Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Organized by
IIM
RAIPUR
In association with
Table fo Contents
1. About GSMS 2014
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3. Summit Committee
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5. Programme Schedule
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1.
2.
IIM
RAIPUR
3.
Summit Committees
Summit Patron
B.S. Sahay
Director,
Indian Institute of Management
Raipur
Summit Co-Chairs
K K Ray
S K Mitra
GSMC2014
4.
Prof. Ashok
Banerjee
Prof.Bino Paul
Cedomir Nestorovic
ESSEC Business School
Asia Pacific, Singapore
Prof. B S Sahay
IIM Raipur, India
Prof. Bhimasankaram
Pochiraju
ISB Hyderabad, India
Prof. Carlos
J. Alsua
University of Alaska,
Anchorage, USA
Prof. Debasis
Chatterjee
Prof. L. Prakash
Sai
IIT Madras, India
Prof. I M Pandey
IIM Lucknow, India
Prof. Mikhail
Plotnikov,
Vadens Business
School, Russia
Prof. P
Vijayaraghavan
Prof. Rajendra
Nargundkar
Prof. Rishikesha
T. Krishnan
Prof. S.Ramesh
Kumar
Prof. Satyajit
Majumdar
Monterey Institute of
International Studies, US
Prof. V. Charles
Centrum Catlica
Graduate Business School,
Lima, Peru
S M Sehgal Foundation,
Gurgaon
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5.
Programme Schedule
12th December , 2014
8.30 am - 9.30 am
Registration
9.30 am - 11.00 am
Inaugural Session
9.30 am - 9.32 am
9.32 am - 9.35 am
9.35 am - 9.40 am
9.40 am - 9.55 am
9.55 am - 10.15 am
10.15 am - 10.35 am
10.35 am - 10.50 am
10.50 am - 11.00 am
11.00 am - 11.30 am
Tea Break
11.30 am - 1.00 pm
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Dr. Keyur Thaker, IIM Indore,
1.
GSMC2014
11.30 am - 1.00 pm
11.30 am - 1.00 pm
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Dr. Atri Sengupta, IIM Raipur
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Lunch Break
2.00 pm - 3.30 pm
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Dr. Vinay Goyal, IIM Raipur
2.00 pm - 3.30 pm
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Dr. Anagha Shukre, IIM Raipur
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2.00 pm - 3.30 pm
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Dr. N. Chowdary, TCLL
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3.30 pm - 4.00 pm
Tea Break
4.00 pm -6.30 pm
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Prof. A. Damodaran, IIM Bangalore
Panelists
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Mr. Aman Singh, Principal Secretory,
Govt. of Chhattisgarh
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Prof. Shekhar Chaudhari, Former Director, IIM Calcutta
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Prof. Mikhail V. Plotnikar, Dean Vadens Business School,
Russia
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Mr. Ajeet Khurana, CEO, SINE
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Dr. Asha Kaul, Professor, IIM Ahmedabad
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Dr. Arvind Boaz, IFS, Nodal Officer Climate Change &
6.30 pm - 8.00 pm
Cultural Programme
8.00 pm - 9.00 pm
Summit Dinner
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Dr. P.R.S. Sharma, IIM Raipur
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9.30 am -11.00 am
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Prof. Sumeet Gupta, IIM Raipur
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Dr. Mikhail V. Plotnikar, VBS, Russia
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11.00 am - 11.30 pm
Tea Break
11.30 am -1.00 pm
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Dr. G. Ojha, Former Director (Personnel),SAIL
11.30 am - 1.00 pm
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Dr. Nagendra Chowdary, TCLL
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11.30 am - 1.00 pm
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Dr. Pradyumna Dash, IIM Raipur
Lunch Break
2.00 pm - 3.30 pm
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Prof. M Kannadhasan, IIM Raipur, India
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2.00 pm - 3.30 pm
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Prof. Satyasiba Das, IIM Raipur, India
2.00 pm - 3.30 pm
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Prof. Pankaj Singh, IIM Raipur, India
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3.30 pm - 5.00 pm
Valedictory Session
3.30 pm - 3.40 pm
3.40 pm - 3.55 pm
3.55 pm - 4.15 pm
4.15 pm - 4.35 pm
4.35 pm - 4.50 pm
Distribution of Award
4.50 pm - 5.00 pm
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6.
Abstracts
Technical Session 1 (TS1):- Finance
TS1-1:
TS1-2:
TS1-3:
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TS1-4:
TS1-5:
Financial Inclusion and Micro-Finance Financing For Better Family Ties and Lesser
Violence
Rakesh Guglani, Asia-Pacific Institute of Management, New Delhi
Domestic violence and increasing disrespect to women across diverse communities,
cultures and national geographies has raised sanctity of mankind around the world.
