DataQuest 31 May

MAy 31, 2015
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May 31, 2015
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A CyberMedia Publication
contents
industry
10
Short Takes
18
unisys Cloud 20/20: Driving Innovation,

Nurturing Offshore Talent
22
How Technology Can Help in Finding

Earthquake Victims
24
Can Vishal Sikka Help Infosys realize the

$20 bn Dream?
68
The growing Importance of SDI
90
As the World gets Smart
92
The Technology Bridge to Payments Bank
94
Thwarting a New Breed of Cyber Attacks
100 Indian Wearable Innovation Helps you Take

the right Step to your Destination
104 How to Become a Digital Enterprise
talking point
Digital Strategy Should Be In Sync

With the Changing Customer
Behavior
Sandeep GhoSh
Md and CeO,
Bharti AXA life Insurance
70
IT has to Work as a Business

Enabler
Compliance Gap Can Be Filled by

Setting up the Right Practices and
Processes
80
Wi-Fi Is Going to Be a Key

Building Block in Indias Digital
Empowerment
84
88
76
|
puneet Gupta
Chief technology Officer, Brillio
IoT is Changing the Fundamentals of

Business
We Are Simplifying IT Operations

Significantly
amit midha
President, dell Asia-Pacific, and Chairman,
dell global emerging Markets
Sanjeev Sarin
CeO & Founder, Ozone networks
Digital Is a Strong Catalyst for

Innovation
aShok kannan
AVP It Head, Ashok leyland John deere
Construction equipment Company
74
mayank SrivaStava
Managing director and general Manager,
softwareOne
96
rajeSh kumar
CMO, sAP India
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May 31, 2015
eDit
Srikanth RP
srikanthp@cybermedia.co.in
Could the Nepal Earthquake Have Been

Predicted by Using Big Data?
ith the recent Nepal earthquake claiming more than 6,000 lives, many of us have often
wondered why earthquakes cannot be predicted the same way as Tsunamis or cyclones
are predicted. Scientists say that while it is possible to identify the key regions where
earthquakes can occur, it is impossible to predict the exact time when they would occur.
While past data is useful, predicting an earthquake is immensely difficult as it means analyzing
not only past data but also predictors which show the probability of an earthquake. A huge number
of parameters that have to be looked at for arriving at a conclusion, make predicting earthquakes a
near impossible task. Parameters are typically looked in isolation as it is not possible to crunch every
parameter and arrive at an insight.
To improve the accuracy of predicting earthquakes, all diverse parameters have to be brought
together and analyzed. Till date, this was a difficult task as the volume and diversity of data made it
practically impossible for analysts to arrive at any meaningful analysis. However, with the advent of
Big Data, there is a hope.
An innovative company called Terra Seismic believes that it has an answer, and more importantly,
believes that earthquakes can be predicted 20-30 days before they occur. Using Big Data and satellite
technology, the firm processes large volumes of satellite data, which is taken each day from the
regions where the probability of an earthquake is huge. This data is then combined with a huge
number of earthquake precursors such as ground water level changes, sudden cloud formations,
bizarre behavior of animals, birds and fishes, and variations in seismic waves velocity. Algorithms built
by the firm then analyze this combined data to judge the probability of an earthquake.
The company claims to have successfully predicted a number of earthquakes. For example, on
April 5, 2013, the firm issued a forecast for Japan. On April 12, 2013, an earthquake hit the identified
area and 33 people were injured. On June 4, 2013, the firm again made a prediction for an earthquake
in North Italy. On June 21, an earthquake hit the identified area. On March 3, 2013, the firm issued a
forecast for an earthquake in Iran. Again, after 35 days, an earthquake hit the identified area.
While the firm has had a number of successes, it is clear that it is not perfect as it has not been able
to detect every earthquakesuch as the recent Nepal earthquake. That said, there is a hope, as the
usage of Big Data can help in making the system more accurate. Improved accuracy will help nations
prepare more adequately for impending disasters, save lives, and lessen the huge economic losses
that are caused by earthquakes.
Srikanth RP
Editor
May 31, 2015
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May 31, 2015
Industry | short tAkes
Compiled by Ruchika Goel

ruchikag@cybermedia.co.in
LG Launches G4 smartphone
Powered by Qualcomm snapdragon
G recently launched its new LG G4 smartphonethe first smartphone to feature the

Qualcomm snapdragon 808 Processor with
X10 Lte. It features a broad set of mobile offerings from advanced camera, graphics, and
audio to enhanced connectivity and location.
LG and Qualcomm technologies collaborated from the
initial stage of the snapdragon 808 introduction to expertly tune the technologies and make several of the LG G4s
unique features possible so that the users can truly notice
the difference in areas like call quality, overall audio quality, lightning-fast download speeds up to 450MBps with
Qualcomms X10 Lte modem, an incredibly smooth user
experience, and power efficiency. Internal testing has
shown that the LG G4 gets more than a full day of use on
a single charge, in part due to the exceptional integration
of the snapdragon 808 processor.
Challenged by Mobile Wallets,

Citibank to Launch Mobile solutions
itibank India is one of those banks which is

wary of the mobile wallet challenge posed by
the likes of PaytM, Freecharge, etc. the bank
is about to take serious steps to deal with the
challenges and is expected to come out with a
counter solution, targeting the mass market.
In a conversation, sridhar Iyer, Director of Digital Business at Citibank India shared, Mobile wallets are increasingly gaining strength in India. We are also aware of their
challenges and want to embark upon the journey so that
we can offer similar solutions to consumers. however, the
mobile wallet players are somewhere taking the banking
route since no transaction is complete without the banks.
Citibank India is now looking at mobile as a serious tool
to further penetrate in the market. Mobile is an important
tool for us. We are in the process of increasing our mobile
portfolio in the country. While I cannot share the details
right now, I can assure you that we will come out with
interesting solutions, added Iyer.
10
May 31, 2015
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Citibank has always tried to give tough competition to

its counterparts in the country. however, its new challenge is not from the traditional players. start-ups coming
out with interesting solutions are giving the global bank
tough times.
Indian Insurers to spend `130 bn on It

and services in 2015: Gartner
ndian insurance companies are expected to spend

`130.4 bn on It products and services in 2015, a
10.4% increase over 2014, according to Gartner. this
forecast includes spending by insurers on internal It
(including personnel), hardware, software, external It

services, and telecommunications.
Gartners 2015 CIo Agenda survey showed the top
three technology priorities for Indian insurance CIos this
year are mobility, business intelligence and analytics, and
digitalization/digital marketingin that order, said Derry
Finkeldey, research Director at Gartner. the big story here
is around loyalty amongst agents and insurers who are taking a mobile-first strategy in their efforts to foster it.
Growth in investment will be the highest in the burgeoning health segment, but growth in the much larger
non-health segment is not far behinddriven by necessity. the largest spending segment in 2015 is It services,
which at `46.3 bn is 36% of the total market. BPo is expected to grow fastest at 22.8% in 2015 to become a `5
bn market.
www.dqindia.com
May 31, 2015
11
the Muthoot Group & Wiki technologies UsA

Partner to Launch us-India Payment Corridor
he Muthoot Group announced its partnership with Wiki technologies of UsA to open
a Us-India payment corridor by leveraging
the power of the WikiPay platform. Under the
partnership, the Muthoot Group will initially
market the WikiPay platform to its 22,000 employees and
subsequently to its 6 mn customers in India. through the
platform, people residing in the Us can use the WikiPay
online platform to send payments to friends and family to
any bank account in India and more than 8,000 cash pickup locations across India.
the association with Wiki technologies will expand
the Muthoot Groups reach in the Us, while allowing Wiki
technologies to leverage the international money transfer
license of the Muthoot Groups wholly-owned subsidiary,
royal exchange UsA, for transactions to India.
Capgemini to Acquire iGAte in $4 bn deal
apgemini and iGAte announced that they

have entered into a definitive merger agreement under which Capgemini will acquire
iGAte for a cash consideration of $48 per
share. the transaction will amount to $4 bn
and is expected to be immediately accretive to Capgeminis normalized earnings Per share (ePs).
the merger agreement has been approved unanimously
by both Capgeminis and iGAtes board of directors. the
transaction has also been approved by the written consent of shareholders holding a majority of iGAtes shares.
iGAte is a prominent Us-listed technology and services
company headquartered in New Jersey with revenues of
$1.3 bn, double-digit growth, and a 19% operating margin. North America is iGAtes largest market, representing 79% of revenues in 2014, followed by europe (14%)
and Asia-Pacific (7%). iGAte strengthens Capgeminis
key businesses in application and infrastructure services
as well as BPo and engineering services. Moreover, the
transaction enriches Capgeminis portfolio with new flagship clients such as General electric and royal Bank of
Canada.
this transaction would lead to a group with an estimat12
May 31, 2015
www.dqindia.com
ed combined revenue of 12.5 bn in 2015, an operating

margin above 10% and around 190,000 employees. the
combined group will pass the 100,000 employees landmark in its rightshore delivery centers in 2015.
this transaction fulfils one of the essential components
of Capgeminis strategy in expanding its presence in the
North American market.
InduStry | ShoRT TAkES
NIELIT Signs MoU with Snapdeal
he National Institute of Electronics and Information Technology (NIELIT), Department of

Electronics and IT (DeitY), Ministry of Communications and IT has signed an MoU with
Snapdeal to roll out digital marketing courses
for small and medium sellers and artisans across India
and enable them to take advantage of eCommerce opportunities.
NIELIT is actively engaged in the development of qualified human resources in the areas of IT, electronics, communication technologies, hardware, cyber law, cyber security, IPR, GIS, cloud computing, ESDM, eGovernance,
and related verticals. NIELITs India presence includes 31
centers besides a network of 900+ accredited institutions
and 6,000 plus facilitation centers engaged in the delivery
of digital literacy programs.
As a part of the Digital India initiative, NIELIT has been
undertaking various capacity building activities in information and communications technology. Snapdeal has a
growing seller base of 100,000 sellers and has a deep
understanding of the challenges that SMBs face while
looking to expand their business through online channels.
Drawing synergies from each others areas of expertise,
Snapdeal and NIELIT are partnering to build and launch
digital marketing courses which will educate and train
SMBs on the finer nuances of selling online.
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InDUstry | SHOrT TAkES
Online Aadhaar Hackathon

Encourages Indian Developers
to Develop Unique Apps Using
UIDAIs Platform
ngelPrime, a seed-stage venture capital

fund based in Bangalore and Nasscom, in
collaboration with UIDAI, will host an online
Aadhaar Application Hackathon from June
6-7, 2015.
The aim of the Aadhaar hackathon is to encourage
and promote the development of applications that utilize
the open Aadhaar APIs. The online hackathon is open to
participants across India and will require them to take

an online entry test to ensure they meet the minimum
eligibility criterion.
The event will see qualified participants indulge in a
non-stop two-day coding marathon. Starting from June
6-7, 2015, developers will build products under any of
the following categories: Government benefits, financial
services (banking, insurance, and brokerage), payments,
healthcare, FMCG, and online + offline (O2O).
Developers can choose to participate from the comfort of their homes or can walk into any of the offline
venues that will be announced on May 20, 2015. The
Aadhaar Hackathon will be administered via the HackerEarth Sprint, a unique tool developed by HackerEarth
for conducting large-scale online hackathons. All applications will be required to prove the successful use of
the Aadhaar APIs and will be judged automatically for
the quality of code and sophistication of the application.
A team of experts will judge the top five applications in
each category and pick one winner from each category
on June 8, 2015.
Infosys Launches Preventive

Maintenance Offering Finacle Assure
nfosys announced the launch of Finacle Assure,

which the company claims is a preventive maintenance service offering based on an IT Operations
Analytics (ITOA) platform. This service will help in
proactively identifying potential issues before these
become an actual threat. As a result, banking organizations will be able to save time, lower operational costs,
and gain agility.
If the company is to be believed, Finacle Assures 247
monitoring and remedial services can prevent outages,
thereby, lowering the cost of operations. This service,
managed in an offshore command center, also offers a
quick response team that ensures rapid resolution of any
16
May 31, 2015
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incident. The offering has a powerful set of analytics capabilities, which help in early detection of application performance issues.
Industry | News ANAlysis
Ed Nair
ednair@cybermedia.co.in
Unisys Cloud 20/20:

driving Innovation, nurturing
Offshore talent
Teams from three engineering colleges crack the Unisys challenge. Heres
how Unisys spots innovation talent to support its global product engineering
trong linkages between the industry and

the academia are a proven way to spur innovation. Project contests, organized and
supported by tech companies, help unleash
creativity and innovative thinking amongst
students in applying disruptive technologies to solve
challenging problems.
Unisys India recently announced the winners of Cloud
20/20, the sixth edition of one of Indias largest online
technical project contests. Three projects represented
by IMS Engineering College, Ghaziabad; Pondicherry
Engineering College, Puducherry; and VR Siddhartha
Engineering College, Vijayawada respectively were
awarded in the final round.
More than 1,400 teams from colleges across India
participated in Cloud 20/20 Version 6.0. Unisys received
about 530 project submissions, up more than 34% from
the prior years competition, the company claims.
It is imperative that we get the next generation, who
have grown up with these technologies, involved in finding
creative solutions to these challenges and thats precisely
what Cloud 20/20 aims to do, said LNV Samy, VP,
Engineering, Global Technology Centers India, China,
and Australia, Technology Products Group, Unisys.
Working in teams of four, supported by project
guides from Unisys and their institute, the contestants
showcased projects on application development for the
cloud; security issues in the cloud; big data in the cloud;
cloud-based testing; system programming; and potential
future technologies, open source technologies, and
disruptive technologies. In addition, this year, Unisys India
introduced a new category called Targeted Innovation
Projects, wherein students had the opportunity to work
on project ideas proposed by the Unisys Technical team
on topics of relevance to Cloud 20/20.
Unisys has always been committed to investing in
18
May 31, 2015
www.dqindia.com
Winning Projects
1.
A railway emergency response messaging system designed

to transmit, receive, and display incidents in real time through
the mobile. It allows passengers to alert railway authorities
about thefts, fires, and health issues so that they can quickly
respond to emergencies. The proposed system also provides
mobile alerts to doctors.
2.
An application that helps to minimize power consumption

while streaming and downloading videos from the cloud on
mobile devices. Users form a group with people of similar interests to stream the video cooperatively in an ad hoc cloud.
3.
An application that helps users to extract important information from 3D geo-data by combining GeoRDBMS and
augmented reality. The app brings the entire 3D geo-data
in various formats onto a common platform. The application
has the potential of being used in urban planning, infrastructure management, disaster management, and environment
monitoring.
supporting the next generation of innovators. This years

winners prove that with the right education, resources,
and guidance, young people can indeed use their
creativity and ingenuity to solve some of our most critical
technology challenges, said Bob Supnik, VP, Technology
Products Group, Unisys.
Based on requirement, the students from winner project
groups would also be considered for employment by
Unisys in India after they graduate.
LeveragIng IndIa
Like most other technology companies, Unisys too

has offshore product engineering centers in India that
leverage engineering talent based in India. Contests such
as Cloud 20/20 help in gaining access to good talent.
Technology engineering in Bengaluru is the largest of
Unisys worldwide product engineering sites. Unisys
It is imperative that we get the next

generation, who have grown up with
these technologies, involved in finding
creative solutions to these challenges
and thats precisely what Cloud 20/20
aims to do
LNV Samy
VP, Engineering, Global Technology
CentersIndia, China, and Australia,
Technology Products Group, Unisys
Unisys has always been committed

to investing in supporting the next
generation of innovators. This years
winners prove that with the right
education, resources, and guidance,
young people can indeed use their
creativity and ingenuity to solve some of
our most critical technology challenges
Bob Supnik
VP, Technology Products Group, Unisys
India has created approximately 20% of all patents filed

annually by Unisys.
We have centers of excellence based in India that
specialize in virtualization, real-time infrastructure, mobility,
Microsoft technologies, services management platforms,
enterprise command centers, application packaging,
unified messaging, and database management, said
Bob.
The India center plays an important role in the biometric
solutions Unisys provides globally such as the creation
of the building blocks for Identity and Credentialing
(ID&C) solutions and delivering several international ID&C
projects involving biometrics, eg, Angola national ID
20
May 31, 2015
www.dqindia.com
project, Mexico national ID project, Australian Department

of Immigration & Citizenship (DIAC), and Queensland
smartcard drivers license. In India too, Unisys is
focused mainly on ID&C and surveillance projects for the
government and transportation sectors.
One of Unisys biggest strength areas is aviation. The
company was the master systems integrator for the
Terminal 3 project of Delhi International Airport (DIAL), the
largest project taken up in the history of Indian aviation.
Unisys also tested the core airport operational systems
implemented at Mumbai International Airports (MIAL)
new Terminal 2. It has also worked with Air India for more
than 30 years to provide services and technology.
DQ Team
maildqindia@cybermedia.co.in
How Technology Can Help in

Finding Earthquake Victims
In the recent Nepal earthquake, tech giants Google and Facebook,
demonstrated how technology can be used to connect people in the
earthquake zone with their friends and relatives
ts no secret that technology can prove to be a critical

aid when a disaster strikes. The power of technology
in supporting disaster relief efforts was showcased
by Silicon Valley tech giants, Google and Facebook,
in the recent earthquake in Nepal. Both, Google and Facebook, pitched in to help with relief efforts and offered
tools for finding Nepal earthquake victims.
22
May 31, 2015
www.dqindia.com
Within hours of the massive earthquake hitting Nepal,

Facebook activated its Safety Check feature, which was
launched in October last year. The feature allows people
in affected areas to notify their friends and family that
theyre okay. Similar to Facebook, Google also launched
a Person Finder service to help locate missing people in
the earthquake.
FacEbooks saFEty chEck
The way the feature works is that

