PGDM PROGRAM ARCHITECTURE AND SYLLABUS -...

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PGDM PROGRAM ARCHITECTURE AND SYLLABUS

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PGDM PROGRAM ARCHITECTURE

General

1. India has more than a few thousand management institutes offering post graduate management degrees. However, amongst them hardly anybody is among the top two hundred globally. SVKM’s NMIMS (Deemed to be University) School of Business Management is an exception. The Institute is ranked consistently among the top seven or eight management institutes in India. In our effort to spread quality management education in the country we have expanded our campuses to different parts of India, including Bengaluru and Hyderabad. In the coming academic year commencing July 2017 we are proposing to open a new campus at Indore.

Mission

2. “SVKM’s NMIMS School of Business Management - Indore will use innovative approaches to develop socially responsible managers with global perspective for successful careers. The School will encourage basic and applied research and development of contextual instructional material for graduate and executive education.”

Vision

3. The Institute will be recognized as one of the leading management institutes globally for its innovative approaches to develop socially responsible managers. The Institute will further the PGDM concept as enunciated by the AICTE. At the same time, it will create a separate identity and distinguish itself from other management institutes by focussing on the following three areas: Entrepreneurship & Innovation; Technology, Information & Operations Management; Management in a Service Economy.

Overall Course Structure

4. The overall program architecture, spread over two years, would be as under:-

Type of Course No of

Courses Credits/ Course

Hours/ Credit

Total Credits

Total Hours

Core 21 2/3 10 60 600

Elective 12 3 10 36 360

Experiential/ Wksps, etc 20 5 100

Total 33 101 1060

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Core Courses

Course Trimester Area Credits

Managerial Economics 1 Economics 3

Financial Accounting and Analysis 1 Finance 3

Manufacturing Operations Management 1 Operations 3

Individual and Group Behaviour in Organisations 1 OB & HRM 3

Business Communication 1 Communication 3

Business Statistics 1 Analytics 3

Macroeconomics and Global Business Envt 2 Economics 3

Management Accounting and Control 2 Finance 3

Service Operations Management 2 Operations 3

Marketing Management - I 2 Marketing 3

Organisational Structure, Design and Change 2 OB & HRM 2

Business Analytics 2 Analytics 3

Corporate Finance 3 Finance 3

Technology and Innovation Management 3 Operations 3

Marketing Management - II 3 Marketing 3

Human Resource Management 3 OB & HRM 2

Business Law 3 Law 3

IT for Management 3 IT 2

Entrepreneurship 3 Entrepreneurship 3

Strategic Management 4 Strategy 3

Business Ethics, Corp Governance & Social Resp 4 Ethics & CSR 3

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Electives 5. Trimester-wise details of electives are tabulated below. Depending on the needs of the environment as well as aspirations of students, the list of electives will undergo revision on a continuous basis.

Trimester IV

Elective: Finance

1 Advanced Financial Statement Analysis 3

2 Corporate and Retail Banking 3

3 International Finance 3

4 Investment Analysis and Portfolio Management 3

5 Project Appraisal and Financing 3

Total Credits 15

Elective: Marketing

1 Consumer Behaviour 3

2 Integrated Marketing Communication 3

3 Retail Management 3

4 Sales and Distribution Management 3

Total Credits 12

Elective: Operations

1 Loan Management 3

2 Software Engineering and Project Management 3

3 Supply Chain Management 3

4 Total Quality Management 3

Total Credits 12

Elective: Human Resource Management

1 Change Management and OD 3

2 Learning and Development 3

3 Performance Management 3

4 Selection and Recruitment 3

Total Credits 12

Elective: Analytics

1 Analytical Tools and Techniques for Decision Making 3

2 Analytics for Finance - BFSI Sector I 3

3 Approach to Problem Solving and Data Communications 3

4 Quantitative Techniques for Decision Making I 3

Total Credits 12

Elective: General Management (Management Consulting)

1 Consulting Skills 1.5

2 Intellectual Property Rights 1.5

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Trimester V

Elective: Finance

1 Corporate Valuation 3

2 Financial Derivatives 3

3 Fixed Income Securities and Debt Markets 3

4 Insurance Management 3

Total Credits 12

Elective: Marketing

1 Brand Management 3

2 Business Marketing 3

3 Marketing Analytics 3

4 Marketing Implementation 3

5 Product Strategy 3

6 Services Marketing 3

Total Credits 18


1 Theory of Constraints 3

2 Strategic Sourcing and E-Procurement 3

3 Operations Consulting 3

4 Operations Strategy 3

Total Credits 12


1 Compensation and Benefits 3

2 HR Laws - ER and Compliance 3

3 International HR 3

4 Measuring HR 3

Total Credits 12

Elective: Analytics

1 Analytics for Finance - BFSI Sector II 3

2 Big Data and its Applications 3

3 Marketing Analytics 3

4 Quantitative Techniques for Decision Making II 3

Total Credits 12

Elective: General Management

1 Management Consulting

(a) Corporate Turnaround 1.5

(b) Knowledge Management 1.5

2 Information Technology

(a) IT Strategy 3

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Trimester VI

Elective: Finance

1 Alternative Investment Markets 3

2 Financial Analytics 3

3 Investment Banking and M&A 3

4 Wealth Management 3

Total Credits 12

Elective: Marketing

1 Customer Relationship Management 3

2 Digital Marketing 3

3 Marketing Strategy 3

4 Rural Marketing 3

Total Credits 12


1 Advanced Supply Chain & Operations Analysis 3

2 Business Process Modelling and Management 3

3 Green Supply Chain 3

4 Modelling for Decision Making 3

Total Credits 12


1 Diversity Management 3

2 Emotional Intelligence & Developing Competencies for Org Perf 3

3 HR Technology and Analytics 3

4 Talent Management 3

Total Credits 12

Elective: Analytics

1 Advanced Supply Chain & Operations Analysis 3

2 Analytics for Pharma and Healthcare 3

3 Analytics for Retail 3

4 HR Technology and Analytics 3

Total Credits 12

Elective: General Management

1 Management Consulting

Business Continuity Planning 1.5

Entrepreneurship 1.5

2 Information Technology

New Models for Enterprise Architecture 3

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PGDM Course Outlines – Core Courses

PGDM TRIMESTER 01: MANAGERIAL ECONOMICS

COURSE OBJECTIVES

1. The objective of the course is to teach the fundamentals of microeconomics. This course introduces microeconomic concepts and analysis, supply and demand analysis, theories of the firm and individual behaviour, competition and monopoly as well as an overview of game theory.

2. Students will also be introduced to the application of microeconomic principles to address problems in current economic environment.

LEARNING OUTCOMES

3. After completion of the course, students would be able to

(a) Understand economic principles and theory and how firms and markets operate.

(b) Appreciate the basis and rationale for government intervention in markets.

(c) Understand the methodology of decision making using the concepts of microeconomics.

Detailed Syllabus (per session plan)

Unit Module Topic

1 Introduction

Introduction to Economics: Microeconomics and Macroeconomics; Economics as a study of the market system

2 Demand, Supply and Market Equilibrium

Concepts of Demand, supply and Market Equilibrium

Applications of Demand and Supply; Ceiling and Floor Prices 3

4 Elasticity Price Elasticity, Income Elasticity and Cross Price Elasticity

5 Consumer and Producer Surpluses

Consumer Surplus, Production Surplus, Public Goods (Economic welfare)

6 Consumer Theory Preferences and Utility; Consumer Surplus and Consumer Behaviour

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7 Utility Maximization and the Demand Curve; Pricing

8 Producer Theory Production and Costs; Economic Profit and Opportunity Cost; Production Functions; Price Discrimination

Implicit and Explicit Costs; Average Fixed, Variable and Marginal Costs

Cost Curves; Short and Long Run Costs

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10

11 Market Structures: Perfect Competition

Meaning of Competition; Perfect Competition in the Short Run; Perfect Competition in the Long Run;

Perfect Competition and Efficiency 12

13 Market Structures: Monopoly

Monopolist’s Revenue; Profit Maximization; Monopoly versus Competition; Welfare Cost of Monopoly; Price Discrimination

Monopolistic Competition; Regulation of Monopolies 14

15 Market Structures: Between Perfect Competition and Monopolies

Oligopolies, Duopolies, Collusions and Cartels,

Oligopoly and Monopolistic Competition; Kinked Demand Curve Model 16

17 Game Theory and Nash Equilibrium

Basic elements of Game Theory; Prisoner's Dilemma

Nash Equilibrium 18

19 Reasons for Market Failure Asymmetric Information; Signalling and Screening; Separating and Pooling Equilibrium

Private and Social Costs and Benefits; Pigouvian Taxes; Coase’s Theorem 20

Text Books:

1 Connell, Brue & Flynn, Economics, 19th Edition, Indian Education, Tata McGraw Hill Publication

Reference Books:

1 Thomas Christopher, S Charles Maurice & Sumit Sarkar, Managerial Economics, 9th Edition, Tata McGraw Hill Publication

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2 Pindyck Robert, Daniel Rubinfeld, Prem Mehta, Microeconomics, 6th Edition, Pearson Education

3 Salvatore Dominick, Principles of Microeconomics, 5th Edition, Oxford International Student Edition

4 G Mankiw, Principles of Economics, 6th Edition, Cengage Learning, New Delhi, 2007

5 G Mankiw, Economic Principles and Applications, Cenage Learning, New Delhi, 2005

Any other information:

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PGDM TRIMESTER 01: FINANCIAL ACCOUNTING AND ANALYSIS

COURSE OBJECTIVES

1. Familiarising the students with the financial environment of business, especially the financial markets.

2. Developing the analytical skills by associating the tools and techniques with the situation.

3. Developing skills for interpretation business information and application of financial theory in financing related decisions.

LEARNING OUTCOMES

4. After completion of the course, students would be able to:-

(a) Proficiently prepare financials (Income Statement, Balance Sheet, Cash Flow Statement) in an Indian setting.

(b) Analyze the financial health of firms from multiple perspectives.


Unit Module Topic

1 Introduction Introduction to Financial Statements, Discussion of Accounting Framework

2 Journal, Ledger and Trial Balance

Journal, Ledger and Trial Balance: Account Types, Journal and Ledger Posting, Trial Balance,

3 Accounting Concepts Accounting Concepts: Cash Accounting; Accrual Accounting; Revenue Recognition; Inventory Valuation; Depreciation Policy

4 The Balance Sheet The Balance Sheet; Fixed Assets (Costs, Depreciation Methods, Revaluation, Intangible Assets), Investments (Financial instruments, Subsidiaries, Joint Ventures, Property), Liabilities (Classification, Accounting for Income Tax and Off-Balance Sheet Financing) and Shareholders’ Equity

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6 The Income Statement

The Income Statement and Principles of Accrual Accounting

7 Preparing Financial Statements

The Accrual Accounting Process of Preparing Financial Statements

The Accounting Process 8

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10 Receivables and Revenue Recognition

Inventories; Long-lived Assets; Matching Principle for PP&E

Current Liabilities and Contingencies

Long-term Debt and Leases; Deferred Taxes and Marketable Securities

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13 Statement of Cash Flows

Meaning and Format; Operating, Financing & Investing Cash Flows

Preparation of Cash Flow Statements: Direct & Indirect Methods

Interpreting Cash Flow Statements

Difference between Cash Flow Analysis and Fund Flow Analysis, Uses of Cash Flow Statement

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17 Financial Statement Analysis

Horizontal Analysis, Vertical Analysis; Comparative & Trend Analysis,

Financial Ratios and Ratio Analysis; Solvency/ Profitability/ Turnover/ Market Standing Ratios; Du Pont Model 18

19 Financial Reporting Financial Reporting in the Indian Corporate Context

20 Student Projects Presentation by Students; Study and Analyses of Annual Reports of Companies

Text Books:

1 Godwin, Alderman & Sanyal, Financial Accounting: A South-Asian Perspective, Cengage Learning, 2nd Edition

Reference Books:

1 R. Naranaswamy, Financial Accounting: A Managerial Perspective, 4th Edition, PHI Learning Pvt Ltd, New Delhi

2 Robert Anthony, David Hawkins & Kenneth Merchant, Accounting - Text and Cases, 12th Edition, Tata McGraw Hill

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PGDM TRIMESTER 01: MANUFACTURING OPERATIONS MANAGEMENT

COURRSE OBJECTIVES

1. To familiarise students with the vast scope and applicability of the concepts in Operations Management.

2. To equip students with the basic tools and techniques available that can be used to address operational issues and solve problems.

3. Teach students to have an understanding of the theories and problem solving techniques of Operations Management, to serve as tools for managers to take suitable decisions and create a competitive advantage.

LEARNING OUTCOMES


(a) Have an understanding of the total process of effective transformation of Input Resources into Outputs of Goods & Services.

(b) Recognize the importance of Quality Management in product development and be conversant with various methodologies available for ensuring the same.

(c) Apply various tools available for making better decisions in the area of Operations Management.


Unit Module Topic

1 Introduction to Operations Management

What is Operations Management (OM), Importance of Operations in Integrated Supply Chain, OM integrated with other Business Functions, Historical Milestones in OM, Classification of OM, Separation of Manufacturing & Services

2 Operations Strategy Concept of Productivity, Basic Productivity Indices, Methods of Productivity Improvement, Competitiveness & Operations Strategy

3 Managing Projects Project Concept & Characteristics, Network Construction, Activity Network Analysis.

CPM, Crashing of Network Activities (Cost-Time Trade Off)

PERT, Probabilistic Estimation of Project Completion.

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6 Product Development and Process Design and Analysis

Process Analysis and Selection; Process flowcharting and types of processes; process performance; Product - Process Layouts

Process strategies for different Life Cycle stages; Product Mix strategies; New Product Development

7

8 Strategic Capacity and Facility Location

Facilities Location: Issues; Factors and Methods – Location factor rating; Gravity; Location; Load-distance;

Transportation model; Capacity Planning: definition, measures; planning framework and methods

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10 Production Processes, Layout Planning

Types of Layouts; Fixed Position, Product, Process, Hybrid and Cellular layouts, Service Facility layouts

11 Aggregate Sales and Production Planning

Strategies for meeting demand; Choices concerning various types of costs; Aggregate Planning techniques

12 Operations Scheduling Operations Scheduling, Importance of Work Centres, Scheduling functions, Job Sequencing – Priority Rules, Johnson’s Rule

13 Supply Chain Management

What is Supply Chain Management; Typical Supply Chains; Components; Process View; Push Pull views; Supply Chain Drivers and Metrics

14 Inventory Management Inventory Defined, Need for Inventory Management, Effective Measures of Inventory; Selective Inventory Control Techniques (ABC, FSN etc.)

Deterministic Inventory Control Models: EOQ, EBQ and EOQ with Price Break.

15

16 Total Quality Management and Six-Sigma

What is Total Quality Management? Evolution of TQM (Deming, Juran, Crosby, Taguchi); Kaizen, 5S;

Statistical Process Control; Control Charts; Process Capability; Inspection and Acceptance Sampling; Certification

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18 JIT and Lean Operations Core Logic of JIT, Concept of Lean Manufacturing, Taichi Onho’s Seven Manufacturing Wastes

Kanban Control Systems; Value Stream Mapping; A3 Thinking in Lean Management; Applications of TPS

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20 Maintenance Management:

Reliability and Maintenance; Replacement Techniques

Text Books:

1 William J Stevenson, Operations Management, Eleventh Edition, Tata McGraw Hill

Reference Books:

1 B Mahadevan, Operations Management, Third Edition, Pearson Publications

2 Lee J. Krajewski, Larry P. Ritzman & Manoj K. Malhotra, Operations Management: Processes and Supply Chains, Tenth Edition, Prentice Hall, USA

3 Chase, Jacobs & Aqualino, Operations Management, Eleventh Edition, Tata McGraw Hill

4 Nigel Slack, Stuart Chambers & Robert Johnston, Operations Management, Sixth Edition, Pearson Education Limited, Essex, England

5 R Dan Reid and Nada R Sanders, Operations Management: An Integrated Approach, Fourth Edition , John Wiley & Sons, USA

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PGDM TRIMESTER 01: INDIVIDUAL AND GROUP BEHAVIOUR IN ORGANISATIONS

COURSE OBJECTIVES

1. To develop an understanding on how people and organizations function at an individual level, based on the latest social science research on work, workers, and organizations.

2. To help students effectively manage themselves and their thought processes and acquaint them with the ever-growing body of evidence regarding human behaviour and management practice to enable them to make effective decisions.

3. To provide an exploration into how managers and employees work in groups for the completion of organizational objectives.

4. To equip students with the ability to manage work teams, work in teams successfully and obtain results via team dynamics.

LEARNING OUTCOMES


(a) Understand the behaviour of individuals and groups inside organizations and learn to apply them in business contexts

(b) Possess the necessary skills for utilising this knowledge for increased effectiveness both within and outside the organization.

(c) Possess an awareness of techniques for effective team building and team based decision making.

(d) Recognize of the complexities of motivation and the role of leadership towards resolving conflicts and achieving optimum efficiency within the organization.


Unit Module Topic

1 Introduction to Organisational Behaviour

Understanding Human Behaviour; Interdisciplinary influences, OB Model

2 Learning Classical and Operant Conditioning; Reinforcement and Social Learning Theories

3 Values and Attitudes ABC Model; Work Attitudes; Persuasion; Instrumental & Terminal Values

4 Personality Personality Model; Personality Characteristics; Personality Measurement tools

5 Role of Emotions at the Work Place

Emotions at work; Emotional Contagion; EI Framework

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6 Perception and Attribution Social Perception Model; Barriers to Social Perception

Attribution; Internal and External; Biases; Impression Management

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8 Motivation: Theories and Application

Maslow’s; X and Y; ERG; McClelland’s; Herzberg’s; Equity; Expectancy

Job Characteristics Model; Internal Needs vs External Incentives

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10 Leadership Leadership vs Management; Trait Theory; Kurt Lewin’s/ Ohio/ Michigan Styles; Transformational Leadership

Leadership Development: Coaching and Mentoring; Self Leadership

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12 Groups and Teams Difference between Groups and Teams; Types of Groups; Social Loafing

Group Development: Tuckman’s Model, Gersick’s Model; Types of Teams

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14 Decision Making in Groups Group Decision Making: Individual influences; Group Think; Group Polarisation

15 Interpersonal Dynamics Nature of Interpersonal Dynamics; Group Development using Johari Window

Transactional Analysis; Games People Play; Life Positions

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17 Power & Politics Sources of Power; Power and Ethics

Influence Tactics; Political Skill 18

19 Managing Conflict Causes and Forms of Conflict; Managing Intrapersonal & Interpersonal Conflict

20 Managing Stress Stress Management Approaches: Response, Sources, Consequences, Preventive

Text Books:

1 Nelson, Quick and Khandelwal, Organizational Behaviour, Second Edition, Cengage Learning

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Reference Books:

1 Fred Luthans, Organizational Behaviour, Tenth Edition, Tata McGraw Hill

2 McShane, Glinow and Sharma, Organizational Behaviour, Tata McGraw Hill

3 Udai Pareek, Understanding Organizational Behaviour, Oxford University Press

4 Robin Fincham & Peter Rhodes, Principles of Organizational Behaviour

5 John W Newstorm & Keith Davis, Organizational Behaviour: Human Behaviour At Work, Tata McGraw Hill

6 Paul Hersey & Kenneth Blanchard, Management of Organizational Behaviour, PHI

7 Helrigel, Slocum et al, Organizational Behaviour

8 Robbins, Judge and Vohra, Organizational Behaviour, Fourteenth Edition, Pearson Education

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PGDM TRIMESTER 01: BUSINESS COMMUNICATION

COURSE OBJECTIVES

1. Developing in the students the ability to communicate effectively in a business environment.

2. To help students acquire some of the necessary skills to handle day-to-day managerial responsibilities such as making speeches, controlling one-to-one communication, enriching group activities and processes, giving effective presentations, writing letters, memos, minutes, reports and advertising, and maintaining one’s poise in private and in public

3. To build their confidence and to install competitiveness by projecting a positive image of themselves and of their future.

LEARNING OUTCOMES

4. After completion of the course, students would be able to

(a) Communicate effectively in a business environment by honing analytical and judgmental skills in a variety of managerial situations, developing sound problem-solving responses and communicating these responses in a convincing manner

(b) Possess a fair standard of basic skills of communication in the areas of listening, speaking, reading and writing with special emphasis on audience analysis, structuring, and persuasion.

(c) Apply the above skills in all forms of contemporary internal and external, formal and informal business communication.


Unit Module Topic

1 Communication Process and Strategy

Audience analysis; Structuring and grouping of ideas

2 Persuasive Strategies in Verbal Communication

Effective creation and evaluation of a logical and persuasive argument using the Ethos, Pathos and Logos Model

3 Effective Non-Verbal Communication

Kinesics; Appearance and clothing; Oculesics; Haptics; Proxemics

4 Extempore Speeches Practice Session

Evaluation Session 5

6 Active Listening Barriers to listening

Techniques to improve listening 7

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8 Oral Presentation Skills Structuring for impact; Delivery skills; Use of audio-visual aids; Handling questions

9 Individual Presentations Evaluation Session

Analysis and Feedback 10

11 Group Presentations Group orientation (pre-presentation); Strategies for effective group presentations

12 Communication Channels in Organisations

Seven Cs of Communication

Emails: Etiquette, Style and Tone

Types of Business Messages: Neutral, good and bad; Business Correspondence: Routine, Enquiry and Adjustment Letters, Cover Letters

Notices and Minutes of Meetings (format and style)

Memos; Short Reports

Business Proposals; Executive Summaries

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16

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18 Cross-Cultural Communication

Cultural values governing styles of communications; Communicating effectively across cultures

19 Team Project Presentations

Assessment

Analysis and Feedback 20

Text Books:

1 Anderson, Sweeney & Williams, Statistics for Business & Economics, Thomson (South Western) Publication

Reference Books:

1 A Aczel & J Sounderpandian, Business Statistics

2 Pal & Sarkar, Statistics: Concepts & Applications

3 Srivastava & Rego, Statistics for Management

4 Levin & Reuben, Statistics for Management

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PGDM TRIMESTER 01: BUSINESS STATISTICS

COURSE OBJECTIVES

1. To present to the students the conceptual overview of statistical theory and relate them to practice in each of the key areas of managerial responsibility

2. To familiarize students on the sampling concepts involved in Statistics and the need for Statistics and Sampling Theory in solving business and research problems.

3. To develop their ability to measure and judge quantities.

4. To provide a probabilistic base for all functional areas of management.

LEARNING OUTCOMES


(a) Have a clear understanding of statistical theory and the application of statistical concepts and techniques to a variety of business situations.

(b) Apply the skills necessary for organizing data and extracting, evaluating and applying information obtained from it, including with the use of statistical analysis software.

(c) Carry out critical and analytical thinking for making more effective, data driven business decisions.


Unit Module Topic

1 Theory of Probability Experiment, Sample Space and Events

Total and Compound Probability, Conditional Probability, Bayes Theorem

Random Variables, Mathematical Expectation and Variance

2

3

4 Discrete Distributions Binomial Distribution & Poisson Distribution

5 Continuous Distributions Normal Distribution

6 Sampling Theory Sampling and Sampling Distributions

Estimation and Confidence Intervals for Mean

Estimation and Confidence Intervals for Proportion

Testing of Hypothesis for Mean

Testing of Hypothesis for Proportion

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9

10

11 Parametric Inference t-Test

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13 Z-Test

F-Test

14 Two-Sample Tests Two-Sample Tests for Mean (Dependent and Independent Samples)

Two-Sample Tests for Proportion 15

16 Non-Parametric Inference Chi-Square Test

17 ANOVA One-Way ANOVA

Two-Way ANOVA 18

19 Regression and Correlation

Regression Analysis

Correlation and Tests on Correlation Coefficients

Text Books:

1 Anderson, Sweeney & Williams, Statistics for Business & Economics, Thomson (South Western) Publication

Reference Books:

1 A Aczel & J Sounderpandian, Business Statistics

2 Pal & Sarkar, Statistics: Concepts & Applications

3 Srivastava & Rego, Statistics for Management

4 Levin & Reuben, Statistics for Management

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PGDM TRIMESTER 02: MACROECONOMICS AND GLOBAL BUSINESS ENVIRONMENT

COURSE OBJECTIVES

1. The objective of the course is to build an understanding of the mechanisms that determine the global economic environment. The course studies business cycles, growth and development as well as the role and limitations of economic policy in addressing these key economic parameters. Starting from a basic theoretical framework, we extensively use numerical and contextual examples and applications, to help participants appreciate the importance of theory in guiding macroeconomic policies and also to enrich their knowledge of the current macroeconomic environment.

LEARNING OUTCOMES

2. On successful completion of this unit, you should be able to:-

(a) Describe, explain and apply basic macroeconomic terms and concepts;

(b) Use simple macroeconomic models to interpret the Indian economy;

(c) Explain the Indian macroeconomic environment;

(d) Use simple macroeconomic models to analyze the impact of changes in the economy;

(e) Evaluate current macroeconomic events, policy issues and debates from an economic perspective

(f) Gain insight into the macroeconomic environment in other countries.


Unit Module Topic

1 The Macroeconomic Approach to Studying the Market System

Putting Microeconomics in Perspective.

The Great Depression and the Need for a New Approach to Understanding Business Cycles.

The Loanable Funds Market - Savings, Investment.

Classical and Keynesian Economics: Essential Differences.

2 The Keynesian Model of Output Determination

Marginal propensity to consume and save.

Paradox of thrift

Fiscal policy during depression

Measurement of GDP.

3 Money and the Market System

The Essence of Money

Functions of Money

Money supply and monetary aggregates

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The money multiplier

Quantity theory of money

The Keynesian demand for money and Liquidity trap

Keynesian & Classical Theories of Interest Rates: A Comparison

4 Macroeconomic General Equilibrium

Product Market Equilibrium

Money Market Equilibrium

Simultaneous Equilibrium in Product and Money Markets

IS-LM Model with Government Sector and Foreign Sector

5 The Price Level & Inflation

Keynesian & Classical Theory Shortcomings

The AD and AS Curves

Determination of Price Level

Inflation: Measures and Effects

6 Macroeconomic Policy: Fiscal & Monetary

Fiscal & Monetary Policy with constant price level

Fiscal & Monetary Policy with variable price level

India’s Monetary & Fiscal Policy Environment

7 Open Economy Macroeconomics

Theories of Trade

Determination of Foreign Exchange Rates

Balance of Payments

Macroeconomic policy in an open economy

8 Economic Growth & Development

Classical, neoclassical and new classical growth theories

Economic Development & Human Development Index

Contemporary Issues including Urbanization, Environment

Text Books:

1 Vanita Agarwal, Macroeconomics (Pearson)

Reference Books:

1 R. Naranaswamy, Financial Accounting: A Managerial Perspective, 4th Edition, PHI Learning Pvt Ltd, New Delhi

2 Robert Anthony, David Hawkins & Kenneth Merchant, Accounting - Text and Cases, 12th Edition, Tata McGraw Hill

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PGDM TRIMESTER 02: MANAGEMENT ACCOUNTING AND CONTROL

COURSE OBJECTIVES

1. Financial Management is concerned with planning and controlling of the firm’s financial resources. The objective of this course is to give a “finance sense” to participants and to equip them with a strong fundamental knowledge of how the firm’s investment, financing and dividend decisions are made. At the end of the course, the participants should have gained sufficient insights to be able to assess and evaluate long term decisions on investment (project feasibility) and the Cost of Capital issues. This course is the first part of the Corporate Finance course; and in the second part titled “Financial Planning and Control- II”, to be conducted in third trimester of the programme covers Capital Structure theories and applications, Dividend decisions and the Working capital management.

LEARNING OUTCOMES


(a) Understand and learn the time value of money concepts and apply them for financial decision making purposes

(b) Apply the techniques of financial appraisal under various investment alternatives and take specific investment decisions.

(c) Understand the concept of cost of capital and apply the same to financing of projects/companies.


Unit Theme Topic

1 Theme 1 An overview of Financial Management

2 Theme 2 Fundamental Valuation Concepts – Time value of Money

3 Theme 3 Techniques of Capital Budgeting

6 Theme 4 Estimation of project cash flows

8 Theme 5 Cost of Capital

Text Books:

1 Financial Management: Theory & Practice, 9thEdition, McGraw Hill Publishing by Dr. Prasanna Chandra

Reference Books:

1 10 Ways to Create Share Holder Value -Alfred Rappaport Harvard Business Review

September 2006

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PGDM TRIMESTER 02: SERVICE OPERATIONS MANAGEMENT

COURSE OBJECTIVES

1. The objective of the course is to familiarise students with the vast scope and applicability of the concepts in Operations Management. It aims to equip students with the basic tools and techniques available that can be used to address Operational issues and solve problems. Through an interactive learning method using case illustrations students learn to appreciate that each business situation is a unique one and standard ready-made solutions do not exist. However, a good understanding of the assumptions, theories and problem solving techniques of Operations Management serve as invaluable tools in the hands of operations managers, who can then take suitable decisions using any or many of these concepts and techniques in combination to create a competitive advantage.

