 2)
SESSION 8
ORGANIZATION TRANSFORMATION
Classroom session:
Strategic Interventions
Cultural Intervention and Operational interventions
SESSION 9
Classroom session:
Changing the Mind of the Corporation – Reviewing the HBR article by Roger
Margin (HBR-Nov/Dec 1993)
SESSION 13
APPRECIATE ENQUIRY
Classroom session:
The new Frontier
Locating the Energy for change
SESSION 14
Classroom session:
Ethics and organizational change
SESSION 15
Classroom session:
The New Agenda for Organization Development
SESSION 16
Classroom session:
Fast cycle OD
Faster, better Cheaper catches with OD
SESSION 17
Classroom session:
Beginning with End in Mind
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Planned results
Reviewing the HBR article “Why change programs do not produce change”
(HBR- Nov/ Dec 1990)
SESSION 18
Classroom session:
Rocking the Corporate board without falling out!
Review the HBR article: “Radical Change, the Quiet Way” (HBR- October 2001)
SESSION 19
Classroom session:
Role of crucial conversations in Change and Transformation
SESSION 20
Classroom session:
Changing the way we manage Change – Strategies for transformation
Reviewing HBR article “Choosing Strategies for Change” – (HBR- July/Aug 2008)
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PGDM Trimester 04
PERFORMANCE MANAGEMENT
OBJECTIVE
Performance Management has assumed a pronounced importance over the last several
years. Organization’s vision, mission and goals are sought to be communicated and
accomplished through the instrumentality of the performance management system in
organizations. Beyond being a tool to track individual performance, the power of PMS
has profound impact on creating the right kind of culture in organizations. There was a
time when debates raged in terms of whether a PMS should be designed keeping in view
the cultural attributes of an organization or should the PMS be designed to be a tool to
facilitate culture change. Increasing the latter view is prevailing over the former.
A closer look at how most organizations implement PMS will reveal that they use it
largely for administrative purposes and to some degree for developmental purpose.
While both these objectives are justified, PMS has significant potential for planned
growth of individuals in organizations and this is yet to be tapped by a vast majority of
organizations. The challenges revolve around:
a) Making performance management an annual ritual. It is an important check-box
item for HR!
b) Letting wide variations in quality exist amongst managers in terms of how they
leverage this tool for setting goals, tracking progress and developing people.
c) Using appraisal ratings to basically determine salary revisions and occasionally
promotion decisions
The real power of PMS lies in a manager’s and employee’s ability to understand how
this can form the basis for continuous development. And PMS should be understood
also as mother system around which most other HR systems revolve. Understanding
different types of appraisal systems, the nuances of the processes involved in making
the system effective, feedback and feed forward approaches, relationship to training
and career planning systems and the like will enhance the understanding of the PMS
and help in getting the best out of the same. This course aims at providing the holistic
perspective on the subject so that its power can be unleashed for the advantage of both
the organizations and the employees
LEARNING OUTCOMES
Participating and learning this elective will help students to appreciate PMS as a
powerful lever for people development. In short, the following learning outcomes will
result:
Understanding PMS as a key Human Resource Development system and its
relationship with other HR systems
Recognizing the nuances of making the PMS effective both by understanding
the system elements and process elements involved
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Leveraging the PMS as a culture change intervention in moving organization
cultures from being close to open
Understanding the two major challenges associated with effective use of PMS,
viz., Openness and Objectivity and how to enhance both these
Emerging trends in PMS and its role in organizations
PEDAGOGY
The teaching methodology for this course will be a blend of lectures, reading
assignments guided class room discussions, case study analysis and best practices
sharing. Evaluations will be based on demonstrated understanding of the concept,
methods, frameworks and processes associated with PMS and through Quiz,
presentation, group work and exams.
SESSION 1, 2 &3
OVERVIEW TO PMS, BACKGROUND AND EVOLUTION
Objectives:
A complete overview of the performance management system
A historical perspective in and around the origin of performance management
systems
Understanding the evolution of the concepts and the thoughts behind the PMS
A detailed analysis and study of the various types of appraisal mechanisms with
their pros and cons
SESSION 4 & 5
FOUNDATIONS OF GOAL SETTING
Principles of Goal setting – the concepts and meaning
The importance of setting goals in an organization and cascading mechanisms to
the individual employees
SMART goals – what does it mean and why it is important
Sessions and simulations around the goal setting exercises, validation of goals
and appraisals
SESSIONS 6 & 7
GOAL SETTING FRAMEWORKS
The meaning and importance of Balance scorecards
How to implement the concepts of BSC and understand its relevance to the
overall PMS in an organization
Malcolm Baldrige model – key elements, relevance and importance
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SESSIONS 8
METHODS OF PERFORMANCE ASSESSMENT
Commonly used Performance Assessment approaches
Introduction of the concept of 360 degree feedback
What does it mean, when should it be used – internal vs external implementation
Challenges around the 360 degree feedback and how to overcome them
Design and simulation of a 360 degree feedback process
SESSION 9
NORMALIZATION AND STATISTICAL ANALYSIS OF RATINGS
Concept of normalization – should it be done or should one skip it
Understanding the rationale and reason behind the concept of normalization
Key factors while doing normalization – exceptions
Ratings analysis and various matrices used to represent them
Concept of dual ratings – the what and how part of an KRA
SESSION 10 & 11
IMPROVEMENT PLANNING
PIP / DAP – what do they mean
When should an employee be put under the above mentioned schemes
The design principles and guidelines for PIP / DAP , key elements and tracking
mechanism
SESSIONS 12 & 13
DESIGNING A PMS SYSTEM FOR AN ORGAINZATION
Understanding the concepts of diagnostic study and importance
Key design principles
Various types of rating scales and their importance – dual ratings and their
significance
Designing the various forms and templates
Implementation of the designed system – challenges and mitigation
SESSION 14
LINKAGES WITH OTHER HR SYSTEM
How can the PMS be linked with other HR functions like
o Potential Assessment
o Rewards and recognition
o Career progression
o Training needs identification and development
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SESSION 15 & 16
POTENTIAL APPRAISALS AND COMPETENCIES
Introduction to the concept of competencies, their underlying meaning and
relative importance
What is the meaning of potential appraisal – is it important? If yes why?
Why a HR professional must understand the competencies and how can it be
linked to a potential appraisal framework
SESSION 17
ASSESSMENT CENTRES AND DEVELOPMENT CENTERS
The key guiding principle behind assessment centers and development centers
Design principles – multi rater and single rate concepts
Development centers and the key concepts behind them
SESSION 18 & 19
COACHING AND MENTORING
Coaching and Mentoring – are these two the same or are there any differences
Importance of these concepts and linkages with the PMS
Why these are must have information for a HR professional
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PGDM Trimester 04
APPROACH TO PROBLEM SOLVING & DATA COMMUNICATION
CONTEXT
Ours is the age of prolific data. It is said that data doubles every 18 months. The
reasons for this proliferation are easy to see. The internet and the mobile channels
through which customers interact with companies is perhaps the largest
contributor to this data deluge. Another reason is that corporations spend
millions of dollars on technology to improve processes and manage customer
relationships. CRM, ERP, SCM and Core banking applications generate huge
volumes of data. Electronic channels for business like ATM’s and credit card
swipe machines also add their part. The growth of this data has created the
“Analytics Industry” and sophisticated techniques have become readily available
to the manager to analyze this vast volume of data. Such is the relevance of
Analytics in today’s competitive space that many companies have set up
Analytics as a Strategic Business Unit (SBU). Be it the assortment of products on
the retail floor, the credit worthiness of banking customers, optimizing the
channels of distribution, getting more mileage from online presence or dynamic
pricing in airline ticketing, Analytics is increasingly becoming the key driver of
competitive advantage.
Analytics, as a science, is based on the fundamental principles of Statistical
Theory or Machine Learning Algorithms, and its applications. One cannot
analyze huge volume of data with basic technology like say, MS Excel alone.
Tools like SAS, SPSS and the technology of storing data in Data warehouses with
Oracle or Sybase are a must for handling such volumes. High storage and
processing power is becoming increasingly affordable for most companies. All
these factors together have contributed to the creation and phenomenal growth
of the Analytics especially in India.
COURSE OBJECTIVE
To expose a manager to the nuances of using statistical techniques on voluminous
data for extracting insights that help him make better informed decisions.
To train managers to develop the ability of marrying a business problem to its
solution through an analytical technique
To educate managers to interpret statistical output for business implementation
Provide some hands on exposure to SAS, and other tools which is need in
industry for analyzing voluminous data
LEARNING OUTCOMES
The student should be able to understand and appreciate both common and
advanced techniques in Analytics.
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She should understand and interpret statistical output that is provided by
software like SAS, and communicate this information using common business
parlance.
The participant should be able to apply statistical techniques to solve business
problems. She will get an exposure to those business situations where the use of
Analytics can become a powerful differentiator.
The participant should also become comfortable in using SAS software
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Study Plan Folder
Study Hand-outs
Textbooks
SAS Software for hands-on exercises
Near Real Business Datasets for practice
SESSIONS 1&2
TOPIC: INTRODUCTION
Pre-Session Readings
Reference
Handouts will be provided
Competing with Analytics by Thomas Davenport
Study Plan
Topics Covered
Analytics – Definition & Scope
The Analytics Scenario and Marketplace
Impetus for growth of Analytics in India
Applications of Analytics in Business
Skill sets Required to Succeed
Overview of Mathematical & Machine Learning Methodologies
Tools for Analytics (Commercial & Freely Available)
Business Intelligence & Analytics
Upstream & Downstream Technologies
Big Data
SESSIONS 1&2
TOPIC: TEN TASKS IN ANALYTICS
Pre-Session Readings
Text Book
Multivariate Analysis by Andersen, Black and Hair
Handouts Provided
Study Plan
Topics Covered
Ten Tasks in Analytics
Exploratory Data Analysis or Summarizations
Attribution or Driver Analysis
Classification
Forecasting
Predictive Analytics
Design of Experiments
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Simulation
Optimization
Association or Pattern Recognition
Text Analysis
SESSIONS 3 to 4
TOPIC: EXPLORATORY DATA ANALYSIS & DISPLAY TECHNIQUES
Pre-Session Readings
Text Book
Multivariate Analysis by Andersen, Black and Hair
Handouts Provided
Study Plan
Topics Covered
Data types and formats (Structured & Unstructured)
Flat Files & Relational Databases
Time Series, Cross Sectional & Panel Data
Some Basic Fundamentals
count, sum, difference, min, maximum, first & last, percentages
cumulative, trends, seasonal & cyclical influence, interventional influence,
irregular influence, turnarounds
deciles, percentiles, ratios, rates (growth rates), returns (arithmetic,
logarithmic, geometric and harmonic), CAGR, inflation adjustments
inflation adjustments, trend, seasonal influence, mean reversion,
correlations, diminishing returns, relatives and absolutes and indices
Mean, Median, Mode, Geometric, Harmonic mean, Moving Average,
Weighted Average, Trimmed Average
Range, Inter-quartile Range, Standard Deviance, Variance
Skewness, Kurtosis & Fat Tails
Correlations, Entropy, Mutual Information, Thresholds & Diminishing
Returns
Persistency & Lags
Probability, Odds & Hazards, Risk Relatives
Mean reversion & random walks
Producing Descriptive Statistics using Tables & Charts
Tabulation & Cross Tabulations, Scatter
Bar, Pie, Histogram, Line charts, Radar, Pareto
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SESSSIONS 5 to 6
TOPIC: MARKET MIX MODELING
Pre-Session Readings
Text Book
Multivariate Analysis by Andersen, Black and Hair
Mastering Data Mining by Gordon Linoff & Micheal Berry
Handouts Provided
Study Plan
Topics Covered
Market Mix Models
Exhaustive List of Data Required
Application of Time Series Regression
Carry over effects and diminishing returns
Contribution and Elasticity
Response Curves
Presentation of the results
SESSSIONS 7 to 8
TOPIC: CUSTOMER SEGMENTATION
Pre-Session Readings
Text Book
Multivariate Analysis by Andersen, Black and Hair
Mastering Data Mining by Michael Berry and Gordon Linoff
Handouts Provided
Study Plan
Topics Covered
The Retail Setting
Behavioral, Attitudinal and demographic segmentation
Recency, Frequency & Monetary, Share of Wallet, Advocacy, Range, FBV
Rule based Clusters & K-mean Cluster Analysis
Presentation of the results
Attitudinal, Demographic & Geographical Segmentation
SESSSIONS 9 to 12
TOPIC: MINIMUM VARIANCE PORTFOLIO & INSURANCE CLAIMS
Pre-Session Readings
Text Book
Quantitative Methods in Finance – Carol Alexander
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Operations Research - Lieberman
Handouts Provided
Study Plan
Topics Covered
Minimum Variance Portfolio
Return & Risk
Walk through the Data
Optimization Techniques
Linear and Non Linear Programming
Quadratic Forms
Principal Components
The solution
Presentation of the Results
Insurance Claims
Types of Policies
Walk through the Data
Logistic Regression
Interpretation
Validation
The solution
Presentation of the Results
SESSSIONS 13 to 16
TOPIC: CAMPAIGN DESIGN & CAMPAIGN ANALYSIS
Pre-Session Readings
Text Book
Design & Analysis of Experiments by Douglas Montgomery
Handouts Provided
Study Plan
Topics Covered
Marketing Campaigns & Media Channels
Direct Marketing Campaigns
Basic Campaign Concepts
Introduction to Design of Experiments
Basic Terminology of Designs
Basic Terminology for Campaigns
Full Factorial vs. Fractional Factorial
Analysis of Response
Role of Distribution (last mile inclusion)
Presentation of Results
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SESSSIONS 17 & 18
TOPIC: CREDIT RISK IN RETAIL BANKS (FORECASTING & PREDICTIVE
ANALYTICS)
Pre-Session Readings
Text Book
Credit Risk Scorecards -Naeem Siddiqui
Business Forecasting by John Hanke
Multivariate Time Series by Brandt & Williams
Handouts Provided
Study Plan
Topics Covered
Retail Banks
Loans and Credit Risk
Data Required
Logistic Regression
Deciles Analysis and Confusion Matrix
Presentation of Results
Time Series Analysis
Stationary & Non Stationary Series
Forecasting by Decomposition
Forecasting by Exponential Smoothing
Forecasting with Regression
Multivariate Methods
SESSSIONS 19 & 20
TOPIC: Simulation, Association Analysis & Text Mining
Pre-Session Readings
Text Book
Mastering Data Mining by Micheal Berry and Gordon LInoff
Handouts Provided
Study Plan
Topic Covered:
Simulation- Nature & Scope
Monte Carlo Simulation
Distributions & Joint Distributions
Random Number Generation
A Pension Plan
Simulation of Pension Plans
Presentation of Results
Market Basket Analysis
Rules (2,3… n items per basket)
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Support, Confidence and Lift
Data Requirement
Integration with Campaigns
Presentation of Results
Introduction to Digital Media
Unstructured Data
Sentiment Analysis
Sentiment Index
Integration with Business Metrics
Presentation of Results
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PGDM Trimester 04
QUANTITATIVE TECHNIQUES FOR DECISION MAKING
Background
The purpose Analytics is to extract valuable information from process data
available with business organizations. It achieves this by applying
Statistics and OR techniques depending on the objective. It is critical that
analyst applies appropriate technique to get the optimum result. Given the
huge repertoire of techniques available, it is a challenging task. Moreover,
the features of the technique should be mapped to the availability of these
in the tool. The objective of the course is to cover important Statistical
techniques commonly used in the Analytics industry.
Specific Objectives
o To educate students about modeling techniques used in the case of
continuous and binary dependent variables.
o Equip students about the assumptions behind the techniques. Evaluate
violations of assumptions and take steps to remedy it
o Cover interpretation of statistical output for business implementation
o Provide hands on exposure to SAS, which is the industry leading software
for analyzing voluminous data
LEARNING OUTCOMES
The student should be able to understand and appreciate advanced techniques in
Analytics and be able to apply such techniques to solve business problems.
He/she will be able to identify business situations where use of these techniques
will provide the best solution. The participant will be comfortable in using the
SAS software and should be able to interpret SAS output and communicate using
business parlance.
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Study Hand-outs
Textbook
Study Plan Folder
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SAS for hands-on exercises
The textbook to be followed is:
Mastering Data Mining by Michael Berry and Gordon Linoff
Reference Books
Multivariate Analysis by Anderson Black and Hair
Business Forecasting by John Hanke
Competing for Analytics by Thomas Davenport
Statistics for Management by Levin and Rubin
The study encompasses the following:
Classroom Lectures and Interactions
Reading of Handouts being provided
SAS sessions in the Lab
SESSIONS 1- 6
LINEAR STATISTICAL MODELING
Readings
Statistics for Business and Economics by Anderson, Sweeney and
Williams(Chapters – 14,15,16)
Linear Regression Model
Classroom Session
Time series and cross sectional data
Linear and Non-linear models
Linear modeling approaches
Model Assumptions (detection and remedies)
Decomposing the effects
Generalized Linear Model
SESSSION 7 - 10
CLASSIFICATION TECHNIQUES
Readings
Predictive segmentation in action, Using CHAID to segment loyalty card holders
Classification and prediction in customer scoring
Classroom Session
Decision Trees
Chi-Square Automatic Interaction Techniques (CHAID)
Classification and Regression Trees (CART)
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SESSSIONS 11 to 16
BINARY MODELS – LOGISTIC REGRESSION
Readings
Statistics for Business and Economics by Anderson, Sweeney and Williams
(Chapter – 15.9)
Logistic Regression Analysis (C. Mitchell Dayton)
Applying CHAID for logistic regression diagnostics and classification accuracy
improvement
Multinomial Logistic Regression Basic Relationships
Classroom Session
Logistic Regression
Evaluation of Results (Lift Chart etc.)
Scoring
Multinomial Logistic Regression
SESSSIONS 17 to 20
BAYESIAN ANALYSIS/ MODELING
Readings
Introduction to Bayesian Statistics
A Multilevel Model Primer Using SAS® PROC MIXED
Using PROC MIXED in Hierarchical Linear Models
Classroom Session
Bayes Theorem
Estimating parameter
Fixed and random effects
Multilevel modeling using Proc Mixed
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PGDM Trimester 04
ANALYTICS FOR FINANCE – BFSI SECTOR I
OBJECTIVES:-
Finance industry has been in the forefront of adoption of Analytics. The recent
developments have given even more fillip to spread the adoption to hitherto unadopted
areas. The first part covered the application more from personal finance point of view.
The objective of this course is to cover applications in the investment and risk
management areas.
REFERENCE BOOKS:
David Ruppert, Statistics and Data Analysis for Financial Engineering, Springer
Texts in Statistics.
Wayne Winston, Data Analysis and Business Modelling, PHI.
Investments: Reilly Frank K. and Brown Keith C., Investment Analysis and
Portfolio Management, Eighth Edition, Cengage Learning, New York, 2006.
Prasanna Chandra (corporate finance text book) for options and futures
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Options, Futures and Forwards
13,14, Types of Options; options pricing formulae;
PC
15,16 SPSS/Excel Exercises: Option pricing sheet, volatility
modelling
Core Finance students are advised to not take this course, since there is a large level of
analytics knowledge that is imparted. Core finance students will anyway have their 6th
term FA to be mandatory and coverage will overlap to the extent of 40-50%
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PGDM Trimester 04
ANALYTICAL TOOLS AND TECHNIQUES FRO DECISION MAKING
OBJECTIVES
An important expectation of an analytics professional is that he/she is knowledgeable
about the tools of the trade. This course will impart working knowledge about
commonly used tools in the industry.
The course will use SAS / R / VBA-Excel to showcase some of the above concepts in-
depth.
TEXT BOOKS
Step-by-Step Programming with Base SAS Software, SAS Publishing,
http://support.sas.com/documentation/onlinedoc/91pdf/sasdoc_913/base_st
ep_10071.pdf
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SESSION PLAN
SESSION 1
THEME 1: A REVIEW OF TOOLS USED IN ANALYTICS AND REVIEW OF
CONCEPTS IN DATABASE MANAGEMENT
Classroom Session
BI Tools
Review of analysis tools
Real-Time systems
RDBMS and non RDBMS Systems
SESSION 2
THEME 2: INTRODUCTION TO EXCEL
Classroom Session
Data visualization
Pivot tables
SESSION 3
THEME 3: INTRODUCTION TO VBA – 1
Classroom Session
Excel-VBA object model
Basic charts
SESSION 4
THEME 4: INTRODUCTION TO VBA – 2
Classroom Session
Form and controls – interactive
Data handling
Assignments
Assignment 1
o Design and build a business dashboard
SESSION 5
THEME 5: INTRODUCTION TO SAS – 1
Pre-Session Readings
Learning SAS by Example, Chapters 1 - 6
Classroom Session
SAS data management
Importing data
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SESSION 6
THEME 6: INTRODUCTION TO SAS -2
Pre-Session Readings
Learning SAS by Example, Chapters 7, 9
Classroom Session
Logical data manipulation
Date variables in SAS
SESSION 7
THEME 7: DATA MANAGEMENT – 1
Pre-Session Readings
Learning SAS by Example, Chapters 8, 10
Classroom Session
Subset and combining datasets
Conditional and iterative processing
SESSION 8
THEME 8: DATA MANAGEMENT – 2
Pre-Session Readings
Learning SAS by Example, Chapters 11-12, 16-17
Classroom Session
Numeric and character functions
Summarizing data
SESSION 9
THEME 9: DATA MANAGEMENT – 3
Pre-Session Readings
Learning SAS by Example, Chapters 21, 23-24
Classroom Session
Rolling and expanding datasets
Broad and narrow datasets
SESSION 10
THEME 10: DATA MANAGEMENT – 4
Pre-Session Readings
Learning SAS by Example, Chapters 19, 25
Classroom Session
Automation using macros
Introduction to ODS
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SESSION 11
THEME 11: INTRODUCTION TO SQL
Pre-Session Readings
Learning SAS by Example, Chapters 26
Classroom Session
Comparison of DATA Step and SQL
SESSION 12
THEME 12: CREATE VISUALIZATIONS
Pre-Session Readings
Learning SAS by Example , Chapters 20
Classroom Session
SAS Graph
Assignments
Assignment 2
o Create visual analysis
o Automate for periodic runs
SESSION 13
THEME 13: ADVANCED TOPICS IN SAS
Pre-Session Readings
TBD
Classroom Session
Debugging in SAS
SESSION 14
THEME 14: INTRODUCTION TO R – 1
Pre-Session Readings
The Art of R-Programming, Chapter 1-6
Classroom Session
Data management
Matrix operations
SESSION 14
THEME 15: INTRODUCTION TO R – 2
Pre-Session Readings
The Art of R-Programming, Chapter 8-12
Classroom Session
Programming constructs
R-Functions
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SESSION 16
THEME 16: REPORTING IN R
Pre-Session Readings
The Art of R-Programming, Chapter 13
Classroom Session
Creating plots / interactive plots
Reporting frameworks in R
SESSION 17
THEME 17: INTRODUCTION TO R SHINY
Classroom Session
Creating interactive reports
Assignments
Assignment 3
o Create online interactive dashboard
SESSION 18
THEME 18: OVERVIEW OF BIG DATA CONCEPTS
Classroom Session
Introduction to Hadoop data management
Introduction to Hive Query Language
SESSION 19
THEME 19: R AND BIG DATA
Classroom Session
Concepts of map reduce and implementation in R
SESSION 20
THEME 20: OPTIONAL TOPICS – TBD
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PGDM Trimester 04
CONSULTING SKILLS
COURSE OBJECTIVE
Provide an overview of the discipline of Management Consulting to the students
who have opted for the Consulting stream and expose them to various soft skills
that are so necessary for a good Consultant
LEARNING OUTCOMES
The student will be able to appreciate the different kind of disciplines within
Management Consulting, understand the skills required and participate in class
exercises to hone them.
PEDAGOGIC TOOLS
PowerPoint presentation, Class room interactions, case lets, videos and active
class participation.
SESSIONS 1 & 2
THEME 1: INTRODUCTION TO CONSULTING AND THE INDUSTRY
Pre-session Reading
Group Exercise on Consulting Company Profiles
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SESSIONS 3 to 6
THEME 2: CONSULTING COMPETENCIES AND SKILLS
Pre-session Reading
1. The McKinsey Way by or The Mckinsey Mind, Management Techniques of
World’s Top Strategic Consulting Firm - Ethan M. Rasiel
Classroom Sessions (90*4)
Part I - Consulting Skills and Techniques
Business Diagnosis
Problem Solving
Structured Thinking
Implementation
Benefit Realisation
Part II – Soft Skills
Listening & Interviewing
Business Communication
Presentation
Proposal & Report Writing
Part III – Personal Proficiency
Managing Ambiguity and Uncertainty
Intellectual Curiosity
Working with Teams
Managing Stakeholders
Assignment
Group Exercises, Role-play
SESSIONS 7 & 8
THEME 3: CONSULTING PROJECT METHODOLOGY AND MANAGEMENT
Pre-session Reading
1. Business Consulting, A Guide to How it Works - Gilbert Toppin and Fiona
Czerniawska
2. The McKinsey Way by or The Mckensey Mind, Management Techniques of
World’s Top Strategic Consulting Firm - Ethan M. Rasiel
Classroom Sessions (90*2)
Part I - Project Methodology
Methodology
Tools and Techniques
Part II – Project Management
Project Governance
Risk and Execution Management
Project Costing and Profitability
Assignment
Group Exercises
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SESSION 9
THEME 4: CAREER AND GROWTH OF A CONSULTANT
Pre-session Reading
1. Management Consulting: A Complete Guide to the Industry - Sugata Biswas
Classroom Sessions
Part I - Career and Growth of a Consultant
Trends in Consulting
Day-in-a-Life of a Consultant
Career Prospects for a Consultant
Entrepreneurship in Consulting
SESSION 10
Pre-session Reading
1. Management Consulting: A Complete Guide to the Industry - Sugata Biswas
Classroom Sessions
1. Presentation by Groups on Case Analysis – 15 min each
2. Guest Lecture – Clients’ Expectations from Consultants – 30 min
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PGDM Trimester 04
INTELLECTUAL PROPERTY RIGHTS
‘Industrial Property’ and ‘Intellectual Property’ are used inter-changeably. But, there are
differences, though intellectual property leads to Industrial Enterprises and Industrial
growth. In this module, an attempt has been made to answer such questions. Historical
development of the concept has been traced. An attempt has been made to relate the
growth of law on the sociological issues.
COURSE GOALS
To provide a comprehensive guide to each field within the umbrella of intellectual
property, viz., trademarks, copyrights patents, trade secrets and unfair competition.
To address the methods to create, procedures to register or protect, duration of rights,
protection from infringement and new & international developments in these fields
of intellectual property.
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To bring a wealth of practical & firsthand knowledge to study the intellectual
property law.
To link their experience as consumers with the substantive information presented to
ensure intellectual property owners are provided a full range of strategies and
methods to protect their valuable assets.
LEARNING OUTCOMES
1. Provide an overview of the various categories of IP i.e. Copyrights, Patents,
Designs, Trademarks, Trade Secrets etc and their related rights and applications.