Facebook sends
out notifications
to users who
are struck in the
crisis zone. The
notification asks
users to respond
with a simple
click. Users can click the Im safe or Im not in the area
button and the update is posted on their Facebook News
Feed and sent as a notification to their friends. The Safety
Check feature also allows people to check on their friends
who might be stranded in the disaster zone. It further allows people to indicate the status of the friends in their
network, by marking them safe.
GooGlE PErson FIndEr
Leveraging Technology to Create Early

Warning Systems for Earthquakes
Apart from finding and helping earthquake victims, technology can also be used to alert about an upcoming large
earthquake. For example, a recent study by scientists at
the US Geological Survey found that the sensors in smartphones and similar devices could be used to build earthquake warning systems. Despite being less accurate than
scientific-grade equipment, the GPS (Global Positioning
System), receivers in a smartphone can detect the permanent ground movement (displacement) caused by fault
motion in a large earthquake. Using crowdsourced observations from participating users smartphones, earthquakes could be detected and analyzed, and customized
earthquake warnings could be transmitted back to users.
|
Like Safety Check, the Person Finder tool is aimed at connecting people in a disaster area with their friends and
family around the world. Available in English, Chinese,
Nepali, Hindi, and Japanese, the Person Finder tool provides a massive, open platform to collaboratively track
missing persons reports.
The Person Finder tool from Google allows three options: Search a database for names; offer information
about someone; and create a record for a missing person. Google collates these records into a searchable database of individuals in the area, along with important
details like their phone numbers, email addresses, and
last known
locations.
All the data
entered is
available to
the public
and viewable
and
usable by
anyone.
www.dqindia.com
May 31, 2015
23
Smita Vasudevan
smitav@cybermedia.co.in
Vishal sikka
CEO, Infosys
24
May 31, 2015
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Can Vishal Sikka Help Infosys

realize the $20 bn dream?
Infosys disappoints with its FY15 results, but tries to keep optimism alive
with its ambitious target announcement of hitting $20 bn revenue by
2020. Will the far-sighted CEO be able to pull it off?
hen a technology wizard took on board

as Infosyss first non-founder CEO nine
months back, he was handed over the herculean task to turnaround the slowing down
IT company and bring it back on the growth track. Since
then, investors and stakeholders were curiously watching
out each and every move of the iconic IT company under
its new leader Vishal Sikka.
Now as the company is out with its FY15 results, it
seems to have invoked mixed reactions across the industry. The performance in the last quarter of FY2014-15
doesnt offer much to write home about, with quarterly
revenues falling by 2.8% and YoY revenue also remaining
on the lower end of the guidance. After all that anticipation, the financial performance has proved to be a dampener on investors confidence, which also reflected in the
companys stumbling stock prices.
The disappointing results might raise questions on the
new leadership, but it cant totally overshadow the fact that
Sikkas tenure so far has been one that fueled optimism in
and around the Infosys ecosystem. To start with, Sikka

changed the whole management ladder and reporting.
He started focusing on building new IPs and cloud offerings, says Rajeev Suman, Senior Analyst, Pierre Audoin
Consultants (PAC), a global market research and strategic
consulting firm for the software and IT services industry. Although it might take time for these decisions to pay off, industry experts and analysts have been quite optimistic that
the new CEO is making the right noises and that under his
leadership the company is heading in the right direction.
When he took over, Infosys had a lot of ground to cover.
The revenues were lagging behind its close rivals like TCS
and HCL. Attrition levels were soaring and there were
many senior level exits in a span of few months. So regaining lost momentum was a high priority. The main task
for Sikka while taking the reins at Infosys was to revive
investor and client confidence, which has been deteriorating over the past few years. His initial strategy was to
strengthen the top management with strategic hiring, roping in top talents mainly from his previous company, SAP.
Infosys is in the process of transitioning its

revenue base to a non-linear growth trajectory.
Its vision is to transform from a peoplecentric to a knowledge-centric growth model
which will require some short-term sacrifices.
Achieving $20 bn by 2020 target will require a
disruptive and non-conventional approach
Anupam Govil
Partner, Avasant
www.dqindia.com
May 31, 2015
25
Sikka has changed the whole management

ladder and reporting. He is focusing on
building new IPs and cloud offerings. He now
needs to bring the profitability of Infosys to
its past levels as right now, it lags behind its
closest peers
Rajeev Suman
Senior Analyst, Pierre Audoin Consultants
The second priority has been to lead Infosys into the future through innovation and differentiated solution offerings,
moving beyond the offshore labor paradigm, says Anupam
Govil, Partner, Avasant. His renew and new strategy seems
to be in line with the innovative vision and bold approach
that he is trying to put forward. Sikka clearly understands
the need to shore up Infosys defenses and make up lost
ground in the rapidly changing market by offering innovation-led services. He has a dual pronged strategy to meet
both immediate and long-term needs, adds Govil.
Sikka has been strongly advocating the need to move
from traditional IT services to transformation deals involving
automation and artificial intelligence.
He reinforced this view with the big ticket acquisition
of automation company, Panaya earlier this year. Sikka
clearly showed what he is up to by acquiring Panaya. He
has been a big fan of the automation of IT services and
artificial intelligence and this acquisition proves the point.
Additionally, Panaya gives Infosys a strong foothold in Israel, says Suman.
A $20 bn CompAny by 2020: Is It possIble?
Despite the below average financial results, the recent

announcements gave investors and stakeholders some
reasons to cheer. Attrition rate has been brought down to
below 15%, which means the employee-related initiatives
have worked well in boosting morale. What really caught
attention was the Infosys CEO revealing the companys farsighted aim to be a $20 bn company by 2020. This would
have taken industry watchers by surprise and would have
got many tongues wagging. But the question is, is it likely
26
May 31, 2015
www.dqindia.com
to get there. Considering the current growth rates, it looks

like a distant dream. The forecast for FY2016 also doesnt
look very bright. To achieve $20 bn in revenues by 2020,
the company will have to grow at a compounded annual
rate of over 20% starting from FY2017. In Sikkas words,
It is an aspirational goal. We use that to organize our
thoughts. I believe we can get there.
bIg Hurdles to Cross
There are enough factors that have worked for him and also
set him apart from previous leaders at the company. The
biggest positive that worked for Vishal Sikka is the fact that
he came in unbridled of Infoyss legacy and that gave him
the opportunity to bring in large-scale changes, says Govil.
But as the company struggles to attain profitability, there is
an immense pressure to deliver at present. Foremost, Sikka
still has to bring in the profitability of Infosys to its past levels.
Right now, it lags behind its closest peers, says Suman.
The recent acquisitions will bring in fresh challenges
to integrate the new resources and people into the existing ecosystem. The next generation IT services view
that he is trying to drive in will require not just operational
changes but a mindset change throughout the organization. This could be an uphill task as well.
While Sikka definitely managed to stem the slide, it will
take at least a few more quarters for these to take effect
and show results. The biggest challenge for him will be to
ensure smooth operationalization of the changes being
put in place, adds Govil. But it is still too early to write
him off. Investments into new technology areas can well
take time to bear fruit, but if it does, sometime in the near
future, it can prove to be a real game changer.
School
DQ-CMR SURVEY
Top T-Schools
2015
India's top tech schools ranked based on survey of colleges, employers, and alumni
T-SchOOl | in depth
Onkar Sharma
onkars@cybermedia.co.in
Top T-Schools:
Where Do the Private T-Schools Stand?
Indias T-Schools empower the IT companies around the globe with the
best and skilled minds. While the government T-Schools have always been
in the limelight, this years DQ-CMR T-School survey has reviewed the
positioning of private institutions
28
May 31, 2015
www.dqindia.com
T-SchOOl | in depth
ndias T-Schools have always been a huge source of

skilled manpower not only for the Indian IT sector but
also for the global IT industry. As the talent, which
every year passes out of these schools, enables the IT
companies to create and deliver world-class IP, software products, and services, there is a huge demand for
Indian engineers in every department of these companies. Whether it is Infosys, Wipro, TCS, IBM, Accenture,
Cognizant, HCL, Tech Mahindra, Mindtree, Capgemini or
CSC, most of the global enterprises line up at the door
of Indian schools to clinch the engineering talent. Their
rush has often fetched the highest pay-packages for the
Indian graduates. Many of the software companies have
their research & development (R&D) centers in India since
they are aware of the engineering talent which they can
hire at much lesser salaries compared to the US and other
countries. This is the reason that today Indian engineers
can be found everywhere.
Whether it is a services company like Infosys or a product company like Google, graduates of Indian T-Schools,
have manifested their talent at all levels and earned recognition. They are capable of handling and driving innovation at all levelsentry, mid, and senior. The proof of
their talent is very much apparent in technology giants like
Google and Microsoft where Indian engineers are working
at key positions. The rise of Satya Nadella as the CEO of
Microsoft is one such example. Many Indians hold key
positions at Google too.
While IITs are always considered as the benchmark for
most institutions, a number of other institutions have tried
to surpass their standards and set new benchmarks. This
is the reason why it is not limited to the IITs today. Many
other institutionsgovernment and privatehave gone
the extra mile to set standards and deliver the best-ofbreed engineers who can catalyze the IT industry. Satya
Nadella who rose to the position of CEO at Microsoft Corp
is not an IITian but a Manipal University alumnus. Private
institutions have also shown leadership in delivering
the quality engineering education and match the global
standards.
Every year Dataquest (DQ) brings the spotlight back
to the T-Schools in India, which have nurtured the great
minds, by ranking the T-Schools on the basis of a survey conducted in conjunction with the CyberMedia Research (CMR). The DQ-CMR T-School Survey 2014-15
has taken an interesting step by putting the private and
the government T-Schools into two different lists. The
|
idea is to evaluate the private T-Schools differently so that

their competitiveness surfaces against the traditional and
benchmarking institutions such as BITS Pilani and others.
Since the government-funded and owned IITs, NITs, etc,
often steal the showwith of course some of the private
institutions giving them a tough fightit is important to
know the positioning of various private engineering colleges, which have mushroomed in the country in the last
few years. Hence, the DQ-CMR Top T-School Survey
2014-15 has created two separate lists: 1) Top Government T-Schools and 2) Top Private T-Schools.
This is one-of-a-kind survey where private T-Schools
are being ranked in a different list. At Dataquest, it is a
judicious decision since the rankings would inspire private schools to excel, compete, and outdo not only their
private counterparts but also the government institutions.
The survey sought details on core parameters like the
infrastructure, academic environment, industry interface
and placements, etc, through different rounds.
Who wins the T-School marathon?
Getting a respectable place in the private T-School list
was not easy, as the survey considered all qualitative
aspects to match the standards of private institutions
against the industry requirements and the changing aspect of the technology landscape. A cursory glance at the
list is enough to understand how fiercely the private TSchools have fought to grab their spot in the list. Private
T-Schools have rapidly graduated to the next level, giving
students competitive environment to learn, experiment,
exchange knowledge, and prepare for the future challenges that they would be exposed to when they step out
into their professional lives.
The findings underline that the private institutions are
at par. They have invested in creating infrastructure, getting the best people to work with them, and providing
exposure to their students. The Birla Institute of Technology and Science (BITS) in Pilani and Ranchi have set the
benchmark for the private institutions and thus, have stolen the show with the top two slots in the DQ-CMR Private
T-School list. BITS has been at the forefront of delivering
quality education and even outpacing some of the IITs in
the country.
We have intentionally kept the government T-Schools
in the background since there is barely any change in
their infrastructure and facilities. But the government TSchools are still the benchmark for the private T-Schools.
www.dqindia.com
May 31, 2015 | 29
Permanently Affiliated to Anna University, Chennai and Approved by AICTE.

Vattamalaipalayam, NGGO Col ony Post, COIMBATORE 641022
Web: www.srec.ac.in, Email: office@srec.ac.in, Ph:9865133599
learning through professional society chapters - IEEE,

ISTE, SAE, CSI, IETE, ISOI, BMESI, etc
Team work through Clubs and Technical Associations
Encouragement for Athletics and Sports
Confidence Building through Outbound training and Yoga
Technical Value Addition for Global Certification
Active Alumni Networking and interactions
Industry Institute
Interaction
Peer
Personality Development
prescribed outcome based curriculum with Industry

Professionals in Board of Studies
Interdisciplinary elective courses
Sponsorship for publications / presentations in National /
International forums
Qualified, Experienced and Dedicated team of 329 members of
faculty with 66 of them holding Ph.D.
Centre for Innovation to nurture multi-disciplinary approach
MoU
with industries Pricol Ltd, Pricol Technologies, L&T,

Texas Instruments, SIEMENS, Intel, Tech-Mahindra, Roots
Industries, National Instruments & their alliance partners
Industry Immersion Programmes for faculty members
Training, Testing & Consultancy services for industries
Industry internships in major corporates
Research
funding from Agencies - AICTE, DRDO, CSIR etc., to

the tune of Rupees One Crore every year
Funding from DST under FIST, INSPIRE and NSTMIS
programmes
Annual conferences funded by CSIR, AICTE, DRDO, IEEE and
other agencies
Research Activities
Effective Teaching
Learning
Industry
COURSES O F F E R E D
B.E / B.Tech
Civil
Mechanical
EEE
ECE
CSE
EIE
IT
Aeronautical
Biomedical
M.E. / M.Tech
Computer Science & Engg
Control & Instrumentation
Embedded Systems
Manufacturing Engg
Nanoscience & Technology
Power Electronics & Drives
Software Engineering
VLSI Design
Thermal Engg
MBA
I N D I C AT I V E L I S T O F O U R R E C R U I T E R S
T-School | Methodology
How We Ranked the T-Schools

The methodology of the Dataquest-CMR Best Tech School Survey 2014-15
o determine the top technology schools

(B.E, B. Tech or similar level graduate
technical course) in the country and rank
them on a list of parameters important
for both students and recruiters, Dataquest in conjunction with the Cyber
Media Research (CMR) conducted an
extensive survey.
The tenth Dataquest-CMR survey scorecard on the best
T-Schools in the country was compiled on the basis of a
methodology and calculations vetted by the CMR.
ReSeaRch MeThodology
The Dataquest-CMR survey was done in two phases.

Phase 1 desk Research
In this phase, the CMR team did an exhaustive desk research to identify the list of all tech schools in the country
and invited them to be a part of the survey. Lists of government institutes and private institutes were prepared
separately. The colleges established post 2008 or not offering a B.E, B. Tech or similar level graduate technical
courses were removed from the list.
Phase 2 Primary Research
The primary research consisted of three modules as mentioned below:
Module-I: Institute Survey
Module-II: Alumni Survey
Module-III: HR Survey
Module I: Institute Survey
The tech schools shortlisted in the Phase 1 were approached by the CMR team. For the tech schools, both
email responses and face-to-face interviews with the college representatives (preferably the placement coordinator)
were considered. The information collected was on four
broad heads: Placement, academic environment, infrastructure, and industry interface. These broad parameters
constituted various sub-parameters as mentioned below:
Placements
Percentage of students placed
Number of companies visiting the campus per
student
32
May 31, 2015
www.dqindia.com
Maximum salary per annum

Average salary per annum
Infrastructure
Computer to student ratio
Percentage of computers connected to the Internet
Percentage of students that can be accommodated
in the institutes hostel
Internet access in the hostel
Percentage of P IV/latest configuration computers
Internet access in computer labs
Batch strength for the PG course in engineering
disciplines
Availability of digital/network in campus library
academic environment
Faculty/student ratio
Percentage of permanent faculty
Percentage of permanent faculty with Ph.D
Number of patents obtained by the institute
Batch strength of Ph.D course in engineering
discipline
Percentage of students passed with first division in
B.E./B. Tech degree
Average number of research papers in 2014-15
Industry Interface
Number of MoUs signed by the industry
Average number of assignments in 2014-15
Incubation center
Along with the above information, institutes were requested to provide the database of their alumni and recruiters.
In this module, 133 institutes participated (26 from government and 107 from private).
Module II: alumni Survey
In this module, the respondent segment was the alumni
of the institutes. Graduates who had completed their
engineering degree in the last two years were considered. The list of alumni received from the respective institutes in the previous module was used for the Alumni
survey.
T-School | Methodology
A questionnaire comprising list of parameters

was sent to the alumni network through email. Respondents had to rate their respective institutes on
a 10-point scale. Along with the overall rating, different parameters such as faculty, alumni strength, fee
structure, curriculum, placement, infrastructure, etc,
were also rated.
The survey saw participation from 1,700 alumni from
over 133 institutes. It was ensured that minimum 10 alumni were covered for each institute.
Module III: hR Survey
In this module, the respondent segment was HR managers of different companies who are involved in the campus recruitment process. The list of recruiters received
from the respective institutes was used in this survey.
Apart from that, internal HR database of CyberMedia was
also used for capturing the feedback on the institutes.
A questionnaire comprising the list of parameters and list
of institutes was sent to respondents. Respondents were
asked to evaluate the institutes where they have done
campus recruitments. Evaluation on various parameters
such as overall reputation, quality of students, and curriculum relevant to the industry, was done on a 10-point scale.
Around 350 interviews were done in this module.
The Ranking
The ranking of the institutes were done separately for
Government and Private.
Composite score of each institute was derived by
combining the Institute score, Alumni score, and HR
score.
Following weights were assigned to different scores:
Institute score
40%
Alumni score
30%
HR score
30%
Institute Score: It was derived by calculating weighted

average of scores on the following broad parameters:
Parameters
Weight (%)
Placement
35
Academic environment
25
Infrastructure
25
Industry interface
10
The weights were pre-determined by the CMR based on the

experience of conducting such study for the last 10 years.
alumni Score: It was derived by calculating weighted average of scores of the following parameters:
|
Parameters
Weight (%)
Placement
15
Alumni strength and networking
14
RoI (Return on Investment)
14
All-round development of the student
12
Faculty
13
Infrastructure
12
Curriculum relevant to the industry
12
Fee structure
Weights were derived by running multiple regression between the overall rating and all the above parameters.
Regression co-efficient of each independent variable was
taken as weights.
hR Score: It was derived by calculating weighted average scores of the following parameters.
Parameters
Weight (%)
Brand image of the institute
38
Overall quality of students
34
Curriculum relevant to the industry
28
Overall quality of students included sub-parameters such

as soft skills, industry exposure, intellectual capital of students.
Weights were derived by calculating the average rating
of importance of each parameter.
analySIS MeThodology
All the absolute data collected under each module was

normalized and converted to relative data to evaluate
the relative distance among the institutes across different parameters. After normalization, the data was multiplied with respective weights of each parameter and then
the total objective score was calculated for each module.
These three scores of three modules were then added up
and a composite score was calculated out of 100. The
whole data was then arranged in descending order in the
Government and Private categories. And finally, we got
the top institutes across India in both the categories.
ValIdaTIon PRoceSS
For the data validation exercise, the CMR team asked for
a few documents from the institutes like the list of companies that visited the campus, number of students recruited by each one of them, salary offered to the students,
placement brochure, institute prospectus, companies for
whom consulting/industrial assignment has been done,
name of journals where research paper has been published, and an official copy of the semester results.
www.dqindia.com
May 31, 2015 | 33
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LEADER?
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T-School | Private
Top 100 Private T-Schools