Serious issues like abduction, physical assault and domestic violence, despise within
and outside families hassle everyone all the time that our societal values and ethics
have become dissonant to family ties. In Indian context, these issues are more
assiduous as we believe in our families irrespective of our castes, culture and legacy.
Still, skewed sex ratio, female illiteracy, deprivation of rights such as for education,
health, and property and gender bias depict morose prospects of achieving economic
liberalization and social empowerment without addressing these issues in wellstructured and planned manner. Financial inclusion and microfinance are globally
accepted tools for development and empowerment.
TS1-6:
TS1-7:
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proper references through different sources and the references are available. The lack
of financial strategies has made BEML a weak form of organisation where the value
creation is negligible. Hence the objective of this case has brought out many of the
citations and the inputs that will show how there is a strong requirement for BEML
Limited to create value utilising its available resources and to enhance the capacity to
create value through Capital Structure, Cost of Capital, Company's Diversification
Policy, and Mergers & Acquisitions.
TS1-8:
TS2-2:
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kurtas in a year. The brand has also got some major attention from Gujratis in USA &
UK, but so far not much attention has been paid towards marketing activities for
Modi-Kurta. There is stiff competition from competitors like Fab India, Tribe India,
Aura, Khadi Bhandar and also some online e-stores such as Flipkart, Myntra, Jabong
who offer regular Kurtas. To capitalize on the Brand Name Narendra Modi, a new
concept Namostore is on its way which is promoted by relatives of Narendra Modi
himself. To add on to Modi Mania; from namo tea stall to namo beer mugs, paper
towels, lunch boxes etc. are already there in markets. With such developments,
JadeBlue is now planning to offer Modi Kurta for children, Modi Kurtis for women
and also Modi Pathani Kurta shortly.
TS2-3:
TS2-4:
TS2-5:
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especially the Amazon.com. Apart from stiff competition, Flipkart has yet to reflect
profitability.
TS2-6:
TS2-7:
TS3-2:
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trying its level best to communicate with employees and create a favourable working
environment. The attrition levels were at a healthy 6% down south, but the same
stood at a worrying 15% towards the north. The founder Chairman Mr. Kochouseph
Chittilappally is a revered business figure back home. His generous acts of
philanthropy have won him numerous fans. He even donated his kidney to create
awareness about organ donation. His humble background and industrious nature won
him accolades. Quality was never compromised for growth. Mr.Chittilappally is
known to be a reasonable and just man, and his presence helped the brand to attract
and retain talent. The history and legacy of the promoter helped in making the
recruiter aspirational to the youth down south. But this impact was not visible in
Northern parts of the country. Though the work culture facilitates career growth,
attrition remained a fact hard to ignore.
TS3-3:
TS3-4:
TS3-5:
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yearly increment. However, these actions did not yield any positive result and they
did not mend their ways. Therefore, Senior Manager (Personnel) came from the
head-office to help find a solution. On enquiring he found that the root cause of the
problem was alcoholism which was causing absenteeism.
TS3-6:
TS4-2:
Case Study P2P Microfinance & Allied Services: Strategy Adopted To Face
Challenges in Financial Inclusion Space
Arun Kumar Vaish, Birla Institute of Technology and Science & Soni Agrawal,
International Management Institute, New Delhi
Millions of people in rural areas in developing countries do not get access to formal
and informal financial services as numbers of people who are still deprived or remain
un-served may be more, and in general the demand for financial services far exceeds
the current available supply. Despite the Reserve Bank of India's directive in 2006,
the initiative of financial inclusion through business correspondent remains an uphill
task. In order to provide financial services to poor on continuing basis, p2P
Microfinance & Allied Services entered into business realizing the needs of the poor
people who live in rural areas. At present financial inclusion is a national priority with
special emphasis provided through 'Jan Dhan Yojna'. The company started with a
very small capital in contrast with the major leading players in the domain. It adopted
an approach of spending low amount on advertisement and other physical
administrative set-ups. The primary focus of the company was to achieve high
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performance and to uphold the goodwill of the company based on providing quality
services to rural people with a personalized touch. The continuous efforts paid in a
way that presently, company is operating from 5 locations to 700 locations with a
transaction turnover of Rs.18 crores approximately in just three years.