2. Provides students an insight into the role and significance of the different forms
of Intellectual property rights, their application to work environment and their
management in the greater generation of value and wealth
3. Help the students to implement IP enabling processes & systems
REFERENCE MATERIALS:
1. Intellectual Property Law by Avtar Singh
2. Intellectual Property by Deborah E. bouchoux
3. Reading materials provided by the Course Teacher
SESSION PLAN
SESSION 1 & 2
MODULE I: INTRODUCTION TO INTELLECTUAL PROPERTY LAW
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SESSION 3 & 4
MODULE II: COPYRIGHT
1. Introduction
2. Meaning and Applicability
3. Nature of Copyright
4. Subject matter of Copyright
5. Conditions of Copyright
6. What are Copyrighted
7. Rights of Owners
8. Procedure for Acquisition of Copyright
9. Relevant Provisions of Copyright Act
SESSION 5 & 6
MODULE III: PATENTS
1. Introduction
Objectives of Patenting
Temporary Monopoly
Initiative to Invent
Need for a Protecting System
2. Essential Requirements of a Patent
Invention
Novelty
Utility
3. Product and Process Patenting
4. Rights of Parties: An Overview
5. Procedure for Acquisition of Patents
6. Relevant Provisions of Patent Act
SESSION 7 & 8
MODULE IV: TRADEMARK
1. Introduction
2. Different Types of Trade mark
3. Service, Certification and Property Marks
4. Unregistered Trade Mark
5. Prohibited Marks
6. Deceptive Similarities
7. Rights of Owners
8. Procedure for Acquisition of Trade Marks
9. Relevant Provisions of Trade Mark Act
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SESSION 9 & 10
MODULE V: TRADE SECRETS AND UNFAIR COMPETITION
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PGDM Trimester 05
BUSINESS SIMULATION
INTRODUCTION
Two of the key programmatic Learning Outcomes of the PGDM Programme are (a) to
enable the participants to demonstrate a holistic, integrated and strategic approach to
managing a business enterprise and (b) develop cutting-edge decision-making skills.
Needless to add, this capability has to draw upon the basic and functional competencies
developed through the core courses. Business Simulation, hence, is positioned as a
capstone course offered in current trimester aimed at recognizing, applying and
integrating the concepts, tools and techniques covered so far. Capstone® Business
Simulation, a time-tested pedagogical tool, would serve as the main platform for driving
the Learning Outcomes of this course.
LEARNING OUTCOMES
Discuss the interactions and integration of various business functions and their
strategies.
Apply the key principles, concepts, frameworks and tools / techniques pertaining
to finance, marketing, operations, HRM and strategy.
Formulate business strategies aligned with the corporate goals and objectives.
Discuss the impact of changes in the business environment and adapt the
strategies to the new circumstances.
Analyze unstructured business situations that span multiple functional
domains.
Appreciate the role of organizational issues and team dynamics in effective cross-
functional integration.
PEDAGOGY
The participants engage in EIGHT rounds of decision-making while managing their
business enterprise as part of the Capstone® Business Simulation. They would receive
briefing on the simulation and debriefing on the results of every round. Class room
inputs would be aligned with the post-mortem analysis and facilitated by the cross-
disciplinary faculty group.
READING MATERIAL
Team Member Guide
Ready Reckoner
Capstone Courier 0
118
SESSION PLAN
Eight Round-8
(3 sessions) Presentation & Debrief (offline)
Bit of advice:
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PGDM Trimester 05
CORPORATE VALUATION
COURSE OBJECTIVE
The basic objectives of the course are: to equip the participants with strong fundamental
knowledge in the field of Corporate Valuation and enable them to incorporate the
process in real life scenarios.
LEARNING OUTCOMES
By the end of the course, the student should be able to:
Estimate discount rates, Cash flows, growth rates and Terminal Value
Value a company based on various valuation methodologies like DCF Valuation
and Relative Valuation
Valuation models through M S Excel
PEDAGOGIC TOOLS
The standard pedagogic tools like class room theory sessions and problem
solving will be the primary mode of teaching. Additionally, financial modeling
will be used to do live examples so as to understand the concepts better.
Text Book
Damodaran on Valuation (2nd Edition) by Aswath Damodaran, Wiley
Publications
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11 Value Multiples 9
12 Problem Solving 7 to 9
13 Problem Solving 7 to 9
Valuation Using MS EXCEL – Practical
14
Approach
Valuation Using MS EXCEL – Practical
15
Approach
Valuation Using MS EXCEL – Practical
16
Approach
Valuation Using MS EXCEL – Practical
17
Approach
18 Presentations
19 Presentations
20 Presentations
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PGDM Trimester 05
FINANCIAL DERIVATIVES
COURSE OBJECTIVE
Exposure to various types of financial derivatives
Comprehensive knowledge of derivative trading in India and exposure to
International Derivatives Markets
Understand the role of financial derivatives in hedging
LEARNING OUTCOMES
At the closure of the course, the participants are expected to have a clear understanding
and comprehensive knowledge on the following:
Properties of Forward contracts, Futures, Options and Swaps, and their various
types, their pricing methods, trading mechanism, and their role in hedging.
The life-cycle of derivatives in the markets
Understand
Examples of real contracts used in the markets
Mechanics of trades using these contracts
The construct of different derivatives,
OTC and Listed Derivatives
Apply and Demonstrate
The usage of these for hedging and selecting the right derivatives
Settlement methods in the markets
Illustrate the payoffs for each of these contracts or when used in combinations
Analyze
The properties of futures, forwards and options
The structure of a swap
The uses in hedging
Synthesize
Forwards and Futures contracts
Various options positions, statuses and risk
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Evaluate
The various option trading strategies
The different valuation methods for options
Contract values based on available market data
Create and Devise a virtual trading strategy and portfolio construction over a period of
time using the NSE market contracts comprising of stock derivatives (Options)
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Supplementary reading material (where necessary)
Case readings and market examples
Reference links
Study Plan Folder
The reference book to be followed is:
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Options, Futures, and Other Derivatives, 8/e
Author(s):
John C Hull
Sankarshan
Basu
ISBN: 9788131790311
Imprint:Pearson Education
Binding: Paperback
SESSION 1 & 2
THEME 1: DERIVATIVES AND DERIVATIVE MARKETS
Classroom Session
Introduction to Derivatives - Types, Markets and History
Forwards, Futures, Options
Exchange and OTC Markets
Derivatives and Settlement Methods
Uses of Derivatives
Types of Traders
Overview of Indian and International Derivative Markets
Session Readings
Reference Book: Options, Futures and Other Derivatives by John C. Hull 8 th
Edition (Chapter 1, 35)
SESSION 3 & 4
THEME 2: MECHANICS OF FUTURES MARKETS
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Stock Index Futures
The Life-cycle of a Futures Contract
Reference and Market Data
Futures Valuation
Session Readings
Reference Book: Options, Futures and Other Derivatives by John C. Hull 8 th
Edition (Chapter 2, 3)
SESSION 5 & 6
THEME 3: DETERMINATION OF FORWARD AND FUTURES PRICES
SESSION 7 & 8
THEME 4: INTEREST RATE FUTURES
SESSION 9 & 10
THEME 5: OPTIONS - MECHANICS OF OPTIONS MARKETS
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Trading
Commissions
Margin
Regulation
Warrants, ESOP and convertible
The Life-cycle of an Options Contract
Reference and Market Data
Session Readings
Reference Book: Options, Futures and Other Derivatives by John C. Hull 8th
Edition (Chapter 9)
SESSION 11 & 12
THEME 5: OPTIONS - PROPERTIES OF STOCK OPTIONS
SESSION 13 & 14
THEME 5: OPTIONS - TRADING STRATEGIES INVOLVING OPTIONS
SESSION 15 & 16
THEME 5: OPTIONS – VALUATION
SESSION 17 & 18
THEME 6: INTRODUCTION TO SWAPS
SESSION 19 & 20
STUDENT GROUP PRESENTATION. TOPICS WILL BE ANNOUNCED IN THE
CLASS
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PGDM Trimester 05
INSURANCE MANAGEMENT
OBJECTIVE:
The basic objectives of the course are: to equip the participants with strong
fundamental knowledge in the field of risk and insurance management process and
enable them to participate in insurance planning and administration, and personal
financial planning decision making process.
Theme 6: personal property and liability risk
Theme 5. Indian insurance, pensions and annuities.
Theme 4: life and health risks
Theme 3: legal principles in risk and insurance
Theme 2: the private insurance industry
Theme 1: basic concepts of risk management and insurance
LEARNING OUTCOMES:
Know the essential principles of Insurance, Pensions and Annuities.
Identify the diverse customer requirements and relevant Insurance products
Calculation of premium, bonuses and surrender values
Estimate life insurance needs using tools like Human Life approach, Needs
approach and Capital needs analysis approach
Pricing of insurance products
Know the internal organization and operations of Insurance companies
Understand the Indian insurance industry
Understand non-life insurance products like Home Insurance, Motor Vehicles
Insurance, etc
Appreciate the various legislative and regulatory matters which influence the
Insurance business
PEDAGOGY:
The study plan covers class room sessions, readings, group work and quizzes.
The participants are expected to come prepared with readings mentioned in the
session plan. Active discussion and class participation are encouraged. There
would be surprise quizzes during the session. The group work will be on items
of topical interest. A suggested list of topics will be provided in class, but
participants are free to select a topic of their interest with the approval of the
Instructor.
READING MATERIAL:
The pedagogic tools available to each participant are:
● Reference books to be followed: Rejda, George E. (2011). Principles of Risk
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Management andInsurance,10th Edition. New Delhi: Dorling Kindersley Mark
S Dorfman.
● Introduction to Risk Management and Insurance. 8th Edition, Nalini Prava
Tripathy and Prabir Lal. 2007.
● Insurance: Theory and Practice. PHI, H. Narayanan. 2008.
● Indian Insurance: A Profile. Jaico
● Relevant web sources will be given in class
● Study Plan Folder
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THEME 5: INDIAN INSURANCE, PENSIONS AND ANNUITIES
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PGDM Trimester 05
FIXED INCOME SECURITIES & DEBT MARKETS
COURSE OBJECTIVE
LEARNING OUTCOMES
The study plan covering readings, classroom sessions, Group Work sessions and
Assignments corresponding to each session are outlined below.
It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise
tests
would be conducted on the same. For post contact reading, please refer to the
handouts listed under ‘Additional Readings’.
The course consists of ----13---- themes spread over 30 sessions. Each session will
be of 90 minutes. The themes that would be covered in the course are under:
Theme 1: Overview of Fixed Income Securities
Theme 2: Bond Price and Yield
Theme 3: Factors Affecting Bond Yield and Term Structure of Interest Rates
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Theme 4: Analysis of Bonds with Embedded Options
Theme 5: Agency MBS
Theme 6: Non Agency RMBS
Theme 7: CMOs
Theme 8: TIPS
Theme 9: Convertible Securities
Theme 10: Market Segments: Cash CDOs and Synthetic CDOs
Theme 11: CMBS and ABS
Theme 12: Credit Analysis & Credit Risk Modelling
Theme 13: Bond Portfolio Management
PEDAGOGIC TOOLS
GRADING
Assignments - 20%
Test/Quiz - 10%
Project - 20%
End Term Exam - 50%
Please come prepared with the pre-session readings as specified for each session, and
bring this study plan booklet in class for sure!
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SESSION 1
THEME 1: OVERVIEW OF FIXED INCOME SECURITIES
SESSION 2 -3
THEME 2: BOND PRICE & YIELD
Pre-Session Readings
Reference book :
Chapter 2: Pricing of Bonds
Chapter 3: Measuring Yield
Chapter 4: Bond Price Volatility
Study Plan Folder
Wharton (pg FISDM 05)
Classroom Session
Bond Price and Yield Relationship
Conventional Yield Measures
Prices in Practice
Prices and Yields of T-Bills
Duration & Convexity
SESSION 4 TO 6
THEME 3: FACTORS AFFECTING BOND YIELD AND TERM STRUCTURE
Reference book :
Chapter 5: Factors Affecting Bond Yields and Term Structure
Classroom Session
Main Influences of Yield Curve Shape
Why Yield Curve should not be used for Pricing a Bond?
Constructing Theoretical Spot Rate
Boot Strapping
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SESSION 7 & 8
THEME 4: Analysis of Bonds with Embedded Options
Pre-Session Readings
Reference book : Chapter 18:
Drawbacks of Traditional Yield Spread Analysis
Static Spread: An Alternative to Yield Spread
Callable Bonds and Their Investment Characteristics
Components of a Bond with and Embedded Option
OAS
SESSION 9-10
THEME 5: AGENCY RMBS
Pre-Session Readings
Reference book : Chapter 11
Classroom Session
Sectors of RMBS
General Description of Agency Mortgage
Pass-Through Security
Issuers of Agency Pass-Through Securities
Prepayment Conventions and Cash Flow
Factors Affecting Prepayments and Prepayment Modelling
Prepayment Risk and Asset/Liability Management
SESSION 11
THEME 6: NON AGENCY RMBS
Pre-Session Readings
Reference book : Chapter 13
Classroom Session
Credit Enhancement
Cash Flow for Non agency MBS
Actual Transaction
SESSION 12
THEME 7: CMOs
THEME 8: TIPS
Pre-Session Readings
Reference book: Chapter 12
Classroom Session
The CMO Market
CMO Tranche Types
Agency Vs Non Agency CMOs
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CMO Analysis
Non Agency MBS Market
Overview of Inflation-indexed Debt
Mechanics & Measurement
Design of TIPS
Cash-Flow Structure
SESSION 13
Pre-Session Readings
Study Plan Folder
Corning Inc. Case (pg FISDM 35)
Classroom Session
General Characterisitcs of Convertibles
Advantages and Disadvantages for Issuing
Firms & Investor
Types of Convertible Investors
Analysis of Convertible Securities
SESSION 14
THEME 10: CASH CDOS & SYNTHETIC CDOS
Classroom Session
Family of CDOs
Cash CDOs
Cash Flow Transaction
Market Value Transaction
Synthetic CDOs
Single Tranche Transactions
SESSION 15
THEME 11: CMBS & ABS
Commercial Mortgage Loans & CMBS
Creation of ABS
Credit Risk Associated with ABS
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SESSION 16
THEME 12: CREDIT ANALYSIS
Classroom Session
SESSION 17 & 20
THEME 11: BOND PORTFOLIO MANAGEMENT
Reference Book: Chapter 23 -25
Classroom Session
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PGDM Trimester 05
BUSINESS MARKETING
COURSE PRE-REQUISITES
It would be beneficial for anyone opting for this course to have done an introductory
course in Marketing.
COURSE DESCRIPTION
Business Marketing goes by many names – Industrial Marketing, B2B Marketing, etc. Simply
defined, it is the marketing of goods and services by one business to another. The term
“Business” includes manufacturing companies, government undertakings, private
sector organizations, educational institutions, distributors, dealers, et al.
The marketing of products and services to businesses is a major component of the
marketing activity in any economy. This course explores the marketplace in which this
activity takes place. It covers an understanding of the unique nature of the business
customers’ needs, and the complexities of developing an effective marketing strategy. It
covers organizational buying behavior, and the unique characteristics of the B2B
customer. In the process, it will help develop strategies and presentations to market
products and services to this customer.
COURSE OBJECTIVE
This course is an elective course. It focuses on developing an analytical approach to, and
to apply business-to-business marketing principles in "real world" scenarios. This course
seeks to bridge the gap between business-to-business marketing theory and practical
application.
Throughout, the course aims to integrate ethical considerations into discussion of
business-to-business marketing topics. The course will build the theoretical framework
for business marketing decisions, and illustrate its use in several case situations.
LEARNING OUTCOMES
The prime learning outcomes of this course is to provide the theoretical knowledge and
practical skills to understand the complexity of industrial and business-to-business
markets, as well as the selling and buying strategies used in them.
The needs of organizational buyers are different from those of individuals and
households. At the end of the course the student would be in a position to understand
these differences:
Appreciate the nature of industrial goods and services and be able to
differentiate them from consumer markets
Be capable of analyzing industrial markets on the basis of competitive
advantage, organizational capability, and the strategies employed by the firm.
Define and apply industrial buying behavior.
Understand competitive realities of the marketplace, relationship
management, cross-functional decision making processes, supply chain
management, and product quality.
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Explore market analysis, organization buying behavior, procurement, and
logistics.
Formulate the business marketing mix: product or service, channels of
distribution, pricing, personal selling, advertising, and sales promotion.
Plan for and acquire marketing information.
Achieve market leadership by creating customer satisfaction through product
innovation, product quality, and customer service.
A comprehensive knowledge of marketing management would help in understanding
and dealing with the challenges and opportunities provided by businesses.
The topics covered in this course could/would overlap topics in other courses in the
marketing curriculum.
PEDAGOGIC TOOLS
The course is structured as a series of classroom sessions that would cover both lectures
and case discussions. The student is expected to participate in the discussions, and in
exercises conducted during the class, as an individual and/or as part of a group.
The text that would be followed is: Business Marketing Management: B2B by Hutt and
Speh. Adequate copies of the book have been placed in the library.
The cases / other assignments need to be done in teams of three or four students each.
The teams will be decided on the first day of class.
As highlighted in the core course on Communication, there is no obvious, or exclusive,
analysis of a case. Approach the case as an outsider, called in to consult by a senior
manager named in the case. Pay particular attention to the who, when, how, where and
what dimensions of the recommendations you give as the consultant. Do not dump the
problem back in your client's lap with a recommendation like, "You must develop a new
mission statement to better define strategic opportunities." If there are specific questions
after each case, make sure that you address them in the analysis.
The course comprises 20 sessions, each of 90 minutes duration (30 hours). The time spent
outside these sessions in preparation (expected) would be about 90 hours.
Case analysis and presentations will be scheduled during the course. Those given in the
Session Plan are indicative. Case material and topics for presentations will be given in
advance.
GRADING
Grading will follow the following pattern:
Class tests (3) 30
Mid-term examination 20
End-term examination 50
Total 100
The dates for the “class tests” will be specified during the course. The mid- and end-term
examinations will be held on dates announced by the Dean’s office.
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COURSE SCHEDULE
139
SESSION PLAN
Session Trim5-S-01: Introduction
It serves as an introduction to the course and to the fundamental of business markets –
nature, size and dynamics of the sector. It also establishes the main elements of B2B
marketing.
Understand what is meant by business-to-business marketing.
Understand the types customers in the business market and the implications for
a business-to-business (B2B) marketer.
Understand the types of goods purchased and the implications for a B2B
marketer.
Understand the differences between business marketing and consumer
marketing and the implications for a B2B marketer.
Readings:
Hutt & Speh (7th Edition): Chapter 1
Kasturirangan, Isaacson: Scope and Challenge of Business-to-Business Marketing
Session Trim5-S-02: Segmentation
This session focuses on different approaches to segmenting B2B markets. It develops
conventional approaches and explores issues governing implementation and
practicalities of B2B segmentation.
Understand segmentation and its importance to a B2B marketer.
Understand potential bases and why they are relevant to segment a market.
Understand how cluster analysis can be used to segment a market.
Discuss the pros and cons of this method.
Understand how to evaluate and select market segments.
Readings:
Hutt & Speh (7th Edition): Chapter 7
Joshua Stein: Customer Segmentation in Business-to-Business Markets
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Readings:
Hutt & Speh (7th Edition): Chapters 2 & 3
Corey: Industrial Buyer Behavior
Bonoma: Who Really Does The Buying?
Session Trim5-S-05: Case Discussion
Case to be given
Session Trim5-S-06 & 07: Quiz 1, Marketing Intelligence & Demand Analysis
The main aspects of the topic relates to functional systems of data gathering and
management as well as specific issues of marketing research in B2B markets.
Understand specific techniques to effectively measure market and sales potential.
Understand specific techniques to effectively measure sales forecasts.
Discuss the pros and cons of these methods.
Readings:
Hutt & Speh (7th Edition): Chapter 8
141
This session examines the nature and features of B2B products and services. These
constitute some of the essential elements through which organizations operating in B2B
market develop value-based propositions for their customers. Product market
portfolios, including the product and technology life cycles, new product development
processes in B2B markets are investigated.
Understand how marketers can use different methods to meet the product
requirements of the marketplace, the pros and cons of each method, and the
implications for a B2B marketer.
Understand how marketers can meet the service requirements of the market
place, the pros and cons, and the implications for a B2B marketer.
Readings:
Hutt & Speh (7th Edition): Chapter 11
Anderson, Narus and Rossum: Customer Value Propositions in Business Markets
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Understand how to manage a hybrid marketing system.
Readings:
Hutt & Speh (7th Edition): Chapter 14
Robert E Spekman: Designing Channels of Distribution
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PGDM Trimester 05
MARKETING IMPLEMENTATION
Introduction
Marketing Strategy has occupied the centre-stage in marketing curriculum in academia
for a long time. An array of models and analytical tools offer support to managers to
tailor their strategies to market requirements. Over a period, in an increasingly
competitive environment, strategies of rival firms have begun to look alike, blunting,
even neutralizing the original 'strategic edge'. Then, how do you build competitive
advantage- — by rapidly acquiring and embedding newer and sharper skills for
effective implementation of these otherwise similar strategies.
Operating Marketing Managers rarely enjoy the cozy comfort of armchair strategy nor
breathe the air of 'blank paper strategy'. They are out there in the 'trenches' facing the
more difficult but more exciting array of operational issues — involving others in and
outside of the firm, scanty resources to get the various marketing jobs needing
immediate attention done , inability to monitor what is being done , and dealing with
organizational inadequacies or impediments ( Bonoma , 1984). Grappling with these
issues, often intractable, is the heart of implementation or execution and the soul of good
marketing practice and serves as the source of enduring competitive advantage.
Learning Outcomes
The objective of the module is to help participants acquire skills to manage their
marketing efforts effectively. More specifically, it aims to
1. Discriminate issues related to implementation as against the better known and
more popular issues related to strategy.
2. Diagnose a marketing problem-situation and uncover the causes as strategy-
related or implementation-related or both.
3. Construct a useful template to guide good marketing practice.
Course Coverage
1. Marketing Practice - What is it? Where does it happen?
2. Marketing Implementation — A Conceptual Framework
3. Discriminating problems of execution from problems of strategy — A
Diagnostic Tool
4. Managing Marketing- at the level of functions and programmes
5. Inducting a Marketing Practice template
Course Methodology
• Learning in this module is primarily driven by case discussions
• A thorough and penetrative analysis is expected from the participants in order to
untangle
the marketing problem knot into strategy vs. implementation threads, in preparation
for an effective solution
• A very high degree and quality of class participation is an essential requirement for
an effective learning in this module.
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Grading
Class Participation 10%
Total 100%
Read Material
This has been provided in the Course Handout. This material has been drawn/ adapted
from the book 'Managing Marketing- Text, Cases & Readings ' by Thomas V. Bonoma,
The Free Press, 1984.
Session Schedule
Sessio Read Material (Refer Course
Topic
n No. Handout)
• Introduction to Marketing Implementation
• Strategy — Implementation Dyad
• Analytical Framework for uncovering
1 Introductory Note: Basics &
issues
Actions
• Vocabulary for managing the Marketing
Function
2&3 Case-1: Computer Devices Inc. Refer 'Questions to Aid Case
Analysis'
Case-2: The Gillette Company: Personal Care
4&5 Same as above
Division
• Learning so far - Stock -Taking
• Implementation of Marketing Functions
• Marketing Operations Revisit the Introductory Note
6 &7
• Criteria for good practice (above)
• Conceptual thinking towards better practice
• Implementation Skills
• Note: Get More out
Case-3: Trade Shows: National Mine Service of your Trade Shows
8&9
Company • Refer 'Questions to
Aid case Analysis’
Refer 'Questions to Aid case
10 & 11 Case-4: Kramer Pharmaceuticals
Analysis’
12& 13 Case-5: Pricing: The Hertz Corporation Refer 'Questions to Aid Case
Analysis'
145
• Learning so far - Stock -Taking
• Implementation of Marketing Programme
Introductory Note: Program &
14 & 15 o Programme Management in marketing
Policy
o Reinforce practice skills
o Bridge between Programme & Policy
146
4. Did the Coal Show satisfactorily introduce the 2460?
5. How effective was NMS's participation in this show? How would you
audit the show from a marketing perspective?
6. Is NMS's marketing spend allocated correctly among Ads. Personal
Selling, Sales Promotion etc.? Between MMD, HD & DPD?
7. McElhattan has authorized a $6m Market Communication Budget for
1981. How will you spend it?
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Case 7: Alcan Aluminum Corporation: Building Products Division
1. What is the real issue in this case? Is the situation untenable?
2. What is AAL up to? What is the Corporation's status and strategy?
3. What are the interlocks and interrelationships among the various entities?
4. What is happening in the Aluminum market overall? in the aluminum and
vinyl sliding markets ?
5. How do the various parties react to the siding decision?
6. What are the 'troops' you have to work with in solving the problem?
7. Which of the many available marketing and sales force implementation tools
will you invoke to solve the problem?
8. What will you do?
9. Have you heard of defensive marketing? What does a good manager do when
asked to deliver the impossible?
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PGDM Trimester 05
BRAND MANAGEMENT
Learning Objectives,
Brand Management is a subject of great interest and concern to anyone in the B to C, B
to B, NGO, and even in Government undertakings. Branding principles can be applied
to a product, person, an idea, or to entertainment. Its relevance and importance has
grown with the changes brought about by technology and the fast paced life-style of
today.
The objective of the course is to provide an understanding of theoretical constructs that
underlie Strategic Brand Management, and enable their application in the business
contexts.
Theme 1: Introduction to the Concepts - Brand and Brand Equity
Theme 2: Customer Based Brand Equity
Theme 3: Band Positioning and Values
Theme 4: Choosing Brand Elements to Build Brand Equity
Theme 5: Designing Marketing Programs to Build Brand Equity
Theme 6: Integrating Marketing Communications to Build Brand Equity
Theme 7: Leveraging Secondary Brand Knowledge to Build Brand Equity
Theme 8: Developing Brand Equity Measurement and Management Systems
Theme 9: Measuring Sources of Brand Equity – Customer Mindset
Theme 10: Measuring Sources of Brand Equity – Market
Performance
INTRODUCTION
INTERODUCTION TO THE CONCEPTS - BRAND AND BRAND EQUITY
Understand - What is a brand; What can be branded; Why brands matter.
Understand the concept of Consumer Based Brand Equity (CBBE) - the Benefits, and
Sources
Understand the Importance of Brand Knowledge in creating CCBE, and why it is
considered a ‘Bridge’.
Understand the concepts of Brand Positioning and Values.
Understand the implications of Brand Building Today.
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BAND POSITIONING AND VALUES
Understand the concept, and analyze and create Brand Positioning.
Understand, identify Brand Values.
Understand other brand development models - Brand Identity Models by Aaker’s and
Kapferer
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Understand the research techniques - qualitative and quantitative deployed
BRANDING STRATEGIES
Apply the Branding Strategy tools - Brand Product Matrix and Brand Hierarchy
Understand how to Build Equity at Different Brand Hierarchy levels
Understand the Corporate Image Dimensions, and Hierarchy levels.
Understand Aaker’s Brand Portfolio Strategy.
Create Branding Strategies.
REFERENCE BOOK –
Strategic Brand Management by Kevin Lane Keller
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Strategic Brand Management by Jean Novel Kapferer
Building Strong Brands by David Aaker
Brand Management by Harsh V Verma
Economic Times and Business Magazines
EVALUATION –
Case studies : 10%
Group assignments : 10%
Mid-term test : 20%
Quiz : 10%
Final test : 50%
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SESSION 1
INTRODUCTION
THEME 1: INTRODUCTION TO THE CONCEPTS - BRAND
AND BRAND EQUITY
SESSION 2
IDENTIFYING AND ESTABLISHING BRAND POSITIONING
THEME 2: CUSTOMER BASED BRAND EQUITY
SESSION 3
THEME 3: BAND POSITIONING AND VALUES
SESSION 4
PLANNING AND IMPLEMENTING MARKETING PROGRAMS
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THEME 4. CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
SESSION 5
ASSIGNMENT PRESENTATIONS
SESSION 6
THEME 5: DESIGNING MARKETING PROGRAMS TO BUILD
BRAND EQUITY
Understand the New Marketing Perspective.