College Name
City
Composite Score
(Out of 100)
Rank
Birla Institute of Technology and Science, Pilani
Pilani
72.85
Birla Institute of Technology, Mesra
Ranchi
64.95
Bharati Vidyapeeth Deemed University

College of Engineering
Pune
62.12
Dhirubhai Ambani Institute of Information Communication Technology
Gandhinagar
61.81
Institute of Technology, Nirma University
Ahmedabad
50.76
Bannari Amman Institute of Technology
Erode
49.47
BS Abdur Rahman University
Chennai
49.42
Galgotias University
Greater Noida
49.19
Maharaja Agrasen Institute of Technology
New Delhi
48.76
SSN College of Engineering
Chennai
48.39
10
Sri Eshwar College of Engineering
Coimbatore
48.21
11
Ganeshi Lal Bajaj Institute of Technology & Management
Gautambudh Nagar
48.21
12
National Institute of Science & Technology
Berhampur
48.08
13
SJB Institute of Technology
Bengaluru
47.77
14
Rungta College of Engineering and Technology
Bhilai
47.61
15
Lakshmi Narain College of Technology
Bhopal
47.29
16
Chitkara University
Patiala
47.28
17
New Horizon College of Engineering
Bengaluru
47.17
18
Bharti College of Engineering & Technology
Durg
47.13
19
Sir M Visvesvaraya Institute of Technology
Bengaluru
47.12
20
M Kumarasamy College of Engineering
Tamil Nadu
47.03
21
Rajalakshmi Engineering College
Chennai
46.87
22
Nandha Engineering College
Erode
46.68
23
Maharaja Surajmal Institute of Technology
New Delhi
46.65
24
The LNM Institute of Information Technology
Jaipur
46.61
25
BMS Institute of Technology & Management
Bengaluru
46.59
26
Sona College of Technology
Salem
46.41
27
Trident Academy of Technology
Bhubaneswar
46.37
28
Chandigarh Engineering College
Mohali
46.29
29
PES University
Bengaluru
45.95
30
Veltech Multi Tech Dr Rangarajan Dr Sakunthala Engineering College
Chennai
45.93
31
GLA University
Mathura
45.86
32
Panimalar Engineering College
Chennai
45.72
33
SCMS School of Engineering and Technology
Ernakulam
45.67
34
College of Engineering Bhubaneswar
Bhubaneswar
45.59
35
36
May 31, 2015
www.dqindia.com
ADVERTORIAL
T-School | Private
Composite Score
(Out of 100)
Rank
Vijayawada
45.36
36
NMAM Institute of Technology
Nitte
45.33
37
Vidya Vikas Institute of Technology
Chevella
45.28
38
Erode Sengunthar Engineering College
Erode
45.14
39
Rajagiri School of Engineering & Technology
Ernakulam
45.05
40
Sri Shakthi Institute of Engineering and Technology
Coimbatore
45.00
41
GH Patel College of Engineering & Technology
Vallabh Vidyanagar
44.96
42
DIT University
Dehradun
44.94
43
IMS Engineering College
Ghaziabad
44.81
44
BNM Institute of Technology
Bengaluru
44.70
45
Don Bosco College of Engineering and Technology
Guwahati
44.70
46
Bhagwan Parshuram Institute of Technology
New Delhi
44.47
47
Asia Pacific Institute of Information Technology SD India
Panipat
44.04
48
Karnatak Law Societys Gogte Institute of Technology
Belagavi
43.85
49
Synergy Institute of Engineering & Technology
Dhenkanal
43.83
50
VSB Engineering College
Karur
43.68
51
RMK Engineering College
Chennai
43.57
52
Army Institute of Technology
Pune
43.38
53
Chhatrapati Shivaji Institute of Technology
Durg
43.14
54
Shri Ram Institute of Technology
Jabalpur
43.13
55
CV Raman College of Engineering
Bhubaneswar
42.82
56
Sambhram Institute of Technology
Bengaluru
42.78
57
Hooghly Engineering & Technology College
Hooghly
42.67
58
Mepco Schlenk Engineering College
Sivakasi
42.56
59
GMR Institute of Technology
Rajam
42.33
60
Sri Ramakrishna Engineering College
Coimbatore
42.17
61
Pimpri Chinchwad College of Engineering
Pune
42.16
62
Reva Institute of Technology and Management
Bengaluru
41.96
63
Mohandas College of Engineering and Technology
Thiruvananthapuram
41.26
64
Sri Venkateswara College of Engineering
Tirupati
41.26
65
Er Perumal Manimekalai College of Engineering
Hosur
41.05
66
Kasegaon Education Societys Rajarambapu Institute of Technology
Islampur
41.04
67
Sapthagiri College of Engineering
Bengaluru
40.88
68
Maharana Pratap Engineering College
Kanpur
40.64
69
Shri Shankaracharya Institute of Professional Management and Technology
Raipur
40.64
70
BP Poddar Institute of Management & Technology
Kolkata
40.39
71
Shri Sant Gajanan Maharaj College of Engineering
Shegaon
40.31
72
IES College of Technology
Bhopal
40.27
73
Gnanamani College of Technology
Namakkal
40.23
74
College Name
City
Velagapudi Ramakrishna Siddhartha Engineering College
38
May 31, 2015
www.dqindia.com
ADVERTORIAL
MICROSOFT LAUNCHES
EDU-CLOUD TO TRANSFORM
EDUCATION IN INDIA
ith a commitment to expand digital inclusion,

Microsoft firmly believes that technology
can empower both educators and students
in India in this new mobile-first, cloud-first
world. In this spirit, Microsoft India recently
launched Edu-Cloud, a unique cloud computing-based offering,
to transform education with the use of technology. It supports
students, teachers and school administrators through virtual
learning platforms, easier content access, discussion boards, cloud
storage, analytics & dashboard for learning outcomes, monitoring
and improving teacher pedagogy, and creating custom learning
modules. Edu-Cloud is expected to benefit 10 lakh teachers and 60
lakh students in 1500 institutes over the next 18 months. Microsoft
Edu-Cloud enrollment details are available at https://www.microsoft.
com/india/edu-cloud/
Launching Edu-Cloud, Bhaskar Pramanik, Chairman, Microsoft
India, said, Todays students are digital natives. At Microsoft, we
help them imagine the future and realize it. With the help of cloud
computing they create, deliver, and manage content from any device, anywhere, anytime making learning easy and fun. We believe
technology can transform education and help build engaged, aware
and digitally empowered citizens. We want to partner with Indian
schools and colleges in their digital transformation journey.
Highlighting the power of technology to transform education, Meetul
Patel, General Manager - Small and Midmarket Solutions, Microsoft
India, said, Cloud Services present the next big leap in Information
Technology and are rapidly becoming a core part of the business
world. Microsoft is committed to helping educational institutions
benefit from this technology and supporting students in their need
to become familiar with what will be a prevalent platform in their
future careers and ventures. Through Edu-Cloud, we provide faculty
and students with unparalleled access to Cloud training, infrastructure, tools, and solutions.
One of the first K-12 education networks to adopt Microsoft
Indias Edu-Cloud are Sri Chaitanya Schools. Using 14,000 Windows-
powered tablets, they will access rich, interactive and relevant

content from the Microsoft cloud, as well as access to eDvelop, a
Learning Management Solution from Mobiliya, a Microsoft partner.
Speaking about their adoption of digital learning tools, Dr. B. S
Rao, Founder, Sri Chaitanya Schools said, The world over, teaching
and learning has been transformed by the use of new digital technology. Microsofts Edu-Cloud infrastructure is the best-in-class and
we are proud to have our teachers and students use it to enhance
their digital learning and teaching.
Over the years, it has partnered with students, educators, school
leaders as well as with governments and communities to transform
education through effective technology, pedagogical innovation and
best practices. In the last decade alone, Microsoft India has invested
over INR 670 crore in education, skill development, entrepreneurship
and digital literacy programs such as YouthSpark, touching over 5
crore people in 20 different states of India. You can find more information on Microsoft Indias initiatives and impact at http://www.
microsoft.com/about/corporatecitizenship/en-us/youthspark/
T-School | Private
Composite Score
(Out of 100)
Rank
Ichalkaranji
40.15
75
Shri Shankaracharya Technical Campus
Bhilai
40.05
76
BIT Sindri
Dhanbad
39.90
77
Babu Banarsi Das Institute of Technology
Ghaziabad
39.65
78
The Oxford College of Engineering
Bengaluru
39.56
79
Truba Institute of Engineering and Information Technology
Bhopal
39.43
80
Sri Jagadguru Chandrashekaranatha Swamiji Institute of Technology
Chikkaballapur
39.27
81
Anand Engineering College
Agra
39.20
82
Shirdi Sai Engineering College
Bengaluru
39.09
83
Orissa Engineering College
Bhubaneswar
39.04
84
Meerut Institute of Engineering & Technology
Meerut
38.85
85
Gudlavalleru Engineering College
Vijaywada
38.64
86
Kamaraj College of Engineering and Technology
Virudhu Nagar
38.59
87
CMR Institute of Technology
Hyderabad
38.50
88
Bansal Institute of Science & Technology
Bhopal
38.20
89
Hindustan Institute of Technology & Management
Agra
38.19
90
Veltech High Tech Dr Rangarajan Dr Sakunthala Engineering College
Chennai
38.03
91
Vignan Institute of Technology & Science
Nalgonda
38.00
92
Lords Institute of Engineering & Technology
Hyderabad
37.87
93
Adhiparasakthi Engineering College
Melmaruvathur
37.57
94
Vidyavardhaka College of Engineering
Mysore
37.41
95
Adichunchanagiri Institute of Technology
Chickmagalur
37.31
96
Parul Institute of Engineering & Technology
Vadodara
37.27
97
Sri Venkateswara College of Engineering and Technology
Chittor
37.02
98
Hindustan College of Science & Technology
Mathura
36.53
99
Sai Vidya Institute of Technology
Bengaluru
36.36
100
College Name
City
DKTE Textile & Engineering Institute
Score Analysis
ITS, Pilani being the number one institute in the DQ-CMR Top Private T-School survey maintains the same
rank in the Institute and HR scores but is at the second position in the Alumni score. Interestingly, BITS
Mesra ranks #2 in the list, in spite of not being able to attain top two ranks in any of the individual scores,
ie, Institute, Alumni, and HR. On the other hand, Dhirubhai Ambani Institute of Information Communication
Technology, in spite of securing first and second rank in Alumni and Institute scores respectively, ranks
fourth in the overall list due to its comparatively lower score in HR feedback.
Heres a detailed analysis of score findings as per Institute, Alumni, and HR surveys.
40
May 31, 2015
www.dqindia.com
13
VSB
ENGINEERING
COLLEGE, Karur.
ISO 9001:2008 Certified

NBA Accredited Courses
TCS Accredited
Mold
Masters
performance delivered
Gold
Medals &
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University
Ranks
12
04
4
71
19
77
176
82
87
46
44
16
16
81
71
67
71
Avalon
Its faith which makes anything possible
ADITYA
TRADING
SOLUTION
LGB
Total Offers
693
2014 TNEA OC Cut - Off Marks EEE : 185 CIVIL :184 ECE :180.75
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VSB COLLEGE OF ENGINEERING

Pollachi Road, Coimbatore - 642109
T-School | Private
Institute Scores
ITS Pilani has attained the first rank due to high score in placement and academic environment parameters,
whereas high scores in infrastructure and placement parameters have helped Dhirubhai Ambani Institute
of Information Communication Technology obtain the second position. Nandha Engineering College ranks
third in the Institute score though it doesnt feature in the overall top ten ranking. Similarly, M Kumarasamy
College of Engineering, New Horizon College of Engineering, Sri Eshwar College of Engineering, and Rajalakshmi Engineering College have secured a rank in the top 10 Institute score though they are not featured in the
overall 10 ranking. SSN College of Engineering ranks fifth due to the high infrastructure score.
Top 10 Institute Scores 2015

S.No.
College Name
City
Institute Score
Pilani
22.6
Gandhinagar
21.2
Erode
20.7
Karur
20.4
Chennai
20.3
Ranchi
19.8
Bengaluru
19.7
Ahmedabad
19.2
Coimbatore
18.9
10
Chennai
18.9
Alumni Scores
hirubhai Ambani Institute of Information Communication Technology has got the highest score in alumni
feedback. BITS Pilani, though ranks number one in the overall ranking, stands at number two in the alumni
score due to comparatively lower score in the all-round development of the student parameter. BIT Mesra
has been placed at distant third due to its comparatively low score in the faculty parameter. DKTE Textile &
Engineering Institute and Sona College of Technology have made it to the list of top 10 alumni scores due
to very good score in alumni strength and networking.
Top 10 Alumni Scores 2015

S.No.
College Name
City
Overall Alumni Score
Gandhinagar
26.1
Pilani
26.0
Ranchi
24.6
Bharati Vidyapeeth Deemed University College of Engineering
Pune
23.7
Erode
23.5
VSB Engineering College
Karur
23.0
Coimbatore
23.0
Vijayawada
23.0
DKTE Textile & Engineering Institute
Ichalkaranji
22.8
10
Sona College of Technology
Salem
22.7
42
May 31, 2015
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B.N.M. Institute of Technology

( Approved by AICTE, New Delhi and Govt. of Karnataka, Affiliated to VTU, Belagavi )
12th Main, Banashankari II Stage, Bangalore 560 070, Website : www.bnmit.org.
Fax : 26710881 Phones : 26711780/781/782, E-mail : bnmitprincipal@gmail.com
ISO 9001-2008
AT BNM EDUCATION IS FOR LIFE, NOT JUST FOR LIVELIHOOD

BNM Institute of Technology is among the top Engineering Colleges under VTU with excellent results
in all branches of Engineering, MBA & M.Tech with more than 90% students getting First Class with
Distinction. BNMIT is located in the heart of Bangalore City close to Jayanagar and Banashankari
2ndstage shopping complexes.
Courses offered :
UG (B.E. Degree)
* Electronics & Communication Engg.,
* Electrical & Electronics Engg.,
* Computer Science & Engg.,
* Information Science & Engg.,
* Mechanical Engg.,
BNMIT has
secured 36 ranks
in VTU exams.
UG : 30 ranks
including
three 1st ranks
PG : 06 ranks
including
three 1st ranks
PG Courses
* Master of Business Administration
M.Tech. Courses
* VLSI Design & Embedded System
* Computer Science & Engg.,
* Computer Application in Industrial Drives
* Computer Networking and Engg
* Software Engg.
Research Centres : M.Sc. (Engg.) and Ph.D.