TS4-3:
TS4-4:
TS4-5:
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TS4-7:
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BOD's concerns were that these practices are not helping the static segment as the
target audience is not at cynosure and so wanted to know if E marketing will help.
TS5-2:
TS5-3:
TS5-4:
Ganesh Bhel & Chaat Products Pvt Ltd: Pioneering Transformation from
Unorganized To Organized Service Retail
Dipanjay Bhalerao , ,Indira Institute of Management, Pune
Indian service retail industry witnessed a sea of change in the way consumer
preferences. The implication of that was evident in brain storming at Ganesh Bhel,
which was the most popular destination for its taste of bhelpuri and other chaat
products (the popular traditional Indian tasty & spicy fast food category).August
2008, at the famous & crowded Ganesh Bhel retail outlet, Mr. Dinesh & Rupesh
Gudmewar were having through discussion going on with their father Mr. Ramesh
Gudmewar, (Founder of Ganesh Bhel in 1978 in Pune city) on transforming it from a
commodity business into an organized enterprise. Mr. Ramesh wondered on how
traditionally kiosk business could be run like an organized business. Mr. Dinesh
wanted Ganesh Bhel to evolve in to organization with strong brand name
synonymous to taste & quality. Apart from other challenges of paucity of resources,
the major challenge for the Gen-Next was to convince Mr. Ramesh whether this
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could be made a reality, as nobody did this before in Pune. The study of Dinesh &
Rupesh was saying about consumers turning towards better quality products &
service. The way from a roadside vendor to a famous Bhelpuri Store could no more
be smooth just by selling. Their business needed right marketing strategy to turn their
dreams of creating an organized fast food service retail company in to reality. It was a
critical time for them to prepare a right marketing strategy for the future evolution.
TS 5-5 :
TS 5-6 :
TS 5-6 :
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TS6-2:
TS6-3:
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TS6-4:
TS6-5:
TS6-6:
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TS6-7:
TS6-8:
TS6-9:
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The Management team of TMC had ensured that the growth had been orderly and
appropriate to the changing needs of the community. Managing a hospital with
disparate skill sets in the face of ever-increasing demand for services had always
been a challenge in itself. So it became imperative for the hospital to adopt
technology to improve its hospital services and maintain transparency. Patients came
to the hospital from different states in India and across the globe. TMC registered
international and national patients online.
TS6-10:
Green Supply Chain Initiatives for Brand Building-The Case of Tata Motors
Sangeeta Trott , ITM-SIA Business School
Tata motors the name that stand for trust and reliability has won the battle of being the
most sustainable brand. Its effective green supply chain initiatives have proved an
important asset for the brand building process. Objective of study: the main objective
of study is to find out how green supply chain initiatives at Tata motors have
effectively proved to be a catalyst to build a strong brand i.e. Tatas. Another objective
of the cases to also find out the various challenges which the company has faced on
the part of green supply chain initiatives to build a strong brand. Data collection: Data
collection for the case was done through both primary sources including written
questionnaire method and secondary sources including published reports. Pilot study
was done before actual data collection to collect primary data. Data analysis: the data
was qualitatively analyzed in order to draw meaningful conclusion. Implications:
The cases will be highly useful to the students and educators in understanding how
green efforts are vital for successful brand building. It will also be useful to the
corporate houses to benchmark their performance. Last but not the least the study is a
great learning lesson for the society in promoting a greener India.
TS7-2:
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the payment to its vendors due to tracking system. This caused delay in supply of
goods resulting in production loss. This case aims at taking corrective measures to
improve the payment policy standards and enhance productivity. The understanding
from this case will have implication in the area of fund flow management and
achievement of operation efficiency through financial activities.
TS7-3:
TS7-4:
TS7-5:
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TS7-6:
TS7-7:
TS8-2:
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TS8-4:
TS8-5:
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now talk IT. Moving away from the dilapidated buildings of the 80s, the Government
buildings now were equipped with all possible modernity and give the hope of an
improved Government delivery process and a better connect between Government
and citizens. As Satya walked-in into the office of a Secretary, the sigh of a large
number of files piled up on the table made him question the very transformation that
GoCG was proud about. Few days ago he witnessed a presentation on Digital
Secretariat, somewhat similar to an email system, which automated the
documentation processes followed in a Government system. Satya mused: Was the
effort on automation and digitization successful or was it a fad? Satya mulled about
the need for a strategic approach to IT-enabled transformation as he walked through
the corridors of the Secretariat.