Understand the CBBE orientation to Marketing Programs.
Create a CBBE based Marketing Plan.
SESSION 7
THEME 6: INTEGRATING MARKETING COMMUNICATIONS
TO BUILD BRAND EQUITY
SESSION 8
THEME 7: LEVERAGING SECONDARY BRAND KNOWLEDGE
TO BUILD BRAND EQUITY
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SESSION 9 & 10
MID TERM TEST
SESSION 11
MEASURING AND INTERPRETING BRAND PERFORMANCE
THEME 8 : DEVELOPING BRAND EQUITY MEASUREMENT AND
MANAGEMENT SYSTEMS
Understand and remember the Brand Value Chain Model.
Understand and remember the different Brand Equity
Measurement and Management Systems.
Understand the Brand Management Organization.
SESSION 12
THEME 9: MEASURING SOURCES OF BRAND EQUITY –
CUSTOMER MINDSET
Understand the research techniques - qualitative
and quantitative deployed
SESSION 13
THEME 10: MEASURING SOURCES OF BRAND EQUITY –
MARKET PERFORMANCE
Understand the Comparative and Holistic Methods
of measuring outcomes
Understand Aaker’s Brand Equity 10
SESSION 14
GROWING AND SUSTAINING BRAND EQUITY
THEME 11: BRANDING STRATEGIES
Apply the Branding Strategy tools - Brand Product
Matrix and Brand Hierarchy
Understand how to Build Equity at Different Brand
Hierarchy levels
Understand the Corporate Image Dimensions,
and Hierarchy levels.
Understand Aaker’s Brand Portfolio Strategy.
Create Branding Strategies.
SESSION 15
THEME 12: INTRODUCING AND NAMING NEW PRODUCTS
AND BRAND EXTENSIONS
Understand Brand Extensions - advantages
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and disadvantages.
Understand Kapherer’s Brand Extension criteria.
Understand how to Introduce and Name new
products and Brand Extensions.
Evaluate Brand Extension Opportunities.
SESSION 16
THEME 13: MANAGING BRANDS OVER TIME
Understand and be able to appropriately apply
Strategies to Reinforce brands
Understand Kapferer’s ‘Signs of Brand Aging’.
Understand and be able to appropriately apply
strategies to Revitalize brands
SESSION 17
THEME 14: MANAGING BRANDS OVER GEOGRAPHIC
BOUNDRIES AND MARKET SEGEMENTS
Understand the compulsions for Going Global
Understand and apply Standardization versus
Customization strategies.
Understand the Global Brand Strategies that build
Global CBBE.
Understand the Kapferer’s Globalization Strategies
Understand Aaker’s Organization Structure for
Globalization
SESSION 18
THEME 15: FUTURE BRAND PRIORITIES
SESSION 19 & 20
CASE PRESENTATIONS
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PGDM Trimester 05
SERVICES MARKETING
Understanding Service business and developing knowledge, skills and attitude required
to effectively market services are relevant for managers across industries. Content and
pedagogy of Services Marketing course aim at developing the same. Case studies,
readings and exercises place participants in multiple industry settings and equip them
with concepts and tools to make effective marketing decisions.
REFERENCE MATERIALS:
1. Services Marketing: People, technology and strategy, by Lovelock, Wirtz and
Chatterjee. (Primary Reference)
GRADING PATTERN:
Assessment 1- Quizzes and Class participation 15%
Assessment 2- Project/s 15%
Assessment 3- Case Analysis 20%
END TERM 50%
SESSION PLAN
CASE
THEMES MODULES STUDIES/READINGS/A
SSESSMENT
1-Introduction Introduction to service Case: Sullivan auto
(Sessions: 1-4) marketing: Case: TLContact
Quiz-1 (session-3)
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Assignment-1_Servqual
Quiz-2 (session-6)
Quiz-3 (session-9)
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PGDM Trimester 05
MARKETING ANALYTICS
COURSE OBJECTIVE
Marketing professionals increasingly encounter intense competition in almost every
market. The burgeoning number of channels that are available to marketers to reach out
to customers offer unprecedented opportunities to communicate with customers and
allow customers to participate like never before in creating product and service
offerings. However, this plethora of options makes it more difficult to determine the
most desirable strategies and the most effective and efficient portfolio of marketing
alternatives – whether for product, pricing, promotion or place decisions. Competitive
advantage will depend increasingly on marketing professionals’ ability to wring
information from data, and to harness that information to enhance practical, real-world
marketing decision making. This course is designed to equip marketing professionals
with the skills to use and to apply quantitative models to marketing problems.
LEARNING OUTCOMES
On successfully completing the course, students will be:
Familiar with analytics techniques used to extract information from marketing
data, and will be able to select those most appropriate to the context
Able to interpret the output of commonly used analytics software
Able to analyse the information contained in computer output, and apply this
information to address, among others, marketing problems such as identifying
market segments, classifying customer profiles, positioning, selecting product
features to offer, designing marketing campaigns, and allocating resources to
marketing inputs to maximise returns on marketing investments
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PEDAGOGIC TOOLS
GRADING
o Class participation - 10%
o Group activity / presentation - 10%
o Quizzes (objective tests; best 2 of 3) - 30%
o End Term Exam - 50%
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SESSION 1
THEME 1: Introduction to Marketing Analytics
Recommended reading
1. William J. Hauser, (2007) "Marketing analytics: the evolution of marketing research in
the twenty‐first century", Direct Marketing: An International Journal, Vol. 1 Iss: 1, pp.38
– 54
2. Browse reference, “Marketing Metrics: 50+ Metrics Every Executive Should Master”
Classroom Session
(90 min*1)
SESSIONS 2, 3 & 4
THEME 2: Marketing Mix Modelling
Recommended reading
1. Tellis, Gerard J. (2006), “Modeling the Marketing Mix,” Handbook of Marketing
Research, ed Rajiv Grover, Thousand Oaks: Sage Publications, p 506-522.
2. Joseph, Joy V., Understanding Advertising Adstock Transformations (May 15, 2006).
Available at SSRN: http://ssrn.com/abstract=924128
Classroom Session
(90 min*3)
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Marketing inputs and ROI
MMM and resource optimisation
Group Assignments
SESSIONS 5 & 6
THEME 3: Cluster Analysis for Market Segmentation
Recommended reading
1. Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For
Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley,
Chapter 11.
2. Claudia Jurowski and Allen Z. Reich, (2000) “An Explanation and Illustration of
Cluster Analysis for Identifying Hospitality Market Segments”, Journal of
Hospitality & Tourism Research”. Vol 24. pp. 67 – 91.
Classroom Session
(90 min*2)
Group Assignment
Exercise 3: Exercise on identifying market segments using cluster analysis
Quiz 1
Topics: Introduction, Marketing Mix Modelling
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SESSIONS 7 & 8
THEME 4: Discriminant Analysis for Classification
Recommended reading
1. Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 5
2. Carl J. Huberty (Jan 1984). “Issues in the use and interpretation of discriminant
analysis.” Psychological Bulletin, Vol 95(1), pp 156-171.
Classroom Session
(90 min*2)
Group Presentation
Group 1: Exercise on building a marketing mix model
Group Assignment
Exercise 4: Exercise on classifying customer profiles using discriminant analysis
SESSIONS 9 & 10
THEME 5: Factor Analysis for Simplifying and Understanding Marketing Data
Recommended reading
1. Lindsay I Smith (2002). “A Tutorial on Principal Components Analysis.”
http://www.cs.otago.ac.nz/cosc453/student_tutorials/principal_components.pdf
2. Andy Field. "Factor Analysis" http://www.statisticshell.com/docs/factor.pdf
Classroom Session
(90 min*2)
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Number of factors to extract
Factor loadings
Communality
Factor rotation
Factor scores
Group Presentation
Group 2: Exercise on optimising marketing resource allocation, given a marketing mix
model
SESSION 11
THEME 6: Multidimensional Scaling for Positioning
Recommended reading
1. Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 8.
2. C. Carl Pegels and Chandra Sekar (1989).”Determining Strategic Groups Using
Multidimensional Scaling”, Interfaces, Vol. 19, No. 3, pp. 47-57
Classroom Session
(90 min*1)
Group Assignment
Exercise 5: Exercise on classifying brand/product positioning using multidimensional
scaling
Quiz 2
Topics: Cluster analysis, discriminant analysis
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SESSIONS 12 & 13
THEME 7: Conjoint Analysis for Product Decisions
Recommended reading
1. Joseph Curry (1996). “Understanding Conjoint Analysis in 15 Minutes”, Sawtooth
Software. RESEARCH PAPER SERIES, Sawtooth Technologies, Inc.
2. Paul Green, Abba Krieger, and Yoram Wind, “Adventures in Conjoint Analysis:
A Practitioner’s Guide to Trade-off Modeling and Applications” Chapter 12,
https://marketing.wharton.upenn.edu/faculty/green/monograph/
Classroom Session
(90 min*2)
Group Assignment
Exercise 6: Exercise on product features decisions using conjoint analysis
SESSIONS 14
THEME 8: Customer Relationship Management: RFM Analysis
Recommended reading
1. T.H.A. Bijmolt, P.S.H. Leeflang, F. Block, M. Eisenbeiss, B.G.S. Hardie, A. Lemmens,
and P. Saffert, (2010) ``Analytics for Customer Engagement,'' Journal of Service
Research, vol. 13(3), pp. 341-356.
2. Ron Kahan, (1998) "Using database marketing techniques to enhance your one‐to‐one
marketing initiatives", Journal of Consumer Marketing, Vol. 15 Iss: 5, pp.491 - 493
Classroom Session
(90 min*1)
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Group Assignment
Exercise 7: Exercise on RFM analysis / Association analysis
SESSIONS 15 & 16
THEME 9: Customer Relationship Management: Association Analysis
Recommended reading
1. Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For
Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley,
Chapter 9
2. Kardi Teknomo, (2008) "Market Basket Analysis",
http://people.revoledu.com/kardi/tutorial/MarketBasket/
Classroom Session
(90 min*2)
Quiz 3
Topics: Factor analysis, multidimensional scaling, conjoint analysis
SESSION 17
THEME 10: Household Panel Analysis
Recommended reading
1. An Overview of Methods for the Analysis of Panel (Nov. 2006). NCRM Methods Review
Papers, NCRM/007, ESRC National Centre for Research Methods
2. Oscar Torres-Reyna (Dec 2007). “Panel Data Analysis Fixed and Random Effects using
Stata (v. 4.2)”, Data and Statistical Services, Princeton University.
Classroom Session
(90 min*1)
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Repeat Purchase
Migration
SESSIONS 18 & 19
THEME 11: Analyzing Social Media
Recommended reading
1. Stefan Stieglitz and Linh Dang-Xuan (2012). “Social media and political
communication: a social media analytics framework”, Social Networks Analysis and
Mining, Springer-Verlag. DOI 10.1007/s13278-012-0079-3
2. Bogdan Batrinca, and Philip C. Treleaven (2014). “Social media analytics: a survey of
techniques, tools and platforms”, Artificial Intelligence and Society, Springer-Verlag.
DOI 10.1007/s00146-014-0549-4
Classroom Session
(90 min*2)
SESSION 20
Group Presentations
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Group Presentations
(90 min*2)
PGDM Trimester 05
PRODUCT STRATEGY
COURSE OVERVIEW
Background
Product development and management is getting more and more challenging with ever
accelerating time to market, competitors who seem to anticipate every move, and ever
shortening lifecycle, leading organisations to rethink their product strategies and make
it central to their overall corporate strategy. Over last several years, product
development efforts have seen unusually high new product failure. Digital technologies
have given rise to a vast potential for product and service innovation and are creating a
new paradigm by pushing convergence of physical and digital world redefining
traditional products. The role of product management has changed in the context of
hyper competition and market disruptions form a pure analytical number cruncher to
one who is a creative thinker while retaining his analytical capabilities.
The course aims to help students looking for a role in product management both in
traditional and technology driven firms.
Course objective
Understand key parameters of success in developing products in highly
competitive environment
Deep understanding of product strategy framework
Learn how to manage transition through various stages of product lifecycle
Sensitize students to cross functional role of the product manager in product
development
Learn how to develop and manage products in the world of technologically savvy
consumer through co-creation – the design thinking way.
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1. Product decisions in the 21st century
2. Innovation and new product strategy
3. The design thinking as a strategy for new product development
4. Building sustainable product line
5. Building product portfolio – challenges involved
6. Importance of Resources and capabilities in product decisions
7. Building Digital products – challenges and opportunities
8. Managing products across cultures in global environment.
Pedagogic Tools
Since the course entails new concepts and innovation as themes, stress will on high
interaction among the participants and sharing of real life examples by the instructor.
The course would be delivered by a combination of
Textbooks and reference books
Study Plan Folder
Class discussions based on real life examples
Cases from both global and Indian context
Project work and market research
Industry participation
Reading would be largely based on research articles, cases of successful product,
selected text books, reviews etc.
Learning outcome
On the completion of the course students will be able to
Understand how cross functional teams are formed their role in managing across
various stages of development.
Use practical tools that allow them to maximize the value of their current and
future products
Formulate a business plan for new product initiative
Reference Books
1. Design Thinking: Process and Methods Manualby Robert Curedale
2. The Art of Product Management by Rich Mironov
3. New Product Management by Merle Crawford
4. Innovators Dilemma by Clayton Christenson
Evaluation Parameters
Students will be evaluated on the following parameters
1. Demonstration of understanding the concepts by way of case study presentations
2. Participating in the class discussions
3. Demonstrating eagerness to learn by visiting the market and analyzing new
product launches
4. Project workbased on market research
5. Regular quizzes
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Grading
1. Class assignments (2 Nos.) – 20%
2. Project work and Market Research – 15%
3. Midterm (based on case study) – 15%
4. Final – 50%
SESSION PLAN
Session 1 & 2
Theme 1: The product decisions in the 21st century
This is the introductory class and deals with how to develop vision for the product
development program aligned to the corporate strategy. Understand how to manage the
process from concept to creation, testing and successful launch. Discussion on why new
and established products fail citing cases like Iridium and several others and when does
the organization need to rethink its product strategy as in the case of Microsoft.
Identifying critical difference between problem findings vs. problem solving
highlighting the challenges that organisations face while rebooting their existing
product strategy.
Sessions 3 & 4
Building sustainable product line.
Dealing with the issues of short product lifecycles and how to extend the lifecycle in a
dynamic environment. Detailed account of the process of diffusion of innovation and
challenges faced in the various stages of adoption, particularly noticed in technology
products. Areas like product differentiation – vertical vs. horizontal differentiation;
pricing, bundling etc. Accelerating product development time and re-engineering the
PLC.
Reading:
New Product Management by Merle Crawford
Crossing the Chasm by Geoffry Moore
Articles – to be given in the class
Case Study
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Sessions 5 & 6
Importance of Resources and capabilities in product decisions
There is an emergent view on product strategy that is driven out of resources based
view. How do resources and capabilities affect firm’s decision to develop new products?
Several global examples that have leveraged their resources to get into new products
faster than its competitors. How do understanding critical resources help in turning
around declining products in an organisation?
Besides repositioning there is a role that product teams play in redesigning a declining
product. There are great cases like M&M Tractors and Nano which make very useful
point in such cases.
Sessions 7
Assignment
Sessions 8, 9 & 10
Innovation
New product launches – from concept to creation and role of innovation in formulating
product strategy and cycle of product innovation. Issues like why should you innovate,
incentive to innovate and where does the value of innovation lie will be discussed with
real life examples of innovative companies. The discussion will cover areas like cost of
innovation and role of patents. Concept of creating platforms, and its impact on the line
extension, lifecycle and organizational growth. In-depth coverage of concept of value
innovation in product development.
Session 11 & 12
Building product portfolio – challenges involved
Product selection decisions, understanding investment decisions for selecting the right
projects for development using the portfolio technique. Managing new and old products
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in multi-product environment, the emerging concept of category management as a new
way to understand the process consumers adopt to buy.
Reading:
The Art of Product Management by Rich Mironov
Articles
Case: HP Product Variety Management
Session 13& 14
The design thinking as a strategy for product development
When companies consider all facets of the customer experience as part of their overall
product design approach, they create a foundation for design thinking. Understanding
the role of customer in product development by contextualizing product to their
business. How to create habit forming products that transform the way product is
conceptualized and sold. A mix of analytical and creative approach to product
development.
Session 15
Assignments – project work based on field work
Sessions 16& 17
Building Digital products – challenges and opportunities
How to conceptualize and building digital products and address the issue of longevity.
Digital innovation strategy – a framework for diagnosing and improving digital
products and services. Extensive case work using digital and technology products like
Facebook, Twitter etc. New thinking on brands in the digital space that are blurring the
boundaries between product and customer experience.
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Sessions 18 & 19
Managing products across cultures in global environment
A subject of great interest to many Indian products that are transitioning from local to
being a global brand and what it takes to be relevant across various cultures. Examples
and learning from European brands have successfully transitioned the geographic
boundaries with great products across several categories.
Session 20
Final Assignment – case study presentation
PGDM Trimester 05
THEORY OF CONSTRAINTS
COURSE OBJECTIVE
To understand the basic principles of the Theory of Constraints, developed by
Eliyahu Goldratt. At the end of the course, students should be able to apply the
principles to real world situations in the manufacturing sector.
LEARNING OUTCOMES
Understanding of Goldratt’s Theory of Constraints principles.
Ability to apply the theory to real-world situations.
Ability to extend the principles to other business areas like project management.
SCOPE OF THE COURSE
Coverage of the Theory of Constraints, specifically documented in his books The
Goal and The Race.
Applying the principles in computer simulated exercises.
Extending the principles to project management.
PEDAGOGIC TOOLS
Audio and video files
Computer simulation
Discussions led by the faculty
Exercises
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GRADING
The grading would be as follows (in the form of marks & %):
Case Analysis 20%
Assignment 10%
Test 20%
REFERENCE TEXTBOOKS
1 The Goal by Eliyahu Goldratt and Jeff Cox
2 The Race by Eliyahu Goldratt and Robert Fox
SESSION PLAN
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17&18 Critical chain analysis Lectures, video
PGDM Trimester 05
STRATEGIC SOURCING AND E-PROCUREMENT
COURSE OBJECTIVE
To understand the basic concepts of successful sourcing of materials and services,
including inbound logistics. At the end of the course, students should be able to
apply “Good Sourcing Practices” to real world situations.
LEARNING OUTCOMES
Understanding of sourcing strategies and best practices in business
Understanding of e-commerce as a sourcing option
Ability to develop a comprehensive plan for sourcing with inbound logistics
PEDAGOGIC TOOLS
Audio and video clips
Case study analysis
Discussions led by the faculty
Exercises
GRADING
The grading would be as follows (in the form of marks & %):
Case Analysis 20%
Assignment 10%
Test 20%
PRESCRIBED TEXTBOOK
Supply Chain Management by Chopra, Meindl and Kalra
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PLAN FOR SESSIONS OF 90 MINUTES EACH
Sessions 1 to 2:
Understanding the basics of sourcing and inbound logistics
Sessions 3 to 4:
Key performance metrics and the procurement manager’s performance dashboard
Sessions 5 to 7:
Managing costs and time in procurement
Sessions 8 and 9:
Managing quality in procurement
Session 14:
Toyota’s keiretsu system of sourcing
Sessions 15 to 18:
e-procurement and e-commerce, including Amazon, e-Bay and Alibaba business
models
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PGDM Trimester 05
OPERATIONS CONSULTING
COURSE OBJECTIVE
To learn & study in detail various aspects of Operations Consulting as well as
Elements & Steps which make up a Typical Consulting Model as well as various
Systems & Methodologies used for Management of Key Aspects of Consulting
covering Areas & Methodologies connected with Productivity & Functional
Analytics.
ASSUMPTIONS
Basic knowledge & Good Understanding of Subjects offered as part of Operations
Specialisation like
Supply Chain Management
Total Quality Management
Inventory Management
Lean Manufacturing
LEARNING OUTCOMES
After completing the course participants should be able to,
1. Recall, list and describe the steps, models and structures used in the operations
consulting process.
2. Identify and Analyse the Gaps between existing functions / methods used by
companies under study and universally accepted best practices of Operations such as
SCM, TQM, Lean Management etc.
3. Use Technology-driven Functional Analytics Tool Kit of Operations Consulting learnt
during the course in Problem Definition, Data gathering, Data Analysis, Solution
Development, Cost Impact, Payoff Analysis, Implementation etc.
4. List and Describe the New Technologies in operations consulting, particularly the ones
focused on System Productivity.
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Various methods for Monitoring & advising Clients on Managing & Controlling
System Productivity within their Organisations.
PEDAGOGIC TOOLS
POWERPOINT PRESENTATIONS, READING REFERENCES,
EXECUTABLE SOFTWARE TOOLS
SOFTWARE DEMOS
GRADING
The grading would be as follows (in the form of marks & %):
Quiz / Test – 10%
Project Présentation – 20%
Assignement – 10%
Classroom Participation – 10%
End Term Exam – 50%
SESSIONS 1 to 4
THEME: INTRODUCTION TO OPERATIONS CONSULTING, PRODUCTIVITY &
FUNCTIONAL ANALYTICS
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(360 min)
Topics
Introduction to OPCON
Productivity Analysis Model
Business Process Analysis
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SESSIONS 5 & 6
THEME: ISSUES RELATED TO OPERATIONS CONSULTING
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(180 min)
Topics
Group Work
SESSIONS 7 & 8
THEME: PRIMARY STAGES OF OPERATIONS CONSULTING
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(180 min)
Topics
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SESSIONS 9 & 10
THEME: PREPARATORY STAGES OF OPERATIONS CONSULTING
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(180 min)
Topics
Object-oriented Analysis
Requirements Analysis
Assignments
A Consultancy Proposal TO BE SUBMITTED
SESSIONS 11 & 12
THEME: THE MILLENIUM APPROACH
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(180 min)
Topics
System Architecting
Web Analytics
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SESSIONS 13 & 14
THEME: ENHANCING EFFECTIVENESS OF CONSULTING
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
(180 min)
Topics
Functional Measurement
Functional Behaviour Analysis
SESSION 15
THEME: TEST
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
TEST
SESSIONS 16 to 19
THEME: OPERATIONS CONSULTING TOOLS & TECHNIQUES
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
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Classroom Session
(360 min)
Topics
Consulting Techniques
OA Techniques
ANALYTICS TOOLS – ODETTE, DASHBOARDS, SYSTEMS AUDIT
SESSION 20
THEME: CONCLUSIVE APPROACH
Pre-Session Readings
Study Plan Folder – All Topics
Additional Readings
Study Plan Folder – Reference Files
Classroom Session
Topics
Decision Analysis
SESSION 21 & 22
THEME: REVISION & PROJECT PRESENTATION
Pre-Session Readings
Study Plan Folder – All Topics
Additional Readings
Study Plan Folder – Reference Files
Classroom Session
(180 min)
Group Work
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PGDM Trimester 05
IT STRATEGY
Information Technology is a basic building block for the operation of any organization
today. IT strategy must not only enable the business strategy of the organization, it also
needs to be a source of its competitive advantage. The pace of technological change is
only increasing which is putting IT at the heart of business transformation. It is therefore
very important for business managers and leaders to understand various aspects of IT
and how it needs to drive value in the business.
COURSE OBJECTIVE
The objectives of this course are to make the students appreciate the process of
establishing IT strategies and their linkage to the business strategies of the organization.
The course will also enable the participants to understand the various elements of an
effective IT strategy.
The course aims to make the participants aware of the disruptive potential of technology
on business, as well as learn learn through case examples how IT strategy needs to
protect and enable business.
LEARNING OUTCOMES
The learning goals for this course are:
To enable students to understand how IT aligns with and drives business
strategy;
To give the students an appreciation of the role of the Chief Information Officer
in developing and driving an effective IT strategy;
To make the students appreciate how business value is generated through an
effective IT strategy;
The course involves substantial amount of pre-reading before sessions and it is essential
students read this to make the class room discussions fruitful. The course methodology
includes classroom lectures , case study discussions and assignments.
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SCOPE OF THE COURSE
The scope includes all aspects of IT strategy: developing, implementation, monitoring
and controlling. This is done in three key phases:
1. Phase 1: Setting the IT strategy in the context of Business Strategy
Understanding the basics of Business IT
Interaction of IT and Business strategy
Business value through IT
2. Phase 2: Organizing IT to drive business value
Strategic advantage with IT Operations
Leading the IT function: Role of the CIO
A portfolio approach for IT Initiatives
3. Phase 3: Transforming IT and the business through IT
Change Management and IT
Innovation and IT strategy
IT Strategy and Emerging Trends
PEDAGOGIC TOOLS
Learning tools available to participants will be:
Pre-reading material, including case studies for each session
Reference books
1. Corporate Information Strategy and Management, Text and Cases, Lynda M
th
Applegate, Robert D Austin, F Warren McFarlan, McGraw Hill. 7 Edition,
2007
2. IT Savvy, Peter Weill and Jeanne W.Ross, HBS,2009
3. Enterprise Architecture as Strategy, Jeanne.W.Ross, Peter Weill,
David.C.Robertson, HBS, 2006
4. IT Strategy in Action, James D.MCKeen and Heather.A.Smith, Pearson
Prentice Hall, 2009 Edition
5. The Adventures of an IT Leader”, R.D.Austin, Richard.L.Nolan, Shannon
O’Donnel, HBS, 2009 Also refer relevant articles in Harvard Business Review
, Sloan Management Review,CIO.COM,InformationWeek
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EVALUATION
Class Participation : 10%
Class Quiz (x2) : 20%
Group Assignment (x2) : 20%
End-Term Exam : 50%
OVERALL DURATION
The course will be conducted on the following days: Each session is of 1.5 hours
duration.
Mtg Sessions
Date Theme
# (Hours)
1 15 Sept 2014 1, 2 (3 hrs) Introduction and IT Basics
2 18 Sept 2014 3, 4 (3 hrs) Interaction of IT and Business strategy
3 25 Sept 2014 5, 6 (3 hrs) Business value through IT
4 30 Sept 2014 7, 8 (3 hrs) Strategic advantage with IT Operations
5 28 Oct 2014 9, 10 (3 hrs) Leading the IT function: Role of the CIO
6 30 Oct 2014 11, 12 (3 hrs) A portfolio approach for IT Initiatives
7 03 Nov 2014 13, 14 (3 hrs) Change Management and IT
8 11 Nov 2014 15, 16 (3 hrs) Innovation and IT strategy
9 18 Nov 2014 17, 18 (3 hrs) IT Strategy and Emerging Trends
10 25 Nov 2014 19, 20 (3 hrs) Assignment Presentations, Wrap-up
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PGDM Trimester 05
COMPENSATION & BENEFITS
There is little debate on the fact that Compensation, Benefits & Rewards are an integral
if not central part of strategic human resource management. Compensation, Benefits &
Rewards play a key role in determining, re-enforcing and complementing strategies and
tools meant to shape individual behavioral in an organization. Like all successful
Human Resource Systems, Compensation, Benefits & Rewards strategies have to be
created to support the achievement of organizational strategy and goals – to design a
successful pay programme, one must know the direction in which business is headed,
how it is going to get there and, importantly, the values, beliefs and principles
underlying the strategy. Not only that, the choice of Compensation, Benefits & Rewards
tools have to take into account the workforce profile and industry practices as it is a
valuable weapon in the war for talent.