*Electronics & Communication *Computer Science
*Electrical & Electronics *Mathematics *MBA
Placement : All most all students get placed, some
with more than one offer, in the salary range 3 lakhs
to 19 lakhs per annum. Companies visiting BNMIT
are Accenture, Exeter, Celstream, Ernst & Young,
FireTide, HCL Technologies, HP, IBM, Indian Navy,
L & T Infotech, Mentor Graphics, Microsoft,
Microchip, National Instruments, Nokia Siemens
Networks, Sasken, Sonus Networks, Merchant Navy,
Subex, TCS, Tech Mahindra and others.
Prof. B.C. Rajanna

Chairman
Shri. Narayan Rao R. Maanay
Secretary
BNMIT conducts Innovation

Project Lab (IPL) for all students.
Mr. Vasudev R. of IV semester
Electrical
&
Electronics
Engineering won Second Prize of
One Lakh rupees in MANTHAN
2015 Business Plan Competition
conducted by Federation of
Karnataka
Chamber
of
Commerce of Industry (FKCCI).
Prof. T. J. Ramamurthy
Director
Dr. K. Ranga
Dr. M.S. Suresh
Dean
Principal
BUILT BY EXCELLENCE BACKED BY EXPERIENCE
T-School | Private
HR Scores
ITS Pilani has got the highest HR score due to its reputation. Bharati Vidyapeeth ranks at number two due
to high score in the industry relevant curriculum and the quality of students parameters. GLA University
(though not featured in the top 10 overall ranking) has featured in the top 10 HR score due to high score in
the quality of students. Similarly, high score in the overall reputation has helped Galgotias University to be
placed at number six (though placed at number eight in the overall ranking).
Top 10 HR Scores 2015

S.No.
College Name
City
Overall HR Score
Pilani
24.8
Bharati Vidyapeeth Deemed University, College of Engineering
Pune
22.4
Ranchi
21.2
Gandhinagar
14.3
Gautambudh Nagar
10.4
Greater Noida
9.8
Chennai
9.5
GLA University
Mathura
9.4
New Delhi
9.3
10
Ahmedabad
9.1
44
May 31, 2015
www.dqindia.com
T-School | Private
Zone-Wise Top Private T-Schools

East Zone
ITS Mesra ranks number one with the highest score in all the broad parameters such as Institute, Alumni,
and HR, while NIST is the distant second. Scores of all the other institutes in the region differ by a very small
margin. In spite of high Institute and HR scores, College of Engineering, Bhubaneswar ranks sixth due to its
low Alumni score. Similarly, Synergy Institute of Engineering & Technology has got the second best Institute
score in the east zone just after BIT Mesra, but it has been placed eighth due to its low HR score. Trident
Academy received the second best HR score but it ranks fifth due to its low Alumni and Institute score.
East
S No
Institute
City
Overall Rank
Ranchi
National Institute of Science & Technology
Berhampur
13
Rungta College of Engineering and Technology
Bhilai
15
Bharti College of Engineering & Technology
Durg
19
Trident Academy of Technology
Bhubaneswar
28
College of Engineering Bhubaneswar
Bhubaneswar
35
Don Bosco College of Engineering and Technology
Guwahati
46
Synergy Institute of Engineering & Technology
Dhenkanal
50
Chhatrapati Shivaji Institute of Technology
Durg
54
10
CV Raman College of Engineering
Bhubaneswar
56
North Zone
ITS Pilani, with the highest score in all the broad parameters, tops the list. Galgotias University has secured
the second spot in the north zone institutes due to its relatively higher Alumni score. Similarly, Maharaja
Agrasen Institute of Technology has secured third place due to its relatively higher Institute score. Ganeshi
Lal Bajaj Institute of Technology & Management has been placed at the fourth position despite having the
second highest HR score in the north zone because of its low Alumni score. GLA University ranks #10 due
to low Institute and Alumni scores.
North
S No
46
Institute
City
Overall Rank
Pilani
Greater Noida
New Delhi
Gautambudh Nagar
12
Lakshmi Narain College of Technology
Bhopal
16
Chitkara University
Patiala
17
Maharaja Surajmal Institute of Technology
New Delhi
24
The LNM Institute of Information Technology
Jaipur
25
Chandigarh Engineering College
Mohali
29
10
GLA University
Mathura
32
May 31, 2015
www.dqindia.com
(Affiliated to Anna University, Chennai & Accredited by NAAC & NBA) Counselling Code
(Autonomous)
2715
NCT
NANDHA COLLEGE OF TECHNOLOGY
Nandha College Of Technology

(Affiliated to Anna University, Chennai & Accredited by NAAC)
Counselling Code
Vaikkaalmedu, Erode - Perundurai Main Road, Erode - 52

2752
Mobile : 7373714477 | www.nandhaengg.org | www.nandhatech.org
Courses Offered
B.E.: Civil | Mech | EEE | ECE | CSE | IT | EIE
M.B.A | M.C.A
M.E.: CSE | Engg. Desig. | Stru. Engg. | App. Elec. | PED | EST. | VLSI Design | Comm. Sys.
Recruiters @ our Campus . . .
Infosys
Tech Mahindra
48
20
Total offers
06
05
05
02
05
01
as on
30.3.2015
83
The Indian Navy
Placement 2015
Accredited by
MoUs with
iGate
L & T Info Tech
Lakhs
25 89 32 84
UG & PG
Courses
510
Companies Visited
for Campus Interview
in 2014 - 15
University
Ranks
Highlights
! Centralized Placement & Training Cell with
Online Test Facility

! Modern Hostel for Boys & Girls
! Transport facility covering 70 km Radius
Management
Scholarship
(for Merit Students)
1240
Prizes in
Academics
& Sports
54
MOUs with
Universities
& Industries
Our Other Institutions...

College of Pharmacy, Physiotherapy, Nursing
Polytechnic, Arts & Science, College of Education
Teacher Training Institute
Matric. Hr. Sec. School, Central School (CBSE)
Central City School (CBSE)
V. Shanmugan, B.Com., Chairman
T-School | Private
South Zone
annari Amman Institute of Technology has secured the first spot in the south zone due to its very high
Alumni score, while BS Abdur Rahman University marginally missed the first position due to relatively lower
Alumni and Institute scores. However, it boasts of the highest HR score in the south zone. On the other
hand, in spite of the highest Institute scores in the south zone, Nandha Engineering College and M Kumarasamy College of Engineering have been placed at the tenth and eighth position respectively due to lower
HR and Alumni scores.
South
S No
Institute
City
Overall Rank
Erode
Chennai
Chennai
10
Coimbatore
11
SJB Institute of Technology
Bengaluru
14
Bengaluru
18
Sir M Visvesvaraya Institute of Technology
Bengaluru
20
Karur
21
Chennai
22
10
Erode
23
West Zone
harati Vidyapeeth Deemed University, College Of Engineering has got the first place in the west zone as
it has got the highest HR score and the second highest Alumni score in the region. Dhirubhai Ambani Institute of Information Communication Technology has been placed at the second position, while Institute
of Technology, Nirma University is at the third position in the west zone. Lower Alumni score has caused
Shri Ram Institute of Technology to be placed at the seventh position. Similarly, Pimpri Chinchwad College
of Engineering and Shri Shankaracharya Institute of Professional Management & Technology rank eighth and tenth
respectively due to lower Institute and HR scores.
West
S No
48
Institute
City
Overall Rank
Pune
Dhirubhai Ambani Institute of Information Communication

Technology
Gandhinagar
Ahmedabad
Vijayawada
36
GH Patel College of Engineering & Technology
Vallabh Vidyanagar
42
Army Institute of Technology
Pune
53
Shri Ram Institute of Technology
Jabalpur
55
Pimpri Chinchwad College of Engineering
Pune
62
Kasegaon Education Societys Rajarambapu Institute of

Technology
Islampur
67
10
Shri Shankaracharya Institute of Professional Management and

Technology
Raipur
70
May 31, 2015
www.dqindia.com
T-School | Private
Top 10 Private T-Schools

Overall Top 10 Institutes Rank Comparison in Different Scores
S.No. College Name
City
Institute
Rank
Alumni
Rank
HR
Rank
Overall
Rank
Pilani
Ranchi
Pune
Gandhinagar
Ahmedabad
Erode
Chennai
Greater Noida
10
New Delhi
10
Chennai
10
10
10
50
May 31, 2015
www.dqindia.com
T-School | Private
Birla Institute of
Technology and Science,
Pilani
01
Rank
Parameters
Rank
Institute
Alumni
HR
02
Birla Institute of
Technology, Mesra
Rank
52
Parameters
Rank
Institute
Alumni
HR
May 31, 2015
ITS Pilani has topped the chart in the private T-School ranking,
with high scores in almost all the parameters. The institute has
been setting high standards and playing a benchmarking role in
the field of education. The Birla Institute of Technology & Science
is an all-India institute for higher education. BITS Pilani has scored
high on parameters such as top institute, human resources, and alumni.
Over the years, BITS has provided the highest quality technical education
to students from all over India, admitted on the basis of merit. Its graduates
may be found throughout the world in various areas of engineering, science,
and commerce. BITS symbolizes the maturing of Indian technical ability and
can-do entrepreneurial spirit, especially as derived from the private sector. Its
students are placed in the top companies and draw high pay packages. Most
IT companies line up to hire students from this institute.
anked 2nd in the top private T-School survey, the Birla Institute of
Technology, Mesra (BIT Mesra) is an institute of higher education
located in Jharkhand, India. The institute has performed high on
most qualitative parameters, which demonstrates its competitiveness in technical education. The institute has a robust infrastructure and stands at par with most IITs in the country. The institution has set high
standards of education in the country and has been a coveted place for students. BIT Mesra is one of the most reputed institutes for higher education in
India and its alumni are placed in top IT companies. The institution has graduated to the next level as it also offers a platform for research to its students.
BIT Mesra has 21 academic departments and offers undergraduate B.E./B.
Tech degrees and M.E./M.Tech degrees in various engineering departments.
The department of IT also offers Master of Computer Applications. Besides,
the institute has established global tie-ups as it has collaborative arrangements with the US, UK, Canada, France, Italy, Denmark, Spain, Pakistan,
China, and the Netherlands.
www.dqindia.com
T-School | Private
Bharati Vidyapeeth
Deemed University, College
Of Engineering, Pune
03
Rank
Parameters
Rank
Institute
Alumni
HR
Dhirubhai Ambani
Institute of Information
Communication Technology
04
Rank
54
Parameters
Rank
Institute
Alumni
HR
May 31, 2015
anked #3, Bharati Vidyapeeth Deemed University College of Engineering, Pune has been instrumental in raising the educational
standards in the country and has been at the forefront in offering
IT engineering training. Its students are placed in the top IT companies today.
The institute is located 5 km from Pune on Pune-Satara Road. This college
has established itself as a premier institute where the supremacy of technologyenabled learning empowers the students to pursue their passion to
realize their ambitions, irrespective of their geographical locales. The institute
claims to align to the mission social transformation through dynamic education, and is therefore committed to attain global standards where knowledge
is the key driving force in the rapidly changing globalized economy. The institute became a constituent unit of Bharati Vidyapeeth Deemed University in
June 2000.
anked #4 in the DQ-CMR Top Private T-School survey, Dhirubhai

Ambani Institute of Information Communication Technology has
left no stone unturned to match the global standards of education
in the country. The institute provides world-class infrastructure
and the best training facilities to its students. It has scored high
on all parameters to stand up in the list.
Located in Gandhinagar, Gujarat, the institute has a number of tie-ups that
help its students gain international insights. The institute began admitting students in August 2001, with an intake of 240 undergraduate students for its
B.Tech program in Information and Communication Technology (ICT). Since
then, it has expanded to include postgraduate courses such as M.Tech in ICT
and M.Sc in Information Technology, along with a doctorate program. The
institute boasts of qualified and experienced faculty members.
www.dqindia.com
T-School | Private
05
Institute of Technology,
Nirma University
Rank
Parameters
Rank
Institute
Alumni
HR
06
Bannari Amman Institute

of Technology
Rank
56
Parameters
Rank
Institute
Alumni
HR
May 31, 2015
anked #5, the Institute of Technology, Nirma University is a leading T-School in the country, which has delivered a host of quality
engineers to the IT industry in India and globally. The institute
has ranked several notches higher in the list this year as it has
performed better in all aspects such as infrastructure, faculty, HR,
alumni, and reputation, among others.
The Institute of Technology, Nirma University, was the first self-financed engineering college in Gujarat. Within 18 years of inception, the institute has
become a leading hub of education, offering multidisciplinary undergraduate,
postgraduate, and Ph.D programs in engineering. The faculty members and
students of the institute have won many prestigious awards and brought laurels to the institute. The institutes placement ratio is higher than most private
colleges which makes it a hot favorite among the aspiring engineers.
anked #6, the Bannari Amman Institute of Technology is an autonomous institution, affiliated to Anna University. It offers higher
education in engineering, technology, and allied sciences. Because of its competitive standards, the institute has been able to
secure a place in the top 10 private schools in the country. Most
of the top IT companies pay a visit to its campus to hire students every year.
The institute also offers global exposure to its students through guest lectures, study tours, and projects in association with IT companies. It offers
doctorate courses and is trying to graduate to the next level by becoming a
research hotspot. The institute has won a myriad of accolades and awards
over the years, which stand as a testimony to its educational excellence.
www.dqindia.com
T-School | Private
07
BS Abdur Rahman
University
Rank
Parameters
Rank
Institute
Alumni
HR
08
Galgotias
University
Rank
58
Parameters
Rank
Institute
10
Alumni
HR
May 31, 2015
anked #7 in the list, BS Abdur Rahman University has left many

private colleges behind to enter the top 10 list. Previously functioning under Madras University (1984-01) and Anna University
(200109) as BS Abdur Rahman Crescent Engineering College,
the institute gained deemed status in 200809. Located in Tamil
Nadu, it is one of the largest engineering institutions in India and has emerged
as one of the most sought-after institutes among students due to its quality
standards in delivering education.
The college has a vast campus and infrastructure including nine hostel
blocksseven for men and two for women. The engineering course in this
institute has eight semesters. The odd semesters start from June/July and
end in October/November. The even semesters begin in December and end
in April/May.
The college has been ranked #6 in the alumni list which speaks of its reputation among the former students. It has an active alumni association, which
conducts several activities and undertakes initiatives, including alumni scholarship scheme.
anked #8, the Galgotias Universitys spot in the list is well-deserved as the institute has endeavored to match the global standards in education. What bolsters its position is its constant efforts
to provide students quality education environment and global
exposure.
Galgotias University has been consistently climbing the ladder over the
years in the T-School survey. It has a vast campus where it runs various engineering programs. Its central library supports teaching, research, and extension programs. Galgotias University also offers the Web SIM service that helps
students to store their data right from personal details, placement details to
library information, and assignments. Besides, the institute has begun to offer
doctorate programs, which shows its gradual shift to the research side.
www.dqindia.com
|| JAI SRI GURUDEV ||

Sri Adichunchanagiri Shikshana Trust (R)
SJB INSTITUTE OF TECHNOLOGY
MORE ABOUT SJBIT
SJBIT was established in 2001 as one of the most promising Engineering & Management Ins tute and is named aer the His
Holiness Padmabhushana Jagadguru Sri Sri Sri Dr. Balagangadharanatha Swamiji, President, Sri Adichunchanagiri Shikshana Trust
Bangaluru, Karnataka state, India.
Awards & Recogni ons
Why to Choose SJBIT ?

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Accredited by M/s TCS.

Trusted academic partner by M/s Wipro.
Recognized by AICTE.
Aliated to Visvesvaraya Technological University.
Highly qualied and well experienced faculty.
Provides excellent ambiance for educa on.
Located in the silicon valley of India.
Ranked as No.1 in (amongst VTU aliated Engineering Colleges).

Ranked as No.2 in Karnataka.
Ranked as No.8 in south zone.
Ranked as No.30 on all India basis (Compared to IIT's and NIT's).
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(as per CMR-Data Quest Ranking, April 2014 issue)
Excellent Training & Placement Ins tute in Karnataka

- by Visvesvaraya Technological University, AICTE, CMAI, etc.,
NI Lab view Academy School by M/s Na onal Instruments.
"Centre of Excellence for Training & Research in Automa on
Technologies" by Bosch Rexroth.
u
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Ameni es in Campus
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Set on a sprawling 13-acre campus.

State of the art Class Rooms & Laboratories.
Digital Library & Access to online Journals.
On Campus Hostels & Students Ac vity Center.
Out Door & Indoor Sports Facili es.
Gymnasium & Aerobic Center.
On Campus Bank, ATM & 24x7 Medical Assistance.
Wi-Fi Enabled Campus.
Available Courses
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Address For Communica on :
SJB INSTITUTE OF TECHNOLOGY
B.E. - Computer Science & Engineering.