LEARNING OUTCOMES


(a) Appreciate that there is no escape from Operations Management in life, particularly so if we are engaged in any business, service, profession or agriculture involving scarce resources such as people, land, water, air, time or their various manifestations in the form of capital, money, material, labour machines.

(b) Dispel the misconception, if any, that Operations Management is more to do with manufacturing and engineering processes. It is as much about processes in banking, IT and ITES, hospitals, human resources management (HRM), retail or even processes such as the preparation for our exams or a wedding ceremony.

(c) Identify whether an issue is within the scope of operations management, that is, define the problem, and use a systematic and analytic approach towards finding a solution. After the course the students should be able to use concepts, terms, technique and tools of Operations Management. In case of complex issues they would know how to go about finding the best possible solution under the circumstances.


Unit Module Topic

1 Using Operations To Compete Introduction And Overview

Definition of Operations Management - what it is and what it is not

Class Discussion: Applications of Operations Management concepts in life in general and businesses in particular

System Perspective and Production Systems

Differences between Services and Goods production

Historical Development of Operations Management

Operations Strategy – Strategic, Tactical, Operational

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Contemporary issues in Operations Management

2 Using Operations To Compete Operations Strategy And New Product Development

Global Competitive Environment

Competitive Priorities

Order Winners and Qualifiers

World Class Manufacturing

New Product Development – Quality Function Deployment (QFD) – Chapter 6

3 Managing Processes: Process Analysis And Design

Process Analysis and Selection;

Process flowcharting and types of processes – make to order / make to stock- measuring process performance;

Product - Process Layouts;

Process strategies for different stages of Product Life cycle;

Product Mix strategies.

4 Managing Processes: TQM & SQC

What Is Quality?

What Is Total Quality Management?

Evolution Of TQM Views Of Deming, Juran, Crosby, Taguchi And Other Quality Gurus

Main Themes Of TQM And Obstacles

Kaizen, 5S Statistical Quality Control

Random Variations And Its Causes

Statistical Process Control

Control Charts – X Bar And R Charts, P Charts, C Charts – Plotting And Interpretation

Process Capability

Inspection And Acceptance Sampling (Brief)

Certification, Quality Systems, Quality Awards (Brief).

5 Managing Processes: Theory of Constraints

Goal Of The Firm

Unbalanced Capacity

Bottlenecks And Capacity Constrained Resources

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Methods Of Control – The Drum, Buffer And Rope

Quality

Batch Sizes And Treatment Of Inventory

6 MANAGING PROCESSES JUST IN TIME AND LEAN MANAGEMENT – MODULE 6

Brief History And Definition

The Toyota System: Elimination Of Waste And Respect For People

JIT Production: What It Is And Is Not Requirements And Assumptions Kanban Control Systems.

Value Stream Mapping

7 MANAGING VALUE CHAINS SUPPLY CHAIN MANAGEMENT – MODULE 7

What Is Supply Chain Management And Why Important?

Typical Supply Chains; Components

Process View; Push Pull Views

Supply Chain Drivers And Metrics

Key Issues: Managing Uncertainty And Global Optimisation

Bull Whip Effect – Reasons And Disadvantages

Importance Of Trust And Strategic Partnerships

8 MANAGING VALUE CHAINS LOCATION & STRATEGIC CAPACITY PLANNING– MODULE 8

Facilities Location: Issues

Factors And Methods – Location Factor Rating

Gravity

Location

Load-Distance

Transportation Model Etc.

Capacity Planning: Definition, Measures, Planning Framework And Methods

9 MANAGING VALUE

CHAINS INVENTORY

PLANNING AND

CONTROL – MODULE 9

Definition And Purposes Of Inventory

Inventory Costs And Inventory Models

Economic Order Quantity

Continuous Review System

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Periodic Review System

Control Systems

10 MANAGING VALUE CHAINS SALES AND OPERATIONS PLANNING – MODULE 10

Class Discussion: Yearly Planning Of Nurses In A Hospital

Problems That Managers Face In Aggregate Planning

Strategies For Meeting Demand Forecasts Choices Concerning Various Types Of Costs Aggregate Planning Techniques

11 MANAGING VALUE CHAINS RESOURCE PLANNING, ERP & MRP - MODULE 11

Case Problem For Class Discussion: Promotional Novelties; DMD Enterprises (Given In Study Folder)

Definition

Objective And Application Areas

Structures Of Dependent Demand

MRP Elements

Lot Size Decision Policies

MRP-II And ERP Concepts In Brief

12 MANAGING VALUE

CHAINS SCHEDULING OF

OPERATIONS –

M

O

D

U

L

E

1

2

Objectives Of Scheduling And Sequencing

Performance Measures For Job Sequencing, Priority Rules And Techniques

Johnson’s Rules And Assignment Method

Line Balancing – Main Problems Of Assembly Lines

Methods Used For Balancing

Text Books:

1 B. Mahadevan, Operations Management, Second Edition, Pearson

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Reference Books:

1 Lee Krajewiski Larry Ritzman Manoj Malhotra, Operations Management 8e

Processes And Value Chains, Eighth Edition’2007, Pearson Education

2 Jay Heizer Barry Render, Operations Management, Pearson Education, Eighth

Edition (Latest)

3 Chase, Jacobs & Aqualino, Operations Management For Competitive Advantage, Tenth Edition, Tata Mcgraw Hill

4 William J. Stevenson, Operations Management, Tata Mcgraw-Hill, Eighth Edition

(Latest)

5 S. N. Chary, Production And Operations Management, Tata Mcgraw-Hill, Latest Edition.

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PGDM TRIMESTER 02: MARKETING MANAGEMENT - I

COURSE OBJECTIVES & LEARNING OUTCOMES

1. Understand the concept and elements of the Marketing Mix – called 4Ps for products and 7Ps for services

2. Become familiar with the usage of each of the elements of the marketing mix (4P or 7P)

3. To learn how the elements of the marketing mix are integrated with the fundamentals of marketing strategy comprising of S-T-P. (segmentation, positioning and targeting)

4. Understand the meaning of the Product Life Cycle and its implication for new product development

5. The practical application of the concepts will be made clear by discussing a range of case studies both International and Indian.

6. Learn to develop a Marketing Plan for a chosen product or service (through the project outlined later).

SESSION PLAN

Session No Division Topic for Discussion Chapter No

1 & 2 A Introduction to the Marketing Mix – Products

and Services 12 & 13

B As above

3 & 4 A Product decisions – Product / Service / Brand 12 & 13

B As above

5 & 6 A New product development and Product Life

Cycle 20

B As above

7 & 8 A Pricing decisions based on nature of product

or service 14

B As above

9 & 10 A Pricing decisions based on PLC,

competition etc 14

B As above

11 & 12 A B Place decisions – Distribution channels

As above 15

13 & 14 A Channel decisions – conflicts, retail, on-line

etc 16

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B As above

15 & 16 A Promotion decisions – Integrated Marketing

Communications 17

B As above

17 & 18 A Promotion decisions – consumer and trade

promotions 18 & 19

B As above

19 & 20 A Marketing plan presentations 9

B As above

Note: Details in brackets denote the Chapter numbers from the prescribed text book. The class timings are 10.10 to 13.20 on each day unless otherwise specified.

TEXT BOOKS

Marketing Management by Kotler, Keller, Koshy & Jha – Pearson 2009, 13th edition

(Text Book is already given in Trim I) The Reference Text book:

Marketing Management by Rajan Saxena, Tata McGraw hill, 4th edition

REFERENCES:

(P): Basic Marketing – a Global Managerial Approach by William D Perrault & E

Jerome McCarthy, 15 th edition published by Tata McGraw Hill

(H): Business Marketing – text and cases by Krishna K Havaldar, 3rd edition published

by Tata McGraw Hill

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PGDM TRIMESTER 02: ORGANISATIONAL STRUCTURE, DESIGN AND CHANGE

COURSE OBJECTIVES

1. Many managers and organizations now recognize that a critical source of competitive advantage often comes not from having the most ingenious product design, the best marketing strategy, or the most state-of-the-art production technology, but rather from having an effective system for obtaining, mobilizing, and managing the organization’s human assets. A number of recent developments—including demographic changes in the labour force, rapid technological change, increased global competition, tight labour markets in many sectors, experiments with new organizational arrangements, and public policy attention to work force issues—are making human resource management (HRM) increasingly important for managers in organizations and for entrepreneurs. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization’s human assets, and (2) What needs to be done to implement these policies and, if appropriate for a given organization, to achieve competitive advantage through people.

LEARNING OUTCOMES

2. This course would enable each participant to better appreciate the intricate nuances of ‘People Management’; and the ingredients required for creating and nurturing an environment that is dynamic and which calls for constant High Performance for survival and growth. The course has been designed keeping in view the lifecycle of ‘People Management’ in an organization. The following are the specific learning objectives of the course:-

(a) Discuss how Organizational Strategy has a reciprocal relationship with the HR Strategy of an organization

(b) Describe the implications of Employer Branding and how it impacts the various sub functions of HR

(c) Identify key focus areas while acquiring talent

(d) Explain the relevance and methods of Organizational Socialization and Employee Development

(e) Identify the key issues with the existing Performance Evaluation systems and with Incentive plans

(f) Explain how technology enables the HR processes in an organization

(g) Discuss how HRM of an organization can be a competitive advantage for the organization.

Detailed Syllabus (Per Session Plan)

Unit Theme Topic

1 Theme 1 Significance Of Hr In Organizational Business Strategy

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2 Theme 2 Importance Of The Right Branding And Image Of The Organization

4 Theme 3 Win-Win Approach To Acquiring Talent

5 Theme 4 Nurturing Talent & Socialization

6 Theme 5 Competency Mapping & Management

8 Theme 6 Measures Of Performance And Leveraging Feedback Systems

11 Theme 7 Optimization & Development Of Employee Talent

13 Theme 8 Compensation & Reward Systems

15 Theme 9 Retaining Individuals & Managing Layoffs

17 Theme 10 Technologies Supporting Human Resources

Text Books:

1

Human Resource Management By David A De Cenzo, Stephen P Robbins,

Publisher - Wiley India

2 Organizational Behaviour: Robbins/Judge

3 Fundamental Of HRM By David A De Cenzo

Reference Books:

1 Strategic Human Resource Management: Baron/Kreps

Any Other Information:

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PGDM TRIMESTER 02: BUSNIESS ANALYTICS

COURSE OBJECTIVE

1. Analytics, as a science, is based on the fundamental principles of Statistical Theory 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.

2. Specific Objectives.

• 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 hands on exposure to SAS, which is the industry leading software for

analyzing voluminous data

LEARNING OUTCOMES

3. The student should be able to understand and appreciate both common and advanced techniques in Analytics and should be able to apply such techniques to solve business problems. He/she will get a handle on those business situations where use of Analytics can become a powerful differentiator. The participant should also become comfortable in using the SAS software and should be able to apply basic Statistical theory to understand and interpret SAS output and communicate using business parlance.


Unit Module Topic

1 Introduction To Analytics Analytics – Definition And Scope

The Analytics Scenario And Marketplace

Impetus For Growth Of Analytics

Applications In Business

Skill Sets Required

Tools For Analysis

Upstream & Downstream Technologies

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2 Exploratory Analysis Data Types And Formats

Some Basic Computations

Techniques For Analysis

3 Attribution Models Using Regression

Linear And Non Linear Models

Regression – Cross Sectional And Time Series Regression

Transformations (Power, Exponential, Logistic, Log And Z Transforms)

Elasticity, Contributions And Diminishing Returns

4 Classification Techniques Logistic Regression As A Classification Technique

Multinomial Logistic Regression

Cluster Analysis

Discriminant Analysis

Decision Trees

Principal Component Analysis

Factor Analysis

Correspondence Analysis

5 Forecasting Techniques Time Series Data

Components Of Time Series

Forecasting Through Decomposition

Regression As A Forecasting Technique

Moving Averages Technique

Exponential Smoothing

Holt Winters Methodology

Arima (Box Jenkins) Models

6

7 Design & Analysis Of Experiments

Introduction To Design Of Experiments

Basic Terminology

One Factor With 2 Levels

Two Factor With Two Levels

Three Factor With 2 Levels

Repeated Measures

Nested Designs

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Full Factorial Vs. Fractional Factorial

Analysis Of Response

8 Optimization & Simulation Linear Programming

Non Linear Programming

Distributions

Monte Carlo Simulation

9 Predictive Analytics For Crm

Association Analysis

Logistic Regression & Multinomial Regression

Poisson Regression

Introduction To Survival Analysis

Text Books:

1 Multivariate Analysis By Anderson Black And Hair

2 Business Forecasting By John Hanke

Reference Books:

1 Competing For Analytics By Thomas Davenport

2 Mastering Data Mining By Michael Berry And Gordon Linoff

3 Statistics For Management By Levin And Rubin


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PGDM TRIMESTER 03: CORPORATE FINANCE

COURSE OBJECTIVES

1. This course is the extension and continuation of offered in the Trimester 2. The overall objective of any business organization is to maximize the value for the shareholders. All the important decision areas in the field of corporate finance are covered in the Financial Planning and Control course. This course draws its fundamentals from economics and accounting and covers the nuances of financial decision making process in a business organization. The course discusses the key decision areas such as capital structure, Working Capital Management, Dividends and Share repurchase.

LEARNING OUTCOMES

2. To understand the concept of capital structure theories and dividend decision making process and working capital decision of projects/ companies.


Unit Theme Topic

1 THEME 1 DIVIDEND POLICY DECISIONS

2 THEME 2 CAPITAL STRUCTURE DECISIONS

4 THEME 3 WORKING CAPITAL MANAGEMENT

5 THEME 4 SOURCE OF FINANCE

Text Books:

1 Financial Management: Theory & Practice, 9th Edition, McGraw Hill Published by Dr.Prasanna Chandra

Reference Books:

1 Financial Management: Theory & Practice, 8th Edition, McGraw Hill Publishing by Dr. Prasanna Chandra


-

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PGDM TRIMESTER 03: MARKETING MANAGEMENT - II

COURSE OBJECTIVES

1. 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

2. On successfully completing the course, students will be:

(a) Familiar with analytics techniques used to extract information from marketing data, and will be able to select those most appropriate to the context

(b) Able to interpret the output of commonly used analytics software

(c) 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


Unit Module Topic

1 Introduction To Marketing Analytics

An Overview Of Marketing Analytics

Some Key Marketing Metrics

Commonly Used Multivariate Data Analysis Techniques

Data Sources In India

2 Marketing Mix Modelling Multiple Regression: A Quick Review

Response Variables In Mmm

Explanatory Variables In Mmm

Building An Mmm

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Validating The Mmm

Regression And Time-Series Data

Contribution Of Marketing Inputs To Sales

Marketing Inputs And Roi

Mmm And Resource Optimisation

3 Cluster Analysis For Market Segmentation

Data-Driven Marketing Segmentation

What Is Cluster Analysis?

Clustering Vs Classification

Clustering Methods

Hierarchical Agglomerative Clustering

K-Means Clustering

4 Discriminant Analysis For Classification

What Is Discriminant Analysis?

The Discriminant Function

Estimating The Multiple Discriminant Model

Interpreting Weights And Loadings

Validating The Model

Territorial Map

5 Factor Analysis For

Simplifying And

Understanding

Marketing Data

Factor Analysis: Dimension Reduction And Structure Detection

Correlation Among Analysis Variables

Number Of Factors To Extract

Factor Loadings

Communality

Factor Rotation

Factor Scores

6 Multidimensional Scaling For Positioning

Creating A Map Of India

What Is Multidimensional Scaling?

Obtaining A Solution With Paired Comparisons

Obtaining A Solution With Attribute Ratings

Validating And Improving The Model

Interpreting The Map

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7 Conjoint Analysis For Product Decisions

Data-Driven Product Design What Is Conjoint Analysis?

Calculating Part Worth Utilities

Interpreting Conjoint Analysis Results

Simulating Market Share

8 Customer Relationship Management: Rfm Analysis

What Is Rfm Analysis?

Creating Rfm Scores

Calculating Lift

Identifying The Target Audience

9 Customer Relationship Management: Association Analysis

Market Basket Analysis

Association Rules

Evaluating Rules

Calculating Lift

Application

10 Household Panel Analysis Introduction To Household Panels

Structure Of Panel Data

Data Elements

Penetration Reports

New Acquisitions

Repeat Purchase

Migration

11 Analysing Social Media Introduction To Text Mining

Parsing

Applications O Spam Emails O De-Duplication O Social Media Analysis

Scraping Websites

Text Books:

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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

Reference Books:

1 Rajkumar Venkatesan, Paul W. Farris, and Ronald T. Wilcox. Cutting Edge Marketing Analytics. Pearson Education, Upper Saddle River, New Jersey, July 2014

2

Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein. Marketing

Metrics: 50+ Metrics Every Executive Should Master, Pearson Education, Upper

Saddle River, New Jersey, 2006

3 Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson, (2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall

4 Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley


-

http://ssrn.com/abstract=924128


http://as.wiley.com/WileyCDA/Section/id-302477.html?query=Gordon+S.+Linoff


http://as.wiley.com/WileyCDA/Section/id-302477.html?query=Michael+J.+A.+Berry


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PGDM TRIMESTER 03: BUSINESS LAW

COURSE OBJECTIVES

1. To provide the foundation level knowledge in select business legislations, thereby enabling the learners to comprehend the circumstances, opportunities and constraints within which decisions have to be made.

2. To provide understanding of the legal environment which eventually would lead to sustainability of business;

LEARNING OUTCOMES

3. On successfully completing the course, students will be able to:-

(a) Understand the macro-level perspective of the legal environment within which the business has to operate;

(b) Get the foundation level strength in comprehending the context of certain business decisions;

(c) Comply to norms and procedures that are required by governing bodies & monitoring agencies, enabling regulated and responsible growth.

SESSION PLAN

Ser Topic for Discussion No. of

Sessions Mode of Learning

1 Introduction to the Judiciary system and the

Legal framework in India 1 Class Lecture

2 Fundamentals of the Contacts Act 1872 5 -Do-

3 Essentials of the Sale of Goods Act 1930 2 -Do-

4 Primary features of other Special Contracts 2 Student group

Presentations

5 Salient Features of the Partnership Act 1932

and Limited Liability Partnership Act 2009 1 Class Lecture

6 Significant Topics in Companies Act 2013 6 -Do-

7 Main aspects of Consumer Protection Act 1986 1 Q & A

Session in class

8 Important Definitions in the Competition Act

2002 1

Student group

Presentation

9 Core Principles of the Foreign Exchange

Management Act 1

Guided

Discussion

Total 20 -----

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Text Books

Lectures on Mercantile Business Laws by Prof. K.S. Anantharaman (Professor of Law

and Senior Advocate) and published by C. Sitaraman & Co, Chennai

Lectures on Company Law & Competition Act by Prof. K.S. Anantharaman and

published by Butterworth Publications, New Delhi.

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PGDM TRIMESTER 03: IT FOR MANAGEMENT

COURSE OBJECTIVE

1. Information technology (IT) is an intrinsic part of the DNA of most companies. Most business managers treat Information technology either as a “cost” to be managed or set unreasonably high expectations around what it can achieve. Such issues cannot be addressed by simply teaching managers more technology. What is needed is an appreciation of the technology along with market, business, economic and social drivers that influence technology use – that is the intention of this course.

2. In short business managers, at the end of the course, should be well armed with a working knowledge of how IT works and also develop a “technology intelligence” which is an ability to know the new directions of IT innovations and how to predict, acquire and deploy this for competitive advantage in their businesses.

LEARNING OUTCOMES

3. On successfully completing the course, students will be able to:-

(a) Understand the characteristics of Information through Information theory – how it is measured, coded and transmitted and Information economics – how it is valued and used.

(b) Learn how Technology innovation evolves by studying the use of adoption curves and becoming familiar with various technology “laws”. Look at some current trends and try to predict future disruptive technologies

(c) Learn to connect various inter-disciplinary concepts such as Economics, Human Psychology, Sociology and Technology to setup up a fundamental understanding of the forces driving IT.

(d) Get a working knowledge of the various technology elements including – hardware, Cloud computing, networking including wireless technologies, applications software, social media, big data, analytics, information security. Test this understanding through a number of online quizzes and group discussions around caselets presented in class.

(e) Learn how Organizations develop IT strategies aligned to Business needs using Porters 5 Forces, SWOT and Strategy maps. Learn how a Portfolio of Projects is created and managed. vi. Learn how IT\IS systems are conceived in terms of needs, planned, developed, managed and deployed


Unit Module Topic

1 Fundamental drivers of IT Distinguish between Data and Information, How information is encoded

Information economics – Supply Demand and Network externality effects

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Developing Technology Intelligence – Rogers adoption curves, Technology “Laws” and how they drive technology

2 Detailed view of Technology components

Hardware and the move to Virtualization

Cloud computing – what is it, its benefits and issues

Wireless computing – Cellular networks, wireless applications and issues, Mobile applications


Database technology and data analytics, Introduction to Big Data

Introduction to key business application software – SCM, ERP, CRM

E-Commerce applications

A functional view of how IT applications are used in HR, Sales and Marketing, Finance and Manufacturing


Social Media – what is driving it, what is an SNS, leveraging social media

Information security – 6 key concepts, Malware, human errors (“fat fingers syndrome”), software vulnerability, wireless security issues

Securing information systems – The different layers of security

5 Planning and Building IT Systems

How IT strategy is aligned to Business needs – Porters 5 Forces, Generic strategies and Balanced Scorecards

IT\IS projects – how are they conceived, developing a business case

IT\IS systems development – systems thinking, Standard SDLC

The Agile practice – lean management principles and agile management

Text Books:

1 Business Managers Guide to Information Technology”, S.Sunder Rajan, a Promantia Global Consulting publication, 2013, ISBN: 97881928797-0-3

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PGDM TRIMESTER 03: ENTREPRENEURSHIP

COURSE OBJECTIVE

1. To give exposure to students to the nuances of entrepreneurship.

LEARNING OUTCOMES

2. 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.


Unit Module Topic

1 Start Up Is Not A Condensed Version Of A Big Firm

Journey Of Entrepreneurship Redefined. The Importance Of Vision

Traditional Management And Entrepreneurship: Causal Versus Effectual Thinking

2 Effectuation Logic Based Marketing! The World Is Small Indeed

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

3 It Is Customer Development, Not Product Development

Hypothesis Testing In Entrepreneurship

Speed Is The Essence

4 Small Things With Big Impact

Understanding Tipping Point

Just Do It! Entrepreneurship Is All About Action

5 Theory Meets Practice How To Create A New Market And Thrive Without Competition

Presentation On Marketing Plans For Ventures Created By Students

Text Books:

1 Entrepedia: A Step By Step Guide To Becoming An Entrepreneur In India By Prof Nandini Vaidyanathan

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Reference Books:

1 The Art Of The Start By Guy Kawasaki

2 Effectual thinking 101 by Sarasvathy

3 Blue Ocean Strategy (HBR article): by R. Mauborgne and W. C. Kim


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PGDM TRIMESTER 04: BUSINESS ETHICS, CORPORATE GOVERNANCE & SOCIAL RESPONSIBILITY

Course Objectives

1. 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.

2. 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:

(a) The Global and the Indian context of Corporate Governance. Evolution of CG.

(b) The Regulatory imperatives of Corporate Governance.

(c) Risk management and its relevance to CG.

(d) 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.

(e) Business Ethics and its relationship with the individual Ethics. Understand what is an Ethical Dilemma? Understanding Trust in the corporate perspective.

Learning Outcomes

3. 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.


Unit Module Topic

1 Introduction to Corporate Governance

Introduction to the basic concepts and terms of CG

Concept of Board, Directors/ Independent director/ Executive compensation

Review of CG report of a listed company. Tata Steel.

2 The background to CG theories, philosophy and CG in other countries

CG reports

CG codes

Evolution of CG

Setting up CG

CG around the world

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3 The regulatory Imperative and the legal perspective

Sarbanes-Oxley Act, 2002 (Sox)

Clause 49, etc

Legal Structures

New Companies Act.

4 Corporate & Business Ethics and the Ethical Dilemma

Code of Conduct

Code of Ethics

Whistle-blower policy

Case study on Business Ethics : Ponzi Scheme and Bernie Madoff

Ethical Dilemma

5 Corporate Social Responsibility/ Sustainability

Introduction to CSR, evolution, theories, and components

Implementation and reporting of CSR

CSR in the Indian perspective

Case Studies : Starbucks and Dr Reddys Labs

Sustainability: What does it mean and what is happening around the world Joint Session on CSR with external expert will be done during the course.

6 Risk Management/ Audit Concept of Risk Management. Enterprise Risk Management

Audits, types and framework of Audits

7 Presentations on Individual and Group Assignments/ Projects

Organization Culture

Corporate Ethics

Corporate Social Responsibility

360 degree feedback

Risk Management

8


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PGDM COURSE OUTLINES – ELECTIVES

PGDM TRIMESTER 04 – FINANCE: MANAGERIAL ECONOMICS

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

SCOPE OF THE COURSE

This course covers the conceptual understanding of various aspects of financial

statements and the techniques to analyze them

This course calls for prior knowledge of thorough understanding of financial

accounting concepts

The study plan covering readings, classroom sessions, Group Work sessions and

Assignments

It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests

would be conducted on the same.

The course consists of 7 THEMEs spreads 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 Financial Statement Analysis

• THEME 2: Financial Reporting – Legal Aspects- IAS, IFRS, GAAP.

• THEME 3 : Analyzing Financing Activities THEME 4 : Analyzing Investing

Activities

• THEME 5 : Analyzing Operating Activities

• THEME 6 : Cash Flow Analysis

• THEME 7 : Overview of Profitability analysis, Prospective Analysis and Credit

analysis

PEDAGOGIC TOOLS

The pedagogic tools available to each participant are:

• Textbook

• Study Plan Folder

The textbook to be followed is:

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Financial Statement Analysis – John J Wild, K. R. Subramanyam and

Robert F. Halsey, 9th Edition, Tata McGrawHill Edition.

The study encompasses the following:

• Classroom Lectures and Discussions

• Problems and Case study discussions in the classroom Homework

problems and assignments

SESSION 1 & 2 THEME 1: OVERVIEW OF FINANCIAL STATEMENT ANALYSIS

Pre-Session Readings

• Financial Statement Analysis – Chapter 1

Classroom Session

(90min * 2) • 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



• IAS , IFRS Guidelines

Classroom Session

(90min * 2)

• Discuss the answers for Problem set 1

• Legal Framework

• IAS 2,8,18,24 and IFRS


• Problem Set 2

SESSION 5, 6 & 7 THEME 3: ANALYZING FINANCING ACTIVITIES



Classroom Session

(90min * 3)

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• Problem Set 2 - Discussion

• Liabilities

• Leases

• Post retirement Benefits

• Contingencies and commitments

• Off- Balance sheet Financing

• Shareholders’ Equity


• Problem Set 3

SESSION 8, 9 & 10 THEME 4: ANALYZING INVESTING ACTIVITIES



Classroom Session

(90min * 3)

• Problem set 3 - Discussion

• Current Assets

• Inventories

• Long- term assets

• Plant Assets and Natural resources

• Intangible assets


• Problem set 4

SESSION 11, 12 & 13 THEME 5: ANALYZING OPERATING ACTIVITIES



Classroom Session

(90min*3)

• Problem set 4 - Discussion

• Income Measurement

• Nonrecurring Items

• Deferred charges

• Supplementary Employee Benefits

• Interest costs


• Problem Set 5

SESSION 14, 15 & 16 THEME 6: CASH FLOW ANALYSIS

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• Classroom Session (90min* 3)

• Problem set 5 - discussion

• Statement of Cash flows

• Analysis Implications of cash flows

• Free Cash flow

• Specialized cash flow ratios


• Problem Set 6

SESSION 17 & 18 THEME 7: OVERVIEW OF PROFITABILITY ANALYSIS, PROSPECTIVE ANALYSIS

AND CREDIT ANALYSIS


• Financial Statement Analysis – Chapter 8,9,10

Classroom Session (90min*

3)

• Problem set 6 - discussion

• Return on invested capital

• Prospective analysis

• Credit analysis

• Solvency analysis


• Problems set 7

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PGDM TRIMESTER 04 – FINANCE: 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

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’.


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 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

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- 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


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

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

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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

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

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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

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

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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

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PGDM TRIMESTER 04 – FINANCE: CORPORATE & RETAILS BANKING

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.

• Understand the functioning of foreign exchange markets and apply the techniques

for trading in the currency markets.

• Apply exchange rate models for currency forecasting.

• Understand the various types of risk faced by an MNC and apply the respective

hedging techniques for risk management.