The purpose of this course is to:
Promote a comprehensive understanding of various concepts, components and
tools in the compensation, benefits and rewards area
Enable understanding and application of both monetary and non-monetary
instruments in the area of benefits and rewards
Briefly touch up Tax and related labor laws, the knowledge of which is essential
to any learner or practitioner in this field
Enhancing participant’s skills in interpreting, formulating, analyzing and
restructuring compensation, benefits & reward management strategies, systems
and polices
Creating awareness of management of global compensation
Create awareness and enable reflection on some best-in-class practices
The course will be a mix of theory and practice and will draw upon experiences of
various best-in-class organizations to provide rich insights. However, one must bear in
mind that although Compensation, Benefits & Rewards systems are a lever for change
and can help shift behavior, they must be used in conjunction with other human resource
systems such as Career Management and Competency Development for best results.
LEARNING OUTCOMES:
Upon successful completion of this course (Compensation, Benefits & Rewards), the
participant will be able to
Understand the various terms and technicalities related to the area of
compensation, benefits and rewards
Will be able to critically assess/ principally formulate the compensation strategy
for an organization and link it with the long term vision of the company
Will be able to understand and create pay ranges, salary bands, compensation
grid for an organization
Will be able to design and implement various short term and long term incentive
schemes and variable pay structures
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Compare the different compensation structures across industry and get to
appreciate the rationale behind them
Understand the framework for compensation modeling and able to work on
various increment models for an organization
Able to understand and differentiate between various Stocks option / ESOP
schemes
Obtain exposure into international compensation terminologies, shadow salaries,
secondement compensation capturing etc
Able to understand and design a benefits basket for an organization and take it
to the next level of customization with the customer base being the differentiating
parameter
Appreciate the importance of compensation, benefits and rewards tools for the
purposes of employee retention, motivation, performance orientation etc
Understand the concepts and fundamentals related to benchmarking , compa-
ratios, etc
conceptualize, design and implement the compensation principle and policies for
any given organization keeping in mind the industry landscape
PEDAGOGY:
The pedagogy will be learner centered and participative. The course will employ
methods such as class discussions, role plays, group work, project work, reading outside
the prescribed texts, best practices information and case studies to equip each person to
understand and assess the relevance of various compensation, benefits and rewards
instruments in driving organizational goals.
Evaluation is designed to measure self-motivation, independent learning, application
orientation, and the extent to which a person has developed internal resources to
continue one's education beyond the classroom.
The Recommended Textbooks are:
George T Mulkovich & Jerry M. Newmann, Compensation, Mc Graw Hill
Publishing Co Ltd.
Reference Text Books are:
B.D. Singh, Compensation and Reward Management, Excel Books.
Bruce Ellig; The Complete Guide to Executive Compensation
Mousmi Bhattacharya and Nilanjan Senguta; Compensation Management; Excel
Books
K.N. Subramaniam, Wages in India
A.M. Sharma, Understanding wages system, Himalaya Publishing Co.
Barry A. Gerhart and Sara Rynes; Compensation: Theory, Evidence and Strategic
Implications
Other Books:
Richard & Henderson, Compensation management in a knowledge based world,
Pearson Education, Ltd.
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EXPECTATIONS FROM PARTICIPANTS:
You are expected to
1. Come prepared with the pre-session readings (as specified for each session). Quizzes
may or may not be announced in advance.
2. Be on time for the sessions, if you are late beyond 5 minutes of the class start time
please do not enter the class.
3. If you miss out on any of the class based assignment, due to your absence, one make-
up test would be given to you with only 75% weight of the original test.
4. Request for re-examination will not be entertained, unless it is on account of medical
emergency supported by appropriate proof
5. To ask questions and positively contribute to the class discussions.
6. To know and observe “Academic Integrity” while submitting any assignment or
presenting a case. Academic Integrity includes – forbidding from cheating, fabrication
or falsification of information, plagiarism, abuse of academic materials, and complicity
in academic dishonesty. If a participant is found not to have adhered to this expectation,
the assignment/presentation in question would not be graded.
7. Switch off your cell phones or any other communication devices during the class. In
an event where you are expecting a call/communication please inform the faculty in
advance.
8. Use of laptops during the classes is not permitted, unless otherwise specified by the
faculty.
9. Your attendance in class is mandatory and every 3 classes missed would result in
downgrading by one grade
NOTE: - This syllabus is a guide and is subject to change. Changes will be announced in
class. You are responsible for material covered in class (obtain information missed when
you are absent from class from other students).
SESSION 1
THEME 1: INTRODUCTION TO THE CONCEPT OF TOTAL REWARDS
Pre-Session Readings
Study Plan Booklet
Classroom Session
Extrinsic and Intrinsic rewards
Pay as a motivator
Role of compensation in the rewards portfolio
Introduction to various components of compensation and their roles
Synchronizing various elements to develop a compensation strategy
How total rewards can be used to get an edge in the war for talent
Role of HR in compensation management
The Recommended Reference books/ Articles are:
Work Motivation and Pay:
o CONTENT THEORIES
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Maslow’s Hierarchy of Need, Alderfer’s ERG Theory, Herzberg’s
two factor Theory, McClelland’s Leaned Need Theory
o PROCESS THEORIES
Hull’s Drive Theory, Vroom’s Expectancy Theory, Porter-Lawler
Model
Edward E. Lawler III, The Strategic Design of Reward Systems; in Charles Fombrun,
Noel M. Tichy and Mary Anne Devanna, Strategic Human Resource Management,
Wiley, New York, 1984
Ternece R. Mitchell, „Motivational Strategies‟, in Kendrith M. Rowland and
Gerald R. Ferris (eds.), Personnel Management, Allyn and Bacon, Boston
Sriyan de Silva; An Introduction To Performance And Skill-Based Pay Systems;
International Labour Office
SESSION 2
THEME 2: COMPENSATION CONCEPTS AND COMPONENTS
Pre-Session Readings
Study Plan Booklet
Classroom Session
A holistic view to compensation
Understanding Total Guaranteed Cash and various components that
compose it
Benefits and Retirals and how it is accounted for in compensation
Understanding concepts such as TCC, CTC etc
Practice session – evaluation of compensation packages from multiple view
points
The Recommended Reference books / Articles are:
Barbara D. Morrow; Compensation Basics – Understanding the Role of Base Pay;
WorldatWork’s Handbook of Compensation, Benefits & Total Rewards
Elaine M. Evans, CCP; Compensation Basics for HR Generalists; WorldatWork
Press
Steven E. Gross and Haig R. Nalbantian, Looking at Rewards Holistically;
supported by research from Mercer
SESSION 3
THEME 3: LABOR LAWS AND STATUTES GOVERNING COMPENSATION,
BENEFITS AND REWARDS FOR OFFICERS AND WORKMEN
Pre-Session Readings
Study Plan Booklet
Classroom Session
Introduction to rules and provisions of various Laws including
Payment of Wages Act, 1936
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Definitions, Provisions regarding rules for Payments of wages,
Deductions from wages
The Minimum Wages Act, 1948
Definitions, Provisions regarding fixation and revision of wages,
Advisory Board and Central Advisory Board, Safeguards in Payment
of Minimum wages
The workmen’s Compensation Act, 1923
Rules regarding workmen’s compensation, amount of compensation,
distribution of compensation, notice and claim, commissioners
Equal Remuneration Act, 1976
Payment of Bonus Act, 1965 etc
Evaluation of applicability of these and other Laws in various
organizations
The Recommended Reference books/ Articles are:
o Taxmann; Direct Tax Laws
o Rosenbloom; Handbook of Employee Benefits
SESSION 4 & 5
THEME 4: EMPLOYMENT BENEFITS – CLASSIFICATION AND APPLICATION
IN VARIOUS INDUSTRIES
Pre-Session Readings
o Study Plan Booklet
Classroom Session
o Monetized vs non-monetized benefits
o Statutory benefits
o Prevalence of benefits in specific industries
o Categorization of benefits as per employee level
o Understanding Valued benefits and their calculations
o Case study – IBM
The Recommended Reference books/ Articles are:
India – An Overview Of Employee Benefits
Metlife report; 2011 – International Employee Benefits Trends
Janet Den Uyl & and Patricia Kopacz; Executive Benefits; supported by Mercer
2010- Employee Benefits; A Research Report by the Society for Human Resource
Management
SESSION 6 & 7
THEME 5: COMPENSATION STRUCTURING
Pre-Session Readings
Study Plan Booklet
Classroom Session
Objectives of compensation structuring
Design principles for compensation structuring
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Process for finalizing compensation & benefits elements
Analyzing tax impact and administrative ease of various components
Developing and using a tax calculator for implementation ease
Practice session on optimizing compensation structures for senior, middle and
junior management
The Recommended Reference books/ Articles are:
Lisa A. Burke; Case Study and Integrated Application Exercises-Designing A
Pay Structure; Society for Human resource Management
Reference material and collection of white papers; Ernst & Young
Lance A. Berger, Dorothy R. Berger. The Compensation Handbook. McGraw-
Hill Professional
SESSION 8 & 9
THEME 6: OVERVIEW AND ASSESSMENT OF VARIOUS MONETARY AND NON
MONETARY REWARD INSTRUMENTS
Pre-Session Readings
Study Plan Booklet
Classroom Session
Types of reward instruments
Overview of monetary reward instruments
Detailed study of types of non-monetary reward instruments
Differentiating the choice of instrument based on organizational requirement
Key principles for design of chosen instrument
The Recommended Reference books/ Articles are:
Andrew Ballentine, Nora McKenzie, Allen Wysocki, and Karl Kepner; The
Role of Monetary and Non-Monetary Incentives in the Workplace as
Influenced by Career Stage
The WorldatWork Handbook of Compensation, Benefits and Total Rewards
Andrew Ballentine, Nora McKenzie; Using Non-Monetary Rewards to retain
top talent;
as Influenced by Career Stage
Lance A. Berger, Dorothy R. Berger; The Compensation Handbook. McGraw-
Hill Professional
Allen, Melone, Rosenbloom, and Mahoney; Retirement Plans: 401(k)s, IRAs
and Other Deferred Compensation Approaches
SESSION 10 & 11
THEME 7: PERFORMANCE BASED PAY – CONCEPT, APPLICATION AND
ASSESSMENT OF EFFECTIVENESS
Pre-Session Readings
• Study Plan Booklet
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Classroom Session
• Types of performance based pay
• Establishing a linkage of business strategy to Performance based Pay
• Determining strategic objectives of the Performance based Pay plan
• Determining Plan eligibility
• Plan structures
• Linking plan measures to Performance Measures
• Plan funding options and associates pros and cons
• Determining payout levels
• Managing Plan communication, administration and implementation to
ensure success
• Analysis of some practices in some best-in-class organizations
The Recommended Reference books/ Articles are:
• Rose Marie Orens and Vicki J. Elliott; Variable Pay Programs: Pay for
Results; supported by Mercer.
• Randall S. Schuler and Vendra L. Huber, Personnel and Human Resource
Management, West Publishing, St Paul, Minn, 4th edition
• Rosabeth Moss Kanter, From Status to Contribution; Some Organizational
Implications of the Changing Basis for Pay, in Fred K. Foulkes (ed.), Human
Resource Management: Readings, Prentice Hall, Englewood Cliffs, New
Jersey
• Alfie Kohn; Why incentive plans cannot work; Harvard Business review on
Compensation
• Alfie Kohn; Rethinking Rewards; Harvard Business review on
Compensation
• Frederick S. Hills, Robert M. Madigan, K Dow Scott and Steven E. Markham,
“Tackling the Merit of Merit Pay” in Gerald R. ferris, Kendrith M. Rowland
and M. Ronald Buckley (eds.). Human Resource Management: Perspectives
and Issues; Allyn and Bacon, Boston, 2nd edition
SESSION 12
THEME 8: SALES COMPENSATION
Pre-Session Readings
• Study Plan Booklet
Classroom Session
Why sales compensation plans are unique?
Types of sales compensation plans
Guest speaker, followed by Q&A session
The Recommended Reference books / Articles are:
• David J Cichelli; Compensating the Sales Force; A Practical guide to
Designing Winning Sales Compensation Plans
• Farley, J.U., “An Optimal Plan for Salesmen’s Compensation,” Journal of
Marketing Research, vol. 1 (no. 2)
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• Steven Grossman and Craig Ulrich; Getting the Most from Your Sales
Compensation Plan
• Zoltners, Sinha, and Lorimer; The Complete Guide to Sales Force Incentive
Compensation: How to Design and Implement Plans That Work
• Compensation, Benefits & Rewards Course Structure 13 Proprietary and
Confidential Saurav Dutta
• Sanjog Misra, Anne T. Coughlan, and Chakravarthi Narasimhan; Salesforce
Compensation: Revisiting and Extending the Agency-Theoretic Approach
• Coughlan, A. T. and S. K. Sen, “Salesforce Compensation: Theory and
Managerial Implications,” Marketing Science, vol. 8 (no. 4, Fall)
• Joseph, K. and M. U. Kalwani, “The role of bonus pay in salesforce
compensation plans,” Industrial Marketing Management, vol. 27 (no. 2)
• Lal R., D. Outland, and R. Staelin, “Sales force Compensation Plans: An
Individual Level Analysis,” Marketing Letters, vol. 5 (no. 2).
SESSION 13 & 14
THEME 9: LONG TERM REWARDS AND STOCK OPTIONS – CONCEPT,
APPLICATION AND ASSESSMENT OF EFFECTIVENESS
Pre-Session Readings
• Study Plan Booklet
Classroom Session
• Introduction to concept of long term rewards
• Understanding the different instruments of long term rewards
• Overview of stock options
• Understanding various forms of stock options
• Analyzing the benefits and disadvantages of various stock option plans
• Identifying criteria for design of stock option plan
• Developing grant matrix
• Overview of key terms and conditions to be detailed out in a stock option
plan
• Managing Plan communication, administration and implementation to
ensure success
• Analysis of some practices in some best-in-class organizations
The Recommended Reference books/ Articles are:
• Margaret M. Engel; Long-Term Incentives
• National Centre for Employee Ownership; A Comprehensive Overview of
Employee Ownership
• Brian J. Hall; What you need to know about Stock Options; Harvard Business
Review on Compensation
Jude T. Rich and John A. Larson “Why some Long Term incentives Fail”, in
Incentives, Cooperation, and Risk Sharing edited by Haig R. Nalbantian
Totowa, NJ: Rowman & Littlefield
• The National Centre for Employee ownership; Largest Study Yet Shows
ESOPs Improve Performance and Employee Benefits
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• Edward E. Lawler III, Pay and Organization Development, Addison-Wesley,
Reading, Mass
• Allen, Melone, Rosenbloom, and Mahoney; Retirement Plans: 401(k)s, IRAs
and Other Deferred Compensation Approaches
SESSION 15
THEME 10: JOB EVALUATION – UNDERSTANDING VARIOUS METHODS AND
MODELS
Pre-Session Readings
Study Plan Booklet
Classroom Session
When should organizations think of Job Evaluation?
Business need for creating grade structures representative of responsibility
and decision levels
Understanding various industry model of Job Evaluation
Practice session on applying JE Models
Creating Bands and Grades using JE scores
Creating compensation bands based on JE bands
Recognizing sensitivities in implementing JE and discussion on method of
management
The Recommended Reference books/ Articles are:
Michael Armstrong, Ann Cummins, Sue Hastings, Willie Wood; The Job
Evaluation Handbook: A Guide to Achieving Equal Pay
Speediware Corporation; The Basics of Salary Grades
Thomas Henry Pattern, Jossey-Bass Publishers; Fair Pay: The Managerial
Challenge of Comparable Job Worth and Job Evaluation
Job Evaluation – Methods to the Process; Worldatwork
Lance A. Berger, Dorothy R. Berger. The Compensation Handbook. McGraw-
Hill Professional
SESSION 16 & 17
THEME 11: DETERMINING POSITIONING, DESIGNING PAY RANGES AND
PAY BANDS
Pre-Session Readings
Study Plan Booklet
Classroom Session
Market benchmarking – rationale, process and critical success factors
Determining pay positioning in an organization – critical factors guiding
decision
Design of pay bands and pay ranges
Dealing with exceptions
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Application of pay ranges during hiring, promotions
The Recommended Reference books/ Articles are:
George T. Milkovich and Jerry M. Newman, Compensation; Mc-Graw Hill
The Reward Management Toolkit: A Step-By-Step Guide to Designing and
Delivering Pay and Benefits
The WorldatWork Handbook of Compensation, Benefits and Total Rewards
Lance A. Berger, Dorothy R. Berger. The Compensation Handbook. McGraw-
Hill Professional
SESSION 18
THEME 12: MANAGEMENT OF GLOBAL COMPENSATION – SHORT TERM
AND LONG TERM
Pre-Session Readings
Study Plan Booklet
Classroom Session
Managing compensation for short term and long term assignees
Global compensation tools and systems
Guest speaker, followed by Q&A session (45 mins)
Reference Reference books/ Articles are:
Edited by Luis R. Gomez-Mejia and Steve Werner; Global Compensation
Edited by Philip G. G. Altbach, Liz Reisberg, Maria Yudkevich, Gregory
Androushchak, Iván F. F. Pacheco; Paying the Professoriate; A Global
Comparison of Compensation and Contracts
Dennis Briscoe, Randall Schuler, Ibraiz Tarique; International Human
Resource Management
Edited by James Hayton, Michal Biron, Liza Castro Castro Christiansen, Bård
Kuvaas; Global Human Resource Management Casebook
SESSION 19 & 20
THEME 13: SUMMING IT UP - ESTABLISHING LINKAGES OF REWARDS TO
OTHER HR SYSTEMS
Pre-Session Readings
Study Plan Booklet
Classroom Session
At the end of it what makes a rewards strategy successful?
Compensation as a retention strategy
Reflecting on why Compensation, Benefits and Rewards is an HR process that
receives maximum attention of the Top Management
The Recommended Reference books/ Articles are:
Steven L. Cross and Donald T. Sagolla; The Role of the Compensation
Committee.
cxcv
Marian Cook; Compensation as a Retention Strategy
Jeffrey Pfeffer; Six dangerous Myths about Pay; Harvard Business Review on
Compensation
Edward E. Lawler III, Pay and Organization Development, Addision Wesley,
Reading, Mass.
Martin L. Katz and Karyn Meola; Pay for Performance in Not-for-Profit
Organizations; supported by Mercer
Edward W. Freher; Designing the Annual Management Incentive Plan
Donald T. Sagolla and Donna L. DiBlase; Driving Organizational Change
with Executive Compensation and Communication
M. L. Weitzman, “Some Macroeconomic Implications of Alternative
Compensation Systems‟, Economic Journalq
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PGDM Trimester 05
INTERNATIONAL HR
In the current global economic climate, effective management and development is the
key to maximizing productivity. Developing core people skills applicable to global
employees is increasingly important for line managers who are responsible for
managing people, particularly the ability to work with, manage and lead others.
COURSE OBJECTIVE
The main purpose of this course in International Human Resource Management is to
understand the role of human resources management in sustaining the increase in
international business. This program aims to prepare students for a role where a key
responsibility lies in managing an organization’s human resources in an international
setting. The course will explore the implication of the process of internationalization for
some of the activities and policies of HRM. It tries to equip students on how HRM is
practiced in multinationals and their processes involved in expatriate management as
well as understanding employees of other nationalities and cultures.
The various issues that would be discussed in this course have links to other areas of
Human Resource Management like Recruitment and Selection, Training and
Development, Compensation and Benefits, Performance Management and Industrial
Relations. We will seek to understand all of them in the international context.
In addition to a focused study of human resources, the International Human Resource
Management course promotes an understanding of how management of people in
global business is conducted globally. This includes an examination of how external
factors such as politics, international law, economic policies, regulatory systems and
cultural beliefs influence HRM policies, and how to manage multinational HR
operations effectively despite these differences.
LEARNING OUTCOMES
Upon successful completion of this course, the participant will be able to:
Describe International HRM and analyze the differences between domestic and
international HRM
Discuss International growth in organizations and its effect on HRM activities
Analyze and assess IHRM practices in Multinational Enterprise, Mergers and
Acquisitions , International Joint Ventures , Globalizing Small and Medium
Enterprise
Describe Recruitment activities and Selection Criteria for international
assignments
Appraise the Role of training in preparing and supporting personnel on
international assignments
Examine the Components of international compensation and the complexity of
managing compensation and taxation in an international context
Process of repatriation and related issues
cxcvii
Describe Global Standardization and Localization of HRM as well as off shoring
Describe and assess Multinational performance management at global and local
level
Identify issues in International Industrial Relations.
Understand and discuss the Cultural Dimensions of HRM
Describe and assess recent trends in management of Human Resources
internationally
PEDAGOGIC TOOLS
The sessions will provide a platform for each participant to understand International
Human Resource Management and develop their viewpoints and its application in an
organizational context. The course will employ methods such as project work, group
presentation, articles, guest speaker and case studies.
The Recommended Textbooks are:
1. International Human Resource Management : Peter J. Dowling , Marion Festing
and Allied D. Engle , Sr.
2. Cross Cultural Management : Shobhana Madhavan Oxford University Press
Reference Text Books are: International Human Resource Management: Text And
Cases by K. Aswathappa, Sadhna Dash
SESSION 1 & 2
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 1
Introduction
Case study
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Foreign Nationals in the Chinese market
Classroom Session
Introduction to IHRM
Definition, Meaning and scope
Introducing the historically significant issue of Expatriate Management and
concepts like Parent Country National , Host Country National , Third
Country National , Home Country , Host Country and Other Countries
Outlining the difference between domestic HRM and IHRM
Variables influencing domestic and international HRM
SESSION 3 & 4
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 2, 3
Case of Daimler Chrysler Merger : HR activities and phases of Cross Border
M&A
HBR Article on Multinational corporations and Global Assignments: Developing
Your Global
Know-How: by Siegfried Russwurm, Luis Hernández, Susan Chambers, and
Keumyong Chung
Classroom Session
SESSION 5 & 6
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 4,5
Classroom Session
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IHRM: Staffing : Recruitment , Selection and Transfers
Introduction: Staffing and importance of international assignments for an
organization
Approaches to staffing: Ethnocentric, Polycentric, Geocentric, Regiocentric
Expatriates and their roles
Role of non – expatriates
Role of inpatriates
The role of Corporate HR function in Multinational Enterprise
Recruitment methods and techniques for international workforce
Issues in staff selection and selection criteria
Dual career couples and staff mobility
Female expatriates and whether they are different than their male counterparts
Performance of expatriates: Influencing factors
Group Work
Discussion on the case: Talent Management across borders – Sloan Business
School
SESSION 7 & 8
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 6
Case : IBM and its HR practices
Classroom Session
Training and Development
Introduction: International Training as a vehicle for training and development
Role of expatriate training
Components of effective pre departure training programs – cultural awareness
training , preliminary visit , language training and day to day assistance
Effectiveness of pre departure training
Development of staff through international assignments
Group Work
Discussion on the case study
Evaluation of Training Modules
SESSION 9, 10 & 11
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 7
cc
Classroom Session
Compensation
Introduction: Objectives of international compensation
Key components of an international compensation program
Approaches to international compensation
Issues of taxation, obtaining valid international cost of living data and problems of
managing compensation for TCN.
SESSION 12
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 11
Performance Management – An expat case study
Classroom Session
Performance Management
Introduction: Performance management and appraisal
Multinational performance management as a tool of control
Factors associated with expatriate performance
Performance appraisal of non- expatriates , non-standard assignment and
host country nationals (HCN) employees : who conducts the appraisal ,
frequency of appraisals , standardized or customized performance appraisal
forms
Issues and cross cultural challenges in international performance
management
SESSION 13
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 8
Case study: The global war for Talent – Fox School of Business
Classroom Session
Re-entry and Career Issues
Introduction: The repatriation process
Individual reaction to re-entry
Multinational responses
Designing a repatriation program
Group Work
Discussion on case study
SESSION 14
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 9
cci
HBR Article on Globalization of (HRM) : Convergence and Divergence in Asian
Human Resource Management by Chris Rowley, John Benson
Classroom Session
Global HR Issues
Introduction: Standardization and adaptation of HRM practices
Creating a balance between standardization and localization
Managing human resources in off shoring countries like India and China
SESSION 15 & 16
Pre-Session Readings
Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 10
Classroom Session
International Industrial relations
Key Issues in International Industrial Relations
Trade Unions and International Industrial Relations
Response of Trade Unions to multinationals
Group Work
Citibank case study
SESSION 17 & 18
Pre-Session Readings
Case Study on Cross Cultural Relations
Classroom Session
Cross Cultural Management
Introduction to Cross-cultural Management
Influence of culture on people management function
The Global Manager and Management of Global Teams
Group Work
Discussion on case
Video clipping and discussion on Cross Cultural Issues and Management
SESSION 19 & 20
Pre-Session Readings
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Reference Book: “International HR Management”
Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 12
Case study:
The recovery of trust – Institute of Business Ethics
Classroom Session
International HRM and Business Ethics
Ownership issues related to family owned businesses and NGO’s
Safety and Security of employees when dealing with Global Terrorism
Group Work
Field Project Presentation and Guest Seminar
Assignments
Presentation of the group field project work
End Term Exam
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PGDM Trimester 05
MEASURING HR
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understanding of what it means to measure HR for efficiency, effectiveness and business
impact.
LEARNING OUTCOMES:
Participating and learning this elective will help students to appreciate the need for and
systems for measuring the impact of HR so that the business understand the value HR
function creates. In short, the following learning outcomes will result:
Understanding why HR function must become result-oriented
How HR function adds value and demonstrating the value in business terms
Approaches to measurement: Scorecards, Benchmarking, metrics and
measurement
Measuring the value of Intangibles that HR helps build for the organization
PEDAGOGY:
The teaching methodology for this course will be a blend of lectures, reading
assignments guided class room discussions, case study analysis and best practices
sharing. Evaluations will be based on demonstrated understanding of the concept,
methods, frameworks and processes associated with PMS and through Quiz,
presentation, group work and exams.