B.E. - Informa on Science & Engineering.
B.E. - Electronics & Communica on Engineering.
B.E. - Mechanical Engineering.
B.E. - Civil Engineering.
B.E. - Electrical & Electronics Engineering.
M.Tech CSE, ISE, E&C, Mechanical and Civil.
MBA Program.
Research Centers CSE, ISE, ECE, Mechanical, Civil, Mathema cs
and Physics.
# 67, BGS Health & Educa on City, U arahalli-Kengeri Main Road, Kengeri, Bengaluru560060.
Ph : 0802861 2445, Fax: 0802861 2651. Website: www.sjbit.edu.in, Mail: principal@sjbit.edu.in
T-School | Private
09
Maharaja Agrasen
Institute of Technology
Rank
Parameters
Rank
Institute
Alumni
HR
10
SSN College of
Engineering
Rank
60
Parameters
Rank
Institute
Alumni
10
HR
10
May 31, 2015
anked #9, Maharaja Agrasen Institute of Technology (MAIT) is one

of the most coveted engineering colleges in the country. MAIT
has 12 departments (five engineering, four research and three
auxiliary). It is affiliated to the Guru Gobind Singh Indraprastha
University, Delhi and is amongst one of the top four engineering
colleges in New Delhi.
Last year, the college ranked 15th in the T-School survey. The list also included the government colleges including the IITs. Its rankings are a proof of
its reputation and educational standards. It focuses on giving the industry exposure to its students. Plus, the institute has tie-ups with global institutes that
allow its students to get international exposure. The institute has a team of
highly qualified and experienced faculty members, who have published their
research papers in several international journals. Further, the institute has secured patents in various key areas in the last few years.
SN College of Engineering has been able to secure the 10th berth

in the DQ-CMR Top Private T-School list. The college has built a
strong reputation in the last few years on several parameters. Its
standards are apparent from the ISO 9001:2000 certification from
the National Board of Accreditation.
In association with Carnegie Mellon University, the SSN School of Advanced
Software Engineering was started in 2001. The college has been at the forefront in offering innovative courses that are in sync with the industry trends.
In the T-School survey, the institute has left many institutes behind to grab a
place in the top 10 list. The institute has tie-ups with different agencies and IT
companies in order to offer its students the best academic environment as per
the industry requirements.
www.dqindia.com
T-School | government
Top Government T-Schools

College Name
City
Indian Institute of Technology, Bombay
Mumbai
Composite Score
(Out of 100)
Rank
81.52
Indian Institute of Technology, Kharagpur
Kharagpur
80.38
International Institute of Information Technology, Hyderabad
Hyderabad
77.69
Indian Institute of Technology, BHU
Varanasi
76.32
Indian Institute of Technology, Guwahati
Guwahati
70.52
Netaji Subhas Institute of Technology
New Delhi
70.18
Indraprastha Institute of Information Technology, Delhi
New Delhi
64.70
National Institute of Technology, Karnataka
Mangalore
64.16
National Institute of Technology, Rourkela
Rourkela
63.74
West Bengal University of Technology
Kolkata
61.82
10
College of Engineering, Pune
Pune
57.40
11
National Institute of Technology, Silchar
Silchar
56.91
12
Thiagarajar College of Engineering
Madurai
55.17
13
Ambedkar Institute of Advance Communication Technologies and Research
New Delhi
50.75
14
Madhav Institute of Technology and Science
Gwalior
48.70
15
National Institute of Technology
Patna
47.95
16
Govt College of Engineering, Amravati
Amravati
47.32
17
PDPM-Indian Institute of Information Technology, Design & Manufacturing
Jabalpur
45.27
18
National Institute of Technology, Agartala
Agartala
43.72
19
Shaheed Udham Singh College of Engineering & Technology
SAS Nagar
43.03
20
Government Model Engineering College
Cochin
42.42
21
College of Engineering & Management
Kolaghat
41.23
22
Govt. College of Engineering & Ceramic Technology
Kolkata
38.70
23
College of Engineering, Adoor
Adoor
36.75
24
Malnad College of Engineering
Hassan
33.69
25
Bheemanna Khandre Institute of Technology
Bhalki
33.37
26
Score Analysis
IT Bombay and IIT Kharagpur being the top two institutes in the DQ-CMR Top government T-School list also maintain the first and second rank respectively in Institute, Alumni, and HR scores individually. Netaji Subhas Institute
of Technology is on the third position in the Alumni score, although its overall rank is sixth due to its lower HR and
Institute scores. IIT Guwahati has secured fifth rank largely due to its very high score on HR feedback. NIT Rourkela
has comparatively fared better in the Alumni score, whereas NIT Karnataka has comparatively fared better in the
Institute score.
Heres a detailed analysis of scores of government T-Schools as per Institute, Alumni, and HR surveys.
62
May 31, 2015
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A huge campus situated in
Acres
Green zone with zero percent polluuon
Concentrated effort in the learning process
Separate blocks for Juniors' Class Work
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Separate Hostels for Boys & Girls
AC / Non-AC Hostels
www.aditya.ac.in
Aditya Nagar, ADB Road, Surampalem - 533 437, Andhra Pradesh, Cell : 70950 76663, 76664, 76665.
Institute Scores
IT Bombay being the number one in the Top government T-Schools list has got the highest score in parameters such
as academic environment, infrastructure, and industry interface, followed by IIT Kharagpur which ranks number two
in the list, with the second best score in the individual parameters. IIIT, Hyderabad has secured the third position due
to high score in the placement parameter, whereas the West Bengal University of Technology ranks fifth due to high
score in academic environment and infrastructure parameters. Seventh position in the Top 10 list has been secured
by Netaji Subhas Institute of Technology due to high score in placement and industry interface parameters. In most of
the cases, the ranking based on the Institute score is almost in tune with the overall ranking.
Top 10 Institute Scores 2015

S.No.
College Name
City
Mumbai
Institute Score
26.4
Kharagpur
26.1
Hyderabad
25.3
Varanasi
24.8
West Bengal University of Technology
Kolkata
24.4
Mangalore
23.8
New Delhi
23.5
Rourkela
22.1
New Delhi
21.9
10
Guwahati
20.9
Alumni Scores
IT Bombay and IIT Kharagpur have attained top two ranks due to high score in all-round development of students,
alumni strength, and networking parameters. In spite of being at the sixth position in the overall list, Netaji Subhas
Institute of Technology has got third rank in the Alumni score due to its high score in the Return on Investment parameter. Similarly NIT, Rourkela has got sixth rank (in spite of ninth rank as per the overall score) due to high score in
industry relevant curriculum. Thiagarajar College of Engineering, Madurai and College of Engineering, Pune feature
in the list for top 10 Alumni scores though they are not in the top 10 overall list.
Top 10 Alumni Scores 2015

S.No.
College Name
City
Overall Alumni Score
Mumbai
27.08
Kharagpur
26.43
New Delhi
26.43
Hyderabad
26.38
Varanasi
25.99
Rourkela
25.82
New Delhi
25.39
Thiagarajar College of Engineering
Madurai
25.00
Guwahati
24.34
10
College of Engineering, Pune
Pune
24.23
64
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HR Scores
IT Bombay and IIT Kharagpur have got top two ranks due to high score in all the broad parameters of HR such as
the overall reputation, industry relevant curriculum, and the quality of students. NIT Silchar is placed at #9 in HR
feedback though it is not featured in the top 10 institutes as per the overall ranking. The HR scores of most of the
institutes are in tune with their overall ranks. High score in the parameter industry relevant curriculum has helped
International Institute of Information Technology, Hyderabad (IIIT-H) to be placed at #3 position. Netaji Subhas
Institute of Technology and Indraprastha Institute of Information Technology, Delhi have scored high in the quality of
students.
Top 10 HR Scores 2015

S.No.
College Name
City
Mumbai
28.25
Kharagpur
28.12
Hyderabad
26.20
Guwahati
26.14
Varanasi
25.76
New Delhi
20.26
New Delhi
17.35
Mangalore
16.47
National Institute of Technology, Silchar
Silchar
16.03
10
Rourkela
15.56
66
May 31, 2015
www.dqindia.com
Overall HR Score
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Industry | In Depth
Chandra Sekhar Pulamarasetti

The Growing Importance

of sdI
By enabling digital transformation of an enterprise to an application-aware
infrastructure that captures workload requirements and leverages analytics to
optimize in real-time, SDI is an IT trend that can have the greatest impact on
an enterprises infrastructure and operations
s organizations are adopting SMAC (social

media, mobility, analytics, and cloud computing), enterprise applications are becoming smarter with context sensitive analytics
powered by mobility and social media. These
newer capabilities are driving the underlying infrastructure
to handle huge amounts of data. Constant innovation to
stay relevant in the current competitive world is pushing
the IT teams to spend more time with business than operating the infrastructure. This requires the underlying IT
infrastructure to be more smart and self-managing completely. Software Defined Infrastructure (SDI) provides
exactly this, where the applications define the policies
and the underlying infrastructure delivers the application
needs seamlessly with total automation. It enables digital
transformation of the enterprise at a very optimal cost.
sdI: ChangIng BusIness OperatIOns
According to Gartner, SDI is one of the major technology

trends that impacts infrastructure and operations of the
businesses. As infrastructure and operations constitute
about 55% of the IT budgets, it obviously goes to SDIs.
Gartners top 10 strategic technology trends for 2015
also include Software-Defined Applications and Infrastructure (SDAI). Gartner clearly emphasized on the role
of SDAI, predicting that it will change the nature of business operations. Cloud computing and web-scale IT are
closely related to SDAI and leverage the capabilities with
each other.
Unlike one architecture or platform that runs a particular
software, SDAI can run several independent applications
simultaneously. Cloud and virtualization are fundamental
underlying technologies that enable SDI. While virtualization delinks the underlying infrastructure from the applica68
May 31, 2015
www.dqindia.com
tion layer, cloud software enables self-service and policydriven models for consuming the infrastructure resources
more elastically through automation. Orchestration engines infusing application-centric policies that deliver
best practice deployment models on top these two layers
enable SDAI for enterprises.
Why sdI Is a game Changer
The primary goal of SDAI is to deliver an applicationaware infrastructure that captures workload requirements
and best practices through policy-based automation
across datacenters, and leverage analytics to optimize
in real time. Automation of infrastructure and application
processes is key to scale up in SDAI.
Automation enhances efficiency of components when
there are many tasks of repetitive nature in a business
Industry | In Depth
process. For example, when you insert your card in an

ATM, the back-end SDAI activates certain actions related
to your activities. When you withdraw cash, it activates
a print out on the same ATM, SMS alert from a different
server, and an email from another server. While the first
corresponding action is initiated on the same machine,
the other two are initiated elsewhere in the infrastructure.
Such automated actions are cost-effective compared to
silo actions. At the same time, they eliminate human errors.
Automation coupled with elasticity helps in optimal utilization of resources. If a server of an eCommerce website
is overloaded, then the automation program can quickly balance the load across the existing infrastructure of
servers or replicate additional servers according to the
need. When the traffic recedes, the automation program
can quickly relieve the added servers. In this process, the
extra costs happen only in times of need and at other
times total and dynamic cost management takes place
automatically.
hOW sdI Is transfOrmIng the tradItIOnal It
SDAI ensures agile programming of everything from applications to basic infrastructure operating under it. As a
result, organizations can deliver a broad spectrum of flexible processes. According to Gartner, software-defined
networking, storage, datacenters, and security are maturing. Cloud services are software-configurable through
application programme interface (API) calls. Rich API is
being made available for applications to consume these
infrastructure services. For example, an application can
fulfil its service continuity and recovery needs dynamically through application defined continuity policy API,
provided by the underlying SDI. In such a scenario, digital
businesses will have a super structure that helps to scale
up or down quickly.
The recent changes that are sweeping SDI can be compared to the initial days of personal computers. If PC with
a small program operating at one point of geography is a
speck of the universe, the SDI is the entire universe that
is at your disposal with anytime, anywhere, and any scale
availability. Paying per capacity, software, professional
hours, etc, will become history with SDAI. Businesses
pay only for the all encompassing resources used. Location, software upgrades, infrastructure in silos will be
history soon. SDAI offers all these as a bundle of service.
An SDAI service provider offers servers, storage resources, back-up plans, recovery solutions, cloud computing,
automation program, and many more services in just a
single package.
|
Web-scale IT is a pattern of global class computing. It

delivers the capabilities of large cloud service providers in
any enterprise IT setting. With the advent of private cloud
infrastructure in the form of converged systems, enterprises can bring the dynamic and highly scalable cloud
service provider infrastructure capabilities to the enterprise users on their premise. Such infrastructure provides
seamless scalability and makes the enterprise very agile
and help it run its IT very optimally. Compared to application on hardware in the business premises, this separates
the application layer from the hardware one. Business users no more need to manage infrastructure IT as well as
application IT. These can be owned by different owners.
They do not even need to know who really owns and operates. Only APIs coordinate and communicate with them.
web-scale IT gives the opportunity of vertical or horizontal
scaling. As many things need to be connected for business that operates across the globe, web-scale IT makes
this seamless by eliminating the need to put in complex
middleware applications for this connectivity. SDAI will
enhance the web-scale IT capabilities significantly.
With the increased adoption of mobility, cloud computing is reshaping itself as client computing. Convergence
of cloud and mobile is driving cloud to extend and run
applications on the end-user mobile devices to leverage the huge amount of compute and memory resources
available on them. It will be available as a self-service
computing on any device including a handheld device. As
network and bandwidth costs are critical issues, the apps
on devices will be smarter and use less storage space.
Managing these devices will be based on the cloud. This
ensures application portability across devices and geographies. Applications evolving to support simultaneous
use of multiple devices and screens will be a reality. SDAI
will make all of these possible, as it seamlessly allows for
expanding the boundaries of the cloud from a datacenter
to end user devices.
In summary, organizations adopting SMAC will benefit
immensely from SDAI. With the deployment of private
cloud infrastructure on premise, enterprise IT will have
the capabilities of web-scale IT, similar to that of large
service provider infrastructure, providing great agility.
With increased convergence of mobility with cloud, cloud
computing will extend to include end-user computing and
resources, thereby providing rich user experience and unmatched service scalability. SDAI will extend these two
areas significantly with its software defined approach and
total automation.
The author is Co-founder & CEO, Sanovi Technologies
www.dqindia.com
May 31, 2015 | 69
EntErPriSE | TALKING POINT
Prerna Sharma
prernas@cybermedia.co.in
Digital Strategy ShoulD Be

in Sync With the changing
cuStomer Behavior
Sandeep GhoSh
MD and CEO, Bharti AXA Life Insurance
With todays customers demanding an always-on and seamless user experience across
all touchpoints, going digital is no longer an option but a default for enterprises. More
and more organizations are realizing this and embarking on their digital transformation
journey, keeping the customers at the center of their digital strategy.
Insurance firm Bharti AXA Life is one such company that is agressively pursuing
digital to transform customer experience and gain a competitive edge. To know
more about the companys key digital initiatives, Dataquest caught up with Sandeep
Ghosh, MD and CEO, Bharti AXA Life Insurance. Excerpts
hat are the fundamental aspects of

your digital strategy?
The digital revolution in India has dramatically changed the rules of business. And the early adopter of this
change is the customer himself. As this revolution is
poised to gain further momentum, it is imperative that our
organizations digital strategy is in sync with the changing
customer behavior. With this in mind, we at Bharti AXA
Life, have committed ourselves to the journey of digital
transformation.
How would you describe your digital strategy and
what does it encompass?
Our digital strategy envisages the creation of different
digital assets, which will enable our customers to buy a
new product or service with their existing products, either directly or via the distributor. We have mapped the
complete customer cycle and have framed our digital
strategy around it. The relevant digital assets in the form
of websites, portals, and mobile apps are aligned to the
customers life cycle.
To give a complete secular experience to the customers of our digital acumen, we have designed our digital
processes around the distribution team. The sales force
is equipped with handheld devices backed by robust
systems that not only improve the efficiency of our sales
team but also speeds up the process.
How have these digital initiatives helped?
As the first step in our digital journey, we began by enabling our sales force with several digital assets, which
have improved their overall efficiency and productivity.
|
We strongly believe that a companys sales person acts

as a guide and can greatly influence the customers decision during the buying process.
This in turn led to the birth of the digital advisor, who is
digitally empowered with several digital assets to positively impact the sales process and truly transform the
experience for the customer.
Please share insights about key digital initiatives
which have delivered measurable benefits for your organization.
We have taken many digital initiatives during the past few
years. Some noteworthy ones include:
Leads Management System (LMS): This is a cuttingedge mobile application that uses geo-based technology
for real-time allocation of leads. Leads are auto-allocated
to a sales person through an algorithm, which takes into
account his proximity to the customer, his availability, his
performance so far, and his capability/skillset. The LMS
has an in-built power analytics module, which displays
all the relevant leads funnel metrics, on a real-time basis. This enables timely intervention by the supervisor and
drives efficiency within the process.
Within three months of the pilot launch, we saw a very
significant improvement in the two key metrics of meetings (increase of 29%) and conversion (increase of 20%).
needs-Based Selling Module (SWitCH): SWITCH is
an interactive sales tool in the form of an Android app
that allows the digital advisor to do a comprehensive
needs-based sale for every prospective customer. It recommends a product or a combination of products, which
are best suited to meet the customers needs. The high
degree of customization allows the customer to evaluate
www.dqindia.com
May 31, 2015 | 71
multiple illustrations and calculations, before deciding

what suits him best.
By the end of the pilot launch, SWITCH had helped
improve the efficiency and productivity of the digital advisors. YoY sales productivity improved by 16%, and the
number of first meeting closures increased by 120%.
the BHArti AXA in-MY-POCKEt Mobile App:
BHARTI AXA IN-MY-POCKET is a suite of mobile apps,
designed for the Bharti AXA sales force. This suite of tools
is designed to empower the digital advisor to cater to the
customers needs in a more effective and real-time manner, and in turn, boost their productivity. It is a first in the
Indian insurance industry and puts Bharti AXA Life high
on the map, for digital and mobile innovation.
With the Scan & Upload App, multiple visits for collecting documents has reduced, thereby saving time for the
sales person.
We believe in giving complete control to the customer
when it comes to management of their policies. Our customers have the option to research for the policy, purchase it, and manage the policy post purchase online
from the comfort of their home. Our online sales portal
allows a customer to calculate the right life insurance
amount for him and purchase it online. The self-service
website allows the customer to manage the policy-related
queries and requests online.
What are the key challenges that you have faced in
72
May 31, 2015
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your digital journey?