TS9-2:
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TS9-3:
TS9-4:
TS9-5:
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TS9-6:
TS9-7:
TS9-8:
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human values, INTEGRITY is one of the key factors of life and Business
Management. Here we are proposing a theory based on a real time case which dealt
about Integrity of Remuneration which is considered to be a hypothetical theory. This
theory deals with the income/salary provided by an organization to an employee for
their respective job. An organization/ firm may have an equal importance in the
Country's growth which also takes part in an economy of a country with respect to
their turnover. Allotment of salary to a person in an organization depends on the
company's income. Most probably, wage might be of prime importance to an
employee, which speaks; where the job stands. Good workers may expect good
salary, where talent speaks. Salary allotted to a person in a firm or anywhere else may
depends on their work. But, one of the fact behind that, will create a refusal, which is,
the salary allotted to a person was negotiable and hence compared with the work
allotment, salary is hike. The Hypothetical Integrity Theory of Remuneration states
that, Diminish the remuneration, if the exertion is not accomplished utterly said by
the worker. Hence, this may not give any economic wage loss to a company and this
can be compensated in any other way to a firm or elsewhere related to a firm.
TS10-2:
TS10-3:
TS10-4:
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companies that are lean and organic in design and attract young talent. These
companies have poached stalwarts of NPNL by offering huge pay packages.
After assuming office as CEO, Shekhar acknowledged that his first responsibility
was to find the cause(s) of problems and their solutions. He pondered over the
working styles of his predecessors at NPNL. All of them were technocrats and from
within the company. They tried their best to bring the organization back on track but
the bureaucratic mentality didn't allow any relevant changes despite the demands of
changing external environment. Seven years ago, this company was number one,
both in terms of revenue and profit.
TS10-5:
TS10-6:
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reshaping the world. It takes part in formal sector also, represented approximately
37% enterprises globally, give the attention to various business sector and policy
makers. These entrepreneurs lead the way from micro to high growth and not only
help in supporting their family but also lead to wealth creation. Their success is not
limited to any one sector, but has spread its wings from saloon owners to high tech
business houses. They involve in investment, job creation and innovation activities.
Generally, enterprises owned by women have lower employment number, but their
growth aspirations make them different than their male counterparts. As leaders,
entrepreneurs think differently and lead people (i.e. customers, employees, teams).
Similarly women entrepreneurs have leadership qualities, focus on personal
development along with developing others. By creating wealth and employment,
they empower the society and country also. In this paper we have tried to explore the
conceptual framework of women entrepreneurship towards leadership. This research
contributes in enriching existing literature and empowers the position of women in
the country.
TS11-2:
TS11-3:
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TS 11-4 :
TS11-5 :
TS 11-6 :
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TS 11-7 :
TS11-8:
Heifer International
Avni Malhotra, Suresh Kumawat, Abhinav Gaurav & Krishna Kumar
Govindankutty, Heifer International India
Heifer International is a non-profit, humanitarian organization dedicated to ending
world hunger and poverty and saving the earth by providing livestock, trees, training
and other resources to help poor families around the globe become self-reliant. In
2008, Heifer India was registered as a representative office and since then it has been
partnering with local NGOs in Odisha, Bihar and Rajasthan to socially and
economically empower marginalized rural communities. Currently, Heifer India has
10 NGO partners and is working with 670 women SHGs in the three states.
What makes Heifer unique is the practice known as passing on the gift. Families
receiving animals agree to pass on the first offspringor appropriate equivalentto
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another family in need, starting a chain of giving that often touches thousands of
lives. Although passing on the gift (POG) may appear to be a simple concept, it is
challenging to operationalize in the field. Over several decades, Heifer has perfected
a model known as Values-Based Holistic Community Development (VBHCD),
which focuses on developing Social Capital in the target community and aids
community members in internalizing POG, mainly through trainings. Till December
2013, community members of Heifer India's projects had passed-on 2179 animals
(goats and cows) to needy families in their village or neighboring villages.
TS12-2:
TS12-3:
TS12-4:
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TS12-5:
TS12-6:
TS12-7:
TS12-8:
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TS13-2:
TS13-3:
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This case study is aimed at finding synergies and assessing the deal of such
acquisition. What are the chances that the deal will succeed, given that both
companies make huge losses, continue to bleed cash, and the global M&A track
record of more failures than successes? The authors further attempt to answer the
questions such as whether the acquisition of Myntra creates more wealth for the
Flipkart stakeholders. Is it a visionary deal or merely intended to prove the 'Winner's
Curse'? Findings suggest that the deal is going in right direction and showing
anticipated results. Today the combined entity's market share in the online fashion
and lifestyle space has grown from 30 to 60 per cent with this fashion-focused
acquisition.The impact of mergers on the future of the e-tailing industry is also
briefly discussed.