SESSION 1 & 2
THEME 1: HR – PAST, PRESENT & FUTURE
Classroom Session
Topic & Objectives: Overview of the HR journey and current state
Understanding the history and development of HR
Proactive & Reactive side of HR
HR & business interface
Changing face of HR
SESSION 3 & 4
THEME 2: UNDERSTANDING MEASUREMENT AND METRICS
Classroom Session
Topic & Objectives: Metrics & Measurements: issues and opportunities
Simple to Complex measurements
Challenges in measurements
Difference between benchmarking & strategic Metrics
Limitations of benchmarking as a tool
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SESSION 5 & 6
Classroom Session
Topic & Objectives: Understanding HR Deliverables
Capabilities
Culture
Systems & Processes
HR Architecture that delivers
SESSIONS 7 & 8
Classroom Session
Topic & Objectives: New Age competencies for HR professionals
University of Michigan Study & Framework
CII-NHRD Framework
SESSION 9 & 10
Classroom Session
Topic: Talentship as a decision science
SESSION 11 & 12
Classroom Session
Topic: Understanding the Balanced Scorecard & Strategy mapping
SESSION 13 & 14
Classroom Session
Topic: Constructing a robust HR Scorecard
SESSION 15
Classroom Session
Topic: HR Maturity Framework and implications
SESSION 16 & 17
Classroom Session
Topic: Creating & Sustaining HR delivery vehicles that deliver value
SESSION 18 & 19
Classroom Session
Topic: Redefining value creation in the context of unique business strategy
SESSION 20
Classroom Session
Topic: Next Practices in measurement- HR Analytics
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PGDM Trimester 05
HR LAWS –ER & COMPLIANCE
Learning outcomes of the course : Participating and learning this elective will
help students to
Appreciate the key elements of the Employee Relations System
Elements of managing a unionisable work-force & the standard processes
followed
The main laws and their key features applicable for all categories of employees
Managing the dysfunctional aspects of unionisable employees & their legal
impact
Compliance requirements for both blue and white collar workforce
Creating a maintaining a positive employee relations (ER) climate
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Pedagogy
The teaching methodology for this course will be a blend of Lectures, reading,
assignments, case-lets (that will help students to appreciate the application of
law), guided class room discussions, and legally oriented academic debates, case
study analysis and best practices sharing
ccviii
Book: Industrial Relations: Emerging Paradigms
Author: B. D. Singh
Publisher: Excel Books (2008 edition)
Journals
Labour Law Reporter (LLR)
Access to LLR Database of Articles, Cases, and Judgements
TOPICS TO BE COVERED
PART- A: INTRODUCTION TO EMPLOYMENT LAW
The Legal Framework of Business
The Industrial System- Concept and Evolution
PART- B: PERSPECTIVES IN WORKMEN RELATIONS
B1: Trade Unions
History and evolution of IR in India
Role of trade unions
Managing union relations
Current State of unionsiation in India
A union-free organisation
B2: Employee Relations- Concepts and Processes (in managing unionisable
employees)
Concept of Employee Relations
Evolution of Industrial Relations (IR) to Employee Relations (ER)
Collective Bargaining & Dispute Resolution Mechanisms
Grievance Resolution
Workforce Discipline
Compliance and Legally Correct Responses to Day-to-day situations in a
unionised/ unionisable work-place
Part- C: MAIN EMPLOYMENT LAWS - THEIR KEY CLAUSES- APPLICATION
IN CORPORATE CONTEXT
C1: Introduction
Framework of Labour Legislation
Constitution of India
C2: Laws related to recruitment, and their applications
Apprentices Act,1961
Employment Promotion Program
Contract Labour Act
Maharashtra Regularisation of Contract Labvour
Job Reservation – SC/ST Act
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Discrimination & EEOC Norms
Immigration
C3: Laws on Direct Compensation
Payment of wages Act,1936
Minimum wages Act,1948
Payment of Bonus Act,1965
Equal Remuneration Act,1976
C4: Laws Related to Indirect Compensation
Workmens’ Compensation Act,1923
Maternity Benefits Act,1961
ESI Act
Employee Provident Fund Act,1952
Payment of Gratuity Act,1972
C5: Laws Related to Engagement & Termination
The Contract Act (for white collar workers)
Trade Unions Act
Industrial Disputes Act
Industrial Employment(Standing Orders) Act
Shops & Establishments Act,1948
The Factories Act,1948
The Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act, 2013
C6: International Employment & Safety Laws and its Impact on India
Indian Income Tax Laws relating to international operations
Tax structure of different countries- overview
US Social Security - an overview
European Social Security- overview
FLSA
OSHA/ European Safety Standards
Foreign Corrupt Practices Act
SARBANES-OXLEY
Part- D: PUTTING IT TOGETHER
The compliance check-lists
The different practical scenarios in business and the HR professionals
response
Future of ER in India
SESSION 1
Introduction to the course
Introduction to Employee Relations (ER)
Case : The Mayhem at Manesar
Employment Relations- back on the centre stage!
ccx
The Industrial Revolution & the evolution of the industrial system
SESSSIONS 2 & 3
The concept of Employee Relations (ER)
The Role of Capital, Labour and the Government
Evolution from Industiral Relations (IR) to Employee Relations (ER)
Key Concepts in ER an Overview:
Unionisation and Collective Action
Employer Federations
Regulatory Frameworks
Industrial Discipline
Collective Bargaining
Grievance Handling Mechanisms
Wage Determination Mechanisms
SESSIONS 4 & 5
History of the Labour Movement- Global Perspective
History of the Labour Movement- Global Perspective
Evolution of Employment Law
Constitution of India
Indian Labour Conference
ILO
SESSIONS 6 & 7
Laws of Engagement & Termination- Main Features & Applications
Trade Union Act
Industrial Disputes Act
Industrial Employment Standing Orders Act
The Karnataka Shops and Commercial Establishments Act
The Contract Labour Act
The Maharashtra Regularisation of Contract Labour Act
Factories Act
Sexual Harassment Act
Law of Contracts
Assignment : Drafting of Standing Orders for a Commercial
Eastablishment
SESSIONS 8 & 9
Quiz
Grievance Handling: Concepts, Procedure, and Case Study
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Collective Bargaining: Concepts, Procedure, and Case Study
SESSIONS 10 & 11
Industrial Discipline: Concepts, Procedure, and Case Study
Exercises:
First response to an act of indiscipline
Mock Enquiry Proceedings
Assignment: Prepare a show cause notice, charge sheet, suspension
order, dismissal order
SESSION 12
Quiz
Laws of Direct Compensation - Main Features & Applications
Payment of wages Act
Minimum Wages Act
Payment of Bonus Act
Equal Remuneration Act
SESSIONS 13 & 14
Quiz
Laws related to indirect compensation - Main Features and Caselets
Workmen's Compensation Act
ESI Act
Maternity Benefit Act
Provident Fund
Gratuity
Medical Insurance
Group Personal Accident Insurance
Assignment: Prepare an appointment letter
SESSIONS 15 & 16
Quiz
Other Main Laws- Main Features and Applications
Pharma Sales force act
Income Tax Act
Employment Exchanges - notification of vacancies act
International IR & Compliance
Double Taxation Avoidance
Handling Foreign Workers in India - FRRO and other
requirements
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USA: Visas, and Social Security
Europe: Visas and Social Security
Routine Compliance Requirements
Overview and guidelines
Assignment: Prepare a Compliance Check List (Retail, Software
Company, Textile Mfg Unit)
SESSIONS 17 & 18
Exercise: Analysis of an appointment letter
SESSIONS 19 & 20
Future of IR
IR in the IT & ITES industries
New age employee collectives
Technology, social media and the future of IR
Course Wrap-up
PGDM Trimester 05
ANALYTICS FOR FINANCE – BFSI SECTOR II
COURSE OBJECTIVE
The objective of this course is to provide the participants with the essential hands on
skills, tools and techniques required to identify themselves as analytics professionals in
the finance domain. This course will give a broad idea about the application of analytics
in the banking, investment and insurance areas within the finance domain. The course
will focus primarily on risk management concepts, credit scoring models, insurance
pricing models, customer acquisition / attrition based models and fraud detection apart
from discussing the scope of analytics in wealth management. We will use tools like SAS,
SPSS, Excel and R to demonstrate the concepts. Candidates who complete this course
are expected to have job ready skills in financial analytics.
LEARNING OBJECTIVES:
1. Understand the role and application of analytics in the finance domain
2. Understand how various tools like Excel, SAS, SPSS and R are used in financial
analytics
3. Understand the various risk types and how to measure and manage the same.
4. Measure the model performance and build optimized models
5. Implement a credit scoring model from the consumer finance perspective.
6. Build a basic health insurance pricing model and interpret the same.
7. Understand the different sub areas within customer analytics for finance
8. Understand the various avenues of fraud and the techniques of fraud detection.
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9. Build a model to implement a simple pair trading strategy.
10. Understand the Basel norms and their relevance for a sound financial system.
REFERENCE MATERIALS:
1. Developing Credit Risk Models using SAS Enterprise Miner and SAS / STAT –
Brown (2014)
2. Machine Learning with R – Brett Lantz (2013)
3. Asian Financial Statement Analysis: Detecting Financial Irregularities –Tan &
Robinson (2014)
Assignments will be in the form of completing the in-class models and making a
presentation of the ideas learnt in the session. This will be a group work and there
will be a 5 minute presentation of any one group (chosen at random) in the next
class.
Project Work may involve end to end model building. The activities involved in
the project are as follows.
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o Business Problem Identification
o Data Acquisition
o Data Cleaning
o Descriptive Statistics
o Hypothesis Description
o Model Discussion
o Model Building
o Model Evaluation
o Model Implementation
o Pros and Cons of the model
o Comprehensive Report Writing
o Presentation of the Report
End term will have two components with equal weightage – A written exam and
a model building exercise. The model building exercise will now be an individual
task and can be a take home activity or in class exercise. The written exam will
focus on core concepts and applications and will be directly linked to the learning
objectives and class room discussions.
SESSION PLAN
THEME 1: INSURANCE ANALYTICS
SESSION 1
Insurance Business
Understanding risk
Types of Insurance
Application of Analytics in Finance
SESSION 2
Health Insurance Pricing
Model Building and Implementation
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SESSION 4
Measuring Market Risk
Managing Market Risk
RBI Guidelines
SESSION 5
Introduction to Credit Risk
Probability of Default
Loss Given Default
Exposure at Default
SESSION 6
Credit Risk Measurement Case Study
SESSION 7
RAROC
Credit Risk Management
SESSION 8
Introduction to Credit Derivatives
ABS,CDS
SESSION 9
Basel Norms
RBI guidelines for Basel Implementation
SESSION 10
Introduction to Operations Risk
Basel guidelines for Operations Risk
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Pairs Trading
PGDM Trimester 05
QUANTITATIVE TECHNIQUES FOR DECISION MAKING
Objectives:-
Reference Books:-
3. David Easley, Jon Kleinberg, Networks, Crowds, and Markets: Reasoning About
a Highly Connected World, Cambridge University Press
5. Seila, A.F., P.R. Tadikamalla, and V. Ceric: Applied Simulation Modeling, Brooks
Cole (2003).
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7. Hand , D . J . , Mannila , H . and Smyth , P . ( 2001 ) Principles of Data Mining ,
MIT Press, Cambridge, MA .
Ses
sio Topic Class room Session Pre Session Readings
n
Linear Algebra / - Basics of Matrix Theory
1 Book 1, Chapter 2, 12
Probability - Probability Theory
Linear Programming
Linear Programming -
2 Problem Book 1, Chapter 3
1
- Graphical Solution
- Simplex Algorithm
Linear Programming -
3 - Application of Linear Book 1, Chapter 4
2
Programming using Excel
- Graphical Analysis Book 1, Chapter 5, 6
4 Sensitivity Analysis
- Duality
- Solving Integer Problems
Integer Programming - Book 1, Chapter 9
5 - Managing various
1
constraints
6 Game Theory - Zero Sum Games Book 1, Chapter 14
Transportation - Transportation Problem
7 Book 1, Chapter 7
Problem - Assignment Problem
Shortest Path Problem Book 1, Chapter 8
8 Network Flow
- Maximum Flow Problem
9 Stochastic Models - Markov Processes Book 1, Chapter 17
10 Simulation Basics of simulation Book 1, Chapter 21
Classification Problems - K Nearest Neighbors
11 Book 2, Chapter 3, 4
-1 - Naïve Bayes Classifiers
Classification Problems - Decision Trees
12 Book 2, Chapter 5
-2 - Rules from Decision Trees
Classification Problems
13 - Regression Trees Book 2, Chapter 6
-3
14 Neural Networks Neural Networks Book 2, Chapter 7
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Support Vector
15 - Support Vector Machines Book 2, Chapter 7
Machines
16 Association Analysis - Market Basket Analysis Book 2, Chapter 8
- Introduction to Networks
17 Graph Models - 1 Book 3, Chapter 1-2
- Graph Models
- Strong and Weak Ties
18 Graph Models - 2 Book 3, Chapter 3-5
- Surrounding Context
- Information networks
Graph Models -
19 - Link analysis and Web Book 3, Chapters 13, 14
Applications - 1
search
- Auction Theory
Graph Models -
20 - Application in Display Book 3, Chapter 9, 15
Applications - 2
Ads
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PGDM Trimester 05
MARKETING ANALYTICS
COURSE OBJECTIVE
Marketing professionals increasingly encounter intense competition in almost every
market. The burgeoning number of channels that are available to marketers to reach out
to customers offer unprecedented opportunities to communicate with customers and
allow customers to participate like never before in creating product and service
offerings. However, this plethora of options makes it more difficult to determine the
most desirable strategies and the most effective and efficient portfolio of marketing
alternatives – whether for product, pricing, promotion or place decisions. Competitive
advantage will depend increasingly on marketing professionals’ ability to wring
information from data, and to harness that information to enhance practical, real-world
marketing decision making. This course is designed to equip marketing professionals
with the skills to use and to apply quantitative models to marketing problems.
LEARNING OUTCOMES
On successfully completing the course, students will be:
Familiar with analytics techniques used to extract information from marketing
data, and will be able to select those most appropriate to the context
Able to interpret the output of commonly used analytics software
Able to analyse the information contained in computer output, and apply this
information to address, among others, marketing problems such as identifying
market segments, classifying customer profiles, positioning, selecting product
features to offer, designing marketing campaigns, and allocating resources to
marketing inputs to maximise returns on marketing investments
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PEDAGOGIC TOOLS
GRADING
o Class participation - 10%
o Group activity / presentation - 10%
o Quizzes (objective tests; best 2 of 3) - 30%
o End Term Exam - 50%
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SESSION 1
THEME 1: Introduction to Marketing Analytics
Recommended reading
3. William J. Hauser, (2007) "Marketing analytics: the evolution of marketing research in
the twenty‐first century", Direct Marketing: An International Journal, Vol. 1 Iss: 1, pp.38
– 54
4. Browse reference, “Marketing Metrics: 50+ Metrics Every Executive Should Master”
Classroom Session
(90 min*1)
SESSIONS 2, 3 & 4
THEME 2: Marketing Mix Modelling
Recommended reading
3. Tellis, Gerard J. (2006), “Modeling the Marketing Mix,” Handbook of Marketing
Research, ed Rajiv Grover, Thousand Oaks: Sage Publications, p 506-522.
4. Joseph, Joy V., Understanding Advertising Adstock Transformations (May 15, 2006).
Available at SSRN: http://ssrn.com/abstract=924128
Classroom Session
(90 min*3)
Multiple regression: A quick review
Response variables in MMM
Explanatory variables in MMM
Building an MMM
Validating the MMM
Regression and time-series data
Contribution of marketing inputs to sales
Marketing inputs and ROI
MMM and resource optimisation
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Group Assignments
SESSIONS 5 & 6
THEME 3: Cluster Analysis for Market Segmentation
Recommended reading
3. Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For
Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley,
Chapter 11.
4. Claudia Jurowski and Allen Z. Reich, (2000) “An Explanation and Illustration of
Cluster Analysis for Identifying Hospitality Market Segments”, Journal of
Hospitality & Tourism Research”. Vol 24. pp. 67 – 91.
Classroom Session
(90 min*2)
Group Assignment
Exercise 3: Exercise on identifying market segments using cluster analysis
Quiz 1
Topics: Introduction, Marketing Mix Modelling
SESSIONS 7 & 8
THEME 4: Discriminant Analysis for Classification
Recommended reading
3. Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 5
4. Carl J. Huberty (Jan 1984). “Issues in the use and interpretation of discriminant
analysis.” Psychological Bulletin, Vol 95(1), pp 156-171.
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Classroom Session
(90 min*2)
Group Presentation
Group 1: Exercise on building a marketing mix model
Group Assignment
Exercise 4: Exercise on classifying customer profiles using discriminant analysis
SESSIONS 9 & 10
THEME 5: Factor Analysis for Simplifying and Understanding Marketing Data
Recommended reading
3. Lindsay I Smith (2002). “A Tutorial on Principal Components Analysis.”
http://www.cs.otago.ac.nz/cosc453/student_tutorials/principal_components.pdf
4. Andy Field. "Factor Analysis" http://www.statisticshell.com/docs/factor.pdf
Classroom Session
(90 min*2)
Group Presentation
Group 2: Exercise on optimising marketing resource allocation, given a marketing mix
model
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SESSION 11
THEME 6: Multidimensional Scaling for Positioning
Recommended reading
3. Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,
(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 8.
4. C. Carl Pegels and Chandra Sekar (1989).”Determining Strategic Groups Using
Multidimensional Scaling”, Interfaces, Vol. 19, No. 3, pp. 47-57
Classroom Session
(90 min*1)
Group Assignment
Exercise 5: Exercise on classifying brand/product positioning using multidimensional
scaling
Quiz 2
Topics: Cluster analysis, discriminant analysis
SESSIONS 12 & 13
THEME 7: Conjoint Analysis for Product Decisions
Recommended reading
3. Joseph Curry (1996). “Understanding Conjoint Analysis in 15 Minutes”, Sawtooth
Software. RESEARCH PAPER SERIES, Sawtooth Technologies, Inc.
4. Paul Green, Abba Krieger, and Yoram Wind, “Adventures in Conjoint Analysis:
A Practitioner’s Guide to Trade-off Modeling and Applications” Chapter 12,
https://marketing.wharton.upenn.edu/faculty/green/monograph/
Classroom Session
(90 min*2)
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What is conjoint analysis?
Calculating part worth utilities
Interpreting conjoint analysis results
Simulating market share
Group Assignment
Exercise 6: Exercise on product features decisions using conjoint analysis
SESSIONS 14
THEME 8: Customer Relationship Management: RFM Analysis
Recommended reading
3. T.H.A. Bijmolt, P.S.H. Leeflang, F. Block, M. Eisenbeiss, B.G.S. Hardie, A. Lemmens,
and P. Saffert, (2010) ``Analytics for Customer Engagement,'' Journal of Service
Research, vol. 13(3), pp. 341-356.
4. Ron Kahan, (1998) "Using database marketing techniques to enhance your one‐to‐one
marketing initiatives", Journal of Consumer Marketing, Vol. 15 Iss: 5, pp.491 - 493
Classroom Session
(90 min*1)
Group Assignment
Exercise 7: Exercise on RFM analysis / Association analysis
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SESSIONS 15 & 16
THEME 9: Customer Relationship Management: Association Analysis
Recommended reading
3. Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For
Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley,
Chapter 9
4. Kardi Teknomo, (2008) "Market Basket Analysis",
http://people.revoledu.com/kardi/tutorial/MarketBasket/
Classroom Session
(90 min*2)
Quiz 3
Topics: Factor analysis, multidimensional scaling, conjoint analysis
SESSION 17
THEME 10: Household Panel Analysis
Recommended reading
3. An Overview of Methods for the Analysis of Panel (Nov. 2006). NCRM Methods Review
Papers, NCRM/007, ESRC National Centre for Research Methods
4. Oscar Torres-Reyna (Dec 2007). “Panel Data Analysis Fixed and Random Effects using
Stata (v. 4.2)”, Data and Statistical Services, Princeton University.
Classroom Session
(90 min*1)
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SESSIONS 18 & 19
THEME 11: Analyzing Social Media
Recommended reading
3. Stefan Stieglitz and Linh Dang-Xuan (2012). “Social media and political
communication: a social media analytics framework”, Social Networks Analysis and
Mining, Springer-Verlag. DOI 10.1007/s13278-012-0079-3
4. Bogdan Batrinca, and Philip C. Treleaven (2014). “Social media analytics: a survey of
techniques, tools and platforms”, Artificial Intelligence and Society, Springer-Verlag.
DOI 10.1007/s00146-014-0549-4
Classroom Session
(90 min*2)
SESSION 20
Group Presentations
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PGDM Trimester 05
BIG DATA & STRATEGIC MANAGEMENT ANALYTICS
OVERVIEW OF COURSE
Background
In a business organization, MBA students can play different roles in an Analytics team.
It could be hands on involvement in delivery or as a part of team mainly as an interface
between practitioners and analysts. In both cases, they will be expected to manage a
team sooner or later. At even higher level, they will be required to think strategically
about the role of Analytics. This course is intended to teach the effective management
of an analytics team both tactically and strategically.
Specific Objectives
o To educate students about the importance of Analytics as a Strategic tool.
o Cover various dimensions of designing and structuring an Analytics team.
o Take various management decisions like build or buy, motivating employees,
pricing etc.
o Understand the term big data and its various dimensions. Evaluate it from
management angle that is relevant for Analytics
LEARNING OUTCOMES
The student should be able to understand and appreciate Big data and its applications in
management. They will understand nuances of managing Analytics function strategically.
They also will understand effective management of an analytics team.
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Study Hand-outs
Reference books
Study Plan Folder
Reference Books
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Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter
decisions, better results (Cambridge, MA: Harvard Business Press, 2010).
GRADING
Assignments - 20%
Assignments - 20%
Assignments - 10%
End Term Exam - 50%
Please come prepared with the handout readings as specified for each session
and bring this study plan booklet in class
SESSIONS 1- 3
MANAGING ANALYTICS AS A BUSINESS PROCESS
Readings
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new
science of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
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SESSIONS 4- 6
MANAGING ANALYTICS PROJECTS
Readings
Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter decisions,
better results (Cambridge, MA: Harvard Business Press, 2010).
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new science
of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
Managing Analytics Projects
Building Analytic Capability
Analytics as part of an organizationDecomposing the effects
Generalized Linear Model
SESSIONS 7-10
MODELS OF ENGAGEMENT
Readings
Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter decisions,
better results (Cambridge, MA: Harvard Business Press, 2010).
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new science
of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
Analytics as offshore process
Models of Engagement
Pricing
Communication and security challenges
Strategic importance of Analytics
Competing based on Analytics
Ethical and Privacy Issues
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SESSIONS 11-12
WHAT IS BIG DATA
Readings
Davenport, Thomas H., and Jeanne G. Harris, Analytics at work: Smarter decisions,
better results (Cambridge, MA: Harvard Business Press, 2010).
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new science
of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
SESSIONS 13- 16
KEY BIG DATA TECHNOLOGIES
Readings
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new
science of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
Hadoop (HDFS and MapReduce)
NoSQL data stores
Columnar data stores
Unstructured data analysis
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SESSIONS 17- 20
INDUSTRY AND MARKET TRENDS
Readings
Davenport, Thomas H., and Jeanne G. Harris, Competing on analytics: The new
science of winning (Cambridge, MA: Harvard Business Press, 2007).
Classroom Session
Industry and market trends
Adoption of Big Data technologies
Key trends, market share etc.
Integrating a Big Data technology framework
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PGDM Trimester 05
KNOWLEDGE MANAGEMENT
COURSE OBJECTIVE
To familiarize the students with the concepts of Knowledge and Knowledge
Management in organizations.
To identify the steps involved in developing a knowledge management system and
discuss methods /tools available to achieve this.
To identify the various risks and challenges in implementing a Knowledge
Management System.
THEME 1: Introduction To Km
THEME 2: Km – Basics & Km Framework
THEME 3: Km Strategy & Distributed Km
THEME 4: Km Tools
THEME 5: Km Tools
THEME 6: Management Of Sustained Km
THEME 7: Km Case Study From St.Gallen
THEME 8: Intelligence Analysis & Intellectual Property Rights
LEARNING OUTCOMES
Understand fundamental concepts and principles of Knowledge management
Understand the evolution of the Learning Organisation;
Appreciate the role of technology and culture in building a ‘Learning Organisation’
and identify the relevant tools;
Be aware of the challenges and issues in implementing a knowledge management
system
SESSION 1
THEME 1: INTRODUCTION TO KM
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
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POWERPOINT PRESENTATIONS - INTERACTIVE
SESSION 2 & 3
THEME 2: KM – BASICS & KM FRAMEWORK
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS - INTERACTIVE
SESSIONS 4 & 5
THEME 3: KM STRATEGY & DISTRIBUTED KM
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS - INTERACTIVE
Group Work
CONCEPT REVIEW – PRESENTATION BY STUDENT GROUPS
SESSION 6
THEME 4: KM TOOLS
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS - INTERACTIVE
Assignments
AN ASSIGNMENT TO BE SUBMITTED
SESSION 7
THEME 5: KM TOOLS
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
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DISCUSSION ON K-MANAGER & WEBEX
SESSIONS 8 & 9
THEME 6: MANAGEMENT OF SUSTAINED KM
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS – INTERACTIVE
Group Work
CONCEPT REVIEW – PRESENTATION BY STUDENT GROUPS
SESSION 10
THEME 7: KM CASE STUDY FROM ST.GALLEN
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS - INTERACTIVE
SESSIONS 11 & 12
THEME 8: INTELLIGENCE ANALYSIS & INTELLECTUAL PROPERTY RIGHTS
Pre-Session Readings
Study Plan Folder
Additional Readings
Study Plan Folder
Classroom Session
POWERPOINT PRESENTATIONS - INTERACTIVE
Group Work
PRACTICAL PROJECT PRESENTATION BY STUDENT GROUPS
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PGDM Trimester 05
CORPORATE TURNAROUND
COURSE OBJECTIVE
Organizations are not static. They change continually within themselves as well as in
response to the environment. Very few organizations remain consistently profitable.
Almost every organization including those in the Fortune 500 list have faced threats to
survival/viability. Managers must learn to grapple with the downsides and related
problems. Accordingly, the objective of the course is to enable students to comprehend
the factors that lead to organizational decline and failure ending up in sickness and how
can ‘turnarounds’ be effected.
LEARNING OUTCOMES
The broad learning outcomes of the course are given below:
As Is Analysis
1. To understand the causative factors that lead to a company’s decline/
Sickness/Failure
2. To understand the symptoms that trigger decline leading to Sickness/ Failure
3. To make an analysis of the condition of a company that is under decline from
Management perspectives of Finance, Operations, Marketing, Human Resources
and overall Business strategy.
PEDAGOGIC TOOLS
Readings from the Book titled : Corporate Turnaround by: Donald B. Bibeault
Group Work to analyse cases
Case Analysis in class
Presentation
SESSION 1 & 2
THEME 1: HOW DOES DECLINE/SICKNESS OF COMPANIES OCCUR?
Pre-Session Readings
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Extracts from Corporate Turnaround by Donald B. Bibeault Pgs 7 to 15
Pgs 23 to 26
Pgs 27 to 33
Pgs 35 to 46
Classroom Session
What connotes Failures/Decline/Sickness
Are they caused Externally/Internally
Internal Reasons for Decline
SESSION 3 & 4
THEME 2: EXTRICATING FROM MANAGEMENT MESS
Pre-Session Readings
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs 49 to 60
Classroom Session
Common shortcomings of Poor Management
Environment related
Over expansion
Leverage
Group Work/Assignment
1. Read the case Mobil USM&R (A1) and answer the following questions: What
objectives and measures should the two customer teams (consumer sub-team,
dealer sub-team) select for their core customer outcomes. How can these teams
measure what the dealer and Mobil must do well to achieve the desired customer
outcomes?
2. What should be the objectives and measures for the internal business processes
at USM&R? Remember, these objectives and measures must drive the desired
performance in the financial and customer objectives.
3. Comment on the scorecard development process. Why did Bob McCool initiative
yet another initiative, the Balanced Scorecard project? What elements seem
critical to the success of a Balanced Scorecard project?
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SESSIONS 5, 6 & 7
THEME: ANATOMY OF A TURNAROUND CYCLE
Pre-Session Readings
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs 91 to 109
Classroom Session
Management Change Stage
Evaluation Stage
Emergency Stage
Stabilization Stage
Return to Normal by Normal Growth stage
Group Work/Assignment
Read the case “Renault – Nissan, Alliance in 2008. The potential of a Novel
Organization” and answer the following questions:
1. Critically evaluate the financial status of Nissan and Renault before the alliance took
shape.
2. Critically evaluate the financial status of Nissan and Renault after the alliance.
3. What is rationale for the alliance and what strategic Value does each side bring to
the table.
4. Critically assess the ‘Execution’ of the Alliance and why was it successful.
SESSIONS 8, 9 & 10
THEME: LEADERSHIP IN TURNAROUND SITUATIONS
Pre-Session Readings
Extracts from Corporate Turnaround by Donald B. Bibeault. Pgs141 to 162
Classroom Session
Styles of Leader
Required Skills
Motivations and Characteristics
Turnaround Leader’s Style
Group Work/Assignment
1. What factors led to IBM’s success during the 1960’s and 1970’s and its
problems during the late 1980s and early 1980’s?
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2. What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate
Gerstner’s approach to crisis management.
3. How well did he perform as a turnaround manager? What challenges did he face
as he attempted to position the company for growth?