The key challenge lies in managing the change in the
distribution team. Getting the sales personnel to adopt
the new digitally-enabled sales process required a high
degree of engagement, involvement, structured training,
and convincing them of the benefits.
The solutions that we were suggesting had to address
their pain points and clearly showcase the benefits that
they could derive, by going digital. Besides the challenge
of change management, the technology challenge had to
be handled effectively as well. The new digitally-enabled
sales process had to be easy, convenient, and intuitive
to use, without intimidating the sales person. The other
challenge was pertaining to the standardization of the
software platform and the hardware. To begin with, we
decided to standardize our apps on the native Android
platform, which automatically covered between 85-90%
of our sales force. And to ensure the best quality output,
we standardized on the Samsung Galaxy Tab 3 (8) as the
preferred device.
Another challenge that we face is the limited interaction
the customer has with the insurance company post purchase of the policy. The first preferred option of interaction
for the customer is agent and then the company call center. This limits the scope of our digital strategy as we have
to continuously encourage customers to interact with us
more on our online platforms. We currently run campaigns
to increase the usage of the self-service portal.
EntErprisE | TALKING POINT
IT HAS TO WORK AS A
BUSINESS ENABLER
Ashok kAnnAn
AVP IT Head, Ashok Leyland John Deere Construction Equipment Company
Charu Murgai
charum@cybermedia.co.in
EntErprisE | TALKING POINT
Organizations across industries are viewing technology as a critical enabler

for business transformation and increasingly tapping into its power to gain a
competitive advantage, and the construction equipment manufacturing industry
is no different. To know more about IT implementation and usage in the sector,
Dataquest spoke to Ashok Kannan, AVP IT Head, Ashok Leyland John Deere
Construction Equipment Company, a joint venture between the Hinduja Group
flagship, Ashok Leyland, and a US-based firm John Deere. Excerpts
s a CiO of a construction equipment manufacturing company, how do you perceive

it? is it working as a support function or
a business enabler?
In the construction equipment manufacturing industry, there are key players which are big MNCs, as
well as emerging players which are being supported by
giants. There is a huge competition among several players, and the competition is intensifying every day. As we
are relatively a new player in this industry, so far we have
experienced that all the companies use IT to differentiate in specific areas, although the market we operate in
is primarily for cost leaders. Hence, IT has to work as a
business enabler, and IT should have a planned transition,
such that the organization moves from IT-enabled to ITdriven. Our parent organization, Ashok Leyland, has also
been helping us a lot, so that our business is already ITenabled in various areas.
What are the most common it challenges in the construction equipment manufacturing sector?
The most common IT challenge is to address the entire
supply chain effectively, especially taking care of our
dealers and end customers. We are currently trying to address the same through our SAP system.
What trends do you see as far as it implementation
and usage goes in the construction equipment manufacturing sector?
The trend is towards analytics to provide meaningful and
effective insights for the decision-making management
team. Other areas of ISMAC (Internet of Things, Social,
Mobile, Analytics, Cloud) are also influencing the IT imple|
mentation and usage, based on the size of the organization and its long-term IT strategies.
How are you leveraging social media, mobile, and
cloud computing?
We are currently trying to leverage analytics out of ISMAC, as we feel that we will be able to improve our decision-making based on useful insights. We are planning
to utilize the effectiveness of mobile technology 12 to 18
months down the line. We are still analyzing the security
aspects of cloud computing.
in order to avoid a trade-off between security and accessibility, how can CiOs best ensure a mix of both?
This is a very big challenge in any industry. As I am playing
multiple roles of a CIO, CTO, and CISO for my organization, my life becomes relatively easier as only one person
is the decision-maker. However, we are facing the tradeoff requirement whenever the security requirement slows
down the system speed, for instance. The required security standards have to be in place, and hence security
takes our top priority. As required by our parent organizations, Ashok Leyland and John Deere, we are following
the ISO 27001, SOx, and COBIT standards.
How important is big data and analytics for Ashok
Leyland John Deere?
As we do not have huge petabytes of data, we are not
planning big data initiatives in the immediate future. Big
data will definitely be useful to our parent organizations,
considering their data size and number of years of existence. However, we are planning to implement analytics to
get useful insights for effective decision-making.
www.dqindia.com
May 31, 2015 | 75
INDUSTRY | TALKING POINT
Amit midhA
President, Dell Asia-Pacific, and Chairman,
Dell Global Emerging Markets
Anil Chopra,
Ibrahim Ahmad,
Thomas George
We are simplifying iT
operaTions significanTly
To meet its global vision to transform, connect, inform, and protect customers,
Dell has been investing actively, undertaking large-scale acquisitions. To know more
about Dells future strategy and outlook for the Indian market, Dataquest caught up
with Amit Midha, President, Dell Asia-Pacific, and Chairman, Dell Global Emerging
Markets. Now based in Shanghai, Midha has been with Dell for more than 15 years,
holding leadership roles. Edited excerpts from the exclusive interview follow
sing technology to transform businesses

and societies to bring more efficiency and
affordability is one of the aims of Dell.
How do you see that happening around
you?
Lets take pharmaceutical and medical services industry
for instance. It is evolving at a great pace. Genome sequencing, for example, has evolved rapidlyin 2004 it
used to be $20 mn, today it is down to $1,000 heading to
$100 by the end of this year. By 2020, you will be able to
sequence someones genomes in a few cents. In fact, it
will become much cheaper. You can imagine a doctor in
2020 will have more in common with a data scientist and
a computer scientist than todays doctor. Its all about information. The doctors will have to deal with probabilities
and tendencies. They will have to see what can be done
from medicines with acute care to derive a better outcome. When you have an impact like this on genome sequencing, then sky is the limit for whats going to happen.
But in all this, data security is also a big concern. How
is that being addressed?
This whole big trend that I talked about is also around
|
securitythe more digital we become the more information is available for people to exploit and people to use
for games, financial, or otherwise. And in that construct,
security cannot be an afterthought. Security has to be a
part of the solution.
How has been the response to Dells new strategy:
Transform, connect, inform, and protect?
We have been following this for a few years now. I would
say transformation is doing phenomenally well for us. And
datacenter transformation is exceptionally good. For example, at the Singapore Stock Exchange, they have an
IT mainframe and they basically went to a point and said
we connect and rely on a single company to give all our
innovation. We have customers that moved from COBOL
to modern programming. You can see the transformation
in our server business also and we think that SDCs are
going to be hugged. Our business is booming. We are #1
across Asia Pacific and Japan and #1 in India with 26%
revenue now on the server side. Hyper converged infrastructure is helping us improve our performance, which in
turn is enabling us simplify IT operations significantly for
our customers.
www.dqindia.com
May 31, 2015 | 77
If you look at $3 tn IT industry globally, two third of

that is people. So unless we can move away from selling
our customers a carburetor to selling them an engine,
customers wont be able to do more and thats what our
whole mindset is. If customers need to innovate more to
change their business models to digital transformation,
CIOs need to have their desks full today, in terms of what
they can handle and they require a set of solutions which
are more aggregate v/s solutions in the past. So thats
where we are. Transformation and security are doing exceptionally well. We are handling 100 bn cyber security
incidences a day. And this number used to be less than
half last year. We want to help our customers transform
their businesshelp them connect with their customers
and employees in ways that werent possible earlier, get
better insights from their data, and protect their assets.
Thats our global vision: Transform, connect, inform, and
protect.
The Dell cloud marketplace you talked about, is it
available in India? If not, when will it be available here?
As a product, it is available today. As a service, we have
launched it only in the US. We dont have a date yet but
it depends on how well the US piece goes as we just
launched it there. India is #3 in terms of our revenue and
#1 in terms of employee based outside of the US. India
plays a strategic role for us in terms of our business opportunities, operations as well as financial success and is
a part of the top 10 countries.
How do you compare IT in China versus IT in India?
I would say at the micro level, China market is almost five
times that of India. From IT maturity perspective, I would
say Chinas level of sophisticationbe it the digital market size, or the user of open source technology to building unbelievable mobile Internet offeringsis second to
none. Not even the US compares to China. China has
moved from the use of technology as an efficiency mechanism to creating an innovation journey around mobility
better than anybody else.
You have witnessed both the marketsChina and India. Do you see India at an inflection point?
I would say that in digital services, India does better than
78
May 31, 2015
www.dqindia.com
anybody else. You know you have applications after applications, but most of the applications are coming out
of India which are cutting edge and are targeted towards
the US and Europe, basically trying to serve those markets digitally outside India. What is happening here is
nothing short of a revolution. According to me, a lot of
shake up will happen. Technology resources are also
pretty strong.
We have seen Dell doing some selective acquisitions.
Whats your say on this?
I cannot give the names of the companies but I can tell
you that we are continuing to be active in the investment
process. We are investing in storage, software, security,
and healthcare companies. Some of those may or may
not be public. Some of them are bigger and transformative where we do think we want to integrate and build.
I believe that our financial strength now is such that we
are ready to go for large-scale acquisitions as well, when
needed. But our criteria doesnt change. It has to come
under transform, connect, inform, and protect. We will
not change our DNA. These are our core values that have
made us successful.
We see a lot of business transformation leads also
happening through IT outsourcing. We dont hear
much from Dells side. Please throw some light on
that.
We have a BPO business thats primarily for the US and
overseas markets, executed in India. We have done a
few in the past here too but we realized that outsourcing
is just about labor arbitrage and not our cup of tea. We
think companies should be rethinking about outsourcing
instead of just saying lets outsource IT to someone else.
We have seen many customers who have outsourced
and came back after 6-7 years and said, IT is a mess
today, because I dont even know where to start and I
dont have connection to businesses as well. I have not
innovated in my business models. I feel that my team is
weak and the senior management is no longer there.
So I think if every company has to fight for survival, then
the biggest difference in their ability to survive will fail
because of talent. Use of talent and technology is very
important.
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COMPLIANCE GAP CAN BE

FILLED BY SETTING UP THE
RIGHT PRACTICES AND
PROCESSES
Mayank SrivaStava
Managing Director and General
Manager, SoftwareONE
Given the complexities involved in software licensing, there is a huge market

demand for licensing consultants in India. Naturally, SoftwareONE, a global software
licence consulting firm, is seeing huge potential in the Indian market and has
made inroads into the country to cash in on the opportunity. In an interview with
Dataquest, Mayank Srivastava, Managing Director & General Manager, SoftwareONE
talks in detail about the companys business model, strategy, and unique challenges
as a start-up in the niche segment. Excerpts
hat was the idea and key objective

behind starting SoftwareONE in India, considering that you were already working with Microsoft?
While working with Microsoft, I was a
part of the worldwide licensing and pricing team where
we used to discuss how pricing is done and licensing
is managed for our customers. When we went for customer meetings, we understood that licensing is a hugely
complex process. The terms, conditions, right usage is
not very clear to the customers end to end. The customers are always perplexed about the kind of models they
should use, contracts they should sign, and how can they
justify the RoI on the investment.
We went through a huge round of trainings internally
where we understood what licensing is all about. Whats
the philosophy behind Microsoft and whats the school
of thought when they built a licensing program or they
built use rights for a particular program. For example, we
understood the philosophy behind why a product X can
be used in a particular environment by a said number of
users.
Microsoft is just one example; the case is similar with
Oracle, VMware, and SAP. The licensing document itself
is about 350 pages and nobody has the time to read it.
When we went and met customers, we realized they were
in need of somebody who could understand licensing
in and out and make it transparent to them. So, when I
got an opportunity to interact with SoftwareONE, a global company headquartered in Switzerland, which was
purely into licensing, I thought that I could leverage on
my strengths and my knowledge and could help head the
brand in India. I knew the market potential was huge as
there was a need for strong licensing consultants. It was
|
an easier thing for me to join and start a company and hire

the right kind of people, go to market, and be the trusted
advisor for the customers.
What is the key differentiator for SoftwareONE in the
licensing industry?
If you look at the overall community in India, traditionally
it is a community of re-sellersthey typically buy and sell,
they dont do any value add in terms of services. What
typically happens is software is a commodity and it is a
standard package product, you cannot alter or change
the product from a feature standpoint because it is standard and it is the copyright of the publisher. What you can
do is that you can understand the feature of the software
and try and sell it.
All the publishers have partner channel programs where
they appoint channel partners and use them for transactions. All the channel partners buy the software and add
their cost of transaction. This is what they were doing earlier. The customers were supposed to use and deploy the
license on their own as and when they required and also
used to install them on their own. Earlier, it used to come
in DVDs and CDs and now it comes online. But how to
use the features, how to train people was still owned by
publishers.
When I was with Microsoft, I was working with a huge
set of channel partners. SotwareONE was the first company where they said we want to tell the customer what
all possible licensing solutions are there which typically
can be known if the person has worked in that environment. There are a very few people who can talk about
licensing to end customers. I build a team of consultants
who had this knowledge and could take this knowledge to
end customers, so that the customers trust us for whatwww.dqindia.com
May 31, 2015 | 81
ever they are buyingthey are not being forced to buy,

they can see the value of the product, compare the pricing, and do RoI analysis on the investment they make,
and then buy. So this is where SoftwareONE stood out.
What challenges did you face while starting SoftwareONE?
I think the biggest challenge was finding the right people
and trying to convince them to join us. We started off in
a very small office in West Delhi and the candidates who
would come for interviews did not feel that this was a look
and feel of a global MNC. It was very difficult for us to
convince people to start working in a start-up environment because they were not sure how long and how secure their future was with us.
Second biggest challenge was trying to tell the customers that we are a team of people who are starting and be
a part of us, because start-up companies usually dont
get a heads up into large enterprises because they have
been working with other engagements. For example, a
large customer is working with Dell for everythingservices, laptops, desktops, and software. How do you break
into the account?
Initially, it was very difficult to pitch rightly to the endcustomer and you need to have a team in place that is
able to deliver that as well. Understanding the taxation
system was also difficult. It is even difficult today. To comply with all the laws and to ensure we have enough liquidity to be able to manage the business was also another
challenge. Scale was also a challenge because a lot of
these companies have offices all over the country and
they wanted local representatives to be there. So it was
important for us to scale fast.
Do you work with partner channels?
We work with them on a different model all together. We
are the channel partner of Microsoft because we also buy
and sell but we buy and sell independently and advise
customers on the right model. Advisory services come as
a part of our reselling business model to the end customer.
We have the VARassist model with our channel ecosystemsif there are small partners like networking partners,
hardware partners who can influence their customers to
buy software through us or use SoftwareONE as their
consultant, we typically give them a portion of the profitability. So the partners can refer their end customers to
us and then we will share the profitability transparently
with them. That is the model we brought in India which
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May 31, 2015
www.dqindia.com
was earlier used worldwide by SoftwareONE. We started talking to customers to understand their pain points
to differentiate ourselves from others. We not only help
our customers in giving the right kind of product but also
share our experiences with them.
Do you work with any specific software publishers?
If you look at the overall business we do in India, we do
about $200 bn business, about `1,200 crore and nearly
80% of it is Microsoft, then we have IBM, Adobe, VMware,
and Oracle. These are the top five publishers.
Can you suggest some steps that companies can take
to fill the compliance gap?
Compliance gap can be filled by setting up the right
practices and processes internally. Typically, in an organization, user teams and business teams have different software requirements and they all go to the procurement division, which then initiates the purchase. But
who manages these assets, and who controls the usages of these licenses. Nobody. Only a few large companies have a separate compliance team to control, monitor, and track.
One of the major risks in organizations that lack robust
software compliance and monitoring processes is that
they cannot track which software is being taken by employees when they leave the organization. Therefore, you
need to have the right process built in to be able to monitor the usage of licenses, control the usage of licenses,
and ensure that you are able to comply with all the usage
terms of a license. We advise customers on how to set up
the right processeswhat should be the right workflow
from the time a user intends to buy the software to the
time it is actually delivered. More importantly, customers
need to have a practice and workflow internally that they
need to follow to ensure compliance.
In your opinion, which model is preferred by customerscloud or on-premise?
Depends upon the segment. Typically, all large and medium organizations are still using on-premise. Companies
with less than 2,000 employees are trying to migrate to
cloud because of the added advantage of not having to
take care of hardware, bear maintenance cost, etc. So
now companies are moving their basic solutions and requirements on cloud. Everyone wants uptime, fast access, and ease of use, which is where cloud is making
more sense. But the biggest problem is that all the datacenters reside outside India.
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Prerna Sharma
Wi-Fi is GoinG to Be a Key

BuildinG BlocK in indias
diGital empoWerment
Sanjeev Sarin
CEO & Founder, Ozone Networks
In the wake of Delhi governments announcement regarding providing free Wi-Fi

in the state, Dataquest spoke to Sanjeev Bobby Sarin, Founder & CEO, Ozone
Networks to know more about how the plan will help in fuelling Indias digital journey
and how it will impact the service providers. Excerpts
ccording to you, how important is Wi-Fi in

Indias digital empowerment?
Internet penetration in India is still very low
if we compare it with the rest of the world. I
strongly feel that if India really wants to be
a digitally empowered country, Wi-Fi is going to be a key
building block as there is a severe lack of infrastructure
for home broadband and consistent wireless coverage.
Wi-Fi is unique as it is an inexpensive data-centric broadband access technology available in the majority of devices shipped today. This makes Wi-Fi a high potential
technology for low-cost data access and rural communication services for the masses.
In your opinion, what are the biggest challenges in the
governments Digital India vision?
I believe Digital India is one of those visionary ideas that
have the potential and depth to transform India. The plan
is to establish a digital platform to digitally connect and
deliver government programs and services to individuals
across India, alongside content and services users want
to access. There are a few challenges that need to be
addressed if we are to achieve the Digital India goal; infrastructure, neutrality, and security being the prime concerns. India will need massive data storage as all the data
needs to be backed up at an alternate site. This will require huge investments to set up datacenters in various
parts of the country.
We need to encourage all service providers and partners to educate users to use the networks, and ensure
they have a sustainable business model. So neutrality is
key to the roll out of infrastructure. All providers should
get access equally to grow Digital India. If we are not inclusive, like projects in other countries, the project will fail,
and its too critical to fail. India is a nation where we do
not take security seriously, which has left our IT infrastructure defenceless. Securing the data is going to be a huge
challenge.
How will the announcement of free Wi-Fi impact serv|
ice providers? How will they be able to cover their infrastructure investments?
I would not call the service free Wi-Fi but instead call it a
complimentary Wi-Fi for the customers. At the end of the
day nothing is free, as someone has to pay for the network, so we will have advertisers and partners sponsor
usage by the customers, so that we can fund operations
and grow our network.
I certainly believe that connectivity or Internet has become more of an infrastructure requirement like the road,
water, and electricity, so the need for Internet is going
to be huge. Only 6% population is connected today in a
population of 1.27 bn. This leaves out a huge population
of around 800-900 mn unconnected.
Again, we also need to understand that its not totally
free. Service providers offer complimentary packs to consumers. For instance, for 30 minutes, 60 minutes, 90 minutes and in certain cases even annual packages, depending on the customer preference and usage.
Also, the customer is notified once the complimentary
session is over and has the choice to pay and continue. I
would also like to add that every industry needs to work
with a combination and have a free plus paid model, but
in the end all businesses need revenue to survive and
grow. As a service provider, one needs to monetize things
to cover infrastructure investments and continue to deliver customers a seamless Internet experience, investing
in more and more locations to give true access where the
user needs it.
Please share your views on how free Wi-Fi will impact
mobile data companies.
Wi-Fi has a definite role to play to improve traffic concerns in certain locations or at certain times of the day
and it is the preferred and the primary form of data connection used by many customers. So I would say that globally, Wi-Fi is a complimentary part of the data network
ecosystem for operators, and India will be no different,
as the surge of traffic on mobile networks will need Wi-Fi
networks to shoulder the load.
www.dqindia.com
May 31, 2015 | 85
Ruchika Goel
Digital is a strong
Catalyst for innovation
Puneet GuPta
Chief Technology Officer, Brillio
Organizations that embrace the digital wave early and effectively will be the ones
that will innovate better and connect deeper with customers, says Puneet Gupta,
Chief Technology Officer, Brillio in an interview with Dataquest. He sheds light on
the factors that are driving the organizations to go digital and the key technology
challenges that enterprises face. Excerpts
hat makes digital transformation so

important for organizations in this
new business scenario?
Until recently, organizations regarded
technology as just an enabler. Today,
most organizations realize that its a core driver, and are trying to figure out how to take advantage of technology to
serve their customers better, faster. Technology is radically
changing business paradigms and customer relationships
and their brand experiencesat an unprecedented scale.
To keep pace with this market dynamics, its important for
organizations to proactively embrace digital transformation.
Enterprises are trying to take advantage of the digital
phenomena by transforming into technology-first businesses. Digital is helping businesses extend their reach
and penetrate newer target segments and geographies
quickly and easily.
What are the biggest technology challenges enterprises face?
The pace and breadth of technological change taking place
today is too great for most organizations to comprehend.
Every industry and corporation stands the chance of being
disrupted and made obsolete or inefficient virtually overnight. Organizations are trying to figure out how to put the
breakneck pace of technology to their unique advantage.
As the digital transformation drive becomes stronger,
what will be the opportunities for enterprise buyers
and their vendors? How are you dealing with changing
expectations of the enterprises with respect to your
offerings?
It is important to create a clear, holistic digital strategy that
takes into account not just the short-term priorities, but the
long-term opportunities as well. The right place to start is
by acknowledging the profound impact digital transformation can create for an enterprise, the impact on customer
relationship and experienceof creating a seamless experience through the digital and physical realmsand the phe|
nomenal business outcomes this can lead to in the long run.