• Understand the specific issues related to foreign project investment and apply the

techniques of capital budgeting for assessing the project’s feasibility.

• Understand the intricacies of short term cash and fund management of an MNC’s

in its ongoing global operation.

• Evaluate various sources of foreign financing instruments for financing decision.

SCOPE OF THE COURSE




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

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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


• Textbook



• 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


(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

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


(18 pgs – 60 minutes) Textbook

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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

SESSION 4 THEME 4: PARITY CONDITIONS & EXCHANGE RATE DETERMINATION


(50 pgs 200 min) Textbook


Chapter 6 International Parity Conditions pgs 170 to 193

Chapter 7 Foreign Exchange Determination

Classroom Session

Theory Behind the Parity Relationships

Parity Prevailing?

pgs 205 to 231

Discussion on Asian, Russian & Argentine Crisis

SESSION 5 & 6 THEME 5: Currency Derivatives


(33 pgs 100 min)

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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


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


Textbook


Chapter 8 - Transaction Exposure pgs 239 to 263 Classroom Session

• Transaction Exposure – Measurement and Management

• Lufthansa’s Purchase of Boeing

Assignment 2


Case Analysis: Merton Electronics Corporation IF - 18

SESSION 8 & 9 THEME 6: EXPOSURE MANAGEMENT


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



Responding to the Rising Rupee: Why Indian Firms Must Rethink Their Business Models India Knowledge@wharton: IF - 028

Classroom Session


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The Case of Depreciaiting Indian Rupee IF - 031

Nissan Operating Exposure/Economic Exposure IF - 041

SESSION 10 THEME 6: EXPOSURE MANAGEMENT


• Textbook


Chapter 10 - Translation Exposure pgs 313 to 341

Classroom Session

• Translation Exposure: Measurement

SESSION 11 THEME 7: FOREIGN INVESTMENT DECISION


• Textbook


Eiteman,

Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 15 - Foreign Direct Investment : Theory and Strategy pgs 483 to 501

Classroom Session

Textbook


Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Foreign Direct

Investment

ONGC Videsh Ltd : A Case in Point pg 506


AB Ltd: Entry Strategy to India IF - 048

SESSION 12 THEME 7: FOREIGN INVESTMENT DECISION


Textbook


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

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Assignment 3


GMS Scenario Analysis IF – 050

SESSION 13 THEME 7: FOREIGN INVESTMENT DECISIONS


• Textbook


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


Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Real Option Analysis – Carlton page 603

• Private Equity in Latin America

SESSION 14 & 15 THEME 8: GLOBAL FINANCING


• Textbook


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 16, 17, 18 THEME 9: MANAGING MULTINATIONAL OPERATIONS


• Textbook

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Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Chapter 21 –Repositioning Funds pgs 672 to 715 Chapter 22 – Working Capital in the MNE pgs 728 to 752 Chapter 23 – International Trade Finance pgs 763 to 801 Classroom Session

• Transfer Pricing

• Financing Working Capital

• Export/Import Transaction

• Textbook

Multinational Business Finance: Tenth Edition, Pearson Education David K Eiteman, Arthur I Stonehill, Michael H Moffet, Alok Pandey Crosswell

International: Case Analysis pg 806 Assignment 4

• Textbook

Multinational Business Finance: Tenth Edition, Pearson Education, Arthur I Stonehill, Michael H Moffet, Alok Pandey Ford Asia Pacific: Transfer Pricing

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PGDM TRIMESTER 04 – FINANCE: 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

SCOPE OF THE COURSE

The study plan covering readings, classroom sessions, group work and

assignments corresponding to each session are outlined below.

It is mandatory to go through the ‘Pre-session readings’. You may expect surprise

quizzes 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


• THEME 1: Investment Setting

• THEME 2: Security Market Indices

• THEME 3: Efficiency of Capital Markets

• THEME 4: Introduction to Portfolio Management

• THEME 5: Asset Pricing Models: CAPM, APT and other multi-factor models

• THEME 6: Fundamental Analysis: Economic, Industry and Company analysis

• THEME 7: Technical Analysis

• THEME 8: Behavioral Finance

• THEME 9: Equity Portfolio Management Strategies

PEDAGOGIC TOOLS


• Textbook

• Study Plan folder Other reference books


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• 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

SESSION 3 THEME 2: SECURITY MARKET INDICES


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


Chapter 6: Efficient Capital Markets (Reilly & Brown)

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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


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

SESSION 9 THEME 6: FUNDAMENTAL ANALYSIS


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

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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


Chapter 15: Technical Analysis (Reilly & Brown)

Classroom Session

Technical Analysis

SESSION 14 THEME 8: BEHAVIOURAL FINANCE


Chapter 10: Behavioral Finance: The Irrational Influences (Prasanna Chandra,

Investment Analysis and Portfolio Management, 3e)

Classroom Session

Behavioral Finance

SESSION 15 & 16 THEME 9: EQUITY PORTFOLIO MANAGEMENT STRATEGIES THEME


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)


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

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PGDM Trimester 04 – FINANCE: PROJECT APPRAISAL AND FINANCING

COURSE OVERVIEW AND OBJECTIVES

For Project finance is actually a centuries old financing method that predates corporate financing. However with the explosive growth in privately financed infrastructure projects in the developing world, the technique is enjoying renewed attention. Its emergence has resulted from a number of favourable trends, e.g., privatization, deregulation of industries, new attitudes towards the role of the private sector in developing countries and at the multilateral agencies, etc.

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.

Session-wise Details

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Sessions Topics

Readings

from

textbook

Additional Material

S1, S2 Project Planning

* An overview of the course;

* Nature of Capital Expenditure

Projects;

* Strategy and Resource

Allocation;

* Generation and Screening of

Projects

1,2,3 An Over view of Project

Finance and Infrastructure Finance – Benjamin C. Esty - HBSP

S3, S4 Project Analysis

* Market and Demand Analysis

* Technical Feasibility

3,4 Mini Case – Page No.

4.30 - PC

S5, S6 Project Selection - I

* Investment Criteria

* Project Cash Flows · Project

Rate of Return

6,8,9,12 Case: Airbus A3XX:

Developing the World's

Largest Commercial Jet

(A) (HBS)

Mini Case – Page No.

6.39

– PC


8.31

– PC


9.29

– PC


12.15 - PC

S7 Project Selection - I

* Project Risk Analysis

11 Case: Bidding for

Antamina (HBS)


11.44 - PC

S8 Project Selection - II

*Special Decision Situation

*Social Cost Benefit Analysis

13,14 Mini Case – Page No.

13.22 – PC


14.37 - PC

S9, S10 Project Selection - II

*Social Cost Benefit Analysis

*Judgemental, Behavioural,

Strategic,

Organizational Consideration

17 Social Cost-Benefit

Analysis of Delhi Metro,

M N Murty & others,

Institute of Economic

Growth, 2006

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S11,

S12

Project Selection - II

*Application of Real options in

Project Appraisal

16 Case: Arundel Partners

(HBS)


16.32 - PC

S13,

S14

Project Financing

*Source of capital

*Preparation of Detailed Project

Report

18 Case: Financing the Mozal project (HBS)


18.45 – PC

S15,

S16

Project Financing

*Preparation of Detailed Project

Report *Financing Infrastructure

Projects · PPP models

*Venture Capital and Private Equity

19, 20 Case: Athens Ring Road

(Attiki Odos) (HBS)


20.22 - PC

S17,

S18

Project Financing

*Credit Appraisal and Default Risk

Analysis

* Managing Credit Risk from Chapters 8 & 9, Padmalata Suresh & Justin Paul: Management of

Banking and Financial

Services. Pearson

Education. 2nd Edition

*Basel II: Assessing the

Default and Loss

characteristics of Project Finance Loans (A) & (B) – Benjamin C. Esty –

HBSP

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S17,

S20

Project Financing

*Credit Appraisal and Default Risk

Analysis

*Project Review and Administrative

Aspects

23 *Managing Credit Risk from Chapters 8 & 9, Padmalata Suresh & Justin Paul: Management of

Banking and Financial

Services. Pearson

Education. 2nd Edition

*Basel II: Assessing the Default and Loss characteristics of Project Finance Loans (A) & (B) – Benjamin C. Esty -

HBSP

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PGDM TRIMESTER 04 – MARKETING: CONSUMER BEAHVIOUR

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


• 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)

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

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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.

STUDENT ROLES AND RESPONSIBILITIES

Cases or readings assigned for corresponding classes have to be first prepared

individually and then discussed in groups prior to the class. Come to the class with

well thought out recommendations or opinions.

Groups or individuals may be picked up at random to present the main points of the

case or readings assigned.

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

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

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• 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


• 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


• 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


• Lecture Notes

Additional Readings

• Why did customers hire your product? CB-43

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

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THEME 6: PERSONALITY AND LIFESTYLE


• 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


• 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


• 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

• 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

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• 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


• 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)


• 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

SESSION 18 THEME 12: SOCIAL CLASS


• 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

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• Unilever in India: Project Shakti

SESSION 19 & 20 THEME 13: CONSUMER RESEARCH


• 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.

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PGDM TRIMESTER 04 – MARKETING: INTEGRATED MARKETING COMMUNICATION

COURSE OBJECTIVE:

The purpose of this paper is to provide an understanding of the field of Advertising and

Promotion with an IMC perspective. It reflects the adaptation in approach by marketers

to a changing environment, with respect to consumers, technology, and media.

To create an understanding of each communication function (Sales Promotions, Direct

Marketing, Public Relation and Publicity apart from Advertising), and an appreciation of

the value of strategically integrating the various communication functions for synergistic

impact.

LEARNING OUTCOMES

Students should acquire the ability to -

• Understand the strategic relationship between Marketing Objectives ,

Promotional Objectives and IMC

• Analyze current IMC campaigns

• Create an IMC Plan

• Evaluate an IMC Campaign

PEDAGOGIC TOOLS


• Lectures

• PPTs Mini Cases

• Exercises.


Advertising and Promotion an Integrated marketing Communications Perspective By George E Belch, Michel A Belch and Keyoor Purani

Reference books

• Advertising Management by Rajiv Batra, John Myers, David Aaker

• Advertising Principles and Practices by William Wells,John Burnette, Sandra

Moriarty (2006)

• Advertising Management by Jaishri Jethwany and Shruti Jain

Suggested Readings

• 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

• USP Pitch

• Economic Times – Brand Equity

• Business Line

• Brand Line

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• Campaign Advertising Age Suggested Website: Agencyfaqs.com

• Exchange4media.com

Suggested Journals

• HBR

• Journal of Promotion Management

• International Journal of Advertising

SESSION 1 & 2 THEME 1: INTRODUCTION TO IMC AND THE VARIOUS COMMUNICATION

DISCIPLINES Learning Objectives

Understand the promotional function and the growing importance of advertising and

other promotional elements in the marketing program.

Understand the concept of Integrated Marketing Communications (IMC)

Understand the importance and the reasons for an IMC perspective in planning and

executing promotional programs.

Understand the various elements of the promotional mix and consider their strategic role

in an IMC program.

Understand how the various marketing and promotional elements must be coordinated

to communicate effectively.

Understand the model of the IMC planning process and examine the steps in developing

a marketing communications program.

Session Coverage

Introduction to Advertising and Promotion. Evolution of IMC. The Promotional Mix and

the tools of IMC. The Promotion Planning Process.

SESSION 3 THEME 2: THE ROLE OF IMC IN THE MARKETING PROCESS

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 and

how these influence and interact with the advertising and promotional strategy.

Understand the concept of Target Marketing in an IMC program.

Understand the role of Market Segmentation and its use in an IMC program.

Understand the use of Positioning and Repositioning strategies.

Session Coverage

Marketing and Promotion Process Model. Marketing Strategy and Analysis. Target

Marketing Process. Developing the Marketing Program. Developing the Promotional

Strategies.

SESSION 4 THEME 3: ORGANIZING FOR PROMOTION - ROLE OF ADVERTISING AND

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OTHER COMMUNICATION AGENCIES Learning Objectives

Understand how companies organize for Advertising and other aspects of IMC.

Understand the methods for selecting, compensating, and evaluating Advertising

Agencies. Session Coverage

Participants in the IMC process. Types of Agencies. Client’s Role. Agencies Role.

Agency compensation. Evaluating Agencies.

SESSION 5 & 6 THEME 4: AN UNDERSTANDING OF CONSUMER BEHAVIOR

Learning Objectives

Understand and analyze the role of Consumer Behavior in the development and

implementation of Advertising and Promotional programs.

Understand and analyze the Consumer Decision-making Process and how it varies for

different types of purchases.

Understand and analyze various internal psychological processes, their influence on

Consumer Decision Making, and implications for Advertising and Promotion.

Recognize various approaches to studying the Consumer Learning Process and their

implications for advertising and promotion.

Understand external factors such as Culture, Social Class, Group Influences, and

situational determinants and how they affect consumer behavior.

Session Coverage

Consumer Decision Making Process Model. Consumer Learning Process.

Environmental Influences on Consumer Behavior

SESSION 7 THEME 5: THE COMMUNICATION PROCESS

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.

Session Coverage

Basic Communication Model. Analyzing the Receiver. Involvement. Cognitive

Processing of Communications. The Response Process and the Effects of Advertising.

SESSION 8 THEME 6: SOURCE, MESSAGE CHANNEL FACTORS

Learning Objectives

Understand the major Variables in the Communications System and how these influence

Consumers’ Processing of Promotional Messages.

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Remember the considerations involved in the selecting a Source / Communicator of a

Promotional Message.

Understand and remember the different types of Message Structures and Appeals that

can be used to develop a promotional message.

Understand and remember the effect of the Channel or Medium on the promotional

message and the communication process.

Session Coverage

Promotional Planning through the Persuasion Matrix. Source Factors. Message Factors.

Channel Factors

SESSION 9 & 10 THEME 7: ESTABLISHING COMMUNICATION OBJECTIVES AND BUDGETS

Learning Objectives

Understand the importance and value of setting specific Objectives for Advertising and

Promotion.

Be able to analyze the role of Objectives in the IMC Planning Process and remember

the Relationship of Promotional Objectives to Marketing Objectives.

Remember the differences between Sales and Communication Objectives.

Understand the theoretical issues involved in Budget Setting.

Remember the various Methods of Budgeting

Be able to apply the concepts of the Objective and Task method of budgeting.

Session Coverage

The value of Objectives. Determining Objectives. Sales versus Communication

Objectives. DAGMAR Approach to setting Objectives. Problems with Setting Objectives.

Establishing and Allocating the Promotional Budget and Budgeting Approaches.

SESSION 11 THEME 8: CREATIVE STRATEGY PLANNING AND IMPLEMENTATION

Learning Objectives

Understand Advertising Creativity and examine the role of Creative Strategy in

Advertising.

Understand Creative Strategy Development Process, and the role of various client and

agency personnel involved in this process.

Understand the Creation Process of Advertising Messages and the various Research

Inputs into the stages of the Creative Process.

Remember the various approaches used for determining major Selling Ideas that form

the basis of an advertising campaign.

Be able to evaluate the Creative Execution of a campaign.

Session Coverage

Importance of Creativity. Planning the Creative Strategy. Creative Process. Creative

Strategy Development.

SESSION 12 THEME 9: CREATIVE STRATEGY IMPLEMENTATION

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Learning Objectives

Remember various Types of Appeals that can be used in the development and

implementation of an Advertising Message.

Be able to analyze the advertising situations and know the appropriate Creative

Execution Styles that advertisers can use.

Be able to analyze various Tactical Issues involved in the creation of print advertising

and TV commercials.

Understand how clients should evaluate the Creative Work presented by their agency,

and know the guidelines for the evaluation, and the approval process.

Session Coverage

Appeals and Execution Styles. Creative tactics. Client Evaluation of creative work

SESSION 13

THEME 10: MEDIA PLANNING Learning Objectives

Remember and be able to apply key media terminology necessary for Media Planning

Understand how a Media Plan is developed.

Understand and be able to apply the Process of Developing and Implementing Media

Strategies Remember the various Media Characteristics

Session Coverage

Media terms and concepts. Developing the Media Plan. Analysis and Target Market

identification. Establishing Media Objectives. Developing and implementing Media

Strategy. Evaluation and Follow-up. Characteristics of different types of Media

SESSION 14 THEME 11: EVALUATION OF DIFFERENT TYPES OF MEDIA

Learning Objectives

Understand the advantages and limitations of TV and Radio as advertising media.

Understand the advantages and limitations of Magazines and Newspapers as

Advertising Media.

Remember the various Support Media available to the marketer in developing a

promotional program

Understand the advantages and disadvantages of Support Media.

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

Session Coverage

Advantages and disadvantages of electronic media, magazines, newspapers. Types of

News Paper advertising and Support Media. Advantages and disadvantages of Support

Media.

Purchasing media. Future trends.

SESSION 15 THEME 12: DIRECT MARKETING

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Learning Objectives

Remember the contexts in which Direct Marketing can be used as a communications

tool.

Apply the Strategies and Tactics involved in Direct Marketing. Understand the use of

Direct-Marketing Media.

Understand how to Evaluate Direct Marketing

Session Coverage

What are Direct Marketing and its role in IMC? Direct Marketing objectives, databases,

strategies and media. 3 forms of Direct Selling. Evaluating the effectiveness of Direct

Marketing.

SESSION 16 THEME 13: INTERNET AND INTERACTIVE MARKETING

Learning Objectives

Understand the different ways the Internet is used to communicate.

Know the role of the Internet and Interactive Media in an IMC program..

Understand the advantages and disadvantages of the Internet and Interactive Media.

Understand how to evaluate the effectiveness of communications through the Internet.

Session Coverage

Internet and IMC. Developing an Internet program. Advantages and Disadvantages of

Internet Media. Measuring effectiveness of the Internet. Other interactive media

SESSION 17 THEME 14: SALES PROMOTIONS

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 the various types of Consumer and Trade-oriented Sales

Promotion tools

Understand the potential problems and abuse by companies in their use of Sales

Promotion.

Session Coverage

Scope and Role of Sales Promotions. Consumer oriented Sales Promotions - objectives

and techniques. Trade oriented Sales Promotions - objectives and techniques and types.

Coordinating Advertising and Sales Promotions. Sales Promotion abuse.

SESSION 18 THEME 15: PUBLIC RELATIONS, PUBLICITY, CORPORATE ADVERTISING

Learning Objectives

Understand the roles of Public Relations, Publicity, and Corporate Advertising in the

promotional mix.

Understand the difference between Public Relations and Publicity

Remember the different PR mechanisms

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Remember methods for measuring the effects of Public Relations, Publicity and

Corporate Advertising.

Session Coverage

Role of PR. Process of conducting PR. Publicity. Types of Corporate Advertising.

Advantages and disadvantages of PR, Publicity and Corporate Advertising. Measuring

the effectiveness of PR, Publicity and Corporate Advertising.

SESSION 19 THEME 16: MEASURING THE EFFECTIVENESS OF THE PROMOTIONAL

PROGRAM Learning Objectives

Understand reasons for Measuring Advertising Effectiveness.

Understand the various Dependent Measures that are used in assessing advertising

effectiveness.

Evaluate Alternative Methods for conducting measures of advertising effectiveness.

Understand the requirements for conducting proper effectiveness research. Session

Coverage

Arguments for and against measuring effectiveness. Research to measure

effectiveness. Testing Process. Establishing a program for Measuring Advertising

Effects. Measuring the effectiveness of other program elements

SESSION 20 THEME 17: SOCIAL, ETHICAL AND ECONOMIC ASPECTS OF ADVERTISING.

REGULATION OF ADVERTISING AND PROMOTION Learning Objectives

Understand various perspectives concerning the Social, Ethical and Economic aspects

of Advertising and Promotion.

Evaluate the Social Criticisms of advertising.

Understand the Economic Role 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.

Session Coverage

Advertising and Promotion Ethic. Social and Ethical criticism. Economic effects of

Advertising. AAAI and The Standard’s Council of India. Statutory regulations.

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PGDM TRIMESTER 04 – MARKETING: RETAIL MANAGEMENT

INTRODUCTION

Retail Management presents the emerging opportunities, importance and process of retail management and franchising. This course allows students to develop and implement retail strategies, understand the dynamic retail environment, comprehend and react to changing consumer demographics, lifestyles and values for better marketing and business performance. COURSE OBJECTIVES

1. To critically analyze the retailing process, the environment within which it operates, and

the institutions and functions that are performed.

2. To provide a foundation for those students who plan to work in the field of retailing or

related disciplines

LEARNING OUTCOMES

• Understand the issues related to Indian Retail Industry Scenario and the key

differences between Indian and international Retail industry.

• Understand the process for making branding, private label and merchandising

decisions in Retail.

• Appreciate the business format franchising in Retail

• Develop a framework to identify products suitable for Online Retailing

SCOPE OF THE COURSE


corresponding.

It is mandatory to go through the ‘Pre-Session Readings’. For post contact reading,

please refer to the handouts listed under ‘Additional Readings’.


of 90 minutes. The THEMEs that would be covered in the course are under: o THEME

1: Retail Industry analysis – Indian scenario o THEME 2: Key Indian Retail

Players and their Strategies. o THEME 3: Types of retail formats o THEME 4:

Planning Merchandise Assortments o THEME 5 : Branding Decisions in Retail

(National Brands and Private Labels) o THEME 6: Staple Buying Systems, Fashion

Buying Systems and Quick Response o THEME 7: Pricing o THEME 8: Locating a

Store

o THEME 9: Retail Market and Finance Strategies o THEME 10: Store Layout

and Visual Merchandising Decisions

o THEME 11: E-Retailing

o THEME 12: Franchising

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 Retailing Management, Michael Levy, Barton A Weitz,

Ajay Pandit, The McGraw Hill Special Indian Edition, Sixth Edition.

• The study encompasses the following: Pre-Class Readings.

• Classroom Lectures and Interactions Submission of group assignments.

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SESSION PLAN

Session Topic

1,2 Introduction to Retailing and Macro Analysis of India’s Retail Industry

3 Current Issues in India’s Retail Sector

4 Strategies of Key Indian Retailers – Future Group, Shopper’s Stop, Reliance

Retail, Bharati Wal-mart, Subhiksha.

5

Types of retailing Formats – Supermarket, Supercenters, Hypermarket,

Warehouse clubs, Convenience Stores, Discount Stores, Specialty

Stores, Category Specialists, Home Improvement Centers, Department

Stores, Drug Stores, Off-price Stores, Value Retailers

6,7,8

Planning Merchandise Assortments – Variety, Assortment, Category

Management, GMROI, Advantages and Disadvantages of High Inventory Turnover, Category Life Cycle, CPFR, Assortment Planning Process.

Case : Nolan’s Finest Case

9

Buying Systems – Staple merchandise buying systems, merchandise

budget plan for fashion merchandise, Open-to-Buy, Analysing Merchandise

Performance

10,11

Private Label Strategy – Ascendancy of Retailers and Private Label,

Transformation of Private Labels, Types of Private Labels (Generics, Copy

cats, Value Innovators and Premium Store Brands)

12 Pricing – Pricing Strategies, Approaches for Setting Prices, Price

Adjustments, Using Price to Stimulate Retail Sales

13 E-Retail: Benefits and Disadvantages of E-retail, Methodology to evaluate

the benefits of E-retail to a product category

14

Franchising – selection and management of franchisees, types of franchisee

systems, rationale for franchising, modes of operation, distribution of

revenue and conflicts

15,16

Identifying the correct Store Location: Region, Trade Area, Specific

Site Location, Destination and Non-destination stores, Anchor Stores,

Revenue sharing structure between real estate developers and retailers

Case : Hutch

17 Evaluating Mall performance and Tenant Mix Case: ABC

Mall

18,19

Store Layout, Featured Areas and Space management: Grid Layout, Race-

track layout, Free-form layout, Goal Oriented and Destination Shoppers,

Demand and Impulse Merchandise.

20

Retail Communication Mix: Defining Communication Objectives,

Developing communication budget through Marginal Approach, Objective

and task Approach.

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PGDM TRIMESTER 04 – MARKETING: 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 coordination with all functions which contribute to better customer service. In the current context of globalization, multi-national businesses, shortened product life cycles and optimized operations management and customer relationship building efforts, sales management gains special significance. Sales management can only achieve these goals with the continuous support of the channels which help reach the product or service to the end user. 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. Definition of distribution management: Distribution management is the management of all activities which facilitate the movement and co-ordination of supply and demand in the creation of time and place utility in goods or services. 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 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. Channel management is an integral part of sales management. It is the heartbeat of sales management. Either sales management or channel management cannot exist, operate or perform without each other. While sales management may plan the strategy and the operational details to achieve revenue, growth and market shares, it is the distribution channel part, which executes these plans, of course, under the guidance of the sales

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managers. Planning and execution is a team effort between sales managers and distribution channels. 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

• Understand any limitations under which sales people operate

• Develop a pragmatic approach for selection, growth and evaluation of channel

partners

SCOPE OF THE COURSE


corresponding.





o THEME 1: Introduction To Sales Management o THEME 2: Planning, Sales

Forecasting And Budgeting o THEME 3: Organizing And Staffing The Sales

Force o THEME 4: Compensating And Leading The Sales Force o THEME 5:

Planning And Execution Of Sales Promotions o THEME 6: Distribution

Management And The Marketing Mix o THEME 7: Channel Planning And

Design o THEME 8: Training And Motivation Of Channels o THEME 9: Dealer

Management Principles

o THEME 10: Channel Institutions – Retailing

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)

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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

The study encompasses the following: Classroom Lectures and Interactions Submission of group assignments.

Case discussion in class led by Faculty. 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

No. Topic for Discussion

1 Introduction to Sales Management. Relationship with

Distribution Management (Ch 1)

2 Personal Selling process (Ch 2)

3 Planning, Sales Forecasting and Budgeting (Ch 3)

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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)

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

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9 & 10 Hammacher Co (C&S)

Electrical Equipment Ltd (pg 637)

5,10,15

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

19 & 20 Indian Engineering Ltd (pg 495)

Teekha Spices Ltd (pg 497)

15,10,5

ALL

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)

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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)

Note: Copies of the Articles would be provided by the Course Co-ordinator.

PROJECT BRIEF:

(The project is for each of the 15 groups only) The two parts of the project should cover any company which is operating in India selling products or services. You may select any company with which you may be familiar and complete both parts of the project for the same company. Each group should select a different company. 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.

Source of information: (Please clearly indicate the source) • Your own experience

• Published data

• The Internet

• Interviews with company people

At the end of each part of the report, add one paragraph highlighting your Learning from the project. The soft copy of the project report (each part of the report need not exceed 3 pages)

should be sent to the Faculty through your Class Representative NOT LATER than

Thursday, July 11, 2013

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PGDM TRIMESTER 04 – OPERATIONS: LOAN MANAGEMENT

COURSE OBJECTIVE

To understand the basic concepts of Lean Management, specific to the operations function in business firms. At the end of the course, students should be able to apply the principles of lean management to real world situations.

LEARNING OUTCOMES

Understanding of lean principles and the Toyota Production System

Ability to analyse a process to categorise the value-adding and non-value adding

portions Ability to design an operations process from scratch that serves its objectives

SCOPE OF THE COURSE

Understanding the evolution of the subject from Henry Ford till the present

Application of the principles of lean to processes – both manufacturing and services

PEDAGOGIC TOOLS

Audio and video clips

Case study analysis

Discussions led by the faculty

Exercises

PRESCRIBED TEXTBOOK

The Toyota Way by Jeffrey Liker (Tata McGraw Hill) It is recommended that each student has an individual copy of the textbook.

PLAN FOR SESSIONS OF 90 MINUTES EACH

Sessions 1 to 2 – Understanding the basics of Lean Management

Sessions 3 to 7 – The Toyota Production System

Sessions 8 to 12 – Value stream analysis

Sessions 13 to 16 – Applying lean concepts in process design and execution

Sessions 17 to 20 – Case study analysis

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PGDM TRIMESTER 04 – OPERATIONS: SOFTWARE ENGINEERING & 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

SCOPE OF THE COURSE

Details of the Process Models applicable to Typical Stages of Software Development

& Systems which are used to Design, Implement & test the Software Solution

Various methods for Monitoring, Managing & Controlling the Software Development

Process

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 & 2 THEME: INTRODUCTION TO SOFTWARE ENGINEERING & PROJECT

MANAGEMENT Pre-Session Readings

Study Plan Folder


POWERPOINT PRESENTATIONS - INTERACTIVE Topics

Introduction to SE

Requirement Analysis

Proposals, Scoping, Risk Management

SESSIONS 3 & 4 THEME: ISSUES RELATED TO SOFTWARE PROJECTS


Study Plan Folder



Change Management & Control

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Mindset Issues

Flow Charts

SESSIONS 5 & 6 THEME: STAGES OF SOFTWARE ENGINEERING


Study Plan Folder



Cost Estimation

User Interface Design

New Horizons – Nine Steps

SESSIONS 7, 8 & 9 THEME: APPLICATION AREAS


Study Plan Folder



Client Server Technology

Global Delivery Model

Pareto Approach

Assignments A Software Development Proposal to be submitted

SESSIONS 10, 11 & 12 THEME: THE MILLENIUM APPROACH - A


Study Plan Folder



Sockets Approach

Peripheral Tools - Innovator

Introduction to ERP

SESSIONS 13 & 14 THEME: THE MILLENIUM APPROACH - B


Study Plan Folder



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ERP Demo

SESSION 15 THEME: TEST & QUIZ


Study Plan Folder Classroom Session TEST & QUIZ

SESSIONS 16 & 17 THEME: ADDRESSING THE KRAs


Study Plan Folder



Information Security

Software Productivity

SESSIONS 18 & 19 THEME: QUALITY ASPECTS OF SE


Study Plan Folder – All Topics Additional Readings

Study Plan Folder – Reference Files



Software Testing

Verification & Validation

DMS

SESSION 20 & 21 THEME: PROJECT PRESENTATION


Study Plan Folder – All Topics Additional Readings



Group Work

PowerPoint presentation by the students in groups

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PGDM TRIMESTER 04 – OPERATIONS: 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 trade offs 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.

SCOPE OF THE COURSE

The study plan covering readings, classroom sessions, and Assignments corresponding.



The course consists of 10 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: Introduction and Overview

• THEME 2: Supply Chain Strategy and Performance Measures

• THEME 3: Distribution Network Configuration

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• THEME 4: Distribution Network Design

• THEME 5 : Inventory Management in an Uncertain Environment

• THEME 6: Determining Optimal level of product availability (CSL)

• THEME 7: Transportation

• THEME 8: Sourcing and Outsourcing to improve Supply Chain Performance

• THEME 9: Pricing and Revenue management in a Supply Chain

• THEME 10: Supply Chain Integration and Strategic Partnerships

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:

• Sunil Chopra, Peter Meindl, D. V. Kalra, Supply Chain Management, Strategy,

Planning and Operation, Pearson Prentice Hall, Fourth Edition The Reference

Text Books to be followed are:

• Janat Shah, Supply Chain Management, Text and cases, Pearson Education,

Latest

• Simchi-Levi, Kaminsky, Designing & Managing The Supply Chain, Tata McGraw

Hill, Third

• Donald J. Bowersox, David J. ClossLogistical 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



• Classroom Lectures and Interactions Submission of group assignments.

SESSION 1, 2 THEME 1: INTRODUCTION AND OVERVIEW

Pre –session Reading

• Textbook

Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir

Kalra,

Fifth Edition Chapter 1

Illustrations on Types of Supply Chains and Issues - Gopaljee Dairy; Amul;

Mumbai Dabbahwallas, Amazon.com; Toyota Supply Chain; Marico Industries

Post-session Reading

• The Beer Game – Understanding the Beer game and its implications in Supply Chain

management (To be downloaded from the CD at NMIMS Library)

Classroom session (90*2 Min)

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• Definitions of Logistics and Supply Chain Management

• Challenges of Managing Uncertainty and Global Optimization

• Key issues in Logistics and Supply Chain Management

• Process views of a Supply Chain – Cycle / Push Pull view Evolution of Supply

Chain Management

SESSION 3, 4 THEME 2: SUPPLY CHAIN STRATEGY AND PERFORMANCE MEASURES


• Textbook

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

SCM - 01 Post-session Reading


Supply Chain Management at World Co. Ltd. SCM - 14

Classroom session (90*2 min)

• Integration of Business Strategy to Supply Chain Strategy

• Efficient and Responsive Supply Chains

• Comparison of Supply Chains for Functional and Innovative products

• Framework for structuring Supply Chain Drivers

• Logistics and Cross Functional Drivers

• Performance Measures; SCOR Model

SESSION 5, 6, 7 THEME 3: DISTRIBUTION NETWORK CONFIGURATION


• Textbook

Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir Kalra, Fifth Edition Chapter 4


“The Ford Motor Co. Supply Chain SCM - 35


• Customer need factors that influence network configuration

• Facility, Inventory, Transportation and Information Technology costs

• Typical Distribution Network Configurations – Merits and demerits

• Performance Evaluation of Distribution Networks

• Comparison of E-business networks with other typical networks

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SESSION 8, 9 THEME 4: DISTRIBUTION NETWORK DESIGN


• Textbook



• Factors that influence network design

• Steps in network design

• Data collection and aggregation

• Solution methods and Network optimization models

Assignment

• Network Model practice problems using Excel Solver

SESSION 10, 11, 12 THEME 5: INVENTORY MANAGEMENT IN AN UNCERTAIN ENVIRONMENT


• Textbook

Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir Kalra, Fifth Edition Chapter 11, 12


Sport Obermeyer SCM - 44


• Safety Inventory in Multi-echelon supply Chain

• Impact of Replenishment Policies and Aggregation

• Effect of lead time and supply uncertainties

• Practice problems on Cycle Service Level, Fill Rate, Expected Profit

Assignment

• To be given during the session

SESSION 13, 14 THEME 6: DETERMINING OPTIMAL LEVEL OF PRODUCT AVAILABILITY (CSL)


• Textbook



• Influencing Factors

• Managerial Levers for profitability

• Practice problems on Optimal Cycle Service Level

SESSION 15, 16

THEME 7: TRANSPORTATION

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• Textbook



• Role and Factors-Demand Characteristics, Value Density etc

• Modes of Transportation: Advantages and Disadvantages

• Single and Multi –modal transportation

• Transportation Network Design Options and Trade offs

• Cross Docking

• Vehicle Routing and Scheduling in Transportation

SESSION 17, 18

THEME 8: SOURCING AND OUTSOURCING TO IMPROVE SUPPLY CHAIN

PERFORMANCE Pre –session Reading

• Textbook

Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir Kalra, Fifth Edition Chapter 15 Additional

reading


Restoring American Competitiveness SCM - 63(HBR July-August 2009) Classroom session (90*2 Min)

• Evolution from Purchasing to Sourcing

• Key issues and Outsourcing

• Aggregation possibilities by Third Party Service providers ; 3PL and 4PL

• Double Marginalization in Outsourcing– Practice problems

• Auctions and Contracts that enhance supply chain performance

• Risks of Outsourcing

SESSION 19, 20 THEME 9: PRICING AND REVENUE MANAGEMENT IN A SUPPLY CHAIN


• Textbook



• Fundamentals of Pricing Strategies

• Customized pricing, Dynamic Pricing; Revenue Management and Optimization

• Pricing and Revenue Management for Multi-Customer segments

• Perishable Assets, Seasonal Demand, Over Booking Problem, Forward versus Spot

market

Assignment

• Practice problems

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SESSION 21, 22, 23 THEME 10: SUPPLY CHAIN INTEGRATION AND STRATEGIC PARTNERSHIPS


• Textbook

Strategy, Planning, and Operation, Sunil Chopra; Peter Meindl; Dharam Vir Kalra, Fifth Edition Chapter 17, 18


Barilla SpA (A) SCM – 78

The Beer Game – Playing the Beer game and understanding its

implications in Supply Chain management (To be downloaded from the

CD at NMIMS Library)


• Causes and Impact of Bullwhip effect; Obstacles to Coordination; Remedial

Measures

• Strategic partnership and trust in supply chain;

• External Integration - VMI, ECR, CPFR

• Information Technology and Supply Chain Management Software Providers

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PGDM TRIMESTER 04 – OPERATIONS: 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

SCOPE OF THE COURSE

Definition of Quality

Measurement of Quality

Approaches and contributions of Quality gurus

TQM tools and their application

Quality standards and certifications

Quality awards

PEDAGOGIC TOOLS

Reference Text book – Total Quality Management by Dale H. Besterfield et al; Pearson

Prentice Hall, Third Edition

Case discussions

Experience sharing

THEME 1: UNDERSTANDING QUALITY

SESSION 1 & 2


• Readings on Understanding Quality

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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

THEME 2: CONTRIBUTION OF THE QUALITY GURUS

SESSION 3


• 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

THEME 3: TQM TOOLS AND PROCESSES

SESSION 5


• Readings on SQC processes, and TQM tools

Classroom Session

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• 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


• 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


• 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

SESSION 9


• Submission of Polaroid Case analysis

• Discussion on questions raised and its relevance to the use and application of TQM

practices

• Question/ Answer session

Assignments

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• Readings on TPM

SESSION 10


• 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

THEME 4: TQM APPLICATIONS

SESSION 11


• Mid semester test

• Potential for the application of TQM across industry verticals – Banking, ITES,

Automotive, Food/ FMCG, Hospitality

Assignments

• Readings on TPM

SESSION 12 Pre-

Session Readings

• Readings on TPM


• Introduction to TPM

• Pre requisites and requirements for TPM

• Steps in implementing TPM Assignments

• Reference work on Taguchi’s concepts on TQM


• 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


• Submission of Toyota Case analysis


practices


Assignments

• Readings on Quality Awards and recognitions

• Reference work on Quality standards and awards across industries – group work/

paper submission

• Sundaram Clayton Case Study

THEME 5: QUALITY STANDARDS AND AWARDS

SESSION 16


• Submission of group work and sharing of key learnings

• International Quality awards and their framework

• Importance of awards and their benefits to the organization

SESSION 17 Classroom Session / Group Work

• Submission of Sundaram Clayton Case analysis


practices


THEME 6: QUALITY PROCESSES IN PRACTICE

SESSION 18


• Organizing for TQM

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• Expectations from the Quality function – the Quality Hub

• Organization Structure and pre requisites

• HR collaboration and interventions

• IT enablement

• Target setting and measuring results

SESSION 19


• 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 were the

misses

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PGDM TRIMESTER 04 – HUMAN RESOURCE MANAGEMENT: CHANGE MANAGEMENT & OD

Contextual Background and Relevance for OD & Change Management

Change has been and will always be inevitable. Moreover today’s reality is that the speed and nature of change is faster and its impact more dramatic than in the past. Change has its fall out on individuals as well as on organizational systems. Organizations and / or their environments experience change and its resultant outcomes can range from benign to devastating. In this context it is important that organizations and its leaders ensure they understand and attempt to make that change work in their favor rather than just be swayed any way by the winds of change. 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. Understanding organizations as well as understanding change has been a subject of interest for several decades and when both are juxtaposed the ability to make this change work in our favor becomes a greater possibility. In this context Organization Development and Change Management becomes a handy knowledge area that is very relevant to academicians as well as practitioners globally. Organization Development is a subject area that applies broad range of behavioral science knowledge and practices that help organizations build and strengthen their capacity for change and to achieve effectiveness – including both financial as well as non-financial performance. Focusing on the whole system – the organization, its component parts as well as its environment that affects it - OD focuses on building the ability of organizations to assess current functioning and to achieve its goals. 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.

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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,

Technostructural, 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. Text Book to be Followed (Compulsory Requirement)

Theory of Organization Development & Change, By Thomas G Cummings & Christopher G Worley 9th Edition, Cengage Learning (2012) Expectations from Student Participants

The instructor considers each student as an independent professional in waiting and expects selfregulated behavior that is appropriate to a professional environment.

a) Respect each individual for what he or she is. Each one’s time is important and each

one has equal opportunity to put up his or her point of view. As everyone’s time is

valuable and important please come in time and be well prepared for each session

so that your contribution will maximize the overall class effectiveness

b) Be Positive, Be Cheerful, Be Participative

c) Rest of it you know…

SESSION 1 INTRODUCTION TO CHANGE MANAGEMENT

Classroom session:

What is change?

Forces of Change Types of Change

Continuous and Discontinuous changes

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

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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

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Smell of the workplace. 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 10, 11 & 12 OD INTERVENTIONS

Classroom session:

Intra-personal

Inter-personal

Group interventions

Organization-wide interventions

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

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SESSION 17

Classroom session:

Beginning with End in Mind

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 – HUMAN RESOURCE MANAGEMENT: LEARNING & DEVELOPMENT

INTRODUCTION AND IMPORTANCE OF LEARNING AND DEVELOPMENT

An individual’s ability to learn, develop and change, ultimately results in building

organizational competence. This is the primary objective of the L&D function. The

L&D function ensures that an organization continues to grow and develop as an

integrated business system, with strong links to business strategy, employee

development, and other systems.

However, training without identifying & analyzing needs will not ensure optimum

performance. Identifying training needs and analyzing them scientifically is

important to ensure that the developmental needs of an individual are met

accurately. Also it is necessary that an organization is able to capitalize on the

training needs identified & analyzed, by providing an individual development plan

and charting out a career path for him/her.

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

KEY OBJECTIVES OF THE COURSE

The key objective of the course is to share with students, conceptual knowledge and practical insights in the following:

The importance of L&D in today’s challenging business environment

Process of Learning Need Identification & Analysis (LNIA) in an organization

Analyzing LNIA data to suggest appropriate training/development plans

Evaluating L&D effectiveness

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Best practices and next practices in L&D Role of L&D in career planning

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.

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


Cases or readings assigned for corresponding classes have to be first prepared individually

and then discussed in groups prior to the class. Come to the class with well thought out

recommendations or opinions.

Groups or individuals may be picked up at random to present the main points of the case or

readings assigned.

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


• Text Book

CASES/EXCERCISES

• Case let: “Reinventing the Wheel at Apex Door Company” LD - 01

SESSION 2 COMPETENCY BASED APPROACH TO LEARNING AND DEVELOPMENT


• 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

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Note:

The sessions of Module 1 are in L2-Comprehension level as per Blooms Taxonomy classification.

MODULE 2: LEARNING NEEDS IDENTIFICATION & ANALYSIS

SESSION 4 to 9 VITAL SOURCES FOR EFFECTIVE COLLECTION OF LEARNING NEED

IDENTIFICATION AND ANALYSIS Performance Management System (also includes potential assessment)

• Punjabi Gulathi role play (To be provided by TVRLS) LD - 5

360 Degree Feedback and Assessment

• Vanikkar case (To be provided by TVRLS) LD - 7

Assessment Centers

ESS, Climate surveys and HRD Audits

• Case: TNI Through HRD Audit-Asian Hospital LD - 22

(Case designed By T V Rao Learning Systems Pvt. Ltd.)

Diagnostics through interviews

• Approach Paper on Training Need Identification LD – 26

(Source: T V Rao Learning Systems Pvt. Ltd.)

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.

MODULE 3: SELECTION AND DESIGN OF LEARNING & DEVELOPMENT PROGRAMS

SESSION 12, 13 & 14 Appropriate usage of LNIA data for designing L&D interventions (use of Learning Style

Inventory)

Induction Training

Article: No Ordinary Boot Camp LD - 35 (Source: Harvard Business Review April, 2001)

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Types of interventions and initiatives for implementing L&D and selection of methodology

and L&D program design

Case: “Training employees at IBM through E–Learning” LD - 43 (Source: ICFAI, HROB –030)

Note: The sessions of Module 3 are in L3-Application level as per Blooms Taxonomy classification

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 4 are in L2-Comprehension-L3-Application level as per Blooms Taxonomy classification

MODULE 5: ROLE OF L&D IN CAREER DEVELOPMENT SESSION 18, 19 & 20

Introduction to Career Planning and Development (Meaning & Process) Case let:

“LearnInMotion.com The Career Planning Program” LD - 59

(Source: Human Resource Management, Garry Dessler, 9th Edition) Importance/Relevance of Career Planning and Development for the organization

Analyzing LNIA data for use in Career Development

Note: The sessions of Module 5 are in L1-Knowledge level as per Blooms Taxonomy

classification

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PGDM TRIMESTER 04 – HUMAN RESOURCEMANAGEMENT: 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

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

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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 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

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

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• 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

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

SESSION 20: BEST PRACTICES IN PMS AND RECAP

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PGDM TRIMESTER 04 – HUMAN RESOURCE MANAGEMENT: SELECTION & 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

MODULE 1: HUMAN RESOURCE PLANNING SESSION 1, 2, 3 & 4

HRP Process

• Objectives of HR Planning

• Current HR Inventory

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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 2: RECRUITMENT PROCESS SESSION 5, 6, 7, 8, 9 & 10

Hiring decision

• Nature of hiring: regular, temporary, full time, part time, apprentice, contractual, and

outsourcing. Existing post or new post to be created. Need analysis, cost analysis and

job analysis.

• Hiring internally. Meaning and definition of internal recruitment.

• Advantages and disadvantages in terms of cost, time, quality and suitability.

• Sources of internal recruitment: - circulars, intranet advertisements, employee referrals.

Appointment or promotion. Policy guidelines and union settlements.

External Hiring

• Meaning and definition of external recruitment. Sources of recruitment:- advertisement,

in news paper, TV/Radio, Internet, search on the internet, wanted signboards,

consultants, employment exchange, campus recruitment, employee referrals and

unsolicited applications. Advantages and disadvantages of the above sources in terms of

cost, time, convenience, reach of the targeted population, and quality of applicant pool.

Job advertisement: drafting, size and contents. Contents of public sector recruitment:

single or multiple sources and choosing the best source

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 interview, the starting point, day to day execution, dealing with people, the inner person, additional characteristics. Studying the CV.

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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

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PGDM TRIMESTER 04 – ANALYTICS: 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.

What is the breadth of the industry from a tools perspective? • Introduction to data organization

• Tools ranging from simple business reporting to real time decision systems

• Techniques to handle big databases, SQL v/s no SQL, big data What are the techniques to

understand in data management?

• Data management for analysis

• Variable treatment

• Data aggregation / wide and narrow data

• Date-time management

How to report and visualize information? • Concepts in creating reports and visualization

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_step_10071.pdf

Cody, Ron, Learning SAS by example A Programmer’s Guide

http://sites.stat.psu.edu/~hma/PSU/Learning%20SAS%20by%20Example%20A%20Prog rammers%20Guide.pdf

Venables, W.N., D. M. Smith and the R Core Team, An Introduction to R, http://www.cran.r-

project.org/doc/manuals/R-intro.pdf

Matloff, Norman, The Art of R Programming

http://heather.cs.ucdavis.edu/~matloff/132/NSPpart.pdf



http://sites.stat.psu.edu/~hma/PSU/Learning%20SAS%20by%20Example%20A%20Programmers%20Guide.pdf




http://www.cran.r-project.org/doc/manuals/R-intro.pdf








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SESSION PLAN

SESSION 1 THEME: 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: INTRODUCTION TO EXCEL

Classroom Session

Data visualization

Pivot tables

SESSION 3 THEME: INTRODUCTION TO VBA – 1

Classroom Session

Excel-VBA object model Basic charts

SESSION 4 THEME: 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: INTRODUCTION TO SAS – 1


Learning SAS by Example, Chapters 1 - 6

Classroom Session

SAS data management

Importing data

SESSION 6

THEME: INTRODUCTION TO SAS -2


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Learning SAS by Example, Chapters 7, 9

Classroom Session

Logical data manipulation

Date variables in SAS

SESSION 7 THEME: DATA MANAGEMENT – 1



Classroom Session

Subset and combining datasets

Conditional and iterative processing



Learning SAS by Example, Chapters 11-12, 16-17

Classroom Session

Numeric and character functions

Summarizing data



Learning SAS by Example, Chapters 21, 23-24

Classroom Session

Rolling and expanding datasets Broad and narrow datasets SESSION 10

THEME: DATA MANAGEMENT – 4



Classroom Session

Automation using macros

Introduction to ODS

SESSION 11

THEME: INTRODUCTION TO SQL


Learning SAS by Example, Chapters 26

Classroom Session

Comparison of DATA Step and SQL

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SESSION 12 THEME: CREATE VISUALIZATIONS


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: ADVANCED TOPICS IN SAS


TBD

Classroom Session

Debugging in SAS

SESSION 14

THEME: INTRODUCTION TO R – 1


The Art of R-Programming, Chapter 1-6

Classroom Session

Data management

Matrix operation

SESSION 14 THEME: INTRODUCTION TO R – 2


The Art of R-Programming, Chapter 8-12

Classroom Session

Programming constructs

R-Functions

SESSION 16 THEME: REPORTING IN R


The Art of R-Programming, Chapter 13

Classroom Session

Creating plots / interactive plots

Reporting frameworks in R

SESSION 17 THEME: INTRODUCTION TO R SHINY

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Classroom Session

Creating interactive reports

Assignments

Assignment 3 o Create online interactive dashboard

SESSION 18 THEME: OVERVIEW OF BIG DATA CONCEPTS

Classroom Session

Introduction to Hadoop data management

Introduction to Hive Query Language

SESSION 19 THEME: R AND BIG DATA

Classroom Session

Concepts of map reduce and implementation in R

SESSION 20 THEME: OPTIONAL TOPICS – TBD

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PGDM TRIMESTER 04 – ANALYTICS: 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

Session Topic Reading

1, 2,3

Fundamentals of investment:

Risk and Return: Utility Theory; Portfolio theory

Optimization/ Size of Portfolio;

SPSS/Excel Exercises: Portfolio Optimisation using

Solver; beta book exercise in Excel

RB-

readings

4&5

Capital/ Asset Pricing Models

Security Line (beta)/CAPM/ APT/ Multifactor Models

SPSS/Excel Exercises: Multifactor analysis

RB- readings; WW-

readings

6,7&8

Trading Strategies

Value vs Growth Stocks, Security Analysis, Fundamental Analysis Pricing of Security (IPOs and Seasoned Equity Open);

Projecting Earnings under Stable as well as Dynamic Conditions, including Risk and Inflation Factors

SPSS/Excel Exercises: Cluster Analysis for

identifying Stock Clusters

Barra

research -

readings

9&10

Technical Analysis; Analytics Methods in Day Trading;

Autocorrelations in stock prices

SPSS/Excel Exercises: Technical analysis

indicators

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11,12 Futures: introduction, pricing, Basis Risk

SPSS/Excel Exercises: Futures pricing PC

13,14,

15,16

Options, Futures and Forwards

Types of Options; options pricing formulae;

SPSS/Excel Exercises: Option pricing sheet,

volatility modelling

PC

17,18 Simulations in capital budgeting

SPSS/Excel Exercises: Simulations in Excel WW

19,20 Student Exercises in Factor, Cluster, Discriminant,

Logistic

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 – ANALYTICS: 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.

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.

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The participant should also become comfortable in using SAS software

SCOPE OF THE COURSE

The study plan covers readings/handouts, classroom sessions, click along workshops,

Group Presentations and Assignments

Computer lab sessions on SAS for hands on exposure to the software

The course consists of 6 themes spread (in no particular order) over 20 sessions. Each

session will be of 90 minutes. The themes that would be covered in the course are:

o Theme 1: Analytics – its evolution, its growth and its importance in today’s business

environment, tools and other necessities to succeed in analytics

o Theme 2: Ten Tasks that is performed in Analytics to solve business problems

(concepts and applications more than theory and derivations) o Theme 3: Solving some real life business problems in marketing, insurance, banking, telecom and retail

o Theme 4 : Exposure to SAS

PEDAGOGIC TOOLS



• Study Hand-outs

• Textbooks

• SAS Software for hands-on exercises

• Near Real Business Datasets for practice

The textbooks to be followed is:

• Multivariate Analysis by Anderson, Black & Hair

• Business Forecasting by John Hanke

• Design & Analysis of Experiments by Douglas Montgomery

• Operations Research by Liebermann

• Applied Simulation Modeling by Siela & Ceric

• Multivariate Time Series Analysis – Brandt & Williams

The Reference Books are:

• Mastering Data Mining by Micheal Berry and Gordon Linoff

• Statistics for Management by Levin & Rubin

• Competing on Analytics by Thomas Davenport


• Classroom Lectures and Interactions

• Reading of Handouts being provided

• Workshops using SPSS

• Assignments

• Group Presentations

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SESSIONS 1&2 TOPIC: INTRODUCTION


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


Text Book

Multivariate Analysis by Andersen, Black and Hair

Handouts Provided

Study Plan

Topics Covered

Ten Tasks in Analytics

Exploratory Data Analysis or Summarisations

Attribution or Driver Analysis

Classification

Forecasting

Predictive Analytics

Design of Experiments

Simulation

Optimization

Association or Pattern Recognition

Text Analysis

SESSIONS 3 to 4 TOPIC: EXPLORATORY DATA ANALYSIS & DISPLAY TECHNIQUES


Text Book


pg. 136

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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

SESSSIONS 5 to 6 TOPIC: MARKET MIX MODELING


Text Book


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

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Presentation of the results

SESSSIONS 7 to 8 TOPIC: CUSTOMER SEGMENTATION


Text Book


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


Text Book

Quantitative Methods in Finance – Carol Alexander

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

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Walk through the Data

Logistic Regression

Interpretation

Validation

The solution

Presentation of the Results

SESSSIONS 13 to 16 TOPIC: CAMPAIGN DESIGN & CAMPAIGN ANALYSIS


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

SESSSIONS 17 & 18 TOPIC: CREDIT RISK IN RETAIL BANKS (FORECASTING & PREDICTIVE

ANALYTICS)


Text Book

Credit Risk Scorecards -Naeem Siddiqui

Business Forecasting by John Hanke

Multivariate Time Series by Brandt & Williams

Handouts Provided

Study Plan

Topics Covered

pg. 139

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Retail Banks

Loans and Credit Risk

Data Required

Logistic Regression

Deciles Analysis and Confusion Matrix


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


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


Market Basket Analysis

Rules (2,3… n items per basket)

Support, Confidence and Lift

Data Requirement

Integration with Campaigns


Introduction to Digital Media

Unstructured Data

Sentiment Analysis

Sentiment Index

Integration with Business Metrics

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PGDM TRIMESTER 04 – ANALYTICS: 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: To educate students about modelling techniques used in the case of

continuous and binary dependent variables.

Equip students about the assumptions behind the techniques. Evaluate violations of

assumptions and take steps to remedy it

Cover interpretation of statistical output for business implementation o Provide hands on

exposure to SAS, which is the industry leading software for analysing 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.

SCOPE OF THE COURSE

The study plan covering readings/handouts, classroom sessions, Group Work sessions and


Quizzes or surprise tests would be conducted on the same. For post contact reading, please

refer to the handouts that will be provided at the end of each session.

In addition, there will be computer lab sessions on SAS - several sessions will be dedicated

for these hands-on exercises in the computer lab

PEDAGOGIC TOOLS


• Study Hand-outs

• Textbook


• 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

pg. 141

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• Statistics for Management by Levin and Rubin The study encompasses the

following:



• 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)

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

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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 – GENERAL MANAGEMENT: 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. SCOPE OF THE COURSE

Trace the origin of Consulting, current players and practices, need for a Methodology, kinds of soft skills needed and an understanding of Problem solving. 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

Classroom Sessions (90*2 min)

• Part I - Introduction to Consulting

Overview on Consulting

History of Consulting

Consulting Ecosystem

Traits and Skills of Consultant

Part II – Overview on Consulting Industry Consulting Industry –Profile and Characteristics

Consulting Company Essentials, Category and Range of Services

Client Acquisition and Retention Assignment

More Group Exercise on Consulting Companies

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

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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 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 Presession

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

http://www.amazon.com/Management-Consulting-Complete-Guide-Industry/dp/0471444014/ref=cm_lmf_tit_1




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PGDM TRIMESTER 04 – GENERAL MANAGEMENT: INTELLECTUAL PROPERTY RIGHTS

INTRODUCTION AND COURSE DESCRIPTION

Intellectual Property has received special consideration in modern times. International relations are often disturbed on the question of protection of Intellectual Property. There are many differences between the western and eastern notions on Intellectual property. In Anglo-American Jurisprudence the ‘market potential’ is considered as a proprietorial right. In that sense, the list of customers of a business firm is a property. Preservation technique of preparing and preserving pickles cannot be thought to be patented by a grandma in any corner of India. She will wonder why people should try to restrict the food in the name of marketable enterprise and exclusivity. But that is exactly what an American ordinarily does. ‘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. Industrial society is rapidly changing into a technology society when ‘Intellectual Property’ will have final say. As such it is necessary to know the International movement of this contemporary world. But, at the same time, the third world countries have their own say on it. Developed world may through this backdoor regulate the economy of the developing world. That is what is really agonizing. Developed world could prosper in the last one century on account of initiatives and reverse-engineering. Now, when they have enough growth, they are closing the doors of knowledge. But the alternative argument is that developing countries are paying regard to the producer’s/ inventor’s incentives. If individuals have no incentives they will stop innovation and production. Individually, the argument does not hold water because, scientists go on investigating, poets go on composing and technologists go on inventing. That has been the history. But with huge industrial investment in scientific and procreative processes, intellectual property protection is needed. 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.

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

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3. Help the students to implement IP enabling processes & systems

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 could be conducted on the

same. Post contact reading will be announced in class.

The Course consists of 5 THEMEs spread. The THEMEs that would be covered in the Course

are under:

PRESCRIBED BOOKS: Intellectual Property Law by P. Narayan 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 MODULE I: INTRODUCTION TO INTELLECTUAL PROPERTY LAW

1. The Concept of Property • Some Basic Theories

• Forms and Nature

2. The Concept of Intellectual Property • Need for Intellectual Property Protection

• Characteristics of Intellectual Property

• Types of Intellectual Property

• Importance of Intellectual Property

• Some new emerging areas in Intellectual Property

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

MODULE III: PATENTS

1. Introduction • Objectives of Patenting

• Temporary Monopoly

• Initiative to Invent

• Need for a Protecting System

2. Essential Requirements of a Patent

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• 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

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

MODULE V: TRADE SECRETS AND UNFAIR COMPETITION

1. Trade Secrets Law

2. Unfair Competition

Procedure for Acquisition of Other Industrial and Intellectual Properties

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PGDM TRIMESTER 05 – FINANCE: CORPORATE VALUATION

COURSE OBJECTIVE

The objective of the course is to teach the students standard methods of valuation and apply in real life.

LEARNING OUTCOMES

By the end of the course, the student should be able to: • Analyze Financial Statements with the perspective of valuation of a company

• Value a company based on various valuation methodologies – Discounted Cash Flow,

Relative Valuation and Advanced Valuation Techniques

• Value special cases – distressed companies, unlisted companies, new businesses and Sum

the Parts Valuations etc

• The students shall also be introduced to advanced valuation techniques such as real options,

and valuation in the context of Mergers and Acquisitions.

SCOPE OF THE COURSE

The course would cover the domain of Investment and Corporate Valuation and will look to equip students with the valuation in the context of

• Listed Securities

• Unlisted Securities

• Distressed Companies

• New Businesses

PEDAGOGIC TOOLS

• A mix of theory and cases to be used in the class. There will be a project to explain financial

modeling as well as examples from live market to understand the concepts.

• Textbook

Damodaran on Valuation (Second Edition) by Aswath Damodaran • Reference Book

Corporate Valuation and Value Creation by Prasanna Chandra

SESSION PLAN

Session

No. Topics

Chapter No. s in the

anchor book

1 Introduction 1

2 Estimated Discount rates 2

3 Measuring Cash flows 3

4 Forecasting Cash flows 4

5 Equity Discounted Cash Flow

models

5

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6 Firm Valuation Models 6

7 Problem Solving 1 to 6


9 Relative Valuation - First Principles 7

10 Equity Multiples 8

11 Value Multiples 9



14 Cash, Cross holdings and other

assets

10

15 Value of Intangibles 12

16 Value of Synergy 15

17 Problem Solving

18 Presentations

19 Presentations

20 Presentations

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PGDM TRIMESTER 05 – FINANCE: FINANCIAL DERIVATIVES

COURSE OBJECTIVE

• Exposure to various types of financial derivatives

• Comprehensive knowledge of derivative trading in India

• 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 their various types, their pricing

methods, trading mechanism, and their role in hedging

SCOPE OF THE COURSE

This course covers the conceptual understanding of various financial derivatives with more

emphasis on Futures and Options. This course will also address the particular nuances

pertaining to Indian market. The level of mathematical sophistication is kept at a balance to

ensure clear understanding of concepts without compromising the technical parts of pricing

and trading of financial derivatives.

This course calls for rigorous reading and thorough preparation both before and after each

session.



It is mandatory to go through the ‘Pre-Session Readings’. Quizzes or surprise tests would

be conducted on the same.

The course consists of 4 THEMEs spreads over 20 sessions. Each session will be of 90

minutes. The THEMEs that would be covered in the course are under:

• THEME 1: Financial Derivatives and Derivative Market in India and other countries

• THEME 2: Mechanics of futures market

• THEME 3: Options and valuation

• THEME 4: Fundamentals of swaps

PEDAGOGIC TOOLS


• Textbook



“Futures and Options – Concepts and Applications” – Sunil K Parameswaran,

McGraw Hill Publications Reference Text Book:

Options, Futures, and Other Derivatives, 7/e

Author(s):

pg. 151

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• Class room presentation of assignments and discussions with the faculty

SESSIONS 1 & 2

THEME 1: DERIVATIVES AND DERIVATIVE MARKET IN INDIA

Classroom Session

• Introduction to Derivatives – Meaning, History

• Forwards contracts , Futures ,Options – Types

• Types of traders

• Overview of Indian Derivative market

Session Readings Reference book

Options, Futures and other Derivatives by John C, Hull, 7th Edition (Chapter 1,14, 34)

SESSIONS 3 & 4 THEME 2: MECHANICS OF FUTURES MARKET

Classroom Session

Mechanics of Futures Market

Hedging strategies using futures

Arguments for and against hedging

Basis risk

Cross hedging

Stock index futures

Rolling the hedge forward

Post-Session Readings

Reference book Options, Futures and other Derivatives by John Hull, 7th Edition (Chapter 3)

SESSIONS 5 & 6 THEME 2: Determination of forward and futures prices

Classroom Session

• Investment assets vs consumption assets

• Short selling

• Valuing forward contracts

• The cost of carry


Reference book Options, Futures and other Derivative by John Hull, 7th Edition, (Chapter 5)

SESSIONS 7 & 8

THEME 3: Interest Rate futures Classroom Session

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• Treasury bond futures

• Eurodollar futures


• Reference book

Options, Futures and other Derivatives by John Hull, 7th Edition (Chapter 6)

TEST 1 SESSIONS 9 & 10

THEME 3: Options – Mechanics of Options market

Classroom Session

• Types of options

• Trading

• Commissions

• Margins

• Regulation

• Warrants, ESOP and convertibles


Reference book & Options, Futures and other Derivatives by John Hull, 7th Edition (Chapter 8,9)

SESSIONS 11 & 12 THEME 3: Options – Properties of Stock options

Classroom Session

• Factors affecting option prices

• Assumptions and notations

• Upper and lower bounds for options prices

• Put – Call parity

• Effect of dividends

Post-Session Readings Reference book

• Options, Futures and other Derivatives by John Hull, 7th Edition (Chapter 9)

SESSIONS 13 & 14 THEME 3: Options – Trading strategies involving options

Classroom Session

• Strategies involving a single option and a stock

• Spreads

• Combinations

• Other payoffs



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SESSIONS 15 & 16

THEME 3: Options – Valuation Classroom Session

• Volatility

• Black- Scholes- Merton Model



TEST 2 SESSIONS 17 & 18

THEME 4: Introduction to Swaps Classroom Session

• Mechanics of interest rate swaps

• Day count issues

• Other types of swaps


Reference book Options, Futures and other Derivatives by John Hull, 7th Edition(Chapter 7)

SESSIONS 19 & 20 Student Group Presentation: Topics will be announced in the class.

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PGDM TRIMESTER 05 – FINANCE:

FIXED INCOME SECURITIES & DEBT. MARKETS

COURSE OBJECTIVE

This course focuses on the fixed income market as an alternative investment option with

emphasis on Bond and Mortgage market. The objective of the course is to further enhance

the student’s understanding and awareness of the fixed income securities market. Topics

include pricing of FI Securities, risks associated in investing, term structure of interest rates,

and bond portfolio management strategies. This course is intended to be a blend of both the

theoretical and practical aspects of fixed income investment decision making.

LEARNING OUTCOMES

Recognize the relevance and features of various Fixed Income Securities as an Investment

Avenue.

Recognize the various types of auctions used for selling Treasury Securities.

Understand the Price volatility characteristics of Bonds

Understand the concept of yield curve, the risks that are present in the yield curve and

analyse the factors which influence yield curve.

Apply the Interest rate theories in forecasting yield curve.

Apply the concept of valuation for Option free and Bond with embedded options.

Analyse Bond Portfolio Management strategies.

Understand the various types of Mortgages, the cash flow and yield and the risks associated

with them.

Understand the concept of MBS and apply the technique of valuation.

SCOPE OF THE COURSE



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 ----11---- 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: Macro Economic Indicators and The Structure of Interest Rates

• THEME 4: Yield Curve and Term Structure

• THEME 5: Derivatives

• THEME 6: Market Segments: Agency MBS

• THEME 7: Market Segments: CMO and Non Agency CMOs

• THEME 8: Market Segments: TIPS

• THEME 9: Market Segments: Cash CDOs and Synthetic CDOs

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• THEME 10: Credit Analysis & Credit Risk Modelling

• THEME 11: Bond Portfolio Management

PEDAGOGIC TOOLS


• Textbook



o Fixed Income Markets and Their Derivatives by Suresh Sundaresan The study encompasses the following:




SESSION 1

THEME 1: OVERVIEW OF FIXED INCOME SECURITIES


Reference book

Fixed Income Markets and Their Derivatives Suresh Sundaresan Chapter 1: Overview of Fixed Income Securities (pgs 3 to 23)

Chapter 4: Organisation and Transparency of Fixed Income Markets (pgs 57 to 64)

Study Plan Folder

BIS Review (pg FISDM 01) Classroom Session Types and

Features of FI Securities

Investing in Fixed Income Markets –Risks Primary and Secondary Markets

SESSION 2 & 3

THEME 2: BOND PRICE & YIELD


Reference book

Fixed Income Markets and Their Derivatives By Suresh Sundaresan

Chapter 2: Price-Yield Conventions (pgs 25 to 42) Study Plan Folder

Wharton (pg FISDM 05) Classroom Session Bond Price and

Yield Relationship

• Pricing a Zero Coupon Bond

• Yield Measures

• Prices in Practice

pg. 156

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Prices and Yields of T-Bills

SESSION 4

THEME 3: MACRO ECONOMIC INDICATORS AND THE STRUCTURE OF INTEREST

RATES

Classroom Session

• Growth Indicators

• GDP, IIP, Liquidity Factors, CRR and SLR, Monetary Indicators

• Base Interest Rate and Risk Premium

• Risk Premium

• Term Structure of Interest Rates

SESSION 5 TO 7

THEME 4: YIELD CURVE AND TERM STRUCTURE


Reference book


Chapter 7: Price-Yield Conventions (pgs 105 to 125) Chapter 8: Yield Curve and Term Structure (pgs 131 to 158)

Classroom Session

• Main Influences of Yield Curve Shape

• Duration

• Modified Duration Vs Effective Duration

• Convexity

• Boot Strapping

SESSION 8 & 9

THEME 5: DERIVATIVES


Reference book


Chapter 11: Mortgages, Federal Agencies and Agency Debt (pgs 227 to 243) Chapter 12: Mortgage –Backed Securities (pgs 245 to 267)

Classroom Session Treasury

Bond Futures Mechanics & Valuation

• Interest Rate Futures & Options

• Interest Rate Swaps & Swaptions

• Credit Default Swaps

SESSION 10 & 11

THEME 6: MARKET SEGMENTS: AGENCY MBS


Reference book

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Chapter 11: Mortgages, Federal Agencies and Agency Debt (pgs 227 to 243) Chapter 12: Mortgage –Backed Securities (pgs 245 to 267)

Classroom Session Product Definition and Terms • The Mortgage Industry and the Mechanics of Mortgage Loans

• Lenders’ Risks

• Types of Mortgages

• Measuring Prepayments

• Factors Affecting Prepayments

SESSION 12 TO 14

THEME 7: MARKET SEGMENTS: CMO & NON AGENCY CMOS, TIPS


Reference book


Chapter 13: Inflation-Linked Debt: Treasury Inflation Protected Securities (pgs 269 to 290)

Classroom Session

The CMO Market

• CMO Tranche Types

• Agency Vs Non Agency CMOs

• CMO Analysis

• Non Agency MBS Market

• Overview of Inflation-indexed Debt

• Mechanics & Measurement

• Design of TIPS

Cash-Flow Structure

SESSION 15

THEME 8: MARKET SEGMENTS: CONVERTIBLE SECURITIES


Study Plan Folder

Corning Inc. Case (pg FISDM 35) Classroom Session General

Characterisitcs of Covertibles

• Advantages and Disadvantages for Issuing Firms & Investor

• Types of Convertible Investors

• Analysis of Convertible Securities

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SESSION 16

THEME 9: MARKET SEGMENTS: CASH CDOS & SYNTHETIC CDOS


Reference book


Chapter 19: Structured Credit Products: Collateralized Debt Obligations (pgs 397 to 407)

Classroom Session Family of CDOs

• Cash CDOs

• Cash Flow Transaction

• Market Value Transaction

• Synthetic CDOs

• Single Tranche Transactions

SESSION 17 & 18

THEME 10: CREDIT ANALYSIS & CREDIT RISK MODELLING


Reference book


Chapter 10: Modeling Credit Risk and Corporate Debt Securities (pgs 197 to 223)

Classroom Session

• Approaches to Credit Analysis

• Industry Considerations

• Financial Analysis

• Indenture Provisions

• Utilities, Finance Companies

• Analysis of High-Yield Corporate Bonds

• Credit Scoring Models

• Structural Credit Models

• Reduced –Form Credit Models

SESSION 19 & 20

THEME 11: BOND PORTFOLIO MANAGEMENT

Classroom Session Overview of Traditional Bond Management Why Choose Indexing? • Primary Bond Indexing Risk Factors

• Quantitative Management of Benchmarked Portfolios

• Credit-Relative Value Analysis

• Bond Immunization

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PGDM TRIMESTER 05 – FINANCE: 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.

LEARNING OUTCOMES:

● Know the essential principles of Insurance

● 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: • Textbook to be followed: Rejda, George E. (2011). Principles of Risk Management and

Insurance, 10th Edition. New Delhi: Dorling Kindersley Study Plan Folder

• Other Reference Material:

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

THEME 1: BASIC CONCEPTS OF RISK MANAGEMENT AND INSURANCE Session 1: Risk in our Society

● Read Chapter 1 of Textbook Session 2: Insurance and Risk

● Read Chapter 2

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Session 3: Introduction to Risk Management

● Read Chapter 3

THEME 2: THE PRIVATE INSURANCE INDUSTRY

Session 4: Insurance company operations

● Read Chapter 6 Session 5: Financial Operations of Insurers

● Read Chapter 7 THEME 3: LEGAL PRINCIPLES IN RISK AND INSURANCE

Session 6: Fundamental Legal Principles

● Read Chapter 9 Session 7: Analysis of Insurance Contracts

● Read Chapter 10 THEME 4: LIFE AND HEALTH RISKS

Session 8: Life Insurance

● Read Chapter 11 Session 9: Life Insurance Contractual Provisions

● Read Chapter 12 Session 10: Buying Life Insurance

● Read Chapter 13 Session 11: Mid-Term examination

Session 12: Indian Insurance Industry

● Refer Narayanan (2008) Session 13: Individual Health Insurance Coverage

● Read Chapter 15 Session 14: Employee Benefits: Group Life and Health Insurance

● Read Chapter 16

THEME 5: PERSONAL PROPERTY AND LIABILITY RISK

Session 15: The Liability Risk

● Read Chapter 19 Session 16: Homeowners Insurance

● Read Chapter 20 Session 17: Auto Insurance

● Read Chapter 22 Session 18: Presentations: Groups of a maximum of 4 members.

Session 19: Presentations

Session 20: Presentations

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PGDM TRIMESTER 05 – MARKETING: BRAND MANGEMENT

1. IDENTIFYING AND ESTABLISHING BRAND POSITIONINING

• Customer based brand equity

• Band positioning and values

2. PLANNING AND IMPLEMENTATING MARKETING PROGRAMS

• Choosing brand elements to build brand equity

• Assignment Presentations

• Designing marketing programs to build brand equity

• Integrating marketing communications to build brand equity

• Leveraging secondary brand knowledge to build brand equity

• Test-Midterm test

• Test-Midterm test

3. MEASURING AND INTERPRETING BRAND PERFORMANCE

• Developing brand equity measurement and management systems

• Measuring sources of brand equity – customer mindset

• Measuring sources of brand equity – market performance

4. GROWING AND SUSTAINING BRAND EQUITY

• Branding strategies

• Introducing and naming new products and brand extensions

• Managing brands over time

• Managing brands over geographic boundaries and market segments

• Future brand priorities

• Case Presentations

•

• Case Presentations

PEDAGOGIC TOOLS

• TEXT BOOK : Strategic Brand Management by Kevin Lane Keller

• REFERENCE BOOKS

o Strategic Brand Management by Jean Novel Kapferer o Building Strong Brands by David Aaker o Brand Management by Harsh V Verma o Economic Times and Business Magazines

SESSION 1 INTRODUCTION

THEME 1: INTRODUCTION 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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SESSION 2 IDENTIFYING AND ESTABLISHING BRAND POSITIONING

THEME 2: CUSTOMER BASED BRAND EQUITY

• Apply Keller’s Pyramid Model for creating CONSUMER BASED BRAND EQUITY (CBBE).

• Apply the CBBE Framework of Brand Awareness and Image.

• Remember the centrality of the brand in Marketing Strategies.

• Apply the four steps to building strong brands.

SESSION 3 THEME 3: 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

SESSION 4 PLANNING AND IMPLEMENTING MARKETING PROGRAMS

THEME 4. CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY

• Recall the different brand element options

• Recall the tactics and criteria for choosing Brand Elements Create and evaluate

Brand Elements.

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

• Understand the various Information Processing Models of Communication.

• Understand the different Communication Options.

• Understand the criteria for IMC Programs using IMC choice criteria.

• Create an IMC program.

SESSION 8 THEME 7: LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITY

• Understand the Leveraging Process and when Secondary Associations can be used to

build brand equity.

• Understand the various Secondary Association Options.

• Create the necessary Secondary Associations to build CBBE

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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 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

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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 • Understand the importance of Brands in the Future.

• Understand the Tradeoff to be made when building, measuring, managing brand equity.

SESSION 19 & 20 CASE PRESENTATIONS

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PGDM TRIMESTER 05 – MARKETING: BUSINESS MARKETING

1. Introduction

Business-to-Business [B2B] transactions account for a much larger share of value than Business-to-Consumer transactions, in any economy. This is also a measure of the career opportunities. This course helps the participants assimilate the key characteristics and the concepts and thus develop their capacity to respond to the unique managerial challenges, in a B2B marketing context. The experiential approach shapes the decision-making skills, sharpens the business judgment and heightens the intuition of the participants, under conditions of competitive pressure and uncertainty. Thus the participants equip themselves with the managerial requirements to make the marketing process payoff in their job environment.

2. Learning Outcomes

a. Assimilate the critical differences between Business and Consumer markets

b. Discuss the managerial implications of the Organizational Buying Behavior

c. Understand the dynamics of Market Segmentation in B2B markets

d. Apply the principles of STP in the B2B context, towards building the Value

Proposition e. Demonstrate the skills of strategy formulation and execution in a dynamic and

competitive B2B scenario

3. Pedagogy

a. Simulation

b. Lecture / Discussion

c. Debrief on Simulation annual Results

4. Course Coverage

a. Substance of B2B Marketing

b. Organizational Buying Behavior

c. Segmenting, Targeting & Positioning in Business Markets

d. Designing a Business Marketing-Mix

e. Managing the Value Proposition & Portfolio

f. Managing Customer Relationships Profitably

5. Basic Reading Material

a. As provided in the Study Plan

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SESSION 1 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 2 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:


• Joshua Stein: Customer Segmentation in Business-to-Business Markets

SESSION 3 & 4 BUYING PROCESS

Buying process in B2B markets is considered to be one of the most important issues in B2B marketing because of the different buying procedures and behavior of the customers.

• Understand the different stages in the organizational buying process.

• Draw strategy implications for the different stages in the buying process from the point

of view of a B2B marketer.

• Explain the meaning and importance of "value" to a B2B marketer.

• Explain how value can be measured and determine the pros and cons of each method.

• Explain how satisfaction can be measured and the implications for a B2B marketer.

• Explain the impact of different forces on organizational buying behavior.

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• Draw strategy implications for the impact of the different forces from the point of view

of a B2B marketer.

Readings:

• Hutt & Speh (7th Edition): Chapters 2 & 3 Corey: Industrial Buyer Behavior

• Bonoma: Who Really Does The Buying?

SESSION 5 & 6 MARKETING INTELLIGENCE & DEMOND 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:


SESSION 7 & 8 BUSINESS STRATEGY

This session will cover Marketing’s strategic role and will define the components of a business model Readings:


• Werther, Kerr: The Shifting Sands of Competitive Advantage

SESSION 9 STRATEGY FOR GLOBAL MARKETS

The session will look at the sources of global advantage and how it can be made use of to help the B2B marketer.

• Understand how the different stages of economic development impact the demand for

industrial goods and draw strategy implications for a B2B marketer.

• Understand political and national implications affecting demand for industrial goods.

• Understand the impact of economic development on product design and quality and

draw implications for a B2B marketer.

• Understand the importance of service and draw implications for a B2B marketer.

• Understand the importance of standards and draw implications for a B2B marketer.

• Understand common channel alternatives and determine the pros and cons of each

alternative.

• Understand the price-quality relationship and its impact on a B2B marketer.

Readings:


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SESSION 10 &11 MANAGING THE PRODUCT LINE

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:


• Anderson, Narus and Rossum: Customer Value Propositions in Business Markets

SESSION 12 MANAGING INNOVATION

An organization for its survival must innovate – keep at least abreast, if not move ahead, of its rivals. It must provide its clients with improved products and services. This activity of innovation entails risks, but brings with rewards too.

Readings:


• Langdon Morris: How to Innovate: The Innovation Process

SESSION 13 MANAGING SERVICES

The importance of Services and its marketing poses challenges not usually encountered in the marketing of products. Services play a crucial role in ensuring customer satisfaction and loyalty.

Readings:


SESSION 14 &15 MANAGING CHANNELS

This part covers marketing channels, supply chains and networks in B2B markets - examining their role, purposes and structures and explores the challenges of managing interorganizational relationships within the marketing channel or network.

• Understand the different types of B2B marketplaces and their advantages for buyers

and sellers.

• Understand the mechanisms by which these marketplaces create value.

• Understand the bias of a marketplace and when it is likely to succeed.

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• Determine the characteristics of industries in which marketplaces are more likely to

succeed and understand the implications for a B2B marketer.

• Understand what is meant by a hybrid marketing system and the advantages and

problems associated with creating hybrid marketing systems.

• Understand how to design a hybrid marketing system.

• Design a hybrid marketing systems for a firm adding an internet channel.

Understand how to manage a hybrid marketing system.

Readings:


• Robert E Spekman: Designing Channels of Distribution

SESSION 16

PRICING The price of a product or service is a major factor for any industrial buyer. This session looks at the pricing strategies open to a seller of industrial goods and services. • Understand the role of price

• Understand the central elements of a pricing policy

• Understand how to determine whether or not to submit a bid.

• Understand how to determine what price to bid.

• Understand the importance of undertaking pricing market research to develop a

continuing price information system.

Readings:


SESSION 17 ADVERTISING & SALES PROMOTION

This session focuses on the nature and characteristics of the individual communication tools and media of the B2B promotional mix. Attention is giving to the importance of the personal selling and direct marketing in this sector, but also to the characteristics and usage of exhibitions, sponsorships, public relations and the role of the Internet within B2B marketing communications.

Readings:


SESSION 18 &19 MANAGING PERSONAL SELLING

This topic examines the nature and role of external relations and networks in implementing marketing strategy, their impact on a firm’s marketing performance and how they are managed.

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One of the most important aspects of marketing is relationship and network management which involves developing and managing the relationships with external organizations in order to gain access to and develop key resources and competences. • Understand the different types of relationships that exist between buyers and sellers.

• Understand the conditions under which different relationships are formed.

• Determine which types of marketing strategies would be appropriate for different

buyerseller relationships.

Readings:

Hutt & Speh (7th Edition): Chapter 17

SESSION 20 PRESENTATION, WRAP-UP

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PGDM TRIMESTER 05 – MARKETING: 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

SCOPE OF THE COURSE

The study plan covering recommended reading, classroom sessions and group activity


It is expected that the material in “Recommended Reading” be studied, preferably before

the session. Quizzes and examinations may include questions on this material.

The course is spread over 20 sessions. Each session will be of 90 minutes duration; the

course duration is 30 hours.

In addition to class room teaching and discussion, the following academic involvement is

essential for an effective learning of the course: o Average pre-session reading per theme

– 2 hours o Average group activity time – 3 hours

PEDAGOGIC TOOLS



• Handout of lecture material

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• Exercises involving the use of computer software, and related data sets

• Reference books

• Recommended reading

These books are recommended as reference books:

Rajkumar Venkatesan, Paul W. Farris, and Ronald T. Wilcox. Cutting Edge

Marketing Analytics. Pearson Education, Upper Saddle River, New Jersey, July

2014.

Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein. Marketing

Metrics: 50+ Metrics Every Executive Should Master, Pearson Education, Upper

Saddle River, New Jersey, 2006

Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,

(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall.

Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques: For

Marketing, Sales, and Customer Relationship Management, 3rd Edition, Wiley.

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

• An overview of marketing analytics

• Some key marketing metrics

• Commonly used multivariate data analysis techniques

• Data sources in India

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







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Classroom Session

• 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

Group Assignments

Exercise 1: Building a marketing mix model Exercise 2: Optimising marketing resources given a marketing mix model

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

• Data-driven marketing segmentation What is cluster analysis?

• Clustering vs classification

• Clustering methods

• Hierarchical agglomerative clustering

• K-Means clustering

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

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

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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

• What is discriminant analysis?

• The discriminant function

• Estimating the multiple discriminant model

• Interpreting weights and loadings

• Validating the model

• Territorial map

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

• Factor analysis: Dimension reduction and structure detection

• Correlation among analysis variables

• 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


Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Chapter 8.

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2. C. Carl Pegels and Chandra Sekar (1989).”Determining Strategic Groups Using

Multidimensional Scaling”, Interfaces, Vol. 19, No. 3, pp. 47-57

Classroom Session

• Creating a map of India

• What is multidimensional scaling?

• Obtaining a solution with paired comparisons

• Obtaining a solution with attribute ratings

• Validating and improving the model

• Interpreting the map

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

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 • Data-driven product design What is conjoint analysis?

• Calculating part worth utilities

• Interpreting conjoint analysis results

• Simulating market share

Group Presentation (Session 13)

Group 3: Exercise on conjoint analysis Group Assignment

Exercise 6: Exercise on product features decisions using conjoint analysis

SESSIONS 14 THEME 8: CUSTOMER RELATIONSHIP MANAGEMENT: RFM ANALYSIS

Recommended reading

pg. 176

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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 What is RFM analysis? • Creating RFM scores

• Calculating lift

• Identifying the target audience

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

• Market basket analysis

• Association rules

• Evaluating rules


• Application

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.

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Classroom Session

• Introduction to Household panels

• Structure of Panel Data

• Data Elements

• Penetration Reports

• New Acquisitions

• 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

• Introduction to Text Mining

• Parsing

• Applications o Spam emails o De-duplication o Social Media Analysis

• Scraping Websites

• Comments, Tweets, Retweets, Likes

• Fans, Followers & Engaged users

• Viral Impressions

• Analysing the comments o Language o Aspect o Tonality

o Emotion o First Person o Slang

or Profanity o Cultural use of Slang &

Profanity

o Sentiment Analysis – Positive, Negative,

Neutral or Irrelevant o Linking to Business

KPI’s

SESSION 20 Group Presentations

Group Presentations

• Groups 4, 5 and 6 will present their assignments. As with all group presentations, the rest of

the class will critique the presentation, while the group presenting it will defend its positions

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PGDM TRIMESTER 05 – MARKETING: 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

• Discriminate issues related to implementation as against the better known and more popular

issues related to strategy.

• Diagnose a marketing problem-situation and uncover the causes as strategy-related or

implementation-related or both.

• Construct a useful template to guide good marketing practice.

COURSE COVERAGE

Marketing Practice - What is it? Where does it happen?

Marketing Implementation — A Conceptual Framework

Discriminating problems of execution from problems of strategy — A Diagnostic Tool

Managing Marketing- at the level of functions and programmes

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

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A very high degree and quality of class participation is an essential requirement for an effective

learning in this module.

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 No. Topic

Read Material (

Refer Course Handout)

• Introduction to Marketing Implementation

• Strategy — Implementation Dyad

1 & 2 • Analytical Framework for uncovering issues

• Vocabulary for managing the Marketing

Function

• Introduction to Marketing Implementation

• Strategy — Implementation Dyad

Introductory Note: Basics

& Actions

Case-1 : Computer Devices Inc. Refer 'Questions to Aid

Case Analysis'

3 , 4 & 5 Case-2 : The Gillette Company : Personal Care

Division Same as above

6 &7

• Learning so far - Stock -Taking

• Implementation of Marketing Functions o

Marketing Operations o Criteria for good

practice o Conceptual thinking towards better

practice

o Implementation Skills

Revisit the Introductory

Note ( above)

8 , 9 & 10

Case-3 : Trade Shows : National Mine Service

Company

• Note: Get More

outof your Trade Shows

• Refer 'Questions to

Aid case Analysis’

11,12&13 Case-4 : Pricing : The Hertz Corporation Refer 'Questions ro Aid

Case Analysis'

pg. 180

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14,15&16 • Learning so far - Stock -Taking

• Implementation of Marketing Programme o

Programme Management in marketing

o Reinforce practice skills

o Bridge between Programme & Policy

Case-5 : North American Phillips Lighting

Corporation

Introductory Note: Program

& Policy

Refer 'Questions to

Aid Case Analysis'

17 & 18 Case-6 : Alcan Aluminium Corporation : Building

Products Division

• Refer 'Questions to

Aid Case Analysis'

19 &20 Course Integration

Note: 'Questions to Aid Case Analysis' is intended to serve only as sign-posts for

the general direction of your analysis. You have to still find your own way to arrive at

your own destination!

Questions to Aid Case Analysis

Case -1: Computer Devices Inc.

1. What went wrong with Blitz?

2. What is your view of CDI, its market position, organization, and strategy?

3. How effective and efficient is CDI at marketing?

4. How do you evaluate selling execution at CDI?

5. What do you think of the 1206 programme - its structure, organization, and execution?

6. What are the political ramifications of the 1206 programme within CDI? Who will get

hurt if it fails?

7. What should Mr.Stofer do?

Case -2: The Gillette Company: Personal Care Division

1. What should Ms.Christie do after lunch? a) To whom should she speak first?

b) What should she say to Lombardi? To Freedman?

2. How important to PCD is the Silkience franchise? What is at risk?

3. How critical was ATW's participation to the success of Silkience conditioner?

4. What difference do you see between the conditioner and shampoo programmes?

5. What checks & balances should be placed on outsiders working with the firm?

How should these be maintained and allowed to evolve over time? Case —3: Trade Shows: National Mine Service Company

1. Why do companies go to Trade Shows?

2. What are NMS's Communication Objectives?

pg. 181

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3. Does the Buying Process for mine equipment seem consistent with the marketing

communication tools NMS is bringing to bear?

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?

Case – 4 : Pricing: The Hertz Corporation

1. What is the. problem in this case?

2. What do you make of the industry and the company?

3. Is Hertz a 'well-managed’ company?

4. How good is the 'no-mileage' strategy?

5. Will it work, or will Hertz have to go back to time-plus-mileage?

6. What was the reaction to the plan?

7. What is your contingency plan to go back to time-plus-mileage?

8. What should Ben Bidwell do? Craig Koch?

Case — 5: North American Phillips Lighting Corporation

1. Was NAPLC's strategy sound?

2. Did the program have even' chance of working?

3. What is the overarching problem in this case?

4. What are the company and the industry like?

5. Why is the grocery trade characterized by single brands? Are they resistant to making

profits?

6. Dissect the Project Shopping Cart. Why did it fail?

7. Did management want it to succeed?

8. If NAPLC had got the bulbs on to the shelves, would they have sold?

9. What should Hayes do now?

Case 6: 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?

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PGDM TRIMESTER 05 – MARKETING: PRODUCT STRATEGY

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.

The course is divided into eight themes:

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


• Class discussions based on real life examples

• Cases from both global and Indian context

pg. 183

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• 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

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.

Reading from the reference books Session plan articles. Case: Enterprise Rent a Car – Product strategy for growth

http://www.amazon.in/Robert-Curedale/e/B00DQ3OZOU/ref=dp_byline_cont_book_1


pg. 184

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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

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.

Reading from the session plan book Case: Dell Computer: Inspiron Product Development

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.

Reference Book: Innovators Dilemma by Clayton Christenson Class discussion Case study

pg. 185

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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 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.

Reading: Design Thinking: Process and Methods Manual by Robert Curedale Class discussion based on examples from the market Case: Design Thinking and Innovation at Apple

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.

Reading: Value Proposition Design by Yves Piguers Articles from the sessions plan book Case studies – current digital firms in the Indian market place Case study



pg. 186

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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.

Reading from the session plan book articles Case: Global product development strategy at Bosch:

SESSION 20 FINAL ASSIGNMENT – CASE STUDY PRESENTATION

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PGDM TRIMESTER 05 – MARKETING: SERVICE MARKETING

COURSE OBJECTIVE

The course of Services Marketing aims at providing students with a comprehensive view of the marketing of services to an appropriate segment of customers so as to fulfill the needs of the customer as well as enable the service provider to turn it into a viable sustainable business. The course assumes that the student has gone through the foundation course of Services Management and has a good understanding of Services and how they are differentiated as well as fit into the selling of products and solutions. The course aims to provide participants with the understanding as to how various elements such as Price, Promotion, People and Processes impact the successful marketing of Services. The relevance of the course is borne out by the fact that over 55% of the Indian economy is now contributed by Services and it continues to be a major growth pillar of the economy.

LEARNING OUTCOMES

• Understand the differences between the marketing of Services and Products.

• Customer Expectations from Services

• Segmentation of Customers for Services

• Marketing of Services and managing the 7P’s for effective Marketing

• Selling Services in a Global Marketplace

• Technology in the marketing of Services

• The role of Digital Media in Services Marketing

SCOPE OF THE COURSE

The course would assume that the student has a good understanding of Services and their Management. It is also assumed that the student has gone through the foundation course of Services Management. The course would look at the marketing of Services in a global context and examine the impact of Technology. The impact of Services Marketing on key verticals such as Banking, Financial Services, Insurance, Telecom and Hospitality would be considered.

PEDAGOGIC TOOLS

The course would be delivered through 20 classroom sessions that would mainly consist of class lectures, discussions, presentations, select examples and analysis. Students would be expected to come prepared with the reading assigned for the class. Students would also be asked to undertake projects to further enhance their learning of Services Marketing. Parallels from other Marketing courses would be drawn.

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 AND 2 THEME 1: UNDERSTANDING SERVICES AND SERVICES MARKETING


• Reference Book

pg. 188

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• Services Marketing – People, Technology, Strategy by Christopher Lovelock et al 7th

edition ( Henceforth referred to as Book 1 ). Chapter 1, pgs 4 – 27

• Services Marketing – Integrating customer focus across the firm, by Valarie A

Zeithamal et al 4th edition ( Henceforth referred to as Book 2) Chapter 1, pgs 2-31

Classroom Session

• What are Services

• Why Services Marketing

• Services Marketing Mix

• A Framework for developing effective Services Marketing strategies

Group Work

• Please form yourselves into groups of not more than 5. These groups will continue to

work on assignments throughout the course.

• Identify one service that you have used and appreciated. What elements of marketing

contributed to its success?

• Similarly, identify one service that you would never use again. What could have been

done to recover the situation?

SESSION 3 AND 4 THEME 2: CUSTOMER NEEDS AND THEIR UNDERSTANDING FOR SERVICES


• Reference Book

• Book 1, Chapter 2, pgs 34 – 50


Classroom Session

• The three stage model of service consumption.

• The customer and provider gap.

• Stages in customer choice.

• Customer expectations of service.

Group Work

• Debate as a group in a service that you have experienced, what are the gaps that are

perceived by the customer. How can the service provider eliminate the gaps? What

impact would that have on his bottom line?

SESSION 5 and 6 THEME 3: APPLYING THE PRINCIPLES OF MARKETING TO SERVICES


• Reference Book



Classroom Session

• Planning and creating service products

pg. 189

C R O 1 - 3 3 6 9 1 8 3 8 7 1 1 6 . 1 0 2 7

• Branding service products and experiences

• New service development

• Service blue printing

Group Work

• Can you identify in your group, one new service that has come up? What are the

characteristics of this new service? What might have led to its creation in the first place?

Can you fulfill a need or discover a need?

Assignments

• The first assignment will be given during this session. Each group is required to

identify one work flow as they see it in NMIMS. The group is the required to lay down

the customers and service provider for this work flow and articulate the expectations of

customers. The group then has to draw a service blue print for this process and come

up with ideas to innovate it further. This assignment will be due for submission at the

end of Session 10.

SESSION 7 AND 8 THEME 3 CONT.: APPLYING THE PRINCIPLES OF MARKETING TO SERVICES – PRICE

AND REVENUE MANAGEMENT


• Reference


• Book 2, Chapter 17 & 18, pgs 527 – 587

Classroom Session

• Pricing strategy for services

• Management – what it is and how it works

• Value definition of services

• Service performance measurement

Group Work

Debate on the concept of a balanced score card for services companies. What would the various quadrants represent? What could be key parameters for measurement of the enterprise? Which of these are leading indicators and which of these are lagging indicators/

SESSION 9 AND 10 THEME 3 CONT.: APPLYING THE PRINCIPLES OF MARKETING TO SERVICES –

DISTRIBUTION OF SERVICES Pre-Session Readings

Reference Book

Book 1, Chapter 5, pgs 109 – 124


Classroom Session

pg. 190

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Distribution in a services context

Place, time and form criticality

Delivering services in cyberspace and internationally

Group Work

Think about how globalization and the internet impacted the Services business? What

can we do to take advantage of the Internet and the global market? What pitfalls could

be there for us?

SESSION 11 AND 12 THEME 3 CONT.: TECHNOLOGY APPLYING THE PRINCIPLES OF MARKETING

TO SERVICES – PROMOTING SERVICES AND EDUCATING CUSTOMERS Pre-Session Readings

Reference Book

Book 1, Chapter 7, pgs 163 to 186


Classroom Session

The role of marketing communications

The marketing communication mix

Service communication challenges

Strategies to match service promises with delivery

Group Work

Identify the various stakeholders in the market communications process for a services company? Who has the biggest impact? What is the power of word of mouth marketing for Services? What impact does that have on services and service recovery?

Assignments

The second assignment would be discussed during this session. Each group is expected to choose either on existing or a new service. Analyse the service from the following aspects. What is the service concept here.

How can the various aspects of services delivery such as Reliability,

responsiveness, empathy, assurance and tangibles.

How would you design and deliver such a service.

How would you use the various “P”s of marketing to drive the business around

the service

Use all of the above to develop and present a business plan for the service

SESSION 13 AND 14 THEME 4: MANAGING CUSTOMER RELATIONSHIPS AND BUILDING LOYALTY


Reference Book


pg. 191

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Classroom Session

Understanding the Customer firm relationship

CRM – principles and technologies

Strategies for building loyalty with customers

Customer lifetime value

Relationship value of customers

Group Work

What are the CRM packages and technologies you are aware of? What distinguishes one from the other? How do you go about choosing an appropriate CRM for a service entity?

Assignments

For the second assignment, pick one service industry of your choice. Within that service industry, identify one service offering. Explain how customer loyalty could be built for that offering. Make sure that you look at all aspects from identification of potential customers through all stages of the customer life cycle. This assignment will be due at the end of session 18.

SESSION 15 AND 16 THEME 5: SERVICE QUALITY AND RECOVERY WITH CUSTOMERS


Book 1, Chapter 13 & Chapter 14, pgs 379 to 426

Book 2, Chapter 8, pgs 218 to 251

Classroom Session

Customer complaints

Effective service recovery systems

How customers respond to service failures

Customer recovery expectations

Group Work

Think of examples of service failures that you have experienced. How were they dealt with? Think of the service failure that according to you were dealt with in the most appropriate manner? Why do you think so? Also what about the service failures that were dealt with poorly? What was the learning from them?

SESSION 17 and 18 THEME 6: MANAGING SERVICE PROCESSES AND PEOPLE FOR EFFECTIVE

SERVICES MARKETING


Reference Book

pg. 192

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Book 1, Chapter 8, pgs 214 – 236, Chapter 11, pgs 295 - 317

Classroom Session

Service process design with customer in mind

Customer as co-producer

Self-service technologies

Service employees as marketing people

SESSION 19 AND 20

THEME 7: SERVICE MARKETING IN SELECT VERTICALS


Case Study Readings would be provided for this session. The readings would

also be in the form of a couple of podcasts and video clippings that would

enable us to study how service is dealt with in different verticals.

Classroom Session

Service Marketing strategies followed by select companies below would be analysed : ICICI Bank and Yes Bank for Banking

Singapore Airlines and Indigo for Airlines

The Ritz Carlton for hotels

Assignments

There will be a final presentation of your course assignment that

was earlier explained at the end of the course content for Session 14.

The group would need to present in class as a group and then submit

their assignment for evaluation

pg. 193

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PGDM TRIMESTER 05 – OPERATIONS: THEORY OF CONSTRATINTS

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


Exercises

REFERENCE TEXTBOOKS

1 The Goal by Eliyahu Goldratt and Jeff Cox

2 The Race by Eliyahu Goldratt and Robert Fox

SESSION PLAN

No. Topics Covered Pedagogy

1&2 Introduction to production and productivity. Lectures, discussions,

video,

3&4 Discussion on problems of organization. Case studies, video

5&6 Discussion on operational expenses and

Inventory Case studies, Video

7&8 Establishing measurement for goal. Lectures, discussions

9&10 Discussion on theory of constraints Case study presentations

11&12 Analyzing competitive edge in business Lectures, discussions

13&14 Analyzing bottlenecks Lectures, video

15&16 Discussion on Race strategy Lectures, video

17&18 Critical chain analysis Lectures, video

19&20 Case exercises and group presentations Lectures, discus

pg. 194

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PGDM TRIMESTER 05 – OPERATIONS

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

SCOPE OF THE COURSE

Coverage of important developments in the area of sourcing and e-commerce

Selection and application of Good Sourcing Practices in real-world situations

PEDAGOGIC TOOLS

Audio and video clips

Case study analysis


Exercises

PRESCRIBED TEXTBOOK

Supply Chain Management by Chopra, Meindl and Kalra

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

SESSIONS 10 AND 11:

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IDENTIFICATION, DEVELOPMENT AND MANAGEMENT OF VENDORS AND

SUPPLIERS

SESSIONS 12 AND 13: THE MAKE-VERSUS-BUY DECISION AND OUTSOURCING

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

SESSIONS 19 AND 20: ANALYSIS OF CASES AND COURSE SUMMARY

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PGDM TRIMESTER 05 – OPERATIONS: 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.

SCOPE OF THE COURSE

Topics related to various Factors which affect Performance of Companies with a

Consultants ‘ Perspective

Methods adopted by Globally renowned Consulting Organisations working with Leading

Multinational Organisations to assess, analyse & predict Improvement-related Targets

through Functional Analytics

Topics related to “ Smart “ working of Costs related to Consulting Assignments.

Hands-on Practical Work & Demos with Popular SAP-compliant Software used by

Consultants to assess Processes, collect Information, Analyse Data, create Outputs which

help in Decision Support and test Processes which have a direct bearing on Operational

Performance.

Details of the Process Models applicable to Typical Stages of Functional Analytics which

are used to Design, Implement & test the Solution offered to Clients

Various methods for Monitoring & advising Clients on Managing & Controlling System

Productivity within their Organisations.

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PEDAGOGIC TOOLS

POWERPOINT PRESENTATIONS, READING REFERENCES,

EXECUTABLE SOFTWARE TOOLS

SOFTWARE DEMOS

SESSIONS 1 to 4 THEME: INTRODUCTION TO OPERATIONS CONSULTING, PRODUCTIVITY & FUNCTIONAL

ANALYTICS


Study Plan Folder

Additional Readings

Study Plan Folder

Classroom Session

POWERPOINT PRESENTATIONS - INTERACTIVE

Topics

Introduction to OPCON Productivity Analysis Model Business Process Analysis

SESSIONS 5 & 6 THEME: ISSUES RELATED TO OPERATIONS CONSULTING


Study Plan Folder

Additional Readings

Study Plan Folder

Classroom Session


Topics

Enterprise Analysis Model – convincing the Client Strategic Analysis

Group Work

Interactive Session on “Facing Challenges in Consulting “ ESSIONS 7 & 8 THEME: PRIMARY STAGES OF OPERATIONS CONSULTING

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Session Readings

Study Plan Folder

Additional Readings

Study Plan Folder

Classroom Session


Topics

Functional Analysis Modelling Functional Decomposition

SESSIONS 9 & 10 THEME: PREPARATORY STAGES OF OPERATIONS CONSULTING


Study Plan Folder

Additional Readings

Study Plan Folder

Classroom Session


Topics

Object-oriented Analysis Requirements Analysis

Assignments

A Consultancy Proposal TO BE SUBMITTED

SESSIONS 11 & 12

THEME: THE MILLENIUM APPROACH

Session Readings

Study Plan Folder

Additional Readings

Study Plan Folder

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Classroom Session

POWERPOINT PRESENTATIONS- INTERACTIVE

Topics

System Architecting Web Analytics

SESSIONS 13 & 14 THEME: ENHANCING EFFECTIVENESS OF CONSULTING


Study Plan Folder

Additional Readings

Study Plan Folder

Classroom Session


Topics

Functional Measurement Functional Behaviour Analysis

SESSION 15 THEME: TEST

SESSIONS 16 to 19 THEME: OPERATIONS CONSULTING TOOLS & TECHNIQUES

Session Readings

Study Plan Folder

Additional Readings

Study Plan Folder Topics

Consulting Techniques OA Techniques ANALYTICS TOOLS – ODETTE, DASHBOARDS, SYSTEMS AUDIT

SESSION 20 THEME: CONCLUSIVE APPROACH


pg. 200

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Study Plan Folder – All Topics

Additional Readings


Classroom Session


Topics

Decision Analysis

SESSION 21 & 22 THEME: REVISION & PROJECT PRESENTATION


Study Plan Folder – All Topics

Additional Readings


Group Work

OPEN SESSION – REVISION OF CONCEPTS IN CONSULTING POWERPOINT PRESENTATION by the STUDENTS IN GROUPS

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PGDM TRIMESTER 05 – HUMAN RESOURCE MANAGEMENT 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 bestin-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

• 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

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• 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.

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

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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


• 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

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

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THEME 2: COMPENSATION CONCEPTS AND COMPONENTS Pre-Session Readings


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



Classroom Session

• Introduction to rules and provisions of various Laws including

Payment of Wages Act, 1936

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

pg. 205

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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


Study Plan Booklet Classroom Session

• Objectives of compensation structuring

• Design principles for compensation structuring

• 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


• 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



• 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

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• 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


• Study Plan Booklet 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



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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)

• 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

pg. 208

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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

• 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



• 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


• 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


Professional

SESSION 16 & 17 THEME 11: DETERMINING POSITIONING, DESIGNING PAY RANGES AND PAY BANDS



• 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

pg. 209

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• Dealing with exceptions

• 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


Professional

SESSION 18 THEME 12: MANAGEMENT OF GLOBAL COMPENSATION – SHORT TERM AND LONG TERM



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



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


• Steven L. Cross and Donald T. Sagolla; The Role of the Compensation Committee.

• Marian Cook; Compensation as a Retention Strategy

pg. 210

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• 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 – HUMAN RESOURCE MANAGEMENT HR LAWS –ER & COMPLIANCE

Human Resources at the Center Stage

Human Resources function and professionals have come a long way in establishing their credibility to the business. As the rules of the business game changed, HR professionals recognized the need for re-architecting their roles and responsibilities. In the knowledge economy where human capital plays a deterministic role for organization’s success, effective Human Capital Management became very pronounced. HR professionals are called upon increasingly to contribute to strategy execution, operational excellence, culture change & transformation as well as creating the necessary commitment and competence on the part of the talented workforce.

India on a path of renewal- Old economy industries on a come-back trail!

In spite of a recent wave of gloom and doom headlining the newspapers, it is very clear that the Indian economy is on a renewed growth path, post the liberalisation of the early 1990s. The first wave of the liberalisation give a fillip to the services sector, led by the software industry which has created a huge middle class. However, we are now on the threshold of a second wave of growth, and experts are increasingly talking about the coming of age of the bottom of the pyramid, and the huge rural economy of India. This points to the imminent growth of sectors such as manufacturing, organised retail, and other sectors of the services like insurance, etc. This will also generate employment for a new class of people- mostly in the category called the 'union-isable' employees. The need for HR professionals who can then help businesses manage the dynamics of this category of employees will be felt more than ever before. Hence there will be a large need for HR professionals who are conversant with labour laws and processes. This course will focus on ensuring that students appreciate the practical elements of the employment laws as they apply to day-to-day business situations. It will also have the necessary rigour of understanding the laws per-se, and the legal process of dealing with unionisable employees.

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

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

pg. 212

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Reference Books : Employment Laws: ER & Compliance, NMIMS, Bangalore. Krishna

Setlur: October 2013

Book: Industrial Relations

Author: Arun Monappa

ISBN-13: 978-0074517703

Pub Date: MAY-85

Book: Industrial Relations and Labour Laws

Authors: Arun Monappa, Ranjeet Nambudiri, and Patturaja Selvaraj

Publisher: Tata McGraw-Hill Publishing Company; 2 edition (27 April 2012)

ISBN-10: 1259004929

ISBN-13: 978-1259004926

Book: Labour Laws – Everybody Should Know

Author: H L Kumar

Publisher: Labour Law Reporter

Book: Employer’s Rights under Labour Laws

Author: H L Kumar


Book: Obligation of Employers under Labour Laws

Author: H L Kumar


Book: HRD & Labour Law Referencer cum Diary 2014

Author: H L Kumar


This is a practical guide for effective management with readymade drafts for office orders,

letters, notices, memos, charge-sheets, warnings, etc.)

Book: Digest of Labour Cases: 1990-2012

Author: H L Kumar


Book: Labour and Industrial Law with Seven Year Digest + CD (in 2 Volumes)

Author: H L Kumar


This has cases from 2003 to 2012

Book: Dynamics of Industrial Relations in India

Author: Mamoria, Mamoria, Gankar

Publisher: Himalaya Publishing House (2010)

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

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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

• 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

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• 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!

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

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• 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

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

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• 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

• 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

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PGDM TRIMESTER 05 – HUMAN RESOURCE MANAGEMENT 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

• 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

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• Describe and assess recent trends in management of Human Resources internationally

SCOPE OF THE COURSE

1. Introduction to IHRM

2. The growth of the multinational Enterprise and HRM

3. The cross border alliances and HRM

4. IHRM Staffing : Recruitment , Selection and Transfers

5. Training and Development

6. Compensation

7. Performance Management

8. Re-entry and career issues

9. Global HR issues

10. International Industrial relations

11. Cross Cultural Management

12. IHRM Trends and future challenges

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


Reference Book: “International HR Management”

• Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 1 Introduction

Case study

• 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

http://www.flipkart.com/international-human-resource-management-0070656126/p/itmczynvtqd8g7ze/search-books-international-human-resource-management/18?ref=f04a01c5-b2d6-48dc-af4d-f12caa68cbcc&pid=9780070656123

http://www.flipkart.com/international-human-resource-management-0070656126/p/itmczynvtqd8g7ze/search-books-international-human-resource-management/18?ref=f04a01c5-b2d6-48dc-af4d-f12caa68cbcc&pid=9780070656123

http://www.flipkart.com/author/k-aswathappa




http://www.flipkart.com/author/sadhna-dash



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SESSION 3 & 4 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

The Growth of Multinational Enterprises and HRM

• Introduction to the process of internationalization

• Mode of operation of a firm in international context and path taken by the firm to

global status : Export , Sales Subsidiary , International Division , Global Product

/Area Division (Matrix , Mixed Structure , Hetrarchy , Transnational ,Multinational

network , Metanational)

• Control mechanism in an organization: Formal (reporting, structure, etc) and

Informal (Personal Relationships and Culture, etc)

• Broad understanding how international growth affects the HRM activities

SESSION 5 & 6 Pre-Session Readings


Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 4,5

Classroom Session

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

http://hbr.org/search/Siegfried+Russwurm%2C+Luis+Hern%26aacute%3Bndez%2C+Susan+Chambers%2C+and+Keumyong+Chung/0/author




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• Discussion on the case: Talent Management across borders – Sloan Business

School SESSION 7 & 8

Session Readings


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



Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 7

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.



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

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• 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 Session

Readings


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



Peter J. Dowling , Marion Festing and Allied D. Engle , Sr. _ Chapter 9 • 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



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

http://cb.hbsp.harvard.edu/cb/web/search_results.seam?conversationId=203592&N=4294956762





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• Citibank case study

SESSION 17 & 18


• 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



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 – HUMAN RESOURCE MANAGEMENT MEASURING HR

Human Resources at the Center Stage:

Human Resources function and professionals have come a long way in establishing their credibility to the business. As the rules of the business game changed, HR professionals recognized the need for re-architecting their roles and responsibilities. In the knowledge economy where human capital plays a deterministic role for organization’s success, effective Human Capital Management became very pronounced. HR professionals are called upon increasingly to contribute to strategy execution, operational excellence, culture change & transformation as well as creating the necessary commitment and competence on the part of the talented workforce. Inevitably, the focus moved from Return on Investment to Return on Intangibles! Intangibles such as leadership brand, widely shared strategic intent, culture, execution focus, collaboration, innovation and the like became invaluable for organizations to compete successfully in the fiercely competitive globalized environment. HR professionals had to recognize that they needed to move from a “doables orientation” to “deliverable orientation”. Value creation on the part of HR broke out of the traditional mindset associated with “containing costs” to “contributing to the top-line.” Around the time the HR roles were getting redefined and HR professionals gearing up to create value for corporations, newer measurement tools in the form of Balanced scorecards started to emerge. These tools also proved immensely valuable to the business since they brought a much needed long-term orientation to building and sustaining a business. Importance of leading indicators of corporate success as much as the lagging indicators became more and more evident even as the corporate world witnessed many a mayhem in corporate collapse world over. Corporations became not only aware of the power of human capital, but they also started to pay the attention it always deserved. Long live New HR!

Measuring HR: Many Frameworks, but do these frames work?

HR professionals in the past have invested time and techniques to measure their contributions.

They measured and reported hiring efficiency, training results, absenteeism, labour costs and

a whole lot of such measurements. This paradigm focused on measuring the efficiency of the

function was fine when HR was viewed as a support function. The new paradigm that calls for

HR to play the Strategic Partner role for the business will find the above measurements grossly

inadequate.

Pretty much on the lines of Business Balanced Scorecards, HR scorecards and such other frameworks became popular. Many of these frameworks left the HR professionals with even more confusion and anxiety rather than being of any help. The root cause of this has been lack of understanding as to what HR measures matter for the Company as much as how to measure them. Before putting together a robust HR Scorecard, little attention was paid to what people-related leading indicators mattered for the Company and its successful execution of the strategy. This course will facilitate a deeper understanding of what it means to measure HR for efficiency, effectiveness and business impact.

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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:


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

SESSION 5 & 6 Classroom Session

Topic & Objectives: Understanding HR Deliverables

• Capabilities

• Culture

• Systems & Processes

• HR Architecture that delivers

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SESSIONS 7 & 8 Classroom Session

Topic & Objectives: New Age competencies for HR professionals

• University of Michigan Study & Framework

• CII-NHRD Framework


Topic: Talentship as a decision science


Topic: Understanding the Balanced Scorecard & Strategy mapping


Topic: Constructing a robust HR Scorecard

SESSION 15 Classroom Session

Topic: HR Maturity Framework and implications


Topic: Creating & Sustaining HR delivery vehicles that deliver value


Topic: Redefining value creation in the context of unique business strategy


Topic: Next Practices in measurement- HR Analytics

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PGDM TRIMESTER 05 – ANALYTICS 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.

9. Build a model to implement a simple pair trading strategy.

10. Understand the Basel norms and their relevance for a sound financial system.

SCOPE OF THE COURSE

The study plan covering readings, classroom sessions, group work and assignments


It is mandatory to go through the ‘Pre-session readings’. You may expect surprise quizzes

on the same.

The course consists of 5 broad 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: Insurance Analytics o Theme 2: Risk Management

o Theme 3: Credit Scoring for Consumer Finance

o Theme 4: Application of Analytics in Fraud Detection and Trading o

Theme 5: Application of Customer Analytics in Finance

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)

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The coursework encompasses some/all of the following activities: Pre-Session Readings

Class participation

Post-class repetition of in-class model building exercises

Final Project (Group)

• 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.

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

• There will be 3 surprise / announced quizzes each carrying equal weightage. These are a

mix of concept and hands on based questions, directly linked to the class room discussions

and learning objectives.

• 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

THEME 2: RISK MANAGEMENT

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SESSION 3

Define Credit Risk, Market Risk and Operations Risk

Types of Market Risk and Example

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

THEME 3: CREDIT SCORING AND CUSTOMER ANALYTICS

SESSION 11

Credit Scoring Case Study

How to optimize the model for large and small banks differently.

SESSION 12

Decision Trees Vs Logistic Regression

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Ensemble Models

SESSION 13

Performance of Scoring Models

Application of Scoring Models in Wealth Management

THEME 4: APPLICATION OF ANALYTICS IN FRAUD DETECTION & TRADING

SESSIONS 14

Framework for Credit Card Fraud Detection

SESSIONS 15-16

Visualizing Stock Price Information

Pairs Trading

THEME 5: APPLICATION OF CUSTOMER ANALYTICS IN FINANCE

SESSION 17-18

Cross –Selling and Up-selling

Measuring CLTV

Database marketing

Product Development

SESSION 19-20

Project Review and Presentations

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PGDM TRIMESTER 05 – ANALYTICS BIG DATA & ITS APPLICATION

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.

SCOPE OF THE COURSE

The study plan covering readings/handouts, classroom sessions, Group Work

sessions and Assignments corresponding to each session are outlined below.

For post contact reading, please refer to the handouts that will be provided at the

end of each session.

PEDAGOGIC TOOLS


• Study Hand-outs

• Reference books


Reference Books

• 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).

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SESSIONS 1- 3 MANAGING ANALYTICS AS A BUSINESS PROCESS

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 as a business process Nature and metrics / Buy or Build decision

SESSIONS 4- 6 MANAGING ANALYTICS PROJECTS

Readings


Classroom Session

Managing Analytics Projects

Building Analytic Capability

Analytics as part of an organization

Decomposing the effects

Generalized Linear Model

SESSIONS 7-10 MODELS OF ENGAGEMENT

Readings


Classroom Session

Analytics as offshore process Models of Engagement Pricing

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Communication and security challenges Strategic importance of Analytics Competing based on Analytics Ethical and Privacy Issues

SESSIONS 11-12 WHAT IS BIG DATA

Readings


Classroom Session

What is Big Data

4 V dimensions of Big Data

Sources of Big Data, growth and Prevalence

Why Big Data – influence on business outcomes

Use cases across industries Big Data technology framework

Components of framework across storage, analysis, visualization and deployment

SESSIONS 13- 16 KEY BIG DATA TECHNOLOGIES

Readings


Classroom Session

Hadoop (HDFS and MapReduce)

NoSQL data stores

Columnar data stores

Unstructured data analysis

SESSIONS 17- 20 INDUSTRY AND MARKET TRENDS

Readings


Classroom Session

Industry and market trends

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• Adoption of Big Data technologies

• Key trends, market share etc.

Integrating a Big Data technology framework • Key considerations while selecting technology components

• Integration with existing IT infrastructure

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PGDM TRIMESTER 05 – ANALYTICS: 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

SCOPE OF THE COURSE

The study plan covering recommended reading, classroom sessions and group activity


It is expected that the material in “Recommended Reading” be studied, preferably

before the session. Quizzes and examinations may include questions on this material.

The course is spread over 20 sessions. Each session will be of 90 minutes duration;

the course duration is 30 hours.

In addition to class room teaching and discussion, the following academic involvement

is essential for an effective learning of the course: o Average pre-session reading per

theme – 2 hours o Average group activity time – 3 hours

PEDAGOGIC TOOLS



• Handout of lecture material

• Exercises involving the use of computer software, and related data sets

• Reference books

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• Recommended reading

These books are recommended as reference books:

Rajkumar Venkatesan, Paul W. Farris, and Ronald T. Wilcox. Cutting Edge

Marketing Analytics. Pearson Education, Upper Saddle River, New Jersey,

July 2014.

Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein.

Marketing Metrics: 50+ Metrics Every Executive Should Master, Pearson

Education, Upper Saddle River, New Jersey, 2006

Joseph, F. Hair Jr., William C. Black, Barry J. Babin, and Rolph E. Anderson,

(2010). Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall.

Gordon S. Linoff, and Michael J. A. Berry (2011). Data Mining Techniques:

For Marketing, Sales, and Customer Relationship Management, 3rd Edition,

Wiley.

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

• An overview of marketing analytics

• Some key marketing metrics

• Commonly used multivariate data analysis techniques

• Data sources in India

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

• Multiple regression: A quick review

• Response variables in MMM







pg. 236

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• 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

Group Assignments

Exercise 1: Building a marketing mix model Exercise 2: Optimising marketing resources given a marketing mix model

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

• Data-driven marketing segmentation What is cluster analysis?

• Clustering vs classification

• Clustering methods

• Hierarchical agglomerative clustering

• K-Means clustering

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


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

• What is discriminant analysis?

The discriminant function Estimating the multiple discriminant model Interpreting weights and loadings

• Validating the model

• Territorial map

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

• Factor analysis: Dimension reduction and structure detection

• Correlation among analysis variables

• 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


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

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Classroom Session

• Creating a map of India

• What is multidimensional scaling?

• Obtaining a solution with paired comparisons

Obtaining a solution with attribute ratings Validating and improving the model Interpreting the map

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 Data-driven product design What is conjoint analysis? • Calculating part worth utilities

• Interpreting conjoint analysis results

• Simulating market share

Group Presentation (Session 13)

Group 3: Exercise on conjoint analysis 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.

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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 What is RFM analysis?

Creating RFM scores Calculating lift Identifying the target audience

Group Assignment

Exercise 7: Exercise on RFM analysis / Association analysis

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

• Market basket analysis

• Association rules

• Evaluating rules


• Application

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

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• Introduction to Household panels

• Structure of Panel Data

• Data Elements

• Penetration Reports

• New Acquisitions

• Repeat Purchase

• Migration

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

• Introduction to Text Mining

• Parsing

• Applications o Spam emails o De-duplication o Social Media Analysis

• Scraping Websites

• Comments, Tweets, Retweets, Likes

• Fans, Followers & Engaged users

• Viral Impressions

• Analysing the comments o Language o Aspect o Tonality

o Emotion o First Person o

Slang or Profanity o

Cultural use of Slang &

Profanity

o Sentiment Analysis –

Positive, Negative, Neutral or

Irrelevant o Linking to

Business KPI’s

SESSION 20 GROUP PRESENTATIONS

Group Presentations

• Groups 4, 5 and 6 will present their assignments.

As with all group presentations, the rest of the class will critique the

presentation, while the group presenting it will defend its positions.

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PGDM TRIMESTER 05 – ANALYTICS QUANTITATIVE TECHNIQUES FOR DECISION MAKING II

Objectives:-

We will look at some additional techniques to enable solving deterministic and probabilistic problems. Some challenging problems in analytics require application of Operations Research. We will also explore machine learning techniques to enable an overall understanding of how to develop and understand these models. We will also look at an overview of network models from a real world application perspective.

Reference Books:-

1. Wayne L. Winston, Operations Research Applications and Algorithms, Thomson Brooks

/ Coles

2. Brett Lantz, Machine Learning with R, PACKT Publishing

3. David Easley, Jon Kleinberg, Networks, Crowds, and Markets: Reasoning About a

Highly Connected World, Cambridge University Press

4. Frederick S. Hillier, Gerald J. Lieberman, Introduction to operations research, McGraw-

Hill. 5. Seila, A.F., P.R. Tadikamalla, and V. Ceric: Applied Simulation Modeling, Brooks Cole

(2003).

6. Trevor Hastie, Robert Tibshirani, Jerome Friedman, The Elements of Statistical

Learning:

Data Mining, Inference, and Prediction, Second Edition 7. Hand , D . J . , Mannila , H . and Smyth , P . ( 2001 ) Principles of Data Mining , MIT

Press, Cambridge, MA .

Sessi

on Topic Class room Session Pre Session Readings

1 Linear Algebra /

Probability

- Basics of Matrix Theory

- Probability Theory Book 1, Chapter 2, 12

2 Linear Programming - 1 Linear Programming

Problem - Graphical Solution Book 1, Chapter 3

3 Linear Programming - 2

- Simplex Algorithm

- Application of Linear

Programming using Excel

Book 1, Chapter 4

4 Sensitivity Analysis - Graphical Analysis

- Duality

Book 1, Chapter 5, 6

5 Integer Programming - 1

- Solving Integer Problems

- Managing various

constraints

Book 1, Chapter 9

6 Game Theory - Zero Sum Games Book 1, Chapter 14

7 Transportation Problem - Transportation Problem

Book 1, Chapter 7

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- Assignment Problem

8 Network Flow Shortest Path Problem

- Maximum Flow Problem

Book 1, Chapter 8

9 Stochastic Models - Markov Processes Book 1, Chapter 17

10 Simulation Basics of simulation Book 1, Chapter 21

11 Classification Problems -

1

- K Nearest Neighbors

- Naïve Bayes Classifiers Book 2, Chapter 3, 4


2

- Decision Trees

- Rules from Decision Trees Book 2, Chapter 5


3 - Regression Trees Book 2, Chapter 6

14 Neural Networks Neural Networks Book 2, Chapter 7

15 Support Vector

Machines

- Support Vector Machines Book 2, Chapter 7

16 Association Analysis - Market Basket Analysis Book 2, Chapter 8

17 Graph Models - 1 - Introduction to Networks

- Graph Models Book 3, Chapter 1-2

18 Graph Models - 2 - Strong and Weak Ties

- Surrounding Context Book 3, Chapter 3-5

19

Graph Models -

Applications - 1

- Information networks

- Link analysis and Web

search

Book 3, Chapters 13, 14

20 Graph Models -

Applications - 2

- Auction Theory

- Application in Display Ads Book 3, Chapter 9, 15

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PGDM TRIMESTER 05 – GENERAL MANAGEMENT: 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

SCOPE OF THE COURSE

The course discusses difference between information and knowledge and broadly

covers the various aspects of knowledge management from evolution of a KM

strategy to implementation. The course focuses on the cultural orientation in KM

and highlights the role of IT only as a facilitator.

PEDAGOGIC TOOLS

Power Point presentations for session, case discussions and group assignments

SESSION 1 THEME 1: INTRODUCTION TO KM


Study Plan Folder Additional Readings

Study Plan Folder Classroom Session


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SESSION 2 & 3 THEME 2: KM – BASICS & KM FRAMEWORK





SESSIONS 4 & 5 THEME 3: KM STRATEGY & DISTRIBUTED KM




POWERPOINT PRESENTATIONS - INTERACTIVE Group Work

CONCEPT REVIEW – PRESENTATION BY STUDENT GROUPS

SESSION 6 THEME 4: KM TOOLS




POWERPOINT PRESENTATIONS - INTERACTIVE Assignments

AN ASSIGNMENT TO BE SUBMITTED SESSION 7

THEME 5: KM TOOLS




DISCUSSION ON K-MANAGER & WEBEX

SESSIONS 8 & 9

pg. 245

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THEME 6: MANAGEMENT OF SUSTAINED KM


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





SESSIONS 11 & 12 THEME 8: INTELLIGENCE ANALYSIS & INTELLECTUAL PROPERTY RIGHTS




POWERPOINT PRESENTATIONS - INTERACTIVE Group Work

PRACTICAL PROJECT PRESENTATION BY STUDENT GROUPS

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PGDM TRIMESTER 05 – GENERAL MANAGEMENT: 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.

SCOPE OF THE COURSE

The course consists of four (4) broad THEMEs spread over 10 sessions each. Each session will be for 90 minutes. The THEMEs that would be covered are: THEME 1: How does decline/sickness of companies occur?

THEME 2: Extricating from management mess THEME 3: Anatomy of a turnaround cycle THEME 4: Leadership in turnaround situations

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?


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

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• Are they caused Externally/Internally

• Internal Reasons for Decline

Group Work / Assignment

Read the case “Corporate Restructuring of Gujarat State

Road Transport Corporation” and answer the following questions:

1. How can Rajgopal increase the corporation’s revenues and contain the

expenditures for the next five years?

2. How can Rajgopal contain the opposition of the trade unions in his revenue-

enhancing initiatives?

3. How can Rajgoapal manage his own peers in the bureaucracy to prevent a sub-

optimal combination of options?

SESSION 3 & 4 THEME 2: EXTRICATING FROM MANAGEMENT MESS


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


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


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

Read the case IBM’s Decade of Transformation: Turnaround to Growth and answer the following questions:

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?

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?

pg. 249

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SESSIONS 8, 9 & 10 THEME: LEADERSHIP IN TURNAROUND SITUATIONS

Group Work/Assignment (cont’d.)

1. Why do large established companies, like IBM, find it so difficult to

build successful and sustainable new businesses?

2. Evaluate IBM’s approach to leading mature, high growth, and

emerging business opportunities. What are the organization design

and leadership models required to manage each type of business?

How should a company like IBM (or AT&T, for example) manages the innovation process?

pg. 250

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PGDM TRIMESTER 05 – GENERAL MANAGEMENT: IT STRATEGY

INTRODUCTION

Information technology (IT) is critical to the functioning of today’s organizations. While often focused on removing costs and introducing efficiencies, IT has also proven highly capable of generating substantial value when used strategically. The challenge is to deploy IT to guarantee business value and maximize the IT investment. COURSE OBJECTIVE

• Rather than learning concepts “free of context”, students are introduced to the complex

decisions facing real organizations by means of a number of mini-cases. These provide

an opportunity to apply the models/theories/frameworks presented in the course and to

help students integrate and assimilate this material. By the end of the course, students

will have the confidence and ability to tackle the tough issues regarding IT management

and strategy and a clear understanding of their importance in delivering business value.

• There are three learning goals for this course:

• To enable students to attain an appreciation of the managerial challenges IT presents;

To enable students to align IT initiatives with business strategy; and To enable

students to make technology decisions with confidence.

• The course involves substantial amount of pre-reading before sessions and it is

essential students read this to make the class room discussions fruitful.

OVERALL DURATION

• 6 Topics are covered for a total duration of 30 hours with 2 Individual Quiz’s, 5 Case

Study submissions and 1 Final Exam

• Of the 30 hours 20% is Theory and 80% devoted to Case Study discussions in class and

students explaining the concepts through the Case

PEDAGOGIC TOOLS

• The pedagogic tools available to each participant are:

• Text Book

• Study plan booklet

• Reference Text Books

The Text Books to be followed is: • Corporate Information Strategy and Management, Text and Cases, Lynda M Applegate,

Robert D Austin, F Warren McFarlan, McGraw Hill. 7th Edition, 2007 The Reading

References are:

• Corporate Information Strategy and Management, Text and Cases, Lynda M Applegate,

Robert D Austin, F Warren McFarlan, McGraw Hill. 7th Edition, 2007

• IT Savvy, Peter Weill and Jeanne W.Ross, HBS,2009

• Enterprise Architecture as Strategy, Jeanne.W.Ross, Peter Weill, David.C.Robertson,

HBS, 2006

• IT Strategy in Action, James D.MCKeen and Heather.A.Smith, Pearson Prentice Hall,

2009 Edition “The Adventures of an IT Leader”, R.D.Austin, Richard.L.Nolan, Shannon

O’Donnel, HBS, 2009

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Session Topic

1,2,3 IT Strategy and Business Strategy ; Case Discussion

4,5 Business Value through IT

6,7 Innovation as a strategy ; case discussion

8,9 Innovation as a strategy ; case discussion

10 Managing Infrastructure and IT operation for strategic

advantage ; case discussion

11,12 Leading the IT function ; Role of the CIO

13,14 A portfolio approach to Managing IT Projects

15,16 Change Management and IT

17 Managing the Extended Enterprise and Emerging Trends

18,19,20 Assignments and Final Presentations

pg. 252

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PGDM TRIMESTER 06 – FINANCE: 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

THEME 1: INTRODUCTION TO ALTERNATIVE INVESTMENTS


• Defining alternative investments

• Importance of alternative investments

• Need for alpha-beta separation

Readings: Anson Chapters 1 & 2

THEME 2: HEDGE FUNDS INTRODUCTION

SESSIONS 2-3 Classroom Session

• Hedge Funds Vs Mutual Funds

• Demand for hedge funds

• Hedge fund styles

Readings: Anson Chapters 3-7 HEDGE FUNDS- INVESTMENTS

SESSIONS 4-5 Classroom Session

• Hedge funds in a portfolio context

• Hedge fund evaluation

• Hedge fund collapses

pg. 253

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Readings: Anson Chapters 9-10

THEME 3: REAL ESTATE SESSION 6

Classroom Session

• Introduction to real estate investments

• CMBS

• REITs

THEME 4: COMMODITIES AND MANAGED FUTURES


• Exposure to commodities

• Economics of commodity markets

• Commodity prices compared to financial asset prices

Readings: Anson Chapters 12

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

MANAGED FUTURES: SESSIONS 11 & 12

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

THEME 5: CREDIT DERIVATIVES

INTRODUCTION: SESSION 13 & 14

pg. 254

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Classroom Session

• Three sources of credit risk

• The effect of credit risk

• Credit option derivatives

• Credit put options

• Credit linked notes

• Credit default swaps

• CDS spread

Readings: Anson Chapter 23 PRESENTATIONS

SESSIONS 15-16

THEME 6: PRIVATE EQUITY

INTRODUCTION: SESSION 17

Classroom Session

• Stages of financing

• Venture capital

• LBOs


PRIVATE EQUITY – DEBT: SESSION 18

Classroom Session

• Mezzanine debt

• Distressed debt

Readings: Anson Chapters 18-19 PRIVATE EQUITY- TRENDS: SESSIONS 19 - 20

Classroom Session

• Analyzing private equity investments

• Trends in private equity


Reference Material: 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.

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PGDM TRIMESTER 06 – FINANCE: 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.

pg. 256

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SESSIONS 1 & 2

THEME 1: SIMPLE REGRESSION – ASSUMPTIONS AND TROUBLE SHOOTING

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


Reference Book Chapter 4 of Gujarati, Chapter 3 and 4 of Chris Brooks

Learning Outcomes

• To understand the various types of model specifications and when to use each

type of model specification.

• to indentify the relationship between variables and an appropriate model

based on data – logit, probit, linear, or other GLM models

• To fit in commonly used models such as factor and cluster analysis to the

model specification

• To assess the data for assumptions underlying GLM models and perform the

tests for the same.

SESSION 5 & 6 THEME 3: ASSUMPTIONS OF CLRM


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

pg. 257

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THEME 4: UNDERPINNINGS OF FINANCIAL MATHEMATICS


• Reading attached on mathematical concepts of finance

Learning Outcomes

• 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


• The little SAS book – SAS help files – as required

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


• Distributed in class

Learning Outcomes

• Understand the time series elements of modeling heterosceadsticity especially

in relation to volatility models.

• To identify which time series model is best to use in which situations.

• Usage of markov chain analysis in binomial trees and continuous time models

pg. 258

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SESSION 18 THEME 8: MONTE CARLO SIMULATION


Distributed in class

Learning outcomes

• understand methods of simulation

• use specialized simulation software eg. @Risk,

etc. Simulation of asset prices exercise

SESSIONS 19 & 20 STUDENT PRESENTATIONS

pg. 259

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PGDM TRIMESTER 06 – FINANCE: 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




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

• THEME 8: Convertible securities and Wall Street Innovation

pg. 260

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PEDAGOGIC TOOLS


• Textbook



An Introduction to Investment Banks, Hedge Funds and Private Equity , The New

Paradigm by David P Stowell , Elsevier Publishing The study encompasses the

following:




SESSION 1 THEME 1: OVERVIEW OF INVESTMENT BANKING


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


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


pg. 261

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Reference Book

An Introduction to Investment Banks, Hedge Funds and Private Equity, the New Paradigm by David P Stowell

Chapter 3: Financings 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


Reference book


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


Reference book


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


Reference book


pg. 262

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Chapter 17: LBO Financial Model pgs 307 to 324 PE Boom & Bust (Handout) Classroom Session

• LBO – Advantages & Disadvantages

• Case: The Toys “R” Us LBO

SESSION 17 THEME 6: ASSET MANAGEMENT, WEALTH MANAGEMENT AND RESEARCH


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

SESSION 18 THEME 7: INTERNATIONAL BANKING


Reference book


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


Reference book


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

pg. 263

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PGDM TRIMESTER 06 – FINANCE: 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.

SCOPE OF THE COURSE

The study plan covering readings, classroom sessions, Group Work and problem

solving corresponding to each session are outlined below.

The total course is spread over 20 sessions. Each session will be of 90 minutes

duration and thus the course duration is 30 hours.

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.

NO ANCHOR BOOK PRESCRIBED. FACULTY WILL PROVIDE THE NECESSARY RESOURCES.

CHAPTER SCHEME

Session TOPIC

1

Wealth Management – Introduction, Meaning, What HNI expect?

World

Wealth Report 2013, HNI’s Investment behavior, Wealth

Management Services – Categories

2 Relationship Management Process – Segment, Profile, Expose,

Strategize, Execute, Monitor and Review

pg. 264

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3

Personal Finance – Basics, Human Life Cycle - Goals, Need for

financial advisory services, Scope of financial advisory services,

Financial Planning process, etc.

4 & 5

Financial Instruments – Bank Deposits, Post Office Instruments,

Mutual

Funds and its varieties, Exchange Traded Funds, Company

Deposits, Equities, Derivatives and Alternative Investments

6 Using MS Excel in Personal Financial Planning

7

Retirement Planning – Why? Steps, Defined Benefit Plans and

Defined Contribution Plans, Post Retirement Survival - Reverse

Mortgage and Annuities

8

Insurance Planning - Meaning - Premature Death - Costs of

Premature death - Financial impact on different types of families -

Calculation of 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

9,10,11

& 12

Tax Planning - Basic jargons – AY & PY – Assesse - Residential

status - Basic exemptions - Heads of Income – Salaries, Income

from house property, Capital gains and Income from other sources –

Deductions - Gross total income and tax calculation - Set off and

carry forward - Clubbing of income – Assessment - TDS and

Preparation of Returns

13

Portfolio Evaluation – Treynor’s Ratio, Sharpe’s Ratio, Jensen’s

Measure and Fama’s measure, Fama’s Break up and other

measures

14 & 15 Strategies – Value Averaging Investment Plan Vs SIP & Class room

assignment

16 Estate Planning – Basics - Wills, Trusts, Mutation, etc

17 & 18 Cases - Discussion

19 Internals - MCQ Test

20 Internals – Cases

pg. 265

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PGDM TRIMESTER 06 – MARKETING: 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.

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,

pg. 266

C R O 1 - 3 3 6 9 1 8 3 8 7 1 1 6 . 1 0 2 7

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

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

pg. 267

C R O 1 - 3 3 6 9 1 8 3 8 7 1 1 6 . 1 0 2 7

• Trends in CRM technology and business practices : Cloud CRM, CRM

2.0, Mobile CRM

SCOPE OF THE COURSE

• The Course consists of the following THEMEs

1. CRM strategy, concepts and components

2. CRM in Sales management, Marketing and Customer service and

CRM Analytics

3. CRM System selection, implementation, challenges, best practices

and criticl success factors

4. Managing Customer relationships - Customer loyalty, Customer

value metrics, Customer satisfaction measurement, Customer

interaction modelling

5 CRM Tools and Systems

• The above THEMEs will be covered in 20 sessions of 90 minutes each.

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)

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)

http://le-marketing-pour-ous.6mablog.com/public/Customer_relationship%20management_Finding_valuedrivers.pdf
















pg. 268

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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_W hitepaper_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

SESSIONS 6 THEME 4: ANALYTICAL CUSTOMER RELATIONSHIP MANAGEMENT

Readings


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.customersna.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

http://h71028.www7.hp.com/enterprise/downloads/CRMArchitecture_Whitepaper_HPC.pdf




http://www.bryanfoss.com/Images/CRM%20B2B%20sept2108%20V2.pdf

http://www.bryanfoss.com/Images/CRM%20B2B%20sept2108%20V2.pdf

http://www.tcnet.com.cn/tcsite/idnptech/CRM_WRITE_BOOK/crmd.pdf

http://www.tcnet.com.cn/tcsite/idnptech/CRM_WRITE_BOOK/crmd.pdf

http://www.customers-na.com/files/Presentations/Customer_Intelligence_in_A-CRM.pdf







pg. 269

C R O 1 - 3 3 6 9 1 8 3 8 7 1 1 6 . 1 0 2 7

SESSION 7 THEME 5: CASE STUDY AND DISCUSSIONS ANALYTICAL CRM

Readings


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


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/JournalofMarke ting/2005/69/4/jmkg.69.4.252.pdf

http://www.zoomerang.com/whitepapers/customersat.pdf

http://www.zoomerang.com/whitepapers/customersat.pdf

http://www.marketingpower.com/ResourceLibrary/Publications/JournalofMarketing/2005/69/4/jmkg.69.4.252.pdf





pg. 270

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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


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%20 Papers/Proceedings/Presenting%20Papers/C31/C31.pdf

A dozen myths about Customer Relationship Management http://www.1st-resource.com/A_Dozen_Myths.pdf

The CRM Handbook : A business guide to CRM by Jill Dyche (Chapter 8)

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

www.oracle.com Siebel CRM

http://www.oracle.com/us/products/applications/siebel/overview/index.htm l 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

http://mis.ucd.ie/courses/KLMCRMcase.pdf

http://mis.ucd.ie/courses/KLMCRMcase.pdf

http://www.iseing.org/emcis/CDROM%20Proceedings%20Refereed%20Papers/Proceedings/Presenting%20Papers/C31/C31.pdf




http://www.1st-resource.com/A_Dozen_Myths.pdf




http://www.microsoft.com/

http://www.microsoft.com/

http://www.microsoft.com/en-in/dynamics/default.aspx




http://www.oracle.com/

http://www.oracle.com/

http://www.oracle.com/us/products/applications/siebel/overview/index.html




http://www.sap.com/

http://www.sap.com/

http://www.sap.com/pc/bp/customer-relationship-management.html






http://www.salesforce.com/

http://www.salesforce.com/

http://www.sugarcrm.com/

http://www.sugarcrm.com/

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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)%20

D

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

http://www.nuigalway.ie/bis/mlang/readings/CRM/Berman%20(2006)%20Developing%20an%20Effective%20Customer%20Loyalty%20Program.pdf




pg. 272

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PGDM TRIMESTER 06 – MARKETING: DIGITAL MARKETING

COURSE OBJECTIVE

Introduction to Digital marketing & learn how Information Technology can aid in

choosing, creating, communicating, delivering & sustaining value to the customers

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)

SCOPE OF THE COURSE

The New E-Environment

E Business Models

Marketing Mix

E Tools

E consumer: Post PC Customer

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 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

http://hbr.org/2007/10/the-institutional-yes/ar/1



pg. 273

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SESSION DETAILS

Sessions Main Sub Topics Learning Objectives Topic

1. Introducion

2. Overview of Digital Marketing

• 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 Online Advertising communication

Commun objective ication – Mobile Advertising

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

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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

1920

Project

Presentati

ons

Apply Above concepts in an

domain – (Health Care/

Banking/ Education)

Project Discussion

& Evaluation

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PGDM TRIMESTER 06 – MARKETING: MARKETING STARTEGY

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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Module Topic Reading

Materials Remarks

Module 1 Structure of Strategy

1- 3

Sessions

• Course Introduction

• Quiz1 – based

on the famili

arity with the

Markstrat

Participant

Handbook

• Corporate –Business- Product /

Market Strategy

• Marketing Strategy: Definition,

Structure & Components

• Markstrat Simulation:

Introduction-I

• Understanding the Marketing

Variables

• Decision Making for Practice

Period-1 &2

Module 2 Marketing Strategy –

Formulation & Formation

4 - 11

Session

• Opportunity Analysis – STP

Chapters

–

4 to 8 of the

Reference

Book

• No

R&D &

Perceptual

Objectives

in Pd. 1&2

• Target Market Strategies

• Building a Market Attractiveness

– Competitive Position Matrix &

Portfo lio

• Marketing Plan • Quiz - 2

in session 5

Module 3 Strategic Options across PLC

12 - 17

Session

• New Market Strategies Chapters

–

9 to 11 of

Reference

Book

•

Assignment

1 & 2

• Growth Market Strategies

• Mature Market Strategies

• Decision- Making for Period 7 to

12

Module 4 • Group Presentations

18 - 20

Session • Course Integration

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MODULE 1: STRUCTURE OF STRATEGY

SESSION-1 -3

Pre - discussion Readings

Chapters – 1 to 3 of the Reference text Class Room Session

- Corporate Strategy – Business Strategy – Product/Market Strategy linkages

- Definition of Marketing Strategy

- The Structure and Components of Marketing Strategy

- Understanding the Marketing Variables

- Markstrat Simulation: Introduction -I

Application Exercise

The teams practice Decision Making for Period- 1&2

MODULE 2: MARKETING STRATEGY – FORMULATION & FORMATION

SESSION- 4-11


Chapters – 4 to 8 of the Reference textbook Class Room Session

- Rising Above the Marketing-Mix

- Opportunity Analysis – STP

- Target Market Strategies

- Building a Market Attractiveness – Competitive Position Matrix & Portfolio

- Marketing Plan

- Markstrat Simulation – Introduction-II


The teams engage in Decision Making for Period- 1-6

MODULE 3: STRATEGIC OPTIONS ACROSS PLC

SESSION- 12-17


Chapters – 9 to 11 of the text book Class Room Session

- New Market Strategies

- Growth Market Strategies

- Mature Market Strategies


Decision--Making for Period-- 6 to 12

MODULE 4 – TEAM PRESENTATION

SESSION- 18-20

Class Room

Session

- Groups share their strategic journey through the 12 periods of the simulation

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PGDM TRIMESTER 06 – MARKETING: RURAL MARKETING

INTRODUCTION TO THE COURSE:

The financial success of any business depends greatly on effective and efficient Marketing management.

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.

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Rural marketing environment changes are influenced by social, economic, ethical, political, physical, and now, technological changes. 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.

OBJECTIVES OF THE COURSE:

Understand the need and importance of marketing for Rural areas

Understand how the marketer identifies the needs of consumers in order to

develop a suitable offering

Get to know the methods of estimating demand

Understand the psychology of individual consumers

Learn about the aspects of segmenting markets and creating the right positioning

statements for the organization

LEARNING OUTCOMES OF THE COURSE:

Get a first-hand knowledge of marketing related strategic or long term planning

Develop knowledge and skills to understand the customer perspective and act on

it

Learn some basic marketing tools for application in business decision making for

rural markets

Learn through examples the practical aspects of sustaining a marketing effort

PEDAGOGY

Prescribed text book:

Rural Marketing – Text & Cases by U C Mathur, Excel Books

Reference text book:

Rural Marketing -Text & Cases by CSG Krishnamacharyulu & Lalitha

Ramakrishnan published by Pearson Education

RECOMMENDED READING: Article to be read

1. Colas’ countryside crusade – Ajita, Shashidhar, Business Line, Jul 03, 2003

2. Evolving optimum media mix and communication strategies for rural markets- R

K Aneja, Economics and Political Weekly, p 75, May 1992

3. Rural Markets – who is winning and how? – SuchiBansal, Joseph Sandeep and

Pallavi Bhattacharya – Business World, Oct 11, 1999 (to refer from internet)

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4. Rural Markets for Consumer Durables – Rama Bijapurkar& M Ravi, the Economic

Times, Aug 16, 1999 (to refer from internet)

5. Big brands innovate to tap rural market – Business Line, Jul 3, 2002 (to refer from

internet)

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

No. Topic for Discussion

1 & 2 Rural Marketing – definition and environment

Rural India – some salient numbers

3 & 4 Structure of rural markets Rural demand characteristics

5 & 6 Rural market potential. Rural Market Index. Issues,

concerns in rural markets

7 & 8 Rural Market development programs

9 & 10 Marketing of Agricultural inputs

11 & 12 Marketing of consumables and consumer durables

13 & 14 Marketing of Agricultural Produce

Marketing of rural industry, craftsmen and artisans

15 & 16 Rural Marketing Strategies

17 & 18 Role of financial institutions in rural marketing Co-

operatives in RM

19 & 20 Rural marketing communication. IT enabling RM.

Social marketing

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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.

Sources of Case Studies:

All case studies are from the prescribed Reference Book except Snow White

Sl No. Case for discussion Groups to present

1 Bajaj discovers new opportunities 1& 10

2 Marketing of DTH Services 2 & 9

3 Strategy of ACE 3 & 8

4 ASHA – Nourishing new hope 4 & 7

5 An all- weather friendship 5& 6

6 Heroes for a cause

Snow White Paper Co (1)

10 & 1 ALL

7 Doctors’ Choices 9 & 2

8 Marketing of TV Channels 8 & 3

9 Nutrine – leading the rural market 7 & 4

10 Concrete Ambitions

Biostadt’s big leap

6 & 5 ALL

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PGDM TRIMESTER 06 – OPERATIONS: ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS

CONTEXT & COURSE OBJECTIVE

Having done a course in Supply Chain Management (SCM) and Business Analytics (BA), this course namely ‘Advanced Supply Chain and Operations Analytics’ aims to bring out contemporary issues in Supply Chain Management and insights from analytics interventions at various stages across the value chain. The course is designed into eight THEMEs that are aggregated into two Modules. This course assumes that the participants have gone through the earlier course ‘Supply Chain Management (SCM)’ and ‘Business Analytics (BA)’.

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

SCOPE OF THE COURSE

The study plan covering Readings, Classroom sessions, Group work sessions and



may be conducted on the same.

The course consists of two Modules, each module carrying about 5-6 THEMEs.

Each session will be of 90 minutes duration. The THEMEs that are covered in the

course are as follows

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

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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

1. Operations Management for Competitive Advantage - by Chase, Jacobs &

Aquilano

2. A Logistics Approach to Supply Chain Management - by Coyle, Bardi and

Langley

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:



• 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

Class room session (topics covered)

• Contextualizing the Supply chain – relevance of identifying supply chain

nucleus and choosing the boundary and number of tiers/ entities

• Strategic frameworks

Uncertainty principle and framework

Push/ Pull model (recap)

Case

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• Vee Pee Yes

Assignment

Analysis of an organization’s supply chain based on uncertainty principle/ push pull

model

Post-session readings

Discussion PPTs used in the class / handouts/ self-notes

MODULE 1 SESSIONS 2 - 4

THEME 2: SUPPLY CHAIN MODELS


Main Reference book

Supply Chain Management - by Sunil Chopra Chapter 5

SCOR model from supply-chain.org


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


Discussion PPTs / handouts used in the class; self-notes

SCOR model (refer: supply-chain.org)


THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS


Classical performance measurement of Inventory/Customer

Service/ Distribution,SCOR, and Balanced Scorecard that the students have

learned earlier (courses in ISCM and Operations Management)


Classical supply chain metrics and modern thinking

Traditional supply chain measures of performance

SCOR measures

Other measures

Concept of metrics hierarchy and data dimensions

Group presentation/ Assignment

Supply chain risk

How to choose a set of supply chain performance measures

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Post-session Additional

Readings

Class discussion PPTs/ self-notes


THEME 4: SCM REPORTING AND DASHBOARD


Business Analytics fundamentals (previous course)

Management Reporting


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




THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS




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.)




THEME 1: WAREHOUSING Pre-Session Readings

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• 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.


THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT


• 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: 8-1 Double D Trucking from the recommended text


THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE

MEASUREMENT


• Main Reference Book. Book given as recommended text. Chapter 4 and 5

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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: 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 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

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SESSION 8

THEME 5: PROCUREMENT AND SPEND ANALYSIS



13. Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters

2, 6, 18

Additional Readings


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



2, 6, 18

Additional Readings


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

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PGDM TRIMESTER 06 – OPERATIONS 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.

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.

PRESCRIBED REFERENCE BOOK

Project Management: The Managerial Approach

By Gray, Larson and Desai McGraw Hill, Fourth Edition LINK FOR 5TH

EDITION.

http://www.engr.sjsu.edu/fayad/current.courses/cmpe203fall2013/docs/A

rticles/Project%20Management%205th%20Edition.pdf

PLAN FOR 20 SESSIONS OF 90 MINUTES EACH

Sessions 1 to 3

Topic: Basic understanding of processes. Pre-session reading: The Principles of Scientific Management by Frederick Taylor

http://www.engr.sjsu.edu/fayad/current.courses/cmpe203-fall2013/docs/Articles/Project%20Management%205th%20Edition.pdf





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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 Pre-session reading: Handout on process improvement

Sessions 19 & 20

Topic: Building a model for designing and managing processes Pre-session reading: Handout

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PGDM TRIMESTER 06 – OPERATIONS: 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

SCOPE OF THE COURSE



• THEME 1: Integer Programming

• THEME 2: Goal Programming

• THEME 3: PERT AND CPM

• THEME 4: Inventory Control Models

• THEME 5: Queuing theory

• THEME 6: Decision Theory

PEDAGOGIC TOOLS


• Textbook



• 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

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

3. Goal Programming

a. Introduction

b. Difference between LP and GP Approach

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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. PERT And CPM

a. Introduction

b. Basic differences between PERT and CPM

c. Phases of Project Management

d. Critical path analysis

i) Forward pass method(For earliest event time) ii) Backward pass method(For latest allowable event time) iii) Float (slack) of an activity and event iv) Critical path

Inventory Control Models

a. Deterministic Inventory problems i) Single item Inventory Control Models without Shortages ii) Single item Inventory Control Models with Shortages iii) Multi Item inventory models with Constraints iv) Single item inventory control models with quantity discounts.

b. Probabilistic Inventory problems i) Instantaneous inventory control problems without set-up cost.

ii) Continuous demand inventory control problems without set-up cost.

5. 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

6. Decision Theory

i) Decision making under risk ii) Posterior probabilities and Bayesian Analysis iii) Decision Tree Analysis

Inventory Control Models

c. Deterministic Inventory problems v) Single item Inventory Control Models without Shortages vi) Single item Inventory Control Models with Shortages vii) Multi

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Item inventory models with Constraints viii) Single item inventory control models with quantity discounts.

d. Probabilistic Inventory problems iii) Instantaneous inventory control problems without set-up cost. iv) Continuous demand inventory control problems without set-up cost.

7. 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

8. Decision Theory iv) Decision making under risk

v) Posterior probabilities and Bayesian Analysis vi) Decision Tree

Analysis

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PGDM TRIMESTER 06 – HUMAN RESOURCE MANAGEMENT: 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

SCOPE OF THE COURSE:

1. Introduction to Diversity

2. Understanding individual perspective of diversity

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3. Understanding diversity at interpersonal level

4. Examining Specific Groups

• African Americans

• Hispanics

• Asians

• Sex and Gender

• Age

• Class and Religion

• Physical and Mental Ability

• Weight and Appearance

5. Understanding diversity at an organizational level

• Unleashing the power of diversity

• Management commitment to Diversity in Organizations

• Recommendations for change at individual , societal and organizational

level

6. Diversity in the Indian Context

Diversity Issues in India

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

Expectations from participants

You are expected to 16. Come prepared with the pre-session readings (as specified for each session).

17. Be on time for the sessions.

18. To ask questions and positively contribute to the class discussions.

19. Share experiences relevant to the topic being discussed in the class.

20. 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.

21. 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.

22. Use of laptops during the classes is not permitted, unless otherwise specified by

the faculty.

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Goal 1 session 1

Pre-session

read:

• Page 1 of the handout diversity workshop.pdf Classroom session:

• Definition of diversity

• Trends that resulted in the importance to diversity

Goal 2 Session 2 and 3

Classroom session:

• Discover the dimensions of diversity Inclusion and its dimensions

Assignment 1: http://hbr.org/2012/11/how-hard-should-you-push-

diversity/ar/1 20 marks

Goal 3 Session 4

Classroom

session:

• Define cultural diversity

• Stereotypes


Pre session read

• Cultural competency model by TCM Classroom session:

• Cultural rules

• Cross cultural competencies

• Cultural filters

• Cultural Competency model


Pre session assignment

• Group 1 and 2 to research the different generations as they perceive it

in India

20 marks

Classroom

session:

• Presentation of the research findings

• Concept of generational diversity

• Western definition of generations

• Communication challenges

Additional reading

• Case_Agediversity pdf

Goal 5 Session 9 and

10 Classroom session:

http://hbr.org/2012/11/how-hard-should-you-push-diversity/ar/1












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• Definition of gender diversity

• Patriarchal society

• Communication styles

Goal 5 Session 11 and 12 Pre session read Guidelines and Bill Classroom

session:

• Vishaka guidelines

• Understanding of Sexual Harassment Bill 2013

• MCQ on Bill 20 marks

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

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PGDM TRIMESTER 06 – HUMAN RESOURCE MANAGEMENT: 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, selfregulation, 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

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Service orientation

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;

87101;113-125;169-178)

3. Choosing Success, Transactional Analysis on the Job by Dorothy

Jongeward & Philip Seyer (Chapter6 - Pages 108-114;123-128)


Cases or readings assigned for corresponding classes have to be first prepared

individually and then discussed in groups prior to the class. Come to the class with

well thought out recommendations or opinions.

Groups or individuals may be picked up at random to present the main points of

the case or readings assigned.

Students are expected to be interactive and participate in all class activities.

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PART A: SELF AWARENESS

Component

Session 1,2,3: Introduction to EQ and its framework (Daniel Goleman)

IQ versus EQ

Caselet on IQ versus EQ (To be handed over in Class)

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

Session 4 and 5: Emotional self-awareness and accurate self-

assessment

Article review ‘Managing Oneself’ by Peter F. Drucker (Best of HBR 1999)

Self-Evaluation of EQ

Analyzing the EQ questionnaire-gaps between self and others

PART B: SELF MANAGEMENT

Component

Session 6, 7 and 8: Self Confidence, Self-Control, Conscientiousness and daptability

Self confidence

‘Who am I’ the exercise

Reasons for lack of confidence

Ways to build self confidence

Managing emotions-Self Regulation

Session 9,10,11 : Trustworthiness,

Achievement Orientation

Taking the MBQ instrument

Trust Fall-Management game

Trust and its importance in EQ

Tower building exercise

Pygmalion in management (HBR article)

Viewing of the CD, “You can if you think you can” by Dr. Kiran Bedi

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PART C: SOCIAL AWARENESS

Component

Session 12,13 Empathy ,Service Orientation

Test of empathy

Importance of empathy

Customer Centricity

Session 14,15: Organisational awareness

Social intelligence

HBR Articles

1. Social Intelligence and the Biology of Leadership

2. Competent Jerks, Lovable Fools, and the

Formation of Social Networks’ by Tiziana Casciaro and Miguel Sousa

Lobo (HBR June 2005) (Pages 1 to 8)

PART D: SOCIAL SKILLS

Component

Session 16,17 : Visionary leadership and Influence

1.Leadership that Gets Result-Daniel Goleman (HBR March-April 2000)

2. Seth Kahn’s Article

Session 18,19,20: Communication, Team Work, Managing & Developing others

Transactional Analysis

Games people play (Select readings)

Manager wanted

Giving and receiving feedback (Exercise, Mirror Mirror on the

wall)

Orientation to coaching

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PGDM TRIMESTER 06 – HUMAN RESOURCE MANAGEMENT HR TECHNOLOGY & ANALYTICS

Contextual Background and Relevance for Human Resources Technology

Technology is continuing to evolve at what can seem like an ever-increasing rate. Human Resources technology, which started out as “simple,” mainframe-based systems with limited capabilities, are now complex, Web-enabled enterprise systems that are increasingly integrated with all HR and organizational processes. For example, at the dawn of the millennium, few could have imagined that our phones would become a major source of our daily information or that Web-enabled social networking tools would become an important component of an organization’s HR strategy. According to a recent report by the Society of Human Resource Management (SHRM), this technological evolution is driving several key trends in HR delivery and practice, such as the increased use of social media, a shift from “on-premise” software solutions to cloudbased solutions, the growth in compliance, and the use of business intelligence tools (Johnson & Gueutal, 2011). To these trends, we would add the increasing adoption of HRIS by smaller organizations. Whereas on-premise solutions were often too expensive for smaller firms, the growing popularity of Software-as-a-Service (SaaS) and cloud computing means that even organizations with fewer than 10 employees are able to quickly gain access to capabilities that they previously could not afford. More employees, HR professionals, and organizations are now affected by HRIS than ever before. In response to these changes, additional roles are emerging for HR professionals. These new roles focus on tasks such as aligning HRIS 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 g) Define and Human Resources Technology/HRIS and how the field evolved and

shaped over time

h) Who is an HR Technology consultant or Practitioner and kind of abilities are needed

to be a successful HRIT/HRIS professional.

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i) Understand the processes of HR Technology and the various tools, procedures and

techniques used by practitioners in the field.

j) Understand how HR technology can influence organizational change at various

levels.

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.

Reference Book to be Followed (Compulsory Requirement)

Human Resource Information Systems: Basics, Applications, and Future Directions; 2nd Edition ISBN: 978-1412991667. Authors: Michael J.Kavanagh & Mohan Thite

Session Plan Details

Session (Time) Topic & Readings

Session 1 & 2

(1.5 Hours

each)

The need for HRIS systems and evolution of HRIS

Read chapter 1 & 2

http://rphrm.curtin.edu.au/1997/issue1/taiwan.html

Systems considerations in the design of an HRIS: Planning for

Implementation

Read Chapter 3

Session 3

(1.5 hours)

Doing a Needs Analysis for HRIS

Read Chapter 4

System Design & Acquisition

Read Chapter 5

Session 4

(1.5 hours)

Justifying the costs of an HRIS investment

Read Chapter 6

Session 5

(1.5 Hours)

Project Management Development and HRIS Acceptance Read Chapter 7 Change Management: Implementation, Integration and

Maintenance of the HRIS

Read Chapter 8



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Session 6

(1.5 Hours)

HR Administration and HRIS

Read Chapter 9

Job Analysis & HR Planning

Read Chapter 10

Session 7

(1.5 Hours)

Recruitment & Selection in an Internet Context

Read Chapter 11

Training & Development: Issues and HRIS Applications

Read Chapter 12

Session 8 & 9

(1.5 hours each

)

Performance Management, Compensation, Benefits and Payroll and the HRIS Read Chapter 13 International HRM and HRIS

Read Chapter 14

Session 10

Information Security and Privacy in HRIS

Read Chapter 15

Case Study - “Transforming Human Resources at

Novartis: The Human Resources Information Systems.”

by Stanford Graduate School of Business

Session 11&12

Introduction to Application of Analytics in HR

Techniques relevant for HR Analytics – Hypothesis Testing

Read: HR Metrics and Workforce Analytics

Session 13

Techniques for HR (Regression Analysis)

Read:- HR outsourcing: threat or opportunity?

Session 14 &15

Techniques for HR (Factor Analysis and SEM)

Read:- IT Human Resource Management Configurations and IT Turnover: Theoretical Synthesis and Empirical Analysis/ Using sequential tree analysis to search for 'bundles' of HR practices

Session 16

Analytics for Talent Decision

Read:- Talent and analytics: new approaches,

higher ROI

Session 17

Human Capital Management

Read:- Human Capital Analytics/ Connecting People

Investments and Business Outcomes at Lowe’s

Session 18

Employee Turnover Management

Read:- Predictive Models Of Employee Voluntary Turnover In

A

North American Professional Sales Force Using Data-Mining

Analysis/ Validation And Initial Test Of The Employee Equity

Model For Predicting Employee Retention

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Session 19

Employee performance evaluation/ Employee compensation management Read:- Developing an employee evaluation management

system: the case of a healthcare organization / Optimizing

fixed and variable costs for employee productivity/ Toward a

general model for executive compensation

Session 20

Project Presentation and discussion

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PGDM TRIMESTER 06 – HUMAN RESOURCE MANAGEMENT: 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

Talent Management is misunderstood as much as understood:

Management of talent is often misunderstood as workforce management and as a latest flavour of the same old stuff of hiring, inducting, performance-managing and rewarding people. While there is nothing wrong with interpretations, the focus of this course will be different and will encompass our understanding of talent as critical to success and strategy execution. This will envisage how organizations are grooming talent, investing in their capability building and preparing them leadership responsibilities via succession planning. Talent management is also not without its share of critics! There are equally valid perspectives coming from learned management Gurus that ‘talent is over-rated’ and “talent myth” and such others. Excessive attention to a handful of people identified as top talent can have a lasting and not necessarily a positive impact on the vast majority of employee base that often times constitute the backbone of the organization. When we discuss the ‘flight of talent’, we often recognize that the so called ‘ crème de la crème” of the talent has shown consistent tendencies to look out for greener pastures leaving the corporate talent plans in shambles! Therefore a balanced perspective has to be developed by the leaders of tomorrow so that investment is talented manpower is well placed helping organizations to realize a decent return on this investment.

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Learning outcomes of the course

Students will understand the talent management from many different viewpoints and perspectives in order to be able to appreciate its nuances and implications for the organizations. In short, the following learning outcomes will result:

• 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

homegrowing this talent

• Retaining and motivating talent for sustained competitive advantage

Pedagogy


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

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Employee Value Proposition for attracting and retaining talent

SESSION 9 & 10 TALENTSHIP

Talentship as a decision science

Efficiency, Effectiveness and Impact framework

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 – ANALYTICS: ADVANCED SUPPLY CHAIN & OPERATIONS ANALYTICS

CONTEXT & COURSE OBJECTIVE

Having done a course in Supply Chain Management (SCM) and Business Analytics (BA), this course namely ‘Advanced Supply Chain and Operations Analytics’ aims to bring out contemporary issues in Supply Chain Management and insights from analytics interventions at various stages across the value chain. The course is designed into eight THEMEs that are aggregated into two Modules. This course assumes that the participants have gone through the earlier course ‘Supply Chain Management (SCM)’ and ‘Business Analytics (BA)’.

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

SCOPE OF THE COURSE

The study plan covering Readings, Classroom sessions, Group work sessions and



may be conducted on the same.

The course consists of two Modules, each module carrying about 5-6 THEMEs.

Each session will be of 90 minutes duration. The THEMEs that are covered in the

course are as follows

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

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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:



• Group Presentation

• Case analysis

SESSION 1 THEME 1: STRATEGIC FRAMEWORKS OF SUPPLY CHAIN


Main Reference book Operations Management for Competitive Advantage - by Chase Chapter 9 Designing & Managing the Supply Chain - by Simchi Levi Chapter 5


• Contextualizing the Supply chain – relevance of identifying supply chain

nucleus and choosing the boundary and number of tiers/ entities

• Strategic frameworks

Uncertainty principle and framework

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Push/ Pull model (recap)

Case

• Vee Pee Yes

Assignment

Analysis of an organization’s supply chain based on uncertainty principle/ push pull

model

Post-session readings

Discussion PPTs used in the class / handouts/ self-notes


THEME 2: SUPPLY CHAIN MODELS


Main Reference book

Supply Chain Management - by Sunil Chopra Chapter 5

SCOR model from supply-chain.org


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


Discussion PPTs / handouts used in the class; self-notes

SCOR model (refer: supply-chain.org)

SESSIONS 5 - 6 THEME 3: SCM PERFORMANCE MEASURES AND ANALYTICS


Classical performance measurement of Inventory/Customer

Service/ Distribution,SCOR, and Balanced Scorecard that the students have

learned earlier (courses in ISCM and Operations Management)


Classical supply chain metrics and modern thinking

Traditional supply chain measures of performance

SCOR measures

Other measures

Concept of metrics hierarchy and data dimensions

Group presentation/ Assignment

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Supply chain risk

How to choose a set of supply chain performance measures

Post-session Additional

Readings



THEME 4: SCM REPORTING AND DASHBOARD



Management Reporting


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



SESSIONS 9 - 10 THEME 5: UNLOCKING VALUE THROUGH SUPPLY CHAIN ANALYTICS




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.)



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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: Warehouse Efficiency.


THEME 2: TRANSPORTATION SYSTEM AND MANAGEMENT


• 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: 8-1 Double D Trucking from the recommended text


THEME 3: LOGISTICS RELATIONSHIPS AND 3PL, AND LOGISTICS PERFORMANCE

MEASUREMENT

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• 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: 4-2.Ocean Spray Cranberries

MODULE 2 SESSION 7

THEME 4: CUSTOMER RESPONSE AND LOGISTICS ANALYTICS Pre-

Session Readings


13.

• Sourcing and Supply Chain Management, 5 E, Monzca et al. Chapters 2, 6,

18

Additional Readings


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

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• Logistics analytics linking customer, inventory and logistics

MODULE 2

SESSION 8

THEME 5: PROCUREMENT AND SPEND ANALYSIS




2, 6, 18

Additional Readings


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



2, 6, 18

Additional Readings


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.

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PGDM TRIMESTER 06 – ANALYTICS: 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

9 Pricing Analytics

Evaluating pricing strategies

10 Discounts

11 Everyday Low Pricing

12 Location Analytics Overview

13 Modeling Approaches

14 Retail Forecasting Approaches

http://hbr.org/search/Erik%20Brynjolfsson/0

http://hbr.org/search/Erik%20Brynjolfsson/0

http://hbr.org/search/Yu%20Jeffrey%20Hu/0




http://hbr.org/search/Mohammad%20S.%20Rahman/0

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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

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PGDM TRIMESTER 06 – ANALYTICS: HR TECHNOLOGY & ANALYTICS

Contextual Background and Relevance for Human Resources Technology

Technology is continuing to evolve at what can seem like an ever-increasing rate. Human Resources technology, which started out as “simple,” mainframe-based systems with limited capabilities, are now complex, Web-enabled enterprise systems that are increasingly integrated with all HR and organizational processes. For example, at the dawn of the millennium, few could have imagined that our phones would become a major source of our daily information or that Web-enabled social networking tools would become an important component of an organization’s HR strategy. According to a recent report by the Society of Human Resource Management (SHRM), this technological evolution is driving several key trends in HR delivery and practice, such as the increased use of social media, a shift from “on-premise” software solutions to cloudbased solutions, the growth in compliance, and the use of business intelligence tools (Johnson & Gueutal, 2011). To these trends, we would add the increasing adoption of HRIS by smaller organizations. Whereas on-premise solutions were often too expensive for smaller firms, the growing popularity of Software-as-a-Service (SaaS) and cloud computing means that even organizations with fewer than 10 employees are able to quickly gain access to capabilities that they previously could not afford. More employees, HR professionals, and organizations are now affected by HRIS than ever before. In response to these changes, additional roles are emerging for HR professionals. These new roles focus on tasks such as aligning HRIS 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.

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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.

Reference Book to be Followed (Compulsory Requirement)

Human Resource Information Systems: Basics, Applications, and Future Directions; 2nd Edition ISBN: 978-1412991667. Authors: Michael J.Kavanagh & Mohan Thite Session Plan Details

Session (Time) Topic & Readings

Session 1 & 2

(1.5 Hours each)

The need for HRIS systems and evolution of HRIS

Read chapter 1 & 2


Systems considerations in the design of an HRIS:

Planning for

Implementation

Read Chapter 3

Session 3

(1.5 hours)

Doing a Needs Analysis for HRIS

Read Chapter 4

System Design & Acquisition

Read Chapter 5

Session 4

(1.5 hours)

Justifying the costs of an HRIS investment

Read Chapter 6

Session 5

(1.5 Hours)

Project Management Development and HRIS Acceptance Read Chapter 7 Change Management: Implementation, Integration and

Maintenance of the HRIS

Read Chapter 8



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Session 6

(1.5 Hours)

HR Administration and HRIS

Read Chapter 9

Job Analysis & HR Planning

Read Chapter 10

Session 7 (1.5

Hours)

Recruitment & Selection in an Internet Context

Read Chapter 11

Training & Development: Issues and HRIS Applications

Read Chapter 12

Session 8 & 9

(1.5 hours each )

Performance Management, Compensation, Benefits and Payroll and the HRIS Read Chapter 13 International HRM and HRIS

Read Chapter 14

Session 10

Information Security and Privacy in HRIS Read Chapter 15

Case Study - “Transforming Human Resources at

Novartis: The Human Resources Information

Systems.” by Stanford Graduate School of Business

Session 11&12

Introduction to Application of Analytics in HR

Techniques relevant for HR Analytics – Hypothesis Testing

Read: HR Metrics and Workforce Analytics

Session 13

Techniques for HR (Regression Analysis)

Read:- HR outsourcing: threat or opportunity?

Session 14 &15

Techniques for HR (Factor Analysis and SEM)

Read:- IT Human Resource Management Configurations and IT Turnover: Theoretical Synthesis and Empirical Analysis/ Using sequential tree analysis to search for 'bundles' of HR practices

Session 16

Analytics for Talent Decision

Read:- Talent and analytics: new approaches,

higher ROI

Session 17

Human Capital Management

Read:- Human Capital Analytics/ Connecting People

Investments and Business Outcomes at Lowe’s

Session 18

Employee Turnover Management

Read:- Predictive Models Of Employee Voluntary Turnover

In

A North American Professional Sales Force Using Data-

Mining

Analysis/ Validation And Initial Test Of The Employee

Equity

Model For Predicting Employee Retention

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Session 19

Employee performance evaluation/ Employee compensation management Read:- Developing an employee evaluation management

system: the case of a healthcare organization / Optimizing

fixed and variable costs for employee productivity/ Toward

a general model for executive compensation

Session 20

Project Presentation and discussion

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PGDM TRIMESTER 06 – GENERAL MANAGEMENT: 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

SCOPE OF THE COURSE

The course will cover the following aspects of Business Continutiy Management

• Overview of Business Continuity Management and Business Continuity

Management Systems

• The Business Continuity Management Pyramid

• Business Impact Analysis – Definition and Methodology

• Risk Assessments – Definition and Methodology & Risk Treatment Plans

• Business Continuity Plans/Arrangements including Crisis Management

Plans and Disaster Recovery Plans

• BCMS Testing & Exercising & BCMS Awareness & Training

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

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• 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

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

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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

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

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• 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


• 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


• 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.

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

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PGDM TRIMESTER 06 – GENERAL MANAGEMENT: 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





• 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


• Textbook: Entrepedia : A step by step guide to becoming an entrepreneur

in India by Prof Nandini Vaidyanathan


Reference books are:

• The Art of the Start by Guy Kawasaki

• Finding fertile ground by Dr. Scott Shane

• Entrepreneur magazine



• Class room presentation of assignments and discussions with the faculty

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

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• Traditional management and entrepreneurship: Causal versus Effectual

thinking

SESSION 3 & 4 THEME II: EFFECTUATION LOGIC BASED MARKETING! THE WORLD IS

SMALL INDEED!


• 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!


• 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


• 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!

SESSION 9 & 10 THEME V: THEORY MEETS PRACTICE


• 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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