SESSIONS 8, 9 & 10
THEME: LEADERSHIP IN TURNAROUND SITUATIONS
PGDM Trimester 06
INTERNATIONAL BUSINESS
COURSE OBJECTIVE
Businesses today have an increasing array of choices regarding a) markets, b) locations
for key activities, c)outsourcing and ownership modes and d) organization and processes
for managing across borders.
This course provides students with the conceptual tools necessary to understand and work
effectively in today's interconnected world by developing strategic perspectives that link
this changing environment, the state of the global industry, and the capabilities and
strengths of the firm.
LEARNING OUTCOMES
At the end of this course, the students are expected to understand the factors for taking effective
decisions in the multi-layered world of international business. There are three sections
The first section of the course provides frameworks for identifying and taking
advantage of the opportunities presented in a dynamic global environment at the level
of the country and industry.
The second section of the course focuses on firm-level strategic choices regarding
where to engage in which activities.
The third section focuses on the challenges of integrating the multiple perspectives,
functions, and interests that constitute the multinational firm.
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The study plan covers readings and classroom sessions.
In addition to traditional case/class discussions, students will work in groups that are
randomly chosen and will make two presentations in the context of an integrative
"deep dive."
PEDAGOGIC TOOLS
Text Book - Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World
Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN:
9781591398660.
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2. NATIONS, Defining the purpose of a Business – Delivering Earnings Growth
INDUSTRIES AND based on a) a foundation of values b) identifying elements of
FIRMS- success c) working on strategic levers – A Cabot template.
Linking National and
Firm level advantage Reference Book – Pankaj Ghemawat. Value in a world of
differences -Semiglobalization and Strategy, Chapter 1, The coke
example
Case 1 – Airtel’s linking national and Firm level advantage
Leveraging Strengths and seizing an opportunity- Bharti
Airtel’s acquisition of Zain Telecom
TELECOM The hopeful continent Africa rising
:http://www.economist.com/node/21541015
Africa’s hopeful economies – The sun shines bright
http://www.economist.com/node/21541008,
http://www.businessworld.in/en/storypage/-/bw/one-year-
after/326968.0/page/0
http://www.medianama.com/2010/06/223-live-airtel-
completes-zain-acquisition-nigeria-issues-resolved/
http://www.livemint.com/Companies/HK80ffTfxi0cPnONNU
y0bI/For-Airtel-Africa-operations-are-in-stark-contrast-to-
home.html
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5. Presentations by 3 minutes, Groups of 2 – 60 minutes – Stock taking
Students Intercompany pricing and profitability options
. Land of Wasted
Talenthttp://www.economist.com/node/21536543, Japanese firms
face a demographic catastrophe. The solution is to treat women
better
http://www.economist.com/node/21538733 - The French
Way of Work
http://www.economist.com/node/21528979 A game of
catch up
6. BUILDING A Ghemawat – Strategies for Global Value Creation – Adaptation,
GLOBAL Aggregation and Arbitrage
ENTERPRISE – http://www.business.uzh.ch/professorships/som/stu/Teaching/FS
Cross Border, 10/MA/som/Ferdows_1997_Factory.pdf, Ferdows Kasra “ making
Arbitrage and the most of Foreign factories” Harvard Business Review March-
Outsourcing April 1997:3
Case
1 -“IBM and Globalization” Hungry Tiger, Dancing Elephant”, The
Economist, April 4, 2007
Case
– Discussion on Cross Border Arbitrage and Outsourcing –
Comparison of Infosys, Wipro, TCS and Cognizant on key
parameters.
7. BUILDING A
GLOBAL Bartlett, Christopher, and Sumantra Ghoshal. "Going Global:
ENTERPRISE – a) Lessons from Late Movers." Harvard Business Review (March-April
Expanding from new 2000): 133-142.
regions Dawar Niraj and Tony Frost “ Competing with giants- survival
b) Responding to strategies for local companies in emerging markets, Harvard
strategic threats from Business Review, March- April 1999, 119-129
late movers Case 1 – http://hbr.org/product/icici-s-global-
expansion/an/706426-PDF-ENG
http://forbesindia.com/article/cross-border/starbucks-india-
isnt-celebrating-yet/34105/1
8. INTEGRATING
THE GLOBAL Case 1 –Cipla -
ENTERPRISE- http://articles.economictimes.indiatimes.com/2012-01-
Integrating global 19/news/30643229_1_cipla-chairman-md-amar-lulla-
manufacturing and kamil/2
product development Case 4- Ranbaxy -
http://articles.economictimes.indiatimes.com/2011-12-
08/news/30490322_1_atul-sobti-japan-s-daiichi-malvinder-singh
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9. INTEGRATING
THE GLOBAL Ghosal Sumantra and Lynda Gratton, “ Integrating the Enterprise”
ENTERPRISE- Sloan Management Review, Fall 2002 ( 31-38)
Integrating Global Case 1 – Apple’s approach to supply chain -
Supply and marketing http://www.businessweek.com/magazine/apples-supplychain-
Chains secret-hoard-lasers-11032011.html
Case 2- Zara: Fast fashion, HBS 9-703-497
10. INTEGRATING Ghosn, Carlos. "Saving the Business Without Losing the
THE GLOBAL Company." Harvard Business Review (January 2002): 3-11.
ENTERPRISE- Discussions on a) The perceived crisis at Infosys and what Murthy
Global Leadership is doing b) The change of guard at igate and some steps being taken
by the new CEO
PGDM Trimester 06
ALTERNATIVE INVESTMENT MARKETS
COURSE OBJECTIVE
Surveys conducted in recent times have indicated increased willingness among investors
to assign a higher allocation to alternative assets in their portfolio. This is due to the poor
returns generated by traditional asset class in the recent past. In the light of the increased
interest among investors, this course equips candidates with the current practices in the
alternative investment space. It enables the candidates to explore careers in hedge funds,
private equity, real estate and commodity brokerage firms.
LEARNING OUTCOMES
After this course work, the candidates can do the following:
Explain the importance of alternative assets in an investment portfolio
Construct hedge fund strategies
Analyze private equity and real estate investments
Understand credit derivatives and managed futures
READINGS
The course will draw extensively from the Handbook of Alternative Assets by Mark
Anson. Additional reading material will include journal papers from Journal of
Alternative Investments, Financial Analysts Journal and Journal of Portfolio
Management.
NOTE: The session duration as mentioned in the session plan is for 60 minutes
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Readings: Anson Chapters 1 & 2
SESSIONS 8 & 9
Classroom Session
Investing in commodity futures
Commodity futures indexes
Commodity indexes
Comparison of commodity futures indexes
Readings: Anson Chapters 13
SESSION 10
Classroom Session
Commodity futures in a portfolio context
Economic summary of commodity futures
Commodity futures as a defensive investment
Readings: Anson Chapters 14
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Classroom Session
History of Managed futures
Managed futures in agricultural commodities
Managed futures in currency markets
Managed futures in the financial and Metals markets
Managed futures in a diversified trading strategy
Managed futures in a portfolio context
A review of Alpha and Beta drivers
Managed futures and downside risk protection for stocks and bonds
Readings: Anson Chapter 15
Reference Material:
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1. Mark J.P. Anson. 2006. Handbook of Alternative Investments, 2nd Edition. Hoboken, NJ:
John Wiley & Sons.
2. Other readings will be distributed in the class.
PGDM Trimester 06
INVESTMENT BANKING + M A
COURSE OBJECTIVE:
Indian financial markets are seeing continuous process of transformation since 1991, the
post liberalization era. Systemic changes in the Indian capital market have put it into the
ivy league in terms of infrastructure and process. The tremendous growth in the Indian
corporate sector over the last several years has made the capital market more broad based
with participation from different investor class. This helps in better pricing. More retail
investors are serious investors by learning through the hard way.
Investment banks in India, during this phase have unfolded into full-fledged service
industry.
Investment banking as an industry is going through challenging times. Probably, never in
the history there was a question mark on this industry- its relevance and its practices.
Hopefully it will ride through these times and will play more role in the development of
economies.
An attempt is made through this course to make the participant understand the need of IB
industry, its evolution, structure, portfolio of services and various process involved.
LEARNING OUTCOMES
Recognize the role of Investment Banks as a Financial Intermediary
Explain the concept of Underwriting
Understand the process of Issue Management
Analyze financial restructuring
Appreciate M&A as a Corporate Strategy
Recognize the legal & regulatory factors in M&A
Apply the concept of Exchange ratio in M&A Pricing
SCOPE OF THE COURSE
The study plan covering readings, classroom sessions, Group Work sessions and
Assignments corresponding to each session are outlined below.
It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests would
be conducted on the same. For post contact reading, please refer to the handouts listed
under ‘Additional Readings’.
The course consists of ----8---- THEMEs spread over 20 sessions. Each session will be
of 90 minutes. The THEMEs that would be covered in the course are under:
THEME 1: Overview of Investment Banking
THEME 2. Regulation of securities industry
THEME 3: Financings
THEME 4: Mergers and Acquistions
THEME 5: LBO
THEME 6: Asset Management, Wealth Management and Research
THEME 7: International Banking
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THEME 8: Convertible securities and Wall Street Innovation
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Study Plan Folder
The textbook to be followed is:
An Introduction to Investment Banks, Hedge Funds and Private Equity , The New
Paradigm by David P Stowell , Elsevier Publishing
The study encompasses the following:
Pre-Class Readings.
Case Analysis in groups and submission of group assignments on case.
Case discussion in class led by Faculty.
SESSION 1
THEME 1: OVERVIEW OF INVESTMENT BANKING
Pre-Session Readings
Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 1: Overview of Investment Banking pgs 3 to 20
Classroom Session
Investment Banking Evolution
Global Industry Structure
Business Portfolio
Indian Scenario
SESSION 2 & 3
THEME 2: REGULATION OF SECURITIES INDUSTRY
Pre-Session Readings
Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity , The New
Paradigm by David P Stowell
Chapter 2: Regulation of the Securities Industry pgs 21 to 40
Classroom Session
US History and Regulations
Securities Act of 1933
The Glass-Steagall Act
Securities Act of 1934
Recent developments in Securities Regulations
Case: Investment Banking in 2008: Rise and Fall of the Bear
Reference book Page 381
Case: Investment Banking in 2008: A Brave New World
Reference book Page 403
SESSION 4 TO 6
THEME 3: FINANCINGS
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Pre-Session Readings
Reference Book
An Introduction to Investment Banks, Hedge Funds and Private Equity, the New Paradigm
by David P Stowell
Chapter 3: Financings pgs 41 to 62
Classroom Session
Financing Considerations
Financing Alternatives
Case: Freeport-Mc MoRan: Financing and Acquisition
Reference book page 419
SESSION 7 TO 9
THEME 4: MERGERS AND ACQUISITIONS
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 4: Merger & Acquisitions pgs 63 to 96
Classroom Session
Corporate Strategy and M&A
The different types of corporate restructuring activities
Due Diligence
Merger Waves, Reasons for Mergers, Legal and Tax Issues, Cost and Benefits
Purchase of a Plant
Takeovers, Regulations, Anti takeover defenses
Assignment - 1
SESSION 10 TO 13
THEME 4: MERGERS AND ACQUISTIONS
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 4: Merger & Acquisitions pgs 63 to 96
Classroom Session
Divestitures – Sell offs, Demergers, Equity Carve Outs
Motives, Managing a Divestment
Exchange Ratio
Case: The Best Deal Gillete Could Get? Procter and Gamble’s Acquisition of Gillete
Reference book: Page no: 435 to 450
SESSION 14 TO 16
THEME 5: LBO
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 17: LBO Financial Model pgs 307 to 324
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PE Boom & Bust (Handout)
Classroom Session
LBO – Advantages & Disadvantages
Case: The Toys “R” Us LBO
Reference book: page 521
SESSION 17
THEME 6: ASSET MANAGEMENT, WEALTH MANAGEMENT AND RESEARCH
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 6: Asset Management, Wealth Management & Research pgs 115 to 124
Classroom Session
Wealth Management
Paying for research
Regulation FDs
Test/Quiz
SESSION 18
THEME 7: INTERNATIONAL BANKING
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 8: International Banking pgs 137 to 154
Classroom Session
Financial Markets: Japan & China
IPO Market : Russia, India & China
SESSION 19
THEME 8: Convertible Securities and Wall Street Innovation
Pre-Session Readings
Reference book
An Introduction to Investment Banks, Hedge Funds and Private Equity, The New
Paradigm by David P Stowell
Chapter 9: Convertible Securities & Wall Street Innovation pgs 155 to 172
Classroom Session
Zero Coupon Convertibles
Mandatory Convertibles
Nikkei Put Warrants
SESSION 20
STUDENT PRESENTATION
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PGDM Trimester 06
FINANCIAL ANALYTICS
Business Analytics is a specialized domain that has been growing at an annual rate of
about 30 per cent. Companies incur significant expenditure on business intelligence.
Analytics include complex statistical analysis, computational modeling and data mining.
The domain encompasses enterprise decision management, predictive science, strategy
science, fraud analytics, credit risk analysis, marketing analytics, and so on. The domain
of financial analytics is a more specialised version of this since financial data are very
different from other types of data, due to their series characteristics.
The course provides a preview of econometrics and time series analysis required to
analyse financial data.
COURSE OBJECTIVE
At the end of the course, the participant should be able to
Understand the characteristics that make financial data different from other data.
Identify the characteristics of financial data with reference to autocorrelation,
heteroscedasticity, time series properties. Understand the aspects of ARIMA,
GARCH and ARCH processes and the statistical background to these models and
use such techniques in building financial models.
Compute and interpret correlations between financial time series data, and identify
the model to be used as a function of the hypothesis being tested and the data being
analysed.
Build models for default probabilities, predictive models for retention, Churn
Analysis, Length of Service, Customer Equity, Delinquencies, Defaults &
Prepayments
Using SAS functionality to do the above.
Understand the underpinnings of finance theory in terms of random walks,
martingale processes, stochastic processes, etc. to interpret the results of models.
PEDAGOGIC TOOLS
The teaching environment will cover lectures, case discussions, and discussion on project
assignments. Group activity and class participation is expected to be the key in this course.
The Recommended Text Book to be followed is:
Basic econometrics by Gujarati
The Reference Text Book to be followed is:
Introductory econometrics for Finance by Chris Brooks 2nd Ed.
INSTRUCTIONS TO STUDENTS
This course is heavily mathematically oriented and required a basic level of comfort with
higher-order math and calculus.
SESSIONS 1 & 2
THEME 1: SIMPLE REGRESSION – ASSUMPTIONS AND TROUBLE SHOOTING
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Pre Session Readings
Reference Book
Chapters 1 and 2 of Damodar Gujarati
Chapter 1 and 2 of Chris Brooks
Learning Outcomes
Understand the assumptions in simple linear regression that make it BLUE
Understand the concept of linearity in parameters and in variables, the role of the
error term
Assess the data for the assumptions of simple linear regression – tests for normality,
for linearity, for homoscedasticity, for multicollinearity.
SESSION 3 & 4
THEME 2 : EXTENSIONS AND GENERALIZATIONS OF THE CLRM
SESSION 5 & 6
THEME 3: ASSUMPTIONS OF CLRM
Pre Session Readings
Reference Book
Units 10, 11, 12 of Damodar Gujarati
Learning Outcomes
Assess the data for the assumptions of the CLRM
Ability to generate and read plots, graphs and test results for autocorrelation,
heteroscedasticity
Identify the binding assumptions of normality of variables and error terms and
test for the same interpret results from SAS /other econometric software
output for assumptions and fit of model.
SESSION 7 - 10
THEME 4: UNDERPINNINGS OF FINANCIAL MATHEMATICS
Learning Outcomes
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Understand financial mathematics – random walks, martingales, discrete and
continuous processes, stochastic processes – weiner process , ito’s lemma, and
identifying these from data
Obtain a feel for the mathematical functional form of the various econometric models
that are used.
Introduction to time series elements – forecasting, smoothing, AR and MA models
identifying fat tails
SESSION 11 - 14
THEME 6: BUILDING PRACTICAL ECONOMETRIC MODELS
Learning Outcomes
To appreciate the various kinds of econometric models that can be built in SAS, and the
procedures that may be used for each.
Use SAs as a tool: to import a data set in SAS, hypothesize a relationship and build a
model with data. To test for the various assumptions in SAS and interpret SAS output.
To build a full scale credit scoring model. including - Score card development
methodologies, Target / Risk / Default definition, Observation and performance
window, Information value -Predictive ability of the variable, Score card performance
measures, Population stability index and characteristic stability index
SESSIONS 15 – 17
THEME 7: EXTENDING THE FINANCIAL FRAMEWORK
INTRODUCTION TO ARCH, GARCH, T-,M- GARCH, BAYESIAN FILTERS
SESSION 18
THEME 8: MONTE CARLO SIMULATION
Pre Session Readings
Distributed in class
Learning outcomes
understand methods of simulation
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use specialized simulation software eg. @Risk, etc.
Simulation of asset prices exercise
SESSIONS 19 & 20
STUDENT PRESENTATIONS
PGDM Trimester 06
WEALTH MANAGEMENT
COURSE OBJECTIVE
The basic objectives of the course are: to equip the participants with strong fundamental
knowledge in the field of Wealth Management and Personal Financial Planning process
and enable them to take up financial advisory services for their clients.
LEARNING OUTCOMES
Understand the basics of Wealth Management and Relationship management process
Know the basics of financial advisory, steps in the advisory process, making and
implementation of financial plan
Understand how to evaluate different products, their suitability and how the
recommendation of the same can impact investment risks, returns and strategies in a
personal finance environment for investors and prospective investors in the market
Get oriented to the Income tax and legalities of Estate planning in personal finance, and
regulatory aspects underlying advisory
Get acquainted with financial planning as an approach to investing, insurance, retirement
planning and an aid for advisors to develop long term relationships with client.
CHAPTER SCHEME
Session TOPIC
Wealth Management – Introduction, Meaning, What HNI expect? World
1 Wealth Report 2013, HNI’s Investment behavior, Wealth Management
Services – Categories
Relationship Management Process – Segment, Profile, Expose, Strategize,
2
Execute, Monitor and Review
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Personal Finance – Basics, Human Life Cycle - Goals, Need for financial
3 advisory services, Scope of financial advisory services, Financial Planning
process, etc.
Financial Instruments – Bank Deposits, Post Office Instruments, Mutual
4&5 Funds and its varieties, Exchange Traded Funds, Company Deposits,
Equities, Derivatives and Alternative Investments
6 Using MS Excel in Personal Financial Planning
Retirement Planning – Why? Steps, Defined Benefit Plans and Defined
7 Contribution Plans, Post Retirement Survival - Reverse Mortgage and
Annuities
Insurance Planning - Meaning - Premature Death - Costs of Premature
death - Financial impact on different types of families - Calculation of
8 amount of insurance needed – HLV Method, Needs approach and Capital
retention approach - Types of Insurance policies - Understanding the costs
of Insurance - Points to look in Health Insurance
Tax Planning - Basic jargons – AY & PY – Assesse - Residential status -
Basic exemptions - Heads of Income – Salaries, Income from house
9,10,11
property, Capital gains and Income from other sources – Deductions -
& 12
Gross total income and tax calculation - Set off and carry forward -
Clubbing of income – Assessment - TDS and Preparation of Returns
PGDM Trimester 06
DIGITAL MARKETING
COURSE OBJECTIVE
Introduction to Digital marketing & learn how Information Technology can aid in
choosing, creating, communicating, delivering & sustaining value to the customers
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LEARNING OUTCOMES
Appreciate transformation of businesses to e-business
Understand how digital marketing allows for more effective and efficient marketing
strategy and tactical implementation
Demonstrate understanding of various digital media tools & Analyze which tool suits best
which communication objective
Apply relevant tools & concepts from this unit to design a digital marketing plan on
current industry verticals ( banking/automobile/retail/education)
NOT COVERED
Basic Marketing Concepts
Strategy (Business Strategy, Marketing Strategy)
Integrated Marketing Communication (AIDA model, Promotion Objective Adoption
Process)
Detail Discussion on E- Business Concepts
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
The Textbook to be followed is:
E-Marketing (Fifth Edition) Prentice Hall by Judy Strauss, Adel El-Ansary &
Raymond Frost {Text book}
The Reference Textbook to be followed is:
eMarketing eXcellence, Third Edition by Dave Chaffey and PR Smith
o Understanding Digital Marketing: Marketing Strategies for Engaging the Digital
Generation by Damian Ryan, Calvin Jones
HBR Case Studies
o The Institutional Yes (An Interview with Jeff Bezos )HBR Case Oct 2007
o The Long Tail? HBS
o Social media: The New Hybrid Element of the Promotion Mix HBS July 2009
Faculty Presentation, classroom discussions, real-world case studies & end project
SESSION DETAILS
Sessi Main Sub Topics Learning Objectives
ons Topic
1. Introducti Overview of Digital Marketing
on
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Changing Business Trends Outline characteristics
Transformation Business to of the new market
e-Business place, business models
E-Business Classification Describe differences
2-3 The New E-Business Models (Value b/n E- definitions
E- Chains, Production Compare & contrast
Environ ,Procurement , Distribution , Traditional & E-
ment Service) Marketing
E Business Models
(B2B,
B2C,B2G,C2B,G2C)
The old 4 Ps Product, Price, Appreciate how 4 Ps
Place & Promotion in the have transformed in
Marketin New world the new world
4-6 g Mix The new 3 Ps: People , Impact the new Ps on
Process , Partnership of the Marketing
new World
Beyond the marketing mix
Case Discussions
Email Marketing Demonstrate
Affiliate marketing understanding of
Search Engine Marketing various digital media
Integrate Search Engine Optimization tools
d Pay Per Click advertising Analyze which tool
Marketin Viral Marketing suits best which
7-12 g communication
Online Advertising
Commun objective
Mobile Advertising
ication –
E: Tools Analytics & Conversion
optimization
Case Discussions
Social Successful Case Studies Learn about what
13- Media Global companies /
16 Marketin Local organizations doing
g well leveraging social
media
Social & Cultural Context Appreciate Today’s
Expectations / Phobia / Consumer a
17- E- Expectation of today’s participant & not
18 Consume consumers audience
r Relationships/Communities/
Loyalty
The post-PC customer
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Project Apply Above concepts in an Project Discussion &
19- Presentati domain – (Health Care/ Evaluation
20 ons Banking/ Education)
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PGDM Trimester 06
MARKETING STRATEGY
INTRODUCTION
Our economy is turning increasingly competitive and complex. While this has improved
the prospects of marketing functionaries, it has increased the pressure on marketing
managers. More specifically, from the perspective of this course, one of the ways
marketing managers can respond to this pressure is - rise above the details of day-to-day
operating decisions about the four or seven Ps and think strategically about several
marketing issues1
LEARNING OUTCOMES
a) Exemplify Marketing Strategies and their linkages with other organizational strategies –
Corporate, Business & Functional Strategies
b) Describe the process of Marketing Strategy formulation / formation
c) Walk through the steps of Marketing Strategy
d) Apply the concepts & tools of Marketing Strategy to real-life and simulated situations
e) Formulate & Execute Marketing Strategy over the long-term
PEDAGOGY
a) Lecture / Discussion
b) Case Analysis
c) Presentations by students
d) Research on the Internet
READING MATERIAL
Text Book - Marketing Strategy , a Decision-focused Approach , Walker , Boyd,
Mullins , Larreche , 5th Edition , TMG , India.
Marketing Strategy, Planning, Implementation and Control by Subhash Jain, Cengage
Learning
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Reading
Module Topic Remarks
Materials
18 - 20
• Course Integration
Session
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MODULE 1: STRUCTURE OF STRATEGY
SESSION-1 -3
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PGDM Trimester 06
RURAL MARKETING
MARKETING MANAGEMENT:
Marketing is ‘meeting needs profitably’. Marketing deals with identifying and meeting human
and social needs – says the Guru, Philip Kotler.
The formal definition of Marketing from the American Marketing Association reads like this:
Marketing is an organizational function and a set of processes for creating, communicating, and
delivering value to customers for managing and for managing customer relationships in ways that
benefit the organization and its stake holders.
Note the key words in the above definition – creating, communicating and delivering. Marketing
Management deals entirely with these three key processes in relation to the customer or consumer
or end user of the product or service being marketed.
Marketing generally involves a series of planned activities involved in moving goods from the
point of production to the point of consumption. It starts with human needs, wants and demands,
substantially met with the availability of goods, services and ideas.
Kotler has defined ‘marketing’ as: “a social and managerial process by which individuals and
groups obtain what they need and want through creating, offering and exchanging products of
value with others”
RURAL MARKETS:
The Indian Census of 2001 defined ‘urban’ society as:
All places with a municipality, corporation, cantonment board or notified town area
committee
All other places satisfying the following conditions are also urban:
Minimum population of 5000
At least 75% of the male working population engaged in non-agricultural pursuits
Density of population of at least 400 persons per sq. km.
All other places in India other than the above are all Rural.
Rural India has been defined by default.
Some other definitions of ‘rural’ also include:
The FMCG sector considers all places with a population of up to 20,000 as rural
Some companies also consider as rural the rural as the area that usually begins
where organized distribution and media reach ends.
RURAL ENVIRONMENT:
The environment is all the tangible and intangible factors which surround an organisation. This
environment influences the marketing efforts. Rural marketing environment is complex and keeps
changing continuously.
Rural marketing environment changes are influenced by social, economic, ethical, political,
physical, and now, technological changes.
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Rural marketing is the focused marketing activities of any organisation directed at rural
India.
The National Commission on Agriculture says: Rural Marketing is a process which starts
with a decision to produce a saleable farm commodity and involves all aspects of market
structure or system, functional and institutional, based on technical and economic
considerations, and includes pre- and post- harvest operations, assembling, grading,
storage, transportation and distribution.
The Rural Marketing course focuses on understanding the basic concepts of marketing
and the buying behavior of individual consumers in the rural areas.
PEDAGOGY
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6. The new rules of Rural marketing – Aparisim Ghosh, Business World, Apr 6-19, 1994 (to
refer from internet)
7. Picking rural pockets – Anil Jacob, Business Standard- the Strategist, Apr 22, 2003
8. Transforming rural India, the Hub way – Rajesh Jain, Business Standard, Jun 16, 2004
9. Gattu perks up – Manish Khanduri, Business World, Jul 17, 2000 (to refer from internet)
10. Rural India rings a bell for mobile users – Vivek Law, the Economic Times, Dec 21, 2000
(to refer from internet)
11. Penetrating the rural market for consumer durables – time for companies to think out of
the box: Study – PreetiMehra&Neha Kaushik ,Business Line, Aug 11, 2003
12. It’s a different ball game for rural markets – Richa Mishra, Business Line, Sep 29, 2003
13. Selling in rural India – P Balakrishna& B Sidharth, Business Line, Feb 16, 2004
14. Rural marketers need to look beyond short-term gains – ChallapalliSravanthi, Business
Line, Oct 02, 2001 (to refer from internet)
15. Regional Rural Banks need a shot in the arm – V Jagan Mohan, Business Line, Mar 19,
2004
Session Plan:
Session
Topic for Discussion
No.
Rural Marketing – definition and environment
1&2
Rural India – some salient numbers
3&4 Structure of rural markets Rural demand characteristics
Rural market potential. Rural Market Index. Issues, concerns in
5&6
rural markets
7&8 Rural Market development programs
9 & 10 Marketing of Agricultural inputs
11 & 12 Marketing of consumables and consumer durables
Marketing of Agricultural Produce
13 & 14
Marketing of rural industry, craftsmen and artisans
15 & 16 Rural Marketing Strategies
Role of financial institutions in rural marketing Co-operatives
17 & 18
in RM
Rural marketing communication. IT enabling RM.