Simply put, digital is a strong catalyst for innovation.
We should keep in mind that digital transformation is a
journey, not a destination. Organizations that embrace the
digital wave early and effectively will be the ones that will innovate better and connect deeper with customers by reimaging experiences, making their every touchpoint a sensory
delight.
Please describe your key offerings in the digital space.
How are these playing out in comparison to your competitors?
Digital transformation is a continuous process. Brillios digital consultants focus on aligning technology opportunities
with an organizations digital vision to drive specific business
outcomes. Broadly speaking, Brillios digital solution suite
spans Digital Enablement & Transformation, Mobility, User
Experience (UX), and the Internet of Things (IoT).
What kind of technologies will shape the future of this
industry?
Technologies like IoT, cloud, mobility, big data, and analytics
(especially predictive) will continue to shape the industry. I
am particularly excited by the potential of phenomena like
Artificial Intelligence (AI), neural networks, advanced machine learning, and augmented reality. As a CTO, I am thoroughly enjoying the way technology has woven itself into the
fabric of society and influencing every aspect of our lives.
What piece of advice would you like to give to the CTOs
or CIOs?
CTOs and CIOs are the closest to the technology disruption
and stand the best chance to take advantage of technology as a strategic enabler for their organizations. The real
advantage of transformation comes from seeing potential
synergies across silos, and then creating the conditions for
unlocking value throughout the organization. As every business becomes a digital business, the C-suite needs to lead
their organizations digital transformation from the front.
www.dqindia.com
May 31, 2015 | 89
Industry | EvEnt REpoRt
Ibrahim Ahmad
ibrahima@cybermedia.co.in
As the World Gets smart

India must engage actively with IFA 2015
t was a press conference for IT, communications,

and tech journalists. But the products being
discussed and displayed were from everyday life in
the drawing room, the living room, and the kitchen.
While Gibson Innovations provided a peek into their
very interesting new products such as a loudspeaker
that features crystal-clear 360-degree sound, Grundigs
kitchen showcased how IT and Internet are making
kitchens smarter.
On similar lines, Haier, a major Chinese manufacturer of
home appliances, presented a more energy-efficient and
smarter washing machine than we see in the markets.
And Microsoft talked about how Windows 10 will play a
role in household appliances. Philips showcased its smart
lighting solutions that conserve energy, and another tech
player TP Vision said that in 2015, 80% of its TV sets will
be equipped with Android. Further, ZTE showcased a
mobile HD projector and a smartphone which recognizes
spoken commands without being connected to a network.
The global press meet gave a glimpse of trends that
will dominate the forthcoming consumer electronics and
white goods show, IFA 2015. The show attracted over
240,000 visitors and almost 1,500 exhibitors last year.
This year, the mega show will focus on convergence of IT
and connectivity in devices and smarter living.
Jrgen Boyny, Global Director, Consumer Electronics
at market research firm, GfK said, Consumers are
increasingly spending on consumer electronics. We expect
the positive trend to continue worldwide in 2015 and
anticipate 1.5% growth in the consumer electronics sector.
Smart cities and smart living will push the growth further.
the opportunIty In smart home applIances
Device makers uniformly echoed the need for more

efficient products. They talked about the rapidly growing
need for integrating more ICT into the traditional household
devices. According to Bernd Laudahn, MD, Philips, There
are a lot of opportunities emerging in the health technology
space due to increased collaboration between healthcare
professionals, care givers, and institutions. According to
him, appliance makers are now realizing that data is the oil
of the future, and trying to leverage that in their offerings.
Resonating the same thought, Yannick Fierling, CEO,
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May 31, 2015
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Haier Europe said, We are very aggressively getting into

healthcare and energy solutions. Our new watch will help
you track where your kids and ageing parents are.
Murat Sahin, CEO, Grundig Multimedia said, We have
more than 500 products for every room of a household
today, and in each one of them we are trying to build in
more intelligence.
Similarly, Waiman Lam, Sr Director at ZTE Devices said
We now have a mobile-ICT vision for the entire product
range. And Marc Harmsen, Global Marketing Lead, TP
Vision said, Smart TV is going to be the center piece of
the main living room.
What IndIa needs to do to be smarter
Just when Indian Prime Minister Narendra Modi has rolled

out the first level plan for building 100 smart cities at the
cost of `48,000 crore, it is important that the concerned
city planners, IT secretaries, and even smart city
specialists be exposed to all the new technologies and
business models that are coming up across the world.
And what better place than these expositions.
While the fact is that traditionally IFA has been more
Europe-centric, the organizers agree that the growth
markets now lie in the emerging geographies such as India.
We know there is a lot of action in India, and we are
accordingly planning to reach out to more exhibitors
and visitors there, said Jens Heithecker, IFA Executive
Director. However, he also thinks that doing business in
and with India has its own challenges.
Hope the Indian industry and government is listening.
It will not be just about buying, but it could also explore
opportunities for manufacturing in India, another very
important thing on the countrys agenda.
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Industry | In Focus
Mihir Gandhi
The Technology Bridge to

Payments Bank
Technology has served as a game changer in the payments space. Quite
naturally, prospective payments banks will be looking at technology as a
differentiator to reach more customers, generate higher transaction volumes,
and enhance customer convenience and security
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May 31, 2015
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Industry | In Focus
ayments bank as a concept is an interesting

proposition, with diverse players like prepaid
payment entities, mobile phone operators,
business correspondents, forex companies,
corporates, NBFCs, etc, having applied and
showing a keen interest in applying to become a payments bank. The list of applicants is awaited from the RBI
and a sizeable number of applicants are expected to be
awarded payments bank licenses.
Why technology?
RBIs key imperative for a differentiated banking structure

like payments banks is to bring the unbanked to the
financial mainstream (banking channel) by offering them
low-cost banking options and moving them away from the
informal channels. RBI specifically mentions the need for the
applicants to be technology driven for achieving objectives
related to various banking operations such as account
management, risk management, security, AML, etc.
The key differentiating factor of a payments bank from
a traditional bank is providing superior customer service
for its product offerings, through usage of technology and
innovative models. With this understanding, the technology
deployment for a payments bank should be smart enough
to ensure the bank achieves all its objectives through a
cost-effective and sustainable operating model.
hoW to go ABout Itthe BrIdge
The proposed smart technology deployment for a

payments bank depends upon the existing model of the
applicant. PPI players can tweak their existing mobile
wallet platform to carry out the basic functions of a core
banking solution, rather than going for a full-fledged CBS
upfront. NBFCs can leverage upon their existing suite of
financial services applications to meet any specific demand
of a payments bank. Some of them could be connectivity
with various regulatory bodies (RBI/NPCI), reporting
and analytics modules related to risk management,
AML, etc. The existing network of micro ATMs, business
correspondents, offline/online delivery channels, card
management systems, and switch needs be suitably
leveraged upon to build up the distribution model.
Currently, less than half of the Indian population has bank
accounts but the mobile phone penetration is estimated to
reach almost 100% of the population in the next 3-4 years.
Now lets look at a scenario where a certain Mr X has
read about payment banks and a list of various banking
options. He decides to download a mobile banking app
|
for one of them and check its features. To his surprise, he

sees an option to register through Facebook. He quickly
logs in and is redirected to a screen where he has an
option to open an account through eKYC using Aadhaar
ID and bio-metrics. Mr X goes for it and to his surprise his
account is instantly opened and is ready to access the
whole gamut of banking services!
Mobile channel can thus be a key enabler for achieving
the main objectives of a payments bank, ie, bringing
the bank to the unbanked and improving the customer
experience.
Key consIderAtIons And the WAy ForWArd
A critical decision is the choice between the hosting (opex)

model and the licensed (capex) model. Capex model with inhouse hosting of systems gives better control to the bank, but
involves higher lifecycle management costs. Considering the
expected operating model and scope of services, the opex
model with outsourcing of system infrastructure seems to be
a better bet, from cost effectiveness and market readiness
point of view. Technology, which has typically, been a cost
hurdle due to large setup and maintenance costs can be
better utilized by following the pay-per-use cloud computing
model, offering unlimited resources with reduced upfront
capital expenditure. A hybrid model could help combine the
best of various models.
Needless to say, the basis for technology-related
decisions should be innovation. Innovative products, and
flexible design would help the payments bank to achieve a
sustainable model. The model should be flexible and agile
enough to accommodate future business and regulatory
requirements. The proposed architecture should also assist
the bank in meeting various other criteria explicitly mentioned
by the RBI such as those for branch distribution, customer
service standards, capital management, etc. Technologyrelated decisions and considerations should thus be integral
parts throughout the entire transformational journey towards
a payments bank, rather than be piecemeal or ad-hoc ones.
This transformation would no doubt throw up challenges,
and technology would be no exception to that. However,
innovation and smarter solutions at each stage in the
technology design and implementation, with an eye on the
future, would assist the new payments bank to achieve
the desired goals effectively and be future-ready for new
challenges and opportunities.
The author is Managing Consultant, Technology Consulting,
PwC India
www.dqindia.com
May 31, 2015 | 93
Industry | In Focus
Jyoti Prakash
Thwarting a New Breed of

Cyber Attacks
To prevent new-age attacks in the digital age, industries need to implement
a cyber security strategy that outlines the best practices for employees, sets
comprehensive protocols for responding to a breach, and most importantly,
encourages the necessary steps to ensure active network and data security
ybercrime has evolved from simply stealing information for financial gains to ruthlessly infiltrating industries with the goals of
destroying intellectual property, damaging
reputation, and crippling critical operating
functions.
As one of the most recent and malevolent examples,
the Sony Pictures Entertainment hack brought global
attention to the issue of cyber security and will likely have
a significant impact on the future government policies and
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May 31, 2015
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national responses to cyber attacks perpetrated against

countries or companies.
Motivation plays a big role in who is targeted by these
threats and how they are executed. Although the Sony
hack has garnered significant attention, its impact pales
in comparison to the implications of an attack on critical
infrastructure, which has the potential to be politically,
economically, and physically devastating.
The FBI has said the Sony hack was either perpetrated
or sponsored by North Korea, and it is guaranteed that
Industry | In Focus
other nation states and organized non-state actors are

paying attention to see how the US responds.
With 2015 expected to be another landmark year in
terms of both the frequency and impact of cyber breaches,
organizations and officials cannot ignore the potential
risks associated with these threats, risks that go beyond
the digital world and cause actual, physical damage.
Cyber AttACks set to Get Worse
As the number of devices connected to the Internet

increases to the tens of billions in the coming years
(Morgan Stanley estimated the number to be as high
as 75 bn), the risk from network intrusions, mechanical
sabotage, and data loss increase as well.
For instance, in December an unidentified group of
hackers led a cyber attack on a German iron plant that
caused physical damage to the machinery and was
executed in a way that prohibited plant workers from
intervening in the override. This resulted in multiple
components of the machinery malfunctioning, causing
massive damage to the system and the plants output.
The breach was accomplished using a technique
called spearphishing, a simple attack that utilizes social
engineering to provoke the user to open an email
appearing to be from a trusted source but designed with
embedded malware. Once hackers compromised and
gained access to the system, they applied sophisticated
technical knowledge to override the control systems and
caused massive destruction.
This breach is significant because it is the second
publicly confirmed case of a cyber attack causing
physical damage to a systemthe other being the 2010
sabotage of centrifuges used to enrich uranium gas at an
Iranian facility.
It is important to emphasize that a cyber attack on a
physical infrastructure poses a unique threat, not only to
an organizations network and data, but also its physical
and human capital as well as the surrounding population.
These threats require distinct procedures, standards, and
proactive protections.
Industries need to implement a cyber security strategy
that outlines the best practices for employees, sets
comprehensive protocols outlining a response to a
breach, and most importantly, encourages the necessary
steps to ensure active network and data security.
The Council on Cyber Security and the National Institute
of Standards and Technology (NIST), for instance, have
|
both outlined critical security controls as well as public

security measures that organizations can take to better
secure and defend the network, data, and vital business
assets. To address the full array of cyber security threats,
near real-time solutions in the form of continuous systems
monitoring and risk mitigation are required.
When an organization lacks the awareness to
determine who has access to its network and sensitive
data, it is forced into a reactive posture where breaches
are dealt with after the attack, leading to a state of
perpetual damage control that diverts further resources
away from threat detection and prevention. In todays
environment of advanced threats, being proactive is
essential, as it is inevitable that bad actors of some kind
will gain access to an organizations critical data with
enough persistence.
A strong cyber defense relies on the strength of
multiple layers of security targeting underlying software
security assurance, data encryption, network defense,
and near real-time monitoring to quickly identify a breach
and respond before the damage can be done. Without
comprehensive situational awareness of an organizations
network, intrusion prevention and detection systems
are limited to stopping only the attacks they have been
programmed to identify.
Pairing near real-time monitoring solutions that have
been calibrated with the latest threat intelligence can
give IT managers a comprehensive picture of their data
environment, so threats can be detected and mitigated
before they cause any harm.
This is why threat indicator sharing and collaboration
is such a necessary and crucial step not only for the
protection of individual organizations, but also for
industries, critical infrastructure, and national security.
Cyber attacks are no longer simply practical jokes or
non-lethal schemes of siphoning information for monetary
gains. An attack on critical infrastructure presents a clear
danger to human life as well as life-sustaining industries.
Breaches are an inevitable and expected occurrence in
the digital age. Now we must place the priority on how we
can prevent and respond to these threats together, which
can mean the difference between business as usual and
a national crisis.
The author is Country Director, India and Saarc countries,

HP Enterprise Security Products (ESP)
www.dqindia.com
May 31, 2015 | 95
IoT Is ChangIng The