TS13-4:
TS13-5:
TS13-6:
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as well as over the counter markets. With almost zero transaction fees, bitcoin is
increasingly in popularity as a payment system in the e-commerce market, money
transfer industry, global remittance market etc. This case analyzes the market size of
these markets to find the future monetary base of bitcoin looking at the transactional
demand.
TS13-7:
TS13-8:
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influential and well networked person, would be able to promote and distribute the
products intensively, and also quickly obtain the much needed customers' response to
the product. But, the entrepreneur soon realized that the entire range of products sold
through the dealer was fetching far less revenue in contrast to the only one which she
was retailing herself.
TS14-2:
TS14-3:
TS14-4 :
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such polls and left psephologists and researchers wondering where they went wrong
in their estimation.
TS14-5:
TS14-6:
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TS15-3:
Do We Need To Value Intangible Assets to Know the True Market Value of Firm: A
Case of Successful Indian Company
Neerja Kashive, VES's Institute of Management Studies and Research, Mumbai
Many organizations have realized that the true potential of creating value lies in the
measurement, valuation and reporting of their Intellectual Capital (IC). There are
different methods to measure and report the intangibles and there is constant
realization that the traditional accounting methods are insufficient to reflect the true
value. Though the rise of IC reporting is useful, its significance is seen more in
knowledge organizations because their competitive advantage derives from
innovativeness and market positioning. This case studies intangible asset monitor as
the method of measuring intangible asset with special reference to one of the
successful IT Company in India. The case reflects clearly how this organization is
able to quantify their intangibles and calculate the financial value they are adding to
the company. The above case study provide a good basis for understanding intangible
assets valuation and the changes in calculating from using Lev and Schwartz Model
to GIST-HCX model and now using IFRS 13 Fair Value Measurement.
TS15-4:
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TS15-6:
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About Organizer
IIM
RAIPUR
Indian Institute of Management Raipur (IIMR) was setup by the Government of India, Ministry of
Human Resource Development in 2010 at Raipur, the capital of Chhattisgarh. The Indian Institute
of Management (IIM) brand has now become synonymous with innovation, talent and zeal for
success and contribution to the discipline of management. In 2010, the Government of India set
up three new IIMs to meet the growing demand for top quality professionals. IIM Raipur is one
amongst them. It is situated at Raipur in the state of Chhattisgarh - one of the fastest growing states
of India, with its rich mineral, forest, natural and local resources. The first batch of its flagship
programme 'Post-Graduate Programme in Management started in 2010.
Presently IIM Raipur operates from the Government Engineering College Campus, Sejbahar,
Raipur. The Government of Chhattisgarh has identified 200 acres of land for the proposed IIM
Raipur campus at Naya Raipur. The proposed campus will be a state-of-the-art campus,
presenting a blissful mix of modern architecture, culture & heritage of Chhattisgarh.
The Institute aims at bringing a global perspective to all its programmes and activities in a fast
changing global economic environment. The Institute also encourages an overseas exposure for
its students with the belief that it will help them to assimilate best management practices and
understand the importance of cross culture issues in management.
Right from its inception the Institute focuses on contributing to the growth and development of
the Nation, region and society at large. As such it gives importance to courses and managerial
trainings that are moulded in a way true to the culture and unique requirements of the state and
organisations herein. Ethical practices in management, grooming socially responsible leaders for
today and tomorrow are also the primary goals of the Institute.
It is keeping in mind these aims that IIM offers the following programmes.
Doctoral Programmes
n
Fellow Programme in Management (FPM)
n
Executive Fellow Programme in Management (EFPM)
Post-Graduate Programmes
n
Post-Graduate Programme in Management (PGP)
n
Post-Graduate Programme in Management for Working Executives
(PGPWE)
Executive Education for Corporate, Public Sectors and Government
n
Management Development Programme (Open)
n
Management Development Programme (In Company)
Summit Partner
ET Cases' an initiative of Times Centre for Learning Limited (The Times of India Group, India's
oldest and biggest media conglomerate) mission is to enable an effective and efficient classroom
delivery.The driving force and practiced advocacy at ET CASES is co-creation creating value
for the management fraternity faculty from business schools, practicing managers from a wide
spectrum of companies and industries, or aspiring managers through seamless collaboration and
value sharing, to enable efficient and effective decision-making. ET Cases aims at innovating
pedagogical platforms and bring these to the classrooms and bridge the gap between the academia
and business life.
IIM
RAIPUR