19 & 20
Social marketing
Case Discussion:
There are 35 students in the course. We will form 10 groups of 3 / 4 students each. These groups
will work on both the case studies and the Project mentioned later in the outline. List of the groups
should be forwarded to the Course coordinator before the start of the course.
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Sl No. Case for discussion Groups to present
PGDM Trimester 06
CUSTOMER RELATIONSHIP MANAGEMENT
INTRODUCTION
In today’s complex and competitive business environment, managing Customer
relationships is vital to an organization’s success. Organizations can build and sustain a
long term, mutually beneficial customer relationship by embracing a Customer
relationship strategy which is a key component of overall business strategy. A strong,
differentiated CRM that is well executed will help organizations to achieve a huge
competitive advantage thereby resulting in business growth and profitability
improvements.
Objective of the CRM Course is to provide an insight into the following key aspects viz.,
CRM as a Business strategy, different types of CRM, CRM’s role in sales management,
marketing and customer support, CRM analytics, Customer value measurement,
Customer loyalty programs, CRM system selection and successful implementation to
achieve business goals.
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LEARNING OUTCOMES
The CRM course aims to help the students learn the following
Strategic CRM : Understand CRM Vision, Strategy and Concepts in line with
Overall Business Strategy – specific to the organizations Customer / marketing /
branding strategies
Customer focused business strategy – How it can contribute to the Growth,
Success and Survival of an organization
Customer acquisition, Customer retention, Customer loyalty, Customer
Success, Customer profitability, Customer value, Customer experience
Customer view 360 degree integrated view
Understand CRM - Best Practices and Processes, CRM Value
Types of CRM : Strategic CRM, Operational CRM, Analytical CRM,
Collaborative CRM and ; Others like eCRM, mCRM, SRM, PRM, etc.
Various components of CRM and its interface with different parts of an enterprise
CRM and Sales Management : Sales activity and process automation
(Contact, Opportunity, Quota, Forecast, Competition, Partner, Pricing,
Collaterals), Sales Force Automation (Lead routing / assigning, territory
management, Pricing, Task and activity scheduling and managing, Mobile
CRM, Field support and services automation; MIS, trending, decision
support and reporting : Pipeline / forecast, sales performance analysis,
variance analysis, win-loss analysis, Channel performance
Enhancing Marketing effectiveness using CRM : Gaining insight into
Customer Behavior, Campaign management, Customer segmentation,
Customer loyalty programs, Customer interaction modelling, Customer
profitability and value measurement / metrics, Channel decisions, event
based marketing, personalization, Cross selling and upselling, Customer
preferences, Customer data privacy
Improving Customer Service, Support and Communication using
CRM : Customer care centre automation, Optimizing call centre staffing,
Customer self-service, CSR effectiveness, C-Sat measurements
CRM in e-Business and e-Commerce : Multichannel CRM, Integration
and Interface with ERM, SCM; SRM (Supplier Relationship
Management), PRM (Partner Relationship Management)
Knowledge and Learning Management and CRM : Sales collaterals,
market intelligence and competition information, Information and content
delivery just in time, training, eRepository of all information, best
practices, re-use components,
Analytical CRM / Business Intelligence : Integrating data and analysis
for single integrated info of Customer (Customer 360), Multiple systems
and sources of Customer data, Types of data analysis. Data mining,
Clickstream analysis, Data slice and dice for Customer (or Channel or
partner) insight, intelligence, inference.
Customer Value, Customer Loyalty and Loyalty Programs
Measuring Customer value and Customer satisfaction
Customer loyalty programs
CRM Systems
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CRM Systems and Tools in the Market, Core capabilities and functionality
Analyst views from Gartner, Forrester, etc on CRM systems
System selection; Vendor Evaluation and selection
CRM System Technology and infrastructure - Build vs. Buy, Inhouse /
ASP / SAAS / Cloud models
CRM Project Implementation
Project goals, CRM Business Plan, Business Requirements and System
functionality, Business Justification, Buy-in, Executive sponsorship, CRM
adoption : Enterprise and Departmental approaches
Business Process and System alignment,
CRM Implementation
Phases in Implementation, Preparation, Training, Configuration,
Customization, Data migration,
Project Management; Challenges, Best practices, Critical success
factors
Interface with other systems ERP, SCM, Call centre
Business process reengineering
Org change management, Cross functional / Interdivisional coordination,
and conflict management
Large enterprise and SME : Approach differences
Trends in CRM technology and business practices : Cloud CRM, CRM 2.0,
Mobile CRM
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
CRM Handbook by Jill Dyche
Reference Textbook
CRM at the speed of light
Study Plan Folder (includes handouts)
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SESSION 1 AND 2
THEME 1: CRM 101, CRM VISION AND STRATEGY, CRM VALUE DRIVERS, CRM
STRATEGY ALIGNMENT WITH BUSINESS GOALS AND BUSINESS STRATEGY
Readings
Course Material (Black Board)
CRM Finding value drivers
CRM Finding value drivers Keith A Richards and Eli Jones
http://le-marketing-pour-ous.6mablog.com/public/Customer_relationship
management_Finding_valuedrivers.pdf
Developing a CRM Vision and Strategy Developing a
CRM Vision and Strategy J Kirkby Gartner Research
http://www.mycustomer.com/files/siftmedia-mycustomer/gartner-005.pdf
Classroom Session
The CRM Handbook : A business guide to CRM By Jill Dyche (chapter 1)
SESSIONS 3
THEME 2: CRM COMPONENTS AND CRM IN MARKETING; CRM FOR MARKET
SEGMENTATION
Readings
Course Material (Black Board)
CRM Enterprise Marketing Automation
CRM Enterprise Marketing Automation - Architecture_Whitepaper_HPC
Rose Janjicek
http://h71028.www7.hp.com/enterprise/downloads/CRMArchitecture_Whi
tepaper_HPC.pdf
Classroom Session
The CRM Handbook : A business guide to CRM (Chapter 2)
SESSION 4 & 5
THEME 3: CRM IN CUSTOMER SERVICE AND SUPPORT, SALES FORCE
AUTOMATION COMPONENTS OF CRM
Classroom Session
The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 3 –
Customer service and support
The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 4 –
Sales Force Automation
Readings
Integrating the value of sales people and systems
http://www.bryanfoss.com/Images/CRM%20B2B%20sept2108%20V2.pdf
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SESSIONS 6
THEME 4: ANALYTICAL CUSTOMER RELATIONSHIP MANAGEMENT
Readings
Course Material (Black Board)
Analytical Customer Relationship Management
Analytical Customer Relationship Management - Frank Teklitz and Robert L.
McCarthy, Sybase
http://www.tcnet.com.cn/tcsite/idnptech/CRM_WRITE_BOOK/crmd.pdf
Customer Intelligence and Analytical CRM
http://www.customers-
na.com/files/Presentations/Customer_Intelligence_in_A-CRM.pdf
Classroom Session
The CRM Handbook : A business guide to CRM by Jill Dyche Chapter 6 –
Analytical CRM
SESSION 7
THEME 5: CASE STUDY AND DISCUSSIONS ANALYTICAL CRM
Readings
Course Material (Black Board)
Case: Harrah’s Entertainment Inc
Classroom Session
Case Discussion
SESSION 8
THEME 6: BRAND DIFFERENTIATION THROUGH CUSTOMER RELATIONSHIP
MANAGEMENT
Readings
Course Material (Black Board)
Case: Hilton Hotels
Classroom Session
Case discussions
SESSION 9
THEME 6: CUSTOMER VALUE MEASUREMENT
Classroom Session
CRM ROI Measurement Concepts and challenges
Customer satisfaction measurement
Other issues like customer trust and data privacy
Readings
Course Material (Black Board)
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Measuring and Tracking Customer Satisfaction
Measuring and Tracking Customer Satisfaction
http://www.zoomerang.com/whitepapers/customersat.pdf
Making Customer Relationship Management Work
Making Customer Relationship Management Work: The Measurement and
Profitable Management of Customer Relationship By Lynette Ryals
shttp://www.marketingpower.com/ResourceLibrary/Publications/JournalofMar
keting/2005/69/4/jmkg.69.4.252.pdf
SESSION 10
MID-TERM RECAP AND REVIEW AND MID-TERM EXAMINATION
SESSIONS 11 & 12
THEME: CRM SYSTEM SELECTION AND DEPLOYMENT MODELS
Classroom Session
System Selection,
Business Case Preparation,
CRM Project Planning and Implementation,
Readings
Course Material (Black Board)
CRM Excellence at KLM Royal Dutch Airlines
CRM Excellence at KLM Royal Dutch Airlines Stijn Viaene and Bjorn Cumps
http://mis.ucd.ie/courses/KLMCRMcase.pdf
A framework for successful CRM implementation
A framework for successful CRM implementation Mohammad Almotairi
http://www.iseing.org/emcis/CDROM%20Proceedings%20Refereed%20Pap
ers/Proceedings/Presenting%20Papers/C31/C31.pdf
A dozen myths about Customer Relationship Management
http://www.1st-resource.com/A_Dozen_Myths.pdf
SESSIONS 13 ANd 14
THEME: CRM SYSTEMS
Classroom Session
High level overview of one or two leading CRM systems and tools available
in the market like Oracle Siebel, Microsoft Dynamics, SAP CRM or
Salesforce.com;
Readings
The websites of the following CRM system suppliers can be referred
www.microsoft.com
http://www.microsoft.com/en-in/dynamics/default.aspx Microsoft
Dynamics CRM
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www.oracle.com Siebel CRM
http://www.oracle.com/us/products/applications/siebel/overview/index.
html Siebel CRM
www.sap.com SAP CRM
http://www.sap.com/pc/bp/customer-relationship-management.html
www.salesforce.com Salesforce.com CRM
www.sugarcrm.com Sugar CRM
SESSIONS 15
THEME: CUSTOMER CENTRICITY, CUSTOMER LOYALTY AND
LOYALTY PROGRAMS
Classroom Session
Customer Loyalty
Loyalty Program – Design Principles
Readings
Course Material (Black Board)
Developing an effective Loyalty Program
http://www.nuigalway.ie/bis/mlang/readings/CRM/Berman%20(2006)%20D
eveloping%20an%20Effective%20Customer%20Loyalty%20Program.pdf
SESSION 16
THEME: CRM TRENDS
Classroom Session
Trends in CRM,
Social CRM,
Mobile CRM,
CRM 2.0
SESSIONS 17 & 18
THEME: FINAL PRESENTATION – INDIVIDUAL PRESENTATION
Classroom Session
Individual Presentation on any one of the following THEMEs for a period of 10 -
15 minutes; The presentation should be relevant to the CRM course and will be
evaluated based on the understanding of the key concept, quality of contents,
presentation effectiveness and application of the learning
Unique CRM Concept
A company that has achieved success thru an effective CRM strategy and
execution
Book summary / review – Book relating to a company’s success thru
outstanding customer focus and strategy
SESSIONS 19 AND 20
THEME: OVERALL RECAP, REVIEW, WRAP-UP AND Q & A
THEME: TEAM PRESENTATION
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PGDM Trimester 06
NEW MODELS OF ENTERPRISE ARCHITECTURE
COURSE OBJECTIVE
To introduce the need and concept of Enterprise Architecture.
Bring together Business and Information Systems on a common platform to facilitate
understanding of how people, process, data and technology must converge to take the
business strategy from vision to reality.
Familiarise the students with various models and frameworks that can be used to manage
the complexity and how to build the capability within an organisation.
LEARNING OUTCOMES
Understand what is meant by Enterprise Architecture and the benefits an Enterprise
Architecture can bring to an organization.
Learn about the Enterprise Architecture process and its applicability to project portfolio
management.
Become familiar with various models and frameworks that can be used to manage the
complexity. Appreciate the various frameworks like TOGAF and why it should be used
as a framework for Enterprise Architecture.
Understand how to establish and maintain an Enterprise Architecture Capability within
an organization.
Session Plan
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3,4 Organizational Alignment & Enterprise http://www.ciber.com/sta
Architecture te-local-
The Enterprise Life Cycle government/organization
Organizational strategies and the role of al-alignment/
IT in achieving them
http://www.bptrends.co
m/publicationfiles/11-05-
ART-
EAinContextofOrgStrategy
-Vaidyanathan.pdf
5,6 Strategic planning http://organizational-
Frameworks and methodologies economics.blogspot.com/
Understanding the use of frameworks to 2011/04/enterprise-
support consistency architecture-chaos-
Architectures theory.html
http://en.wikipedia.org/wi
ki/Zachman_Framework
EA Frameworks and Processes
Stakeholders, Views, Frameworks & http://pubs.opengroup.org
Methodology /architecture/togaf8-
Documentation & Components doc/arch/
7,8 Repository, Tools & Best Practices
Systems/practices maturity models:
http://www.ibm.com/deve
CMM- PCMM- CMMi
loperworks/library/ar-
togaf1/
http://www.sterlinghoffm
an.com/cgi-
bin/index.pl?p=newsletter
/articles/article138.html
Business Implications of EA
Approaches
9,10 Overview of TOGAF, Zachman
Framework (ZF), FEA, Gartner, RUP/EUP,
DoDAF.
Comparative Analysis of Popular EA
Frameworks and Methodologies
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Applying Architecture Principles http://pubs.opengroup.or
g/architecture/togaf8-
doc/arch/chap29.html
Project Presentations
19,20
PGDM Trimester 06
ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS
LEARNING OUTCOME
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Learn how to apply frameworks and models to contextualize and configure a supply chain
Have a basic understanding on integrated logistics such as transportation, warehousing and
incoterms
Build a comprehensive understanding of supply chain measures and be able to choose a set
of performance measures based on the need and the purpose
Appreciate how analytics tools are leveraged for supply chain insights that often remain
obscure otherwise and learn analytical techniques often used by supply chain managers
Understand the basic concept and scope of supply chain reporting and dashboards
Build a conceptual view of supply chain data and its attributes
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3. Sourcing and Supply Chain Management - by Monzca, Handfield, Guinipero, and
Patterson
4. Designing & Managing the Supply Chain – by David Simchi Levi, Philip
Kaminsky & Edith Simchi Levi
5. Supply Chain Management – by Sunil Chopra & Peter Meindl
6. SCOR model from supply-chain.org
7. The New Science of Retailing – by Marshall Fisher and Ananth Raman
8. Other handouts as required
The study encompasses the following:
Pre-Class Readings.
Classroom Lectures and Interactions
Group Presentation
Case analysis
MODULE 1
SESSION 1
THEME 1: STRATEGIC FRAMEWORKS OF SUPPLY CHAIN
Pre-Session Readings
Main Reference book
Operations Management for Competitive Advantage - by Chase Chapter 9
Designing & Managing the Supply Chain - by Simchi Levi Chapter 5
MODULE 1
SESSIONS 2 - 4
THEME 2: SUPPLY CHAIN MODELS
Pre-Session Readings
Main Reference book
Supply Chain Management - by Sunil Chopra Chapter 5
SCOR model from supply-chain.org
Class room session (topics covered)
Product centric supply chain models
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Service centric supply chain models
Supply chain diagnosis and configuration
Group work/ Workshop
Modeling using SCOR
Assignment
Services supply chain
Post-session Additional Readings
Discussion PPTs / handouts used in the class; self-notes
SCOR model (refer: supply-chain.org)
MODULE 1
SESSIONS 5 - 6
THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS
Pre-Session Readings
Classical performance measurement of Inventory/Customer
Service/ Distribution,SCOR, and Balanced Scorecard that the students have learned
earlier (courses in ISCM and Operations Management)
Class room session (topics covered)
Classical supply chain metrics and modern thinking
Traditional supply chain measures of performance
SCOR measures
Other measures
Concept of metrics hierarchy and data dimensions
MODULE 1
SESSIONS 7 - 8
THEME 4: SCM REPORTING AND DASHBOARD
Pre-Session Readings
Business Analytics fundamentals (previous course)
Management Reporting
Class room session (topics covered)
SCM Reporting and types
Dimensions of Supply Chain Visibility
Supply Chain Dashboard
Supply Chain Data and Sources
Group work
Sample Supply chain report layout
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Sample Supply chain dashboard wireframe
Assignment/ Group discussion
Supply chain data challenges
Post-session Additional Readings
Class discussion PPTs/ self-notes
MODULE 1
SESSIONS 9 - 10
THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS
Pre-Session Readings
Business Analytics fundamentals (previous course)
Class room session (topics covered)
Limitations of transactional systems
Statistical tools for insights from Supply chain data
Supply Chain Analytics maturity framework
How to unlock hidden values - examples
Group discussion
Advanced analytics – functional perspective (Procurement, Manufacturing,
Inventory etc.)
Post-session Additional Readings
Class discussion PPTs/ self-notes
MODULE 2
SESSIONS 1 - 2
THEME 1: WAREHOUSING
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapter 11
A logistics Approach to Supply Chain Management, John J. Coyle, Brian J. Gibson,
Robert A. Novack, Edward J. Bardi, India Edition, Cengage,
Additional Readings
Reference Book. Logistics journals, websites, WMS
Classroom Session
Define Logistics, and scope—customer service, supply management, transportation,
warehousing, and distribution
Introduction to Warehousing
Warehouse performance measures
Materials handling
White paper on warehouse management.
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: Warehouse Efficiency.
MODULE 2
SESSIONS 3 - 4
THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT
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Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 8 &9
Additional Readings
Reference Book. Logistics journals, websites, TMS
Classroom Session
Role of transportation in Logistics Management
Modes of transport
Carrier selection
Documentation
Incoterms
Vehicle types and routing
Insurance
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: 8-1 Double D Trucking from the recommended text
MODULE 2
SESSIONS 5 - 6
THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE
MEASUREMENT
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapter 4 and 5
Additional Readings
Reference Book. Logistics journals, websites, Relationships
Classroom Session
Relationship types
Strategic Alliances
Performance measures can be segregated into: Financial, Quality, Productivity
and Response Time measures.
Group Work
The class will be expected to derive the above measures as applied to Logistics
Management
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: 4-2.Ocean Spray Cranberries
MODULE 2
SESSION 7
THEME 4: CUSTOMER RESPONSE AND LOGISTICS ANALYTICS
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
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Reference Book. Logistics journals, websites,
Analytics have always played an important role in supply chain and operations in the
form of demand forecasting and planning, transportation routing, inventory
optimization and network design. Analytics are also widely applied in related areas
such as manufacturing, procurement and pricing. More recently analytics have been
applied to supply chain segmentation, risk management, complexity reduction and
manufacturing flexibility
In the area of logistics comprising the activities of customer service, inventory
planning, supply management, transportation and warehousing it is proposed to study
the activity profiles under each of the above heads and selectively examine use of
mathematical/statistical programs to help decision making. This exercise is closely
linked to the use of performance metrics and understanding critical processes in each
segment to evolve models.
Classroom Session
Customer service as an output of Logistics
Elements of customer service
Customer value
Logistics analytics linking customer, inventory and logistics
MODULE 2
SESSION 8
THEME 5: PROCUREMENT AND SPEND ANALYSIS
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
Reference Book. Logistics journals, websites,
How technology and use of tools such as LP, Assignment, Regression and other
statistical approaches can be combined with human efforts to identify trends,
perform comparisons and highlight opportunities in Procurement functions even
when large amounts of data are involved.
Classroom Session
Procurement management
Global sourcing
Customs and regulations, Trade documentation and finance
Spend analysis
MODULE 2
SESSIONS 9 -10
THEME: 6: LOGISTICS DATA MINING AND ANALYTICS
Pre-Session
Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
Reference Book. Logistics journals, websites,
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Classroom Session: Supply Chain Analytics
Logistics Data Mining
Customer Activity Profiling
Identification of logistic element costs and deriving Mathematical modeling for
minimizing total logistics cost
Assignments
Customer service /procurement activity profiling.
Procurement spend analysis
Case for Analysis.
Strategic Sourcing: Spartan Heat Exchangers. United Express.
PGDM Trimester 06
MODELLING FOR DECISION MAKING
LEARNING OUTCOMES
To familiarize students on the following:
The concepts involved in Optimizing Models and Decision Models
Need for Optimizing Models & Decision Models in solving business problems
Scope and limitation of use
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook
Study Plan Folder
The textbook to be followed is:
Operations Research – Theory & Applications by J K Sharma
The Reference Text Book to be followed is:
Operations Research by Taha & TORA software
Quantitative Analysis for Management by Render, Ralph, Hanna
Management Science by Anderson, Sweeney, Williams
Problems in Operations Research by Hira & Gupta
Quantitative Techniques in Management by N D Vohra
SESSION PLAN
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1. Integer Programming
a. Introduction
b. Types of integer programming problems
c. Gomory’s cutting plane method
d. Branch and bound method
e. Applications viz, Capital budgeting problem, Fixed cost(or charge) problem,
Plant location problem
2. Goal Programming
a. Introduction
b. Difference between LP and GP Approach
c. Goal programming model formulation
i) Single goal with multiple subgoals
ii) Equally ranked multiple goals
iii) Ranking and weighting of unequal multiple goals
iv) Goal programming applications
4. Queuing theory
i) Introduction
ii) Essential features of a queuing system
iii) Probability distributions in a queuing system
iv) Single server queuing problems
v) Multiple server queuing problems
5. Decision Theory
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i) Decision making under risk
ii) Posterior probabilities and Bayesian Analysis
iii) Decision Tree Analysis
6. Queuing theory
vi) Introduction
vii) Essential features of a queuing system
viii) Probability distributions in a queuing system
ix) Single server queuing problems
x) Multiple server queuing problems
7. Decision Theory
iv) Decision making under risk
v) Posterior probabilities and Bayesian Analysis
vi) Decision Tree Analysis
PGDM Trimester 06
BUSINESS PROCESS MODELING & MANAGEMENT
COURSE OBJECTIVE
To learn how business processes are modeled, designed and managed.
At the end of the course, students would be able to understand the requirements of a
business process, identify the elements that build the process, design the process, set
performance parameters for monitoring its operation and manage the process.
LEARNING OUTCOMES
A clear understanding of how to design and manage various types of business
processes.
SCOPE OF THE COURSE
Detailed understanding of business process conceptualization, user requirements to
be met, design of the process, performance parameters to be monitored and continual
improvement of the process’ performance.
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Theoretical learning supported by classic case studies.
TOPICS COVERED UNDER THIS COURSE:
Basic understanding of processes
Characteristics of processes and design considerations
Processes for Lean Management
Applying principles of process management to one-off projects
Metrics for evaluating process performance
Process improvement frameworks
Building a model for designing and managing processes
PEDAGOGIC TOOLS
Reading from textbooks and articles, classroom discussion, case analysis, exercises,
simulation and video-clips.
Sessions 1 to 3
Topic: Basic understanding of processes.
Pre-session reading: The Principles of Scientific Management by Frederick
Taylor
Sessions 4 & 5
Topic: Characteristics of processes and design considerations
Pre-session reading: Ford versus GM: The Evolution of Mass Production
Sessions 6 & 7
Topic: Processes for Lean Management
Pre-session reading: Highlights from The Machine that Changed the World
Sessions 8 to 14
Topic: Applying principles of process management to one-off projects
Pre-session reading: Highlights from Project Management by Gray, Larson &
Desai
Sessions 15 & 16
Topic: Metrics for evaluating process performance
Pre-session reading: Handout on selecting the right metrics for processes
Sessions 17 & 18
Topic: Process improvement frameworks
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Pre-session reading: Handout on process improvement
Sessions 19 & 20
Topic: Building a model for designing and managing processes
Pre-session reading: Handout
PGDM Trimester 06
EMOTIONAL INTELLIGENCE & DEVELOPING COMPETENCIES FOR
ORGANIZATIONAL PERFORMANCE
EMOTIONAL INTELLIGENCE
An individual’s personal intelligence is essentially made of two significant components. IQ or
Intelligence Quotient refers to ones cognitive abilities. EQ or Emotional Quotient on the other
hand is about awareness of self and others. EQ has 5 dimensions- namely self-awareness, self-
regulation, motivating oneself, recognizing emotions in others and handling relationships.
Emotional Intelligence governs individual effectiveness in both personal and professional arenas
of one’s life. As much as cognitive learning can be acquired, the behavioral experts say that one
can also learn to be more emotionally effective.
Emotional Intelligence has become highly relevant in the work place today. Talent acquisition,
management and retention define businesses today. Diversity of work force & high reliability on
technology brings with it both opportunities and challenges.
Today organizations are certainly looking at innovative ways of keeping their work force
engaged, and enhance productivity. Creating and building a high performance culture also calls
for high levels of employee loyalty and result orientation. This in turn makes it imperative for
organizations to work on the wellbeing of the individual, the teams and the work environment at
large. An emotionally responsive leadership is successful in delivering the results and harnessing
the buy in from the varied stakeholders – namely employees, customers and shareholders.
LEARNING OUTCOMES
Hence, this course aims to equip the budding managers to appreciate Emotional Intelligence and
look at its impact in both their personal and professional lives. The students will understand and
assimilate Emotional Intelligence and its dimensions to be able to impact:
Their Personal Effectiveness
Relationship with Others
Organizational / Work place effectiveness
KEY OBJECTIVES OF THE COURSE
The key objective of the course is to share with students, conceptual knowledge and practical
insights in the following areas:
Introduction to EQ and its components
Emotional self-awareness and accurate self-assessment
Building Self confidence
Self-Control, Conscientiousness and adaptability
Trustworthiness,
Achievement Orientation and Initiative
Empathy
Service orientation
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Organizational Awareness
Social intelligence
Visionary leadership and Influence
Developing others
Communication, Building bond, conflict management, team work and collaboration
COURSE OVERVIEW
Students will be taken through a series of 20 sessions. (30 hours of learning). These
sessions will be divided into Part A, B, C & D.
Pre session readings, class activities, home assignments will enable assimilation of
learning.
Total session or classroom time to be 30 hours with approximately 20 hours of pre work
and post work.
METHODOLOGY
A healthy mix of:
Case based sessions with conceptual inputs using presentations
Use of educational films and Video presentations
Use of psychological tests selected for self-development
Group work, Role plays, assignments and experience sharing
Article reviews
PEDAGOGIC TOOLS
HBR and ICFAI Cases, handouts, psychometric tools, reading material
Recommended readings from well-known authors in this area like:
1. Emotional Intelligence & Working with Emotional Intelligence by
DanielGoleman
2. 21 Irrefutable Laws of Leadership (2009) by John C Maxwell (Pages 11-21; 87-
101;113-125;169-178)
3. Choosing Success, Transactional Analysis on the Job by Dorothy Jongeward &
Philip Seyer (Chapter6 - Pages 108-114;123-128)
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Debate on case let-which is more important for success
HBR article on Emotional Intelligence (What Makes a Leader? by
Daniel Goleman ( Nov-Dec 1998)
Viewing of the video by Daniel Goleman-Introduction to EQ
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Session 14,15: Organisational awareness
Social intelligence
HBR Articles
1. Social Intelligence and the Biology of Leadership
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PGDM Trimester 06
TALENT MANAGEMENT
Managing in the Talent Era:
Globally, quite a transition is happening in terms of the economy moving from services dominated
to what may well be described as “experience economy”. This represents a dramatic shift in the
way customers value the offerings and products they buy from service providers or suppliers.
This represents an era where consumers and customers are willing to pay a premium for the
experience of buying and consuming a service or product. Singapore Airlines charges a premium
fare for its flights and customers are willingly paying for the same. Starbucks coffee does not
come cheap, but its customers pay a premium for the experience of being there – ‘third place to
go’ as their tagline describes Starbucks outlets! Creating an ethereal experience and doing so
consistently has become the secret sauce for success and market leadership. And this experience
is not created by the fixed assets, but the human assets. Welcome to the Talent Era!