FundamenTals oF
BusIness
Rajesh KumaR
CMO, SAP India
Srikanth RP
srikanthp@cybermedia.co.in
In an era of consumerization, it has become critical for the CMO to have a deeper
understanding of the impact of the connected consumer on enterprise value
propositions and marketing practices, says Rajesh Kumar, CMO, SAP India, in an
interview with Dataquest. Edited excerpts
hat is the future of the CMO in a market of empowered customers, big

data, and the Internet of Things?
In a competitive business environment, CMOs today are going through a
radical transformation, driven by multi-channel customer
choices, data analysis, and marketing technology. The
accelerating pace of the change is creating a wide range
of potential new priorities for chief marketersleading
change efforts across the whole corporation, playing a
more active role in shaping the companys public profile,
helping to manage complexities, and building new capabilities within (and even outside of) the marketing department. It has become critical for CMOs to have a deeper
understanding of the impact of the connected consumer
on enterprise value propositions and marketing practices.
The importance of marketing as a strategic focus area
for the business will be such that I see the CMO emerging into the bellwether of the company. Those CMOs who
move from good to great will enroll support from their
CIOs to use technology as an enabler in the business and
stay in control of the sweeping changes. They will take
on a more significant role within the executive team as
they become more accountable for customer facing initiatives. At the same time, being close to the customer and
already having a pulse of the customer will enable them
to leverage many opportunities for leadership within the
company.
In 2012, Gartner had boldly predicted that CMOs will
spend more on IT than CIOs by the year 2017. From
your experience, have you seen this shift happening?
The prediction was based on a very simple truth that a
CMO can no longer delegate technology issues/spends.
The rapidly changing market landscape demands that
they understand and embrace technology. Whether it is
to connect with an always on consumer who expects the
same level of engagement in the offline or online world or
to leverage big data for improved and targeted marketing
campaigns, the CMO needs to work in close conjunction
with the CIO to direct spends on technology. So rather
than a shift, I foresee the CMO enrolling the support of the
CIO to make technology purchases and thus bolstering
the overall tech spend within a company. Many companies are also creating the role of the Chief Digital Officer
|
who promises to drive the digital agenda within an organization and unify marketing and IT efforts of the business.
What in your view, are some of the top challenges for
marketers? How can technology help in solving some
of these challenges?
Some of the key challenges CMOs face today where
technology is a great enabler include:
Managing data for actionable insights: According to
the Cisco Visual Networking Index, the global IP traffic
will reach 1 zettabyte per year in 2015. With these data
volumes plus the structured data contained in internal
corporate systems, managing data is a huge challenge
for most companies.
Id like to give you an example here of Asian Paints
with a team of 1,200 sales representatives connected to a
network of more than 40,000 dealers and distributors who
market the companys well-known brands in more than 65
countries, Asian Paints was dealing with an exponential
amount of data. Analyzing sales trends and other key performance indicators for such humongous data quantities
started becoming a challenge with the then IT architecture,
thereby greatly limiting data access, visibility, and usability.
This was the time when SAPs real-time analytics tool, SAP
HANA, came in handy. Asian Paints leveraged the near-line
storage (NLS) functionality of SAP IQ software to store the
data more affordably, enabling real-time analytics, and dramatically streamlining data-intensive tasks.
Logging onto where the customer is: Customers
are increasingly moving between the online and offline
worlds. According to a study by Vantiv, a US-based payment processing and technology provider, more than a
third of customers today see an item in-store, compare
prices on a mobile app, and then go online to complete
the purchase. Another half are researching and purchasing online and simply picking up the product in-store.
Marketers today face the challenge of logging onto where
the customer is. Technology can help marketers develop
and hone their omni-channel capabilities to provide a
consistent experience to customers across channels.
In this new era of digitization, how has SAP positioned
itself to be more relevant to digital marketers?
When looking across digital marketing channels, the
CMO in 2015 needs to have an excellent grasp on digital
www.dqindia.com
May 31, 2015 | 97
marketing. Advancements in mobile technology and the

proliferation of social channels have given consumers the
ability to connect and access information at any time, and
their attention is more fragmented than ever. So it is very
important for marketers to have a deep understanding of
how the customers are going to consume media.
In this era of digitization when customers are keen to
blend multiple channels, our new omni-channel solution,
the hybris marketing platform is a perfect fit. The hybris
marketing platform provides businesses a complete visibility to communicate, engage, and do commerce with
customers wherever they are. All large retail companies
are currently talking to us for this solution. Retail giant,
Future Group, announced its association with hybris last
year in September to converge its digital and physical
channels.
How can marketers do location-based marketing
without being intrusive? Can you give us some examples?
I recently came across an extremely interesting information with respect to this trend. According to a study by
Accenture, nearly two-thirds of the online shoppers would
trade increased privacy for more personalized offers from
retailers, as long as they are given options on how their
personal data is used. This should be the principle that
guides most location-based marketing initiatives today.
Successful location-based marketing initiatives will be
those that are able to identify a real customer need at that
particular moment and tailor fit a solution that appeals
to the customer. Take for example, you receive a message on your mobile with a discounted offer from your
preferred brand as soon as you walk into a retail store you
generally frequent. Wouldnt this offer appeal to you? This
is possible and can be done.
SAP has a Precision Retailing solution that can help retailers create personalized offers in real time by combining the consumers shopping context and location with
the companys knowledge of the consumers profile, preferences, and purchase history along with in-store product availability. As you can imagine such location-based
marketing initiatives are a win-win for both customers and
marketers.
How are you leveraging technology trends like IoT in
your marketing strategy?
IoT is changing the fundamentals of business all together.
We are not merely looking at doing things incrementally
because of this technology proliferation but in fact re-im98
May 31, 2015
www.dqindia.com
agining our future. Indeed, the Internet of Things is taking

connectivity up from just mobile phones to our everyday
objects. Most research bodies indicate anywhere between 50-75 bn web-enabled devices by the year 2020,
creating a universe of intelligence everywhere.
Since we work with so many Fortune 500 companies at
SAP, our current dialogues with them are about a very exciting futureit is the next level of growth as companies
think of the revolutionary ways in which they can monitor,
analyze, and automate processes.
We recently unveiled a Hyperconnected Asia Showcase
in Singapore, showcasing some of our real life examples
of IoT applications across different industries from healthcare to sports to retail. Whether its helping the Hamburg
Port of Authority optimize the flow of goods and direct
traffic better or creating connected cars with BMW, in
particular helping drivers navigate vehicles to available
parking spaces more efficiently, and personalizing and
delivering promotional offers for fuel or food to drivers
based on their actual driving route, SAP is helping customers gain from an increasingly connected world.
Can you give us some examples of your clients from
the marketing function who have benefited from using
your solutions?
There are several examples on this. I would want to mention a few here:
Hungama Digital Services, a leading digital advertising and marketing promotion agency, uses SAPs Social
Media Analytics Application by NetBase to capture actionable customer insights in real time. Not only has this
streamlined online reputation management for Hungamas
clients but it has also brought about 35% in time saving
as a result of better team collaboration and control.
For Asian Paints, SAP HANA and IQ platforms have
facilitated in zeroing in on markets and dealers that are
experiencing service issues at the moment, rather than
relying on historical data crunching over a span of weeks.
Our omni-commerce technology solution allows Future Groups Big Bazaars customers to view the retailers
complete inventory, thereby gaining access to products
online that cannot be made available at physical stores.
Customers can order products online and collect the
packaged order from the nearest store. Also, if a product
ordered at a store is out of stock, the customer can get
the product delivered at home when available. The use of
this solution is helping Big Bazaar penetrate deeper in the
market without the cost of adding new physical stores to
its portfolio.
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Industry | InnovatIon
Shweta Nanda
shwetan@cybermedia.co.in
Indian Wearable
Innovation Helps You
take the right step to
your destination
Ducere Technologies Lechal is the worlds first interactive haptic
footwear that uses vibrations to tell a wearer which way to take to
reach their destination
100
May 31, 2015
www.dqindia.com
n a mountaineering expedition, you get

separated from your other group mates
and after walking for a while you reach
an intersection. Just then, your footwear
talks to you and sends vibrations to your
left foot to convey that you need to take the left turn.
You continue following the instructions of your shoes
and safely reach your destination.
No, this is not a scene from a science fiction or
a fantasy movie, the worlds first interactive haptic
footwear can actually show you the way and guide your
feet towards the right path.
Aptly termed as Lechal, which means take me
along in Hindi, the footwear is an innovative wearable
developed by an India-based company Ducere
Technologies. The footwear uses the technology of
touch or haptics to guide the wearer by vibrating. It
uses Bluetooth technology to connect to the users
smartphone via an app. Using GPS, the app determines
the directions and then communicates with users via
gentle vibratory responses or haptic feedback.
What makes Lechal interesting is the fact that it allows
a completely hands-free experienceyou dont need to
constantly look at maps on your phone while running or

biking, making it a safer and convenient option.
Lechal is available in two formsa complete set of
shoes or as insoles for existing shoes. This fiery red smart
and fashionable footwear, apart from giving directions
can also be used as a fitness tracker for counting
calories, distance travelled or for logging fitness activity
and charts. The footwear also lets users tag their favorite
locations, as well as share routes or destinations with
other users.
Interestingly, Lechal footwear was initially conceived by
Krispian Lawrence and Anirudh Sharma, graduates of the
University of Michigan and the Massachusetts Institute of
Technology respectively, as a solution to help the visuallyimpaired navigate their worlds better. Along the way, the
duo realized that as the wearable is versatile, it can be
used by anyone and everyone.
Lechal is for everyonepeople who are interested
in wearables, people who like to travel and explore,
people who like to keep a track of their fitness metrics,
people who are tech-savvy and those who are not, and
people who are fashion-conscious, etc, states Krispian
Lawrence, Co-Founder & CEO, Ducere Technologies.
How Lechal Works
www.dqindia.com
May 31, 2015 | 101
Krispian Lawrence
Co-Founder & CEO, Ducere Technologies
How It empowers tHe vIsually ImpaIred
Since Lechals genesis lies in using haptic technology to

help the visually-challenged, there are several elements
built in to the design that retain that legacy. For example,
the app responds to audio commands. Another key feature
is that users can control their entire Lechal experience
through the volume buttons on their smartphones. At
every stage, the interaction with the app or the footwear
is intuitive and organic, says Lawrence.
The impulse to empower the visually impaired continues
to guide Lechals design philosophy and aesthetic. We
have also created the Lechal Initiative under which a
part of the proceeds from the sale of every pair of Lechal
footwear sold will be used to subsidize the footwear for
someone who is visually-challenged. We have tied-up
with LV Prasad Eye institute in Hyderabad to make this a
reality, adds Lawrence.
tHe story beHInd tHe worlds fIrst InteractIve
HaptIc footwear
In 2011, when Lawrence and Sharma had founded

Ducere Technologies with an aim to create intuitive and
user-friendly wearables, the wearable technology was at
a very nascent stage. Thus, as a start-up, the company
had to encounter a number of challenges. Lawrence
put this in perspective, The last few years have seen
wearable technology become a buzzword but in 2011 no
102
May 31, 2015
www.dqindia.com
The last few years have seen wearable

technology become a buzzword but
in 2011 no one quite knew what we
were talking about. Initially, there were
several challenges, from funding to
finding the right talent, to finding the
right manufacturing vendors. But now,
things have fallen into place and we are
currently in an expansion phase
one quite knew what we were talking about. Initially, there

were several challenges, from funding to finding the right
talent, to finding the right manufacturing vendors. But
now, things have fallen into place and we are currently in
an expansion phase.
Today, the company has scaled from 2 people to 80
employees and is making significant strides in releasing
the Lechal footwear. We have completed our design
refinements and are currently awaiting final samples
and expect to start mass production in a few weeks.
We hope to start shipping our pre-orders by the end of
May or early June and we aim to be in retail and e-tail
stores in the US, UK, Middle East, and India by OctDec. Customers in other markets will be able to order
the footwear from our website until we make inroads
into their home countries. We plan to expand into more
markets in 2016, updates Lawrence.
Lechal footwear will come with the worlds first
interactive charger that responds with audio feedback
when you snap your fingers. The insoles will cost around
$150 and the shoes will be around $250. We will also
have India-specific pricing that will be lower than all the
other markets, says Lawrence.
The company is also working on making Lechal available
in brick and mortar stores in India and across the world. It
has received an overwhelmingly positive response and has
already got over 50,000 pre-orders from across the globe.
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Industry | In Focus
Ajay Chhabra
How to Become a
digital Enterprise
Organizations need to move beyond adopting social, mobile, analytics,
and cloud within the enterprise to become a true digital business
104
May 31, 2015
www.dqindia.com
Industry | In Focus
is increasing and the speed at which the enterprise data

doubles is reducing.
Given this scenario, if you dont have digital natives
in your enterprise the chances of being competitive are
lean. Digital not only enhances the customer experience
but also increases the productivity of the workforce,
operational efficiencies, collaboration between teams
and employees, service delivery, and new customer
acquisition. The lack of digital awareness and failing to
meet consumers changing needs and demands has
forced a large number of enterprises to shut down.
All these factors and trends are forcing us to change
the way we run the business and interact with employees,
investors, and customers. In my opinion, the digital
enterprise is that organization, which irrespective of its
size has brought in digital thinking in the boards DNA.
Digital enterprises hire digital natives across multiple
functions and SBUs and tasks them to reinvent products,
services, and customer connect. These enterprises are
experimenting with the Internet, upgraded digital media
tools, latest technologies, and applications for their
internal and external ecosystem.
thE dIgItal
smac
e are parked at the crossroads where

the desktop Internet is on the decline
and mobile Internet is on the rise and
ready to take the world by storm. New
strategies and upgraded mobile applications are taking lead over the traditional and age-old
business trends. We are quickly hopping from 2G to 3G
and 3G to 4G, and beyond. Internet enables each and
every device in the world to have an IP address. Self-service delivery, digital products, services, and 3D printing is
revolutionizing and redefining the supply chain process.
Production, consumption, sharing, and storage of data
|
EntErprIsE
EcosystEm
BEyond
There are many ways and technologies to watch than

just adopting social, mobile, analytics, and cloud for
your enterprise. A true digital enterprise needs to focus
on other aspects like search marketing and optimization,
real-time marketing, multi-channel delivery, big data,
digital media and marketing, content management
systems, email marketing, digital strategy, responsive
User Interface Design (UX), eBusiness, videos, content
marketing, etc. The Chief Digital Officer or the Chief
Digital Transformation Consultant audits the current level
of maturity and then creates a strategy and tasks a team
to enhance the maturity levels.
dIgItal stratEgy componEnts
Digital strategy for any enterprise has multiple

components. It has web/mobile and social/search at
one place and other important business functions on the
other. Third-party digital tools, technologies, platforms,
and guidelines are the foundation of a digital enterprise
with business objectives at the top.
www.dqindia.com
May 31, 2015 | 105
Industry | In Focus
Digital Enterprise Strategy Matrix
Business Objectives
Multi-channel Experience | Operational Efficiency | Collaboration | Productivity | Digital Products & Services | Customer Acquisition
Web/Mobile
Marketing
Sales & BD
Manufacturing
Human
Resources
Information
Technology
Social/Search
Digital Tools, Technologies & Guidelines
Content Management Systems| Web Analytics| Marketing Automation | Email Marketing | Social Media Monitoring
digital
governance
thE rolE of thE cdo In
thE Enterprise
dIgItal EntErprIsE
Digital
Strategy Matrixestablishes
Simplified
Ajay
Chhabraand rules; identifies digital
A Chief Digital Officer has multiple tasks and
responsibilities to perform. He works in conjunction
with the business unit heads and understands their core
business challenges; builds a digital marketing strategy
and roadmap for the organization; identifies processes
and monitors products and functions for digital pilots;
tools and technologies, partners and solutions; and hires

talent and motivates them to think and introduce newer
digital business models. He also owns digital assets and
data, creates multi-channel digital use experience for
customers, and transforms the business digitally.
closIng thoughts
Buids Digital
Marketing
Strategy
Introduces
Digital
Business
Models
Reports into
Boardrooms
Recruits
Digital Talent
Chief
Digital
Officer
Transforms
Business
Digitally
Owns Digital
Assets and
Data
Creates
Digital User
Experience
Ensures Multi
Channel
Delivery of
Content
106
May 31, 2015
As a first step towards their digital journey, organizations should digitize each and every function within the
enterprise. A conscious effort should be made to hire
digital-savvy people across functions. Depending upon
the budgets, organizations could take help of digital
transformation specialists or consultants. The organizations should focus on training and encourage board
members to attend digital orientation or short-term
workshops.
Finally, for their digital transformation journey, organizations should allocate at least 20% of their IT spend, 20%
of the sales and business development spend, 30% of the
marketing spend, minimum 20% of their HR spend and
10% of the manufacturing spend into digital media tools,
technologies, and marketing. This is 20-20-30-20-10 rule
for a 100% digital enterprise.
The author is Founder & Chief Digital Officer,

A3R Digital.
www.dqindia.com
last matter
Ed Nair
ednair@cybermedia.co.in
The Two Parts
uch has been written and spoken about the making of a digital enterprise. It is now well
understood that the digital enterprise is not only about technology but also about identifying
areas for innovation, creating new business processes, and in many cases, creating new
business architectures and new business models. Converging technologies make these
endeavors possible. Even though it might seem to be the preponderant element, technology alone
wouldnt help in realizing the dream of a digital enterprise.
What is/are the missing element/s? It is hard to call it by any one name, but it is a motley set of
capabilities that really determine the chances of success in creating the digital enterprise. This set
includes things as diverse as organization culture, mindset towards innovation, ability to understand
customer behavior, organization structure, and many more. Call it the creative part of the organization.
Taken together with technology, it forms one whole. It is like the yin and yang, the body and the mind,
or the left brain and the right brain.
Enterprises need to understand this dichotomous aspect to be able to transform themselves into
digital enterprises. In reality, mastering the creative side of the organization is the bigger challenge.
Technology and capabilities in technology can be sourced externally most of the time, but the creative
aspects have to be nurtured internally. For example, the creative aspect could mean devising a new
approach for customers to co-create products or services in a hyper-customization mode and the
technology used to deliver this new approach could be procured from a technology vendor.
The impact of this duality is so telling that even technology service providers are grappling with
their own set of challenges. I met a leading global IT services vendor who claimed to offer digital
transformation services. The vendor had acquired capabilities in digital marketing, customer experience
management, consulting by buying out various specialist companies. But when they set out to sell their
services in the market, various incompatibilities between the technical part of the organization and the
creative part of the organization arose. The vendor pointed out that such incompatibility issues also
existed within their client organizations so much so that it became a four-way problem!
CIOs would often find themselves bang in the middle of this turmoil. Yet, CIOs are the most suited
to play the bridge between the technical and creative sides of the organization. The challenge is huge,
but the rewards are handsome.
Ed Nair
Editor-at-large
108
May 31, 2015
www.dqindia.com
RNI No. 40432/82. Published on 1st & 15th of every month. DL(S)17/3159/2015-17. Licensed to Post WPP. U(SE)26/2012-2014.
Posting Date: 3&4 and 17&18 of every month. Posted at Lodi Road HPO.

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