Talent management has therefore become a item on the Corporate agenda for leaders across the
globe. Shortage of talent is giving leaders sleepless nights for their ambitious growth charter from
their Boards and their own can hardly be realized without talent people on board at the right time
and in right numbers. Hiring talent from competition has been a mantra at work for many years,
but does not seem to serve the ever growing needs of the organizations. The ‘buy strategy’ has
run into serious challenges as there just does not seem to be sufficient talent anywhere. The
alternative is to embrace a “build strategy.” Build strategy involves investment and cannot be
‘microwaved’ to meet the immediate and burning needs of the companies. It is fairly long term
strategy calling for a visionary leadership at the helm and commensurate investment in the whole
cycle of talent management
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Understanding Talent and that it is contextual for different organizations
Deliberating on different frameworks of talent framework and appreciating their strengths
and limitations
Recognizing emerging approaches to managing talent in growth and sluggish economies
Building a talent pipeline for future leadership needs of the organizations and home-
growing this talent
Retaining and motivating talent for sustained competitive advantage
Pedagogy
The teaching methodology for this course will be a blend of lectures, reading assignments guided
class room discussions, case study analysis and best practices sharing. Evaluations will be based
on demonstrated understanding of the concept, methods, frameworks and processes associated
with PMS and through Quiz, presentation, group work and exams.
SESSION 1& 2
MANAGING TALENT- FRAMEWORKS AND APPROACHES
Objectives:
What is Talent?
Who owns talent?
Frameworks on managing talent
SESSION 3 & 4
POINTS AND COUNTER POINTS FOR TALENT MANAGEMENT
Objectives:
Is Talent a myth?
Is talent management hazardous to organizations?
Is talent overrated?
Is war for talent over? Who won? Who lost?
SESSION 5 & 6
SIX B’S OF TALENT MANAGEMENT – AN OVERVIEW
Buy
Build
Borrow
Bind
Bounce
SESSIONS 7 & 8
EMPLOYER BRANDING & EVP
Employer Branding approaches
Employee Value Proposition for attracting and retaining talent
SESSION 9 & 10
TALENTSHIP
Talentship as a decision science
Efficiency, Effectiveness and Impact framework
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SESSIONS 11 & 12
COACHING & MENTORING
Coaching Framework and exercise
Mentoring as a helping relationship
SESSION 13 & 14
DERAILMENT IN CAREER
Understanding derailment of careers
Managing difficult career situations
SESSION 15
GENERATIONS AT WORK
Dealing with multiple generations at work
Managing Engagement of the new age workforce
SESSION 16 & 17
TALENT SEGMENTATION AND MANAGEMENT
Managing A Players
Managing B players
Dealing with C Players
Market driven approach to managing Talent
SESSION 18 & 19
Topic & Objectives
Succession Planning and leadership development
Approaches to succession planning
Developing leaders for tomorrow
SESSION 20
Topic & Objectives
Role of HR in Talent Management
Drawing the line- responsibility for talent management for HR and line managers
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PGDM Trimester 06
HR TECHNOLOGY & ANALYTICS
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k) Emerging Paradigms and Trends in Human Resources Technology
l) Apply typical techniques relevant for HR management
m) Understand the application of analytics in various areas of HR
Pedagogy
The emphasis in the course is not on lecturing, but on facilitating a learning environment in
which each person can develop their own view of the relevance and usefulness of Human
Resources Technology to organizations. The course will employ methods such as group
work, self-driven project work, reading outside the prescribed texts, guest speakers, films,
and case studies illustrating the changing nature of the field.
Evaluation is designed to measure self-motivation, independent learning, application
orientation, and the extent to which a person has developed internal resources to continue
one's education beyond the classroom.
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Performance Management, Compensation, Benefits and Payroll and
the HRIS
Session 8 & 9 Read Chapter 13
(1.5 hours each ) International HRM and HRIS
Read Chapter 14
Information Security and Privacy in HRIS
Read Chapter 15
Session 10
Case Study - “Transforming Human Resources at Novartis: The
Human Resources Information Systems.”
by Stanford Graduate School of Business
Introduction to Application of Analytics in HR
Session 11&12 Techniques relevant for HR Analytics – Hypothesis Testing
Read: HR Metrics and Workforce Analytics
Techniques for HR (Regression Analysis)
Session 13 Read:- HR outsourcing: threat or opportunity?
Techniques for HR (Factor Analysis and SEM)
Read:- IT Human Resource Management Configurations and IT
Session 14 &15 Turnover: Theoretical Synthesis and Empirical Analysis/ Using
sequential tree analysis to search for 'bundles' of HR practices
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PGDM Trimester 06
DIVERSITY MANAGEMENT
Today organizations across the globe have a realized that a highly diverse workforce is a reality.
Diversity was previously believed to be a problem that had to be managed but today it is
recognized as an opportunity that must be leveraged by organizations for business success.
COURSE OBJECTIVE
The Global Managers of today must understand, accept and capitalize on differences among their
employees. This course will enable students to understand and respond to workplace diversity
issues with openness and trust. It aims to help students to appreciate that diversity management
is about more than legal or ethical compliance – it is about good business sense. Diversity
management helps an organization to locate itself within a diverse market and thereby increase
its market share.
The course traces the legal developments in the area of diversity and understands the specific
groups and categories of diversity. It tries to understand diversity in an Indian context and equips
students with the knowledge of how Diversity has affected the workplace and the increasing
emphasis of Diversity Management Programs in corporations today.
LEARNING OUTCOMES
Upon successful completion of this course, the participant will be able to :
Describe Diversity and traces the historical and legal aspects of workplace diversity
Understating of diversity at a personal level (prejudice , stereotyping ,discrimination and
privilege )
Understand and assess Race and Racial disparities through discussions on African
Americans , Hispanics and Asian Americans
Examine women in workforce and the Gender Equity issues
Appraise the role of Social class on diversity
Understand the different generations of people in the workforce today and issues in
Generational Diversity
Identify the innovative policies of organizations for older workers
Examine the role of religion and culture on diversity management
Appraise the efforts to creating an enabling work environment for the differently -abled
Describe and discuss issues on sexual orientation and appearance in workplace
Understand the business case for diversity and inclusions and its implications
Understanding of Workplace Diversity in the Indian Context and how its different from
the other countries
PEDAGOGIC TOOLS
The course provides interesting readings, articles, cases , exercises and project work that will
help clarify the complexity of managing and working in a changing and increasingly diverse
workplace.
REFERENCE TEXT BOOK:
Diversity in Organizations : By Myrtle P. Bell
Understanding and Managing Diversity: Readings, Cases and Exercises by Carol P.
Harvey and M. June Allard
Goal 3 Session 4
Classroom session:
Define cultural diversity
Stereotypes
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Goal 6 Session 13, 14 and 15
Assignment Case study of IBM 20 marks
Classroom session
Discussion of case studies
Understanding of workplace diversity
Discussion on how each aspect of diversity affects the workplace
Goal 7 Session 16 to 18
Pre session read – Intercultural communication note
Understanding the relevance of culture
Preparing for specific cultural differences
Discovering successful approaches
Session 19
Presentation of workplace disability and LGBT diversity 20 marks
Session 20
Wrap up and closure
PGDM Trimester 06
HR TECHNOLOGY & ANALYTICS
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services with HR and organizational strategies, managing technological change and
software implementations, managing vendor and outsourcing relationships, and ensuring
that software applications are regularly updated to support compliance with ever-changing
state and federal regulations such as the new health care laws(Gueutal, Marler, & Falbe,
2007). To perform these new roles, HR professionals will need additional HRIS-related
skills. Moreover, because these skills will continue to change as technology evolves, HR
professionals will need to be adaptable and committed to continuous learning.
This course enables the students to investigate the complex field of Human Resource
technology including how communication in organizations is facilitated or impeded by
existing structure and processes, methods for improving communication flows and
facilitating technology implementations and change management. Emphasis is placed on
rational decision making, diagnosing the relationship between an organization's mission and
culture, facilitating system-wide change, and improving organizational effectiveness
through the use of technology.
Learning Outcomes
Upon successful completion of the course students will be able to
n) Define and Human Resources Technology/HRIS and how the field evolved and shaped over
time
o) Who is an HR Technology consultant or Practitioner and kind of abilities are needed to be
a successful HRIT/HRIS professional.
p) Understand the processes of HR Technology and the various tools, procedures and
techniques used by practitioners in the field.
q) Understand how HR technology can influence organizational change at various levels.
r) Emerging Paradigms and Trends in Human Resources Technology
s) Apply typical techniques relevant for HR management
t) Understand the application of analytics in various areas of HR
Pedagogy
The emphasis in the course is not on lecturing, but on facilitating a learning environment in
which each person can develop their own view of the relevance and usefulness of Human
Resources Technology to organizations. The course will employ methods such as group
work, self-driven project work, reading outside the prescribed texts, guest speakers, films,
and case studies illustrating the changing nature of the field.
Evaluation is designed to measure self-motivation, independent learning, application
orientation, and the extent to which a person has developed internal resources to continue
one's education beyond the classroom.
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Session Plan Details
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Techniques for HR (Factor Analysis and SEM)
Read:- IT Human Resource Management Configurations and IT
Session 14 &15 Turnover: Theoretical Synthesis and Empirical Analysis/ Using
sequential tree analysis to search for 'bundles' of HR practices
PGDM Trimester 06
ANALYTICS FOR PHARMA AND HEALTHCARE
COURSE OBJECTIVE
The course will provide an understanding and hands on experience of data analytics used in the
Pharmaceutical industry and related fields. This course will cover potential use of data analytics
across the different phases of pharmaceutical development. Emphasis will be on the use of data
analytics for both pre and post launch activities of a drug.
LEARNING OUTCOMES
The students will have an overview of some of the critical areas in pharmaceutical industry in
which data analytics plays a crucial role.
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PEDAGOGIC TOOLS
It will be a mix of theory and related hands on building of models.
Reference Text Books:
Health economic Modeling
http://www.amazon.in/Decision-Modelling-Economic-Evaluation-
Handbooks/dp/0198526628/ref=sr_1_1?ie=UTF8&qid=1420006644&sr=8-
1&keywords=Andrew+Briggs
Session Details
Day Sessions Topics
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Decision Tree Models, Markov Models
Monte Carlo Simulations and Probabilistic Sensitivity Analysis
PGDM Trimester 06
ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS
LEARNING OUTCOME
Learn how to apply frameworks and models to contextualize and configure a supply chain
Have a basic understanding on integrated logistics such as transportation, warehousing and
incoterms
Build a comprehensive understanding of supply chain measures and be able to choose a set
of performance measures based on the need and the purpose
Appreciate how analytics tools are leveraged for supply chain insights that often remain
obscure otherwise and learn analytical techniques often used by supply chain managers
Understand the basic concept and scope of supply chain reporting and dashboards
Build a conceptual view of supply chain data and its attributes
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Module 1:
o THEME 1: Strategic frameworks of SCM
o THEME 2: Supply chain models and its application
o THEME 3: Comprehensive measures of supply chain performance
o THEME 4: Supply chain reporting and dashboard
o THEME 5: Unlocking value through supply chain analytics
Module 2:
o THEME 1: Warehousing
o THEME 2: Transportation and Logistics
o THEME 3: Logistics relationship and logistics performance measures
o THEME 4: Customer service and logistics analytics
o THEME 5: Procurement and spend analysis
o THEME 6: Logistics data mining and analytics
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Class hand outs
Self notes
Reference Books
Note: This being a course on advanced and contemporary topics there is no single text
book that may cover the entire course content and hence a text book is not prescribed
whereas various books and published papers have been leveraged to build the course
content. Participants are requested to refer to these reference books, distributed hand-outs,
and self-notes; it is hence important to make notes during class discussions to complement
the limited information on the hand-outs. Below references are recommended
9. Operations Management for Competitive Advantage - by Chase, Jacobs &
Aquilano
10. A Logistics Approach to Supply Chain Management - by Coyle, Bardi and
Langley
11. Sourcing and Supply Chain Management - by Monzca, Handfield, Guinipero, and
Patterson
12. Designing & Managing the Supply Chain – by David Simchi Levi, Philip
Kaminsky & Edith Simchi Levi
13. Supply Chain Management – by Sunil Chopra & Peter Meindl
14. SCOR model from supply-chain.org
15. The New Science of Retailing – by Marshall Fisher and Ananth Raman
16. Other handouts as required
The study encompasses the following:
Pre-Class Readings.
Classroom Lectures and Interactions
Group Presentation
Case analysis
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MODULE 1
SESSION 1
THEME 1: STRATEGIC FRAMEWORKS OF SUPPLY CHAIN
Pre-Session Readings
Main Reference book
Operations Management for Competitive Advantage - by Chase Chapter 9
Designing & Managing the Supply Chain - by Simchi Levi Chapter 5
MODULE 1
SESSIONS 2 - 4
THEME 2: SUPPLY CHAIN MODELS
Pre-Session Readings
Main Reference book
Supply Chain Management - by Sunil Chopra Chapter 5
SCOR model from supply-chain.org
Class room session (topics covered)
Product centric supply chain models
Service centric supply chain models
Supply chain diagnosis and configuration
Group work/ Workshop
Modeling using SCOR
Assignment
Services supply chain
Post-session Additional Readings
Discussion PPTs / handouts used in the class; self-notes
SCOR model (refer: supply-chain.org)
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MODULE 1
SESSIONS 5 - 6
THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS
Pre-Session Readings
Classical performance measurement of Inventory/Customer
Service/ Distribution,SCOR, and Balanced Scorecard that the students have learned
earlier (courses in ISCM and Operations Management)
Class room session (topics covered)
Classical supply chain metrics and modern thinking
Traditional supply chain measures of performance
SCOR measures
Other measures
Concept of metrics hierarchy and data dimensions
MODULE 1
SESSIONS 7 - 8
THEME 4: SCM REPORTING AND DASHBOARD
Pre-Session Readings
Business Analytics fundamentals (previous course)
Management Reporting
Class room session (topics covered)
SCM Reporting and types
Dimensions of Supply Chain Visibility
Supply Chain Dashboard
Supply Chain Data and Sources
Group work
Sample Supply chain report layout
Sample Supply chain dashboard wireframe
Assignment/ Group discussion
Supply chain data challenges
Post-session Additional Readings
Class discussion PPTs/ self-notes
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MODULE 1
SESSIONS 9 - 10
THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS
Pre-Session Readings
Business Analytics fundamentals (previous course)
Class room session (topics covered)
Limitations of transactional systems
Statistical tools for insights from Supply chain data
Supply Chain Analytics maturity framework
How to unlock hidden values - examples
Group discussion
Advanced analytics – functional perspective (Procurement, Manufacturing,
Inventory etc.)
Post-session Additional Readings
Class discussion PPTs/ self-notes
MODULE 2
SESSIONS 1 - 2
THEME 1: WAREHOUSING
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapter 11
A logistics Approach to Supply Chain Management, John J. Coyle, Brian J. Gibson,
Robert A. Novack, Edward J. Bardi, India Edition, Cengage,
Additional Readings
Reference Book. Logistics journals, websites, WMS
Classroom Session
Define Logistics, and scope—customer service, supply management, transportation,
warehousing, and distribution
Introduction to Warehousing
Warehouse performance measures
Materials handling
White paper on warehouse management.
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: Warehouse Efficiency.
MODULE 2
SESSIONS 3 - 4
THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 8 &9
Additional Readings
Reference Book. Logistics journals, websites, TMS
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Classroom Session
Role of transportation in Logistics Management
Modes of transport
Carrier selection
Documentation
Incoterms
Vehicle types and routing
Insurance
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: 8-1 Double D Trucking from the recommended text
MODULE 2
SESSIONS 5 - 6
THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE
MEASUREMENT
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapter 4 and 5
Additional Readings
Reference Book. Logistics journals, websites, Relationships
Classroom Session
Relationship types
Strategic Alliances
Performance measures can be segregated into: Financial, Quality, Productivity
and Response Time measures.
Group Work
The class will be expected to derive the above measures as applied to Logistics
Management
Assignments
Case for Analysis. Participants to come prepared with case presentation
Case: 4-2.Ocean Spray Cranberries
MODULE 2
SESSION 7
THEME 4: CUSTOMER RESPONSE AND LOGISTICS ANALYTICS
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
Reference Book. Logistics journals, websites,
Analytics have always played an important role in supply chain and operations in the
form of demand forecasting and planning, transportation routing, inventory
optimization and network design. Analytics are also widely applied in related areas
such as manufacturing, procurement and pricing. More recently analytics have been
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applied to supply chain segmentation, risk management, complexity reduction and
manufacturing flexibility
In the area of logistics comprising the activities of customer service, inventory
planning, supply management, transportation and warehousing it is proposed to study
the activity profiles under each of the above heads and selectively examine use of
mathematical/statistical programs to help decision making. This exercise is closely
linked to the use of performance metrics and understanding critical processes in each
segment to evolve models.
Classroom Session
Customer service as an output of Logistics
Elements of customer service
Customer value
Logistics analytics linking customer, inventory and logistics
MODULE 2
SESSION 8
THEME 5: PROCUREMENT AND SPEND ANALYSIS
Pre-Session Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
Reference Book. Logistics journals, websites,
How technology and use of tools such as LP, Assignment, Regression and other
statistical approaches can be combined with human efforts to identify trends,
perform comparisons and highlight opportunities in Procurement functions even
when large amounts of data are involved.
Classroom Session
Procurement management
Global sourcing
Customs and regulations, Trade documentation and finance
Spend analysis
MODULE 2
SESSIONS 9 -10
THEME: 6: LOGISTICS DATA MINING AND ANALYTICS
Pre-Session
Readings
Main Reference Book. Book given as recommended text. Chapters 2, 7 and 13.
Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6, 18
Additional Readings
Reference Book. Logistics journals, websites,
Classroom Session: Supply Chain Analytics
Logistics Data Mining
Customer Activity Profiling
Identification of logistic element costs and deriving Mathematical modeling for
minimizing total logistics cost
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Assignments
Customer service /procurement activity profiling.
Procurement spend analysis
Case for Analysis.
Strategic Sourcing: Spartan Heat Exchangers. United Express.
PGDM Trimester 06
ANALYTICS FOR RETAIL
Objectives:-
Retailers have been in the forefront of analytics for long. However, the sophistication of the
application was seriously affected by availability of computing power. Currently, even complex
analysis can be conducted on PCs. This helped accelerated penetration of such techniques widely
across retail industry. This course will cover analytic techniques and applications that are
commonly applied in Analytics industry.
Reference Books:-
Emmett Cox, Retail Analytics: The Secret Weapon, Wiley and SAS Business Series.
Marshall Fisher, The New Science of Retailing: How Analytics are transforming the Supply Chain
and Improving Performance, Harvard Business Review Press.
Robin Lewis, The New Rules of Retail: Competing in the World's Toughest Marketplace, Palgrave
Macmillan.
Cases:-
Competing in the Age of Omnichannel Retailing, by Erik Brynjolfsson, Yu Jeffrey
Hu, Mohammad S. Rahman, Source: MIT Sloan Management Review.
Session Topic
1 Overview about Retail, Metrics, KPIs & Indian Retail
2 Overview about Retail, Metrics, KPIs & Indian Retail
3 Retail Strategy, Go to Market, Shopper Behavior & Store Design
4 Complete Merchandising Management including Space planning
5 Overview about Retail Marketing
6 Overview about Store Operations
7 Assortment Optimization
8 Merchandising Planning/ placement
Pricing Analytics
9
Evaluating pricing strategies
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10 Discounts
11 Everyday Low Pricing
12 Location Analytics Overview
13 Modeling Approaches
14 Retail Forecasting Approaches
15 Retail Forecasting Models
16 Retail Forecasting Models
17 Retail Analytic Techniques – Data Envelopment Analysis
18 Retail Analytic Techniques – Collaborative Filtering
19 Shrinkage Analytics
20 Project Presentation
PGDM Trimester 06
BUSINESS CONTINUITY PLANNING
COURSE OBJECTIVE
Provide participants with a working knowledge of Business Continuity Management
Systems (BCMS) and understand the methodologies followed for implementing BCMS
in organizations
LEARNING OUTCOMES
The following are the key learning outcomes of the course:
Obtain an overview of Business Continuity Management (BCM) and its
necessity in the current environment
Understand the evolution of Business Continuity Management and future trends
Define a Business Continuity Management System (BCMS) and its constituents
Arrive at a methodology for defining, implementing and maintaining a Business
Continuity Management System in an organization
Understand and articulate the challenges faced by practitioners of Business
Continuity Management
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PEDAGOGIC TOOLS
Case studies & Discussions on the same
Creation of workable business continuity plans for organizations in various industry
sectors – in groups
Course material
SESSION 1
THEME 1: INTRODUCTION AND OVERVIEW OF THE COURSE AND A BRIEF
HISTORY OF BUSINESS CONTINUITY MANAGEMENT DISCIPLINE
Classroom Session
Introduction of Faculty
Discussion on learning outcomes
Course Outline and grading
Definition of Business Continuity
Evolution of the Business Continuity Management discipline through the years
The Business Continuity Management System
Group Work
Division into organization groups based on industry
SESSION 2
THEME 2: OVERVIEW OF THE BUSINESS CONTINUITY MANAGEMENT
CONCEPT
Classroom Session
Discussion on what should a business continuity management program cover
Typical Business Continuity Management Cycle utilized in organizations
Key Products and Services
Who should be doing what?
What are the key challenges envisaged during a Business Continuity program
Group Work
BCM Overview Case
Assignments
For the Selected organizations groups to perform research on
Key Products and Services
Key Departments delivering these
Key support Departments
Key Suppliers
Key Stakeholders
Customers
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SESSION 3
THEME 3: BUSINESS IMPACT ANALYSIS
Classroom Session
Recap of Last Session + presentation by the groups on assignment
The impact graph - Definition of Key Terms: RTO, RPO, MTPoD, MALO
Definition and Objective of Business Impact Analysis
Connect between BIA and the IT disaster recovery plan
Groupwork break of 20 mins
Group Work
Develop the Business Impact Analysis for your selected organization. Focus on:
Uncovering of key first level processes involved in provision of key products and
services
For each of these, we capture Business as Usual Workloads, RTO and RPO, system and
workplace requirements during a disaster
SESSION 4
THEME 4: CRITICALITY RATINGS AND INTERDEPENDENCIES
Classroom Session
Recap of last session – Questions & discussions
Presentation of the BIA results by the groups and class discussion (20 mins)
Review of BIA results
Creation of the Interdependency Matrix – Presentation of the the results in groups
SESSION 5
THEME 5: RISK ASSESSMENT – METHODOLOGY
Classroom Session
Recap of last session
Risk Assessment definition and objectives
Difference between RA and BIA
Threat database and Asset Classes - dependence on type of business and
locations being covered
LHO, Vulnerability, Controls and Residual Risks
Concept of Risk Exposure
Group work break of 30 mins (including the break)
Group Work
Develop a representative Risk Assessment for an organisation.
RA should contain:
Confirmation of Threat Database and Asset Classes
Perform Risk Assessment of one asset class, identification of controls, vulnerabilities
and hence exposure of asset class to risk
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SESSION 6
THEME 6: RISK ACCEPTANCE CRITERIA AND RISK TREATMENT PLANS
Classroom Session
Recap of Last Session + Presentation of the RA results by the groups and class
discussion (20 mins)
Risk Acceptance Criteria - Strategic and Tactical Risk Acceptance
Risk Treatment Plan Discussion - SMART
SESSION 7
THEME 7: SELECTION AND IMPLEMENTATION OF RECOVERY OPTIONS
Classroom Session
Recap of last session
Definition and structure of Recovery Options
The recovery option playbook
Cost benefit analysis of various recovery options
Technology recovery options - Disaster Recovery Plans
Trends in current Disaster Recovery Plans
SESSION 8
THEME 8: DISASTER RECOVERY AND CRISIS MANAGEMENT PLANS
Classroom Session
Recap of last session
Contents of a typical Business Continuity Management Plan
Discussion on the important aspects of the Plan - Critical personnel, Call Trees, RTO
and RPO data
How to ensure that the plan is current and available when required
Integration with other stakeholders and suppliers
SESSION 9
THEME 9: BCMS AWARENESS AND TRAINING
Classroom Session
Recap of last session
Discussion on why Awareness and Training is necessary
Different Modes of Training and Awareness – Examples
Training for different groups within an organization
Group work break of 30 minutes (including the break)
Group Work
Work in Groups to identify which Training and Awareness modes you would use
with the different stakeholders in your chosen organisation.
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SESSION 10
THEME 10: BCMS TESTING AND EXERCISING
Classroom Session
Presentation by groups and discussion (20 mins)
Discussion on the importance of BCM Testing
Different types of tests that organisations can pursue
Mapping of test type to requirements
Discussion on testing frequencies
PGDM Trimester 06
ENTERPRENEURSHIP
COURSE OBJECTIVE
To give exposure to students to the nuances of entrepreneurship.
LEARNING OUTCOMES
To encourage ‘Entrepreneurial’ thinking. It is not about making students entrepreneurs
but getting everyone to ‘think’ like one, as if they own the road map even if they don’t
own the biz. This is a win-win for them, for their alma mater, for the organizations they
work in and for society at large.
SCOPE OF THE COURSE
The study plan covering readings, classroom sessions, Group Work sessions and
Assignments corresponding to each session are outlined below.
The course consists of 4 THEMEs spread over 10 sessions. Each session will be of 80
minutes. The THEMEs that would be covered in the course are under:
THEME 1: why you should become an entrepreneur.
THEME 2: crafting the biz plan.
THEME 3: Strategies for customer acquisition
THEME 4 : Social Entrepreneurship
PEDAGOGIC TOOLS
The pedagogic tools available to each participant are:
Textbook: Entrepedia : A step by step guide to becoming an entrepreneur in India
by Prof Nandini Vaidyanathan
Study Plan Folder
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SESSION 1 & 2
THEME I: START UP IS NOT A CONDENSED VERSION OF A BIG FIRM!
Pre-session Readings
The Alchemist by Paulo Coelho
Effectual thinking 101 and what makes entrepreneurs entrepreneurial? Prof.
Sarasvathy
Classroom Session
Journey of entrepreneurship redefined. The importance of vision
Traditional management and entrepreneurship: Causal versus Effectual thinking
SESSION 3 & 4
THEME II: EFFECTUATION LOGIC BASED MARKETING! THE WORLD IS
SMALL INDEED!
Pre-session Readings
Chapter 3, Six degrees of separation
Chapter 2, Social structure of competition
Classroom Session
The world is small! How to speed up venture creation using your own network?
Six degrees of separation
Role of structural hole in entrepreneurial marketing; strength of weak ties
SESSION 5 & 6
THEME III: IT IS CUSTOMER DEVELOPMENT, NOT PRODUCT DEVELOPMENT!
Pre-session Readings
Steve Blank: Chapter 1-3, Four steps to Epiphany
Lean Startup by Eric Ries
Classroom Session
Hypothesis testing in entrepreneurship
Speed is the essence!
Effectual thinking 101 by Sarasvathy
SESSION 7 & 8
THEME IV: SMALL THINGS WITH BIG IMPACT
Pre-session Readings
The Tipping Point: by Malcolm Gladwell
How to create a multi dollar business? Noah Kagan’s blog post
Classroom Session
Understanding tipping point
Just do it! Entrepreneurship is all about action!
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SESSION 9 & 10
THEME V: THEORY MEETS PRACTICE
Pre-session Readings
Blue Ocean Strategy (HBR article): by R. Mauborgne and W. C. Kim
Classroom Session
How to create a new market and thrive without competition
Presentation on Marketing plans for ventures created by students